Y Scouts, The Purpose-Based Leadership Search Firm

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortes. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on Purpose. Now Here is your
host, Elise Cortes. Welcome back to

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Working on Purpose Show. Thanks for
tuning in again this week. I'm your

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host, Elise Cortes. Joiny.
You live from Dallas, Texas, which

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is home base for me. If
you've been tuning in for a while,

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you know this program is all about
how people create more meaningful and productive personal

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and work lives and equipping leaders,
insight organizations to cultivate meaning and purpose,

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illicit's passion inspired contribution, innovation,
and persevering performance. I talk with my

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guests to draw on their expertise and
share my own experience consulting, speaking and

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developing workforces across the globe. Every
week. In these conversations, I hope

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you walk away with something you can
immediately put to use in your life and

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that you come alive with the possibility
of living with passion, working on purpose,

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and are inspired to discover for yourself
just how big and fulfilling your life,

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work and leadership can be. And
if you do catch fire from anything

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you hear, reach out and tell
me about it. Email me at a

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lease at a Leasecortes dot com,
or use the contact me feature on my

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website to message me tell me how
I can help. Whether you want to

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join the distribution list to stay informed
of these radio show topics, you want

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to see about joining a catch fire
online inspiration, accountability or a mastermind community.

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You want information on my purpose driven
leadership programs for individuals or companies,

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or you want to see about having
me speak for your company or conference at

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in your rate. I'm glad we're
connected and thanks for listening. Now onto

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this week's program with us this week
is Max Hanson. He's the CEO and

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co founder of Why Scouts, the
first ever purpose based executive search firm.

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We'll be talking about how he entered
the purpose movement and why he thinks it's

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critical to business success today. The
approach he and his team at White Scouts

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takes to join with their client companies
and candidates, and where he sees the

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future of the workforce. He joined
us today from Phoenix, Arizona. Max,

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Welcome to Working on Purpose. Oh
thanks, Elise, it's great to

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be on your show. Well,
I always like to tell our listeners where

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it is that I find my guests, and so here I was minding my

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very own business, Max, when
I smacked up next to you at a

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Purpose conference that you helped sponsor in
Phoenix, Arizona last October, and I

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just want I want to just give
a shout out to you supporting a conference

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like that. That's just amazing.
It was a phenomenal experience. And we'll

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also shout out Imperative an Aaron Hurston
team who put on the conference. Pretty

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phenomenal. Yeah, oh yeah,
I agree. I was really honored to

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be a part of it, and
I was really really proud of Imperative to

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take the first step and put on
a conference like that for the first time.

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So it was just great to be
a part of it. And it

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really felt like, I will say
our tribe, because I know that you

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think similarly to me, So it
was wonderful to be a part of that

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conference. Well, I'll tell you
a little secret that nobody else will know,

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including anybody who might be listening.
I actually had it on my program

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my calendar to host my own first
ever purpose conference of some sort. The

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week after that Aaron Hurston team had
had theirs on. And once I found

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out about Aaron's I'm like, heck, I'm going to just join this bandwag

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and this sounds really amazing and I'm
glad I did so. I was on

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my radar too. There's something in
the water here, Max. Well,

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we're glad you did as well.
Live Yeah, well, thank you,

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thank you. I love being your
team. And shout out to Priscilla by

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the way for her help and helping
getting you on the show. Thank you,

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Priscilla. So let's talk about you
and this amazing career and we do

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have something in common. And then
I started my human capital career twenty years

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ago in recruiting. But you've made
a career out of helping companies find key

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talent they need to drive and grow
their businesses. But you say that somewhere

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in twenty eleven you began to notice
that traditional contingent hiring model wasn't allowing you

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to help your organization solve the deeper
rooted issues they were facing in their hiring

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practices. And then as a recruiting
leader with decades of all those experiences,

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I'd like to understand, what did
you see? What did you notice?

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Well, I'd like to say it
was linear that I was in the recruiting

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business and helping companies hire people,
and just one day I woke up and

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said I wanted to align people on
purpose, you know, in the workplace.

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But it wasn't It wasn't quite that
linear. We are tidy, I

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suppose, or tidy right, we
had. In January of two thousand and

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two, I started my first company
called job Brokers, which is kind of

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ironic because the word job and the
word brokers, you know, ten years

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later both were considered four letter words
in a way. So we rebranded to

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a company called True Path, and
both those companies are still around today.

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I sold my interest in those companies
and took one hundred percent of the shares

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to Wi Scouts. But how we
ended up with Wi Scouts is we did.

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When I first started in the recruiting
business, I started a Aerotech,

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which is a most people probably know
who Aerotech is. They're owned by the

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Allegians group, and they taught me
a lot. I was really honored to

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start there and see how a company
with very sophisticated processes and had been built

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in how they were training their folks. So I started there, and then

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I moved on to a smaller company
based out of Tempee, and it really

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made me realize how much I learned
from Aerotech. So by the time I

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started my own company, I really
had the experience of a really sophisticated,

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scaled company to over three hundred and
fifty localsations when I left to a to

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when I quit, I went to
a single office that was, you know,

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pretty much the opposite of that.
So I had kind of saw the

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best of both worlds. I saw
a very entrepreneurial company in the company that

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I moved to, and then where
I came from was obviously a well well

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structured company. So we set out
and we did a lot of contract to

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hire, which a lot of you
know, firms do, and I'm not

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here to bad talk contract to hire
by any means, But once we had

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done that for called about ten years, we had we had hired I'm just

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going to guess, probably twenty five
thousand people at that point, and I

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started to kind of lose my interest
in the contract a higher model. I

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think we were effective in helping some
companies, and I won't name some of

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the dinner companies because I don't think
it's relevant. But what I started to

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see is I started to see it
was kind of a revolving door and we're

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really refilling the same roles over and
over, and it was beneficial for companies,

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but it became it became more I
didn't see it as I didn't see

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it as meaningful. I saw it
as sometimes that we were maybe even kind

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of kicking the can down the road
and perpetuating the problem of really addressing the

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root of the hiring challenges with our
client companies. So at about twenty eleven,

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I started to kind of ask myself, you know, what do I

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really Is this what I want to
do for the rest of my life?

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And to be honest when I say
it wasn't linear. I really felt like

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I kind of lost my way,
and I'd say, you know, kind

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of figured out that I didn't know
what my purpose was and it took me

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a little soul searching to find it
at that point, and ironically, at

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that point in twenty eleven. I
was making and well into the Seven figures,

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and everything in theory should have been
great, but there was something missing

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and it took me a It took
me a while to figure that out.

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And there was actually one There was
one kind of conversation I had with my

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son, who's almost fourteen years old
now, so he was my mass right.

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He was about four years old at
the time. Him and my nephew

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walked up to me and they asked
me what I did. What I did

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for work? And these are four
and a five year old asked me this.

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But I had been kind of wrestling
with it whether this is something that

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I want to do and whether it's
something that's really solving, you know,

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really deep rooted problems. And I
was already kind of in question about it.

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So when they asked me what I
did, I told them proudly that

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I get people jobs and I find
people work and they kind of shook me

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off and they said, no,
what is it that you really do?

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And I was kind of confused with
their question, and I thought about it.

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They wanted to know what I actually
did. So what I actually did

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is I just met people and talked
with them on the phone. And met

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them in person, and they looked
at me and they said, that's all

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you do and they ran off and
laughed. And that was kind of the

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uh, you know, kind of
the straw that broke the camel's back and

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made me really start searching for applying
what I had learned and making, you

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know, figuring out how to use
it and make it a lot more meaningful.

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Oh my gosh, Max, A
couple of things that's so great.

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One, I really appreciate where you
come from, and I myself will also

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have fit into that bucket of getting
to a place where you're going. Really,

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is this all there is? And
there must be more? That is

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part of I think has been also
my launch to look for and discover my

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purpose. So I really appreciate it. We maybe have to get there sometimes

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to be able to be motivated to
go looking for it. Wow, that's

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thank you for sharing on that level. First. The second thing I want

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to I want to just sort of
bring up to what I heard you hint

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at. And I've been wondering about
this too, having come from the recruiting

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space, I do find it perplexing
how much money companies can spend on search

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when they would be better served to
find a way, I think sometimes to

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make the employees that they have want
to stay. And that might be through

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helping them discover and align their purpose
through the organization, or it might be,

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you know, just better leadership and
management. But I've really been amazed.

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It's a real pain point. But
it sounds like you started to notice

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something similar. Yeah, you know, and even before that, at least,

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I think one of the first things
that really drove Brian Moore and I

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to come up with what at the
time was the first ever purpose based leadership

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recruiting model or first purpose based recruiting
model. What we really saw was,

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and I know this maybe it sound
a little brass, but we saw people

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that were flat out lying in interviews. And then we saw companies and hiring

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managers, which I kind of bucketed
ourselves in that bucket as we were kind

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of setting people up to lie in
interviews. I mean, we were basically

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posting jobs, people rewriting their resumes, we were using you know, computers

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to keyword match, and then we
were basically taking you know, the best

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matches and we were starting with those
and so that drive that drove us kind

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of crazy that we were that we
were doing this. To me, it

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wasn't so much that I was blaming
the interviewees that they were lying. I

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looked at it like, hey,
we're stewards of the interview process and we're

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setting up a process that doesn't work
in baiting people in to lie on interviews.

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So even backing it up a little
bit further, I think that's the

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thing that drove is crazy. So
the first thing we did when we started

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Why Scouts, and this is still
what we do today, is we don't

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believe in posting jobs. And it's
not that we think that people that do

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it are bad people that hire us, they just don't hire us to post

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their jobs. And we'll get into
why that is, but the main reason

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is we like authenticity, and we
believe the best way they get authenticity is

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to ask somebody and interview somebody before
they know the specifics about the job and

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the role. So the first kind
of tenant of starting White Scouts, and

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the first thing that we towet around
with in reinventing the hiring process was not

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posting jobs and going through a covert
discovery process, which I'm sure we'll talk

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more about, but yeah, so
sorry, I skipped that kind of in

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my first answer, and I wanted
to make sure to share that with you

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and thank you for that teaser,
Max, because you're right after we get

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into the second segment. That's really
what I want to focus that segment on,

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is just really how you distinguish your
approach now at White Scouts. But

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before we get into that, because
that will be after the break, I

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want to understand. I mean,
you can't really turn anywhere today, Max,

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I don't think without discovering the word
purpose somewhere. I mean, I've

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seen you know, purpose, purpose
food, purpose breakfast, purpose tires.

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You know, it's everywhere. So
what do you think is going on in

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the world that is so contributing to
this whole purpose movement? You know?

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I think I think everybody, you
know, if you look at it kind

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of worldwider globally, I think everybody
is so much more connected through technology and

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just the globalization of business on so
many levels. I think, you know,

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people can now really associate themselves with
you know, people all over the

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world that are feeling the same things, going through the same tragic events.

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You know, So I think that
there's you know, there's there's there's that

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where people are just able to really
associate themselves, you know, on a

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global level. And then we've always
talked about when we started White Scouts,

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and this is just kind of coming
down to me. But when we started

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to talk about white purpose matters,
when we start a White Scouts and called

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twenty eleven twelve, we always said
it was because of three main things that

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we saw at the time. And
we said the first one was when nine

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to eleven. So when nine to
eleven happened, I think everybody it took

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everybody back, at least in the
US, but I think you know,

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most of the world was paying attention
to nine to eleven. But it you

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know, the funny part is is
the younger generations now, they are too

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young sometimes to remember where they were
where nine to eleven was. So that

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makes me feel really old. But
from a you know, from when we

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look back, we looked at nine
to eleven is a big event where it

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really caught everybody you know, off
guard, and it made them think,

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wow, anything, this could end
at any moment, and we need to

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make the most of it, and
we need to make sure we maximize and

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really enjoy our time outside of work
and inside of work. And then I

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think the crash of two thousand and
eight was another big event that really helped

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people, you know, especially especially
folks that were kids of parents who had

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basically worked their entire lives. And
I don't want to exaggerate too much,

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but a lot of them weren'd watched
their parents miserable in a job, working

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you know, eight to five or
more hours, and then they saved up

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all their money and then that one
single day they lost you know, a

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good portion of their savings or their
life savings. And then the last piece

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that kind of covers and circles back
to your question, is technology on the

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Internet. I think, you know, those three combined, and really in

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that time when we started wiit Scouts, we started identify that those three things

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were really driving people to really yearn
for purpose more than ever. That was

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so Chris, and I completely agree
with that sessment. I've done enough research,

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including the stuff that Aaron Hurst puts
out, which I think is brilliant,

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and I've come to very very similar
conclusions. But that was extremely cris

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for our listeners. And on that
note, Max, let's grab our first

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break. I'm your host, Alis
Cortez. We've run the air with Max

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Hanson, who is the CEO and
co founder of why Scouts, the first

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ever purpose based executive search firm.
He's interested today from Phoenix, Arizona.

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We've been talking a bit about how
it was that he found himself thrust into

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the purpose movement. After the break, Brine talk about his model and what

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he sees people really crave and want
in their work lives. Today, stay

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with us, We'll be right back. Alise Cortes is a speaker and engagement

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and development catalyst. She designs and
delivers professional development, leadership and engagement workshops

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and can bring her expertise to your
organization. She will help ignite meaningful development

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within your workforce that will increase employee
engagement, performance and retention. To learn

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more or to invite Elise to speak
to your organization, please visit her at

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www dot Elisecortes dot com. She
would welcome the opportunity to help get your

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employees working on purpose. This is
working on Purpose with Elise Cortes. To

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reach our program today, send an
email to a lease Alise at aliscortes dot

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com. Now back to working on
Purpose. Thanks for staying with us,

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and welcome back to working on purpose
if you're just joining us. My guest

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is Max Hansen. He's the CEO
and co founder of why Scouts. His

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desire to help organizations with the root
of their challenges in hiring, along with

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the lack of meaning in his own
work, push him to create his first

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ever purpose based leadership search firm.
In twenty fifteen, he sold all his

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interests in three traditional recruiting companies to
more aggressively pursue building WHI Scouts and Purpose

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Based Leadership Search. I'm your host, Elise Cortes. So Max, so

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much great information coming from you,
and I really think that you've got a

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unique advantage point to the world of
talent. And I once upon a time

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had a similar kind of role when
I was in recruiting, and that we

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get to drink deeply at the well
of people's innermost connection to the work when

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we when we're in the recruiting role
and they let us into every sacred place

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into their lives. So I want
to understand what is it that you think

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you've learned from people about what do
they crave and work today? What are

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they looking for? Well, you
know, I kind of listening to some

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of your stuff as well. I
think you're going to really relate to this.

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But I you know, I think
people now more than ever, they

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crave being part of something bigger than
themselves at all levels. I mean,

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I think we used to see that
more, you know, in the leadership

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level years ago, but I think
it's in a good way become table stakes.

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I think we always have historically talked
about, you know, when we

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grew up. The question used to
be, you know, what do you

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what do you want to do when
you grow up? And I think the

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more appropriate question now is we've talked
about this, uh since we started Wise

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Scouts, but the more appropriate question
now is what do you want to be

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a part of? And I think
that resonates with people. They really want

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to you know, not only feel
apart and feel welcome at home where they

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where they work, feel included.
And then they also I think, you

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know, we see people when they're
able to contribute towards you know, a

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company's purpose or cause or you know, efficiencies or production in a way that

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utilizes their strengths. I think,
you know, those things are are very

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important and that's you know, kind
of the we're still seeing that trend.

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Mm hmm. So are gone are
the days max when people used to say,

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well, let's see what skills can
I go out there and learn so

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I can make the biggest paycheck?
Or is that still out there? Well,

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I don't think it's completely gone.
I think, you know, people

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people just look at it a little
bit different. I don't think they I

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believe that there are some people that
still, you know, kind of work

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for a paycheck and exchange time from
mine, and in some cases, you

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know, that's that's the way they'll
they might remain. My hope is that

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they don't, that they you know, wake up and they see that there's

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a better way and they can actually
enjoy themselves and not look at it as

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a kind of a meaningless exchange.
But I don't think it's completely gone.

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I think the what what I what
I have seen since we started Wide Scouts

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as we focus. When we first
started the company, we were really dead

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set on not specializing in any industry
because we didn't see any one industry,

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uh that was concentrated with purpose and
values driven companies, you know, and

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I think there's a lot of research
from Imperative that supports that. So you

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know, we we really uh stayed
discipline and didn't specialize, and I think

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that's changed. So I think that's
that that it's kind of more table stakes

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to provide a more meaningful workplace,
which is really nice to see. I

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think that's kind of we give credit
to the Purpose movement and everybody a part

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of it that has really raised the
bar for really all companies to you know,

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just to provide a more meaningful workplace
where they are developing, you know,

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all the folks that are working for
them, both personally and professionally in

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very interesting observations. I have to
agree with you absolutely on all that.

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It's always great to hear somebody's perspective
of that's so deeply in the trench as

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you are, Max. And then
the other side of that, the question

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that I wanted to find out was
you make mention. I forget where I

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saw this, it was on your
website or what, but you talk about

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your observation that we today were so
deeply entrenched in the technological world, and

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yet there seems to be such an
increasing demand for strong leaders and talent.

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And so what I was wondering is
if you've seen and maybe you just answered

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that in your last statement, if
there's any general coalescence around what companies are

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seeking in terms of leadership. Is
there something in particular pet active away a

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lens, Yeah, you know,
I actually think there is. I'll say,

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you know, for companies that have
really turned the page, and I

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think that there's a little variance from
company to the company, and that variance

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is if the company has adopted some
sort of leadership model, like some way

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that they are developing leaders that is
unique to their company. And so we

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see that when we do business with
some of our clients that have really good

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cultures, like they have their own
I'll call it a leadership model. And

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then we have the way we look
at all companies. Unless a company asks

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us specifically to use a different leadership
model, we use the Wiit Scouts has

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developed a leadership model with a neuroscientist
about five years ago. And so where

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I think all companies where they don't
vary unless they have their own leadership model,

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is I believe and we believe that
one of the loot we look at

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the White Scout's leadership model. It
has three elevated behaviors for exceptional leadership and

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three elevated behaviors that we see that
are the same amongst companies or amongst leaders

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is are are they a relentless learner, how they've developed other people? And

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how do they drive results? Almost
like a three legged stool. And I

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think I have seen very little variants
when I look at all of companies when

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I look at leadership, what constitutes
a good leader? Leaders that can show

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proof points in those three areas generally
can lead well in almost any business.

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So that it's kind of a two
part answers. So companies that have developed

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beyond, you know, with their
own leadership model. I do believe there's

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variants and companies that haven't. We
apply that leadership model and it seems to

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work amongst all the companies who work
with That's so yummy. I love that,

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Max, love that something again that
our listeners can just immediately take away

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and start to consider for their own
companies. That's so great. Okay,

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I want to talk about why Scouts
right now. This is this is where

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we get to really talk about your
unique approach to the marketplace. And let's

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start with the name why Scouts.
I love it, Max, It's so

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it's so smart, it's so clever. So the letter why, and then

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Scouts I'm going to make a big
assumption, but before I do, tell

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us how the name came up.
Yeah, it's actually pretty interesting. Let's

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Brian and I realized what we were
creating. We obviously wanted the name and

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the branding to reflect, you know, what we're building as much as possible.

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And I say, the letter why
stands for you know what people you

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know, ask themselves when they really
are trying to find their purpose and really

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figure out what it is they were
kind of put on earth to do.

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And so so it stands for for
the you know, kind of word why.

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And then if you look at the
letter why, it's a fork in

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the road. And we believe that
at least historically. I think maybe it's

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more normal now, but there was
a point in time, and there's probably

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a point in time for a lot
of people where they have to make a

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decision on which way they're going to
go. Are they're going to go down

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and kind of follow the direction that
you know they had been going just because

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that's what they've done. Are they
going to take the you know, they're

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going to take the turn to something
that you know has been that's driving them,

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and or they have more purpose and
meaning for and then you know,

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the word scouts. It was interesting. We actually took we took our ten

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what we believe our biggest competitor back
then and that's probably changed a little bit,

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but we took their websites. We
made a word cloud out of their

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websites, and the word scouts was
not in any of their websites anywhere.

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And I'm kind of a sports guy
and I think most people can relate to

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what a scout does in sports,
So we really liked you know why in

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the different various meetings for why.
The other thing is that if you're familiar

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with you know, X theory and
Y theory, it's that was kind of

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part of it as well. We
thought that fit just perfect X theory as

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people will only work for the exchange
of money and pay, and then why

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theory. Obviously people are looking for
much more meeting in their work, so

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it had various meetings. It made
a lot of sense. And you know,

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we've been kind of proud of a
name and it's you know, it's

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been good. We've enjoyed the name
and a meeting and I appreciate you asking

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about it. Well, that was
far with your response. I only got

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the why as in the yhy the
why question part of it and the scout

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part all the rest I didn't get. I loved how you fill that Inmax,

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And there's so much in a name, especially before what you're up to,

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And I love how you've taken such
thought to create a meaningful name that

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stands for what you're up to.
It's great. Well, thank you.

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Yeah, yeah, Well let's talk
about another lofty thing about you that I

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really loved. It's smacked right across
home page of your website, but it

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says that you're out to connect ten
million people to work that matters. I

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think that is off the charts wonderful. I like it. So where did

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that come from? Ten million people? It's a great question, and it

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was a big step in a big
transition. You know, since we started

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out doing leadership search, you know, one can obviously assume that we're not

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can ever get to ten million people
likely with just doing leadership search as a

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professional service. So when we came
up with that, it was probably three

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or four years ago. That was
really committing to just making as big impact

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as possible and doing it in a
way that's more than just professional services.

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So what we do is we have
a process that we continually prove out,

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we continue to continue to evolve it, but we want to productize it.

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We want to We're about to publish
a book called Hiring on Purpose, so

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we want to touch as many lives
as we can. We want to share

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how we do what we do and
really we're where. We have our goal

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set on ten million because we know
the only way to get there is through

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products and books and other ways to
really educate people and teach them a better

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way of hiring and aligning people on
purpose. I am I'm going to scream

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this from the rooftops, maas this
is great. Happy to share this anywhere

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I can. Well, I want
to talk a little bit about that.

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I know we can't really go into
a whole lot of detail just given the

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time constraints, but share with us
Max your approach to working with client companies

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who want to engage your services.
How is the way that you engage them

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today different than what you did before
in the more traditional contingent search. Yeah

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sure, Well we always talk about
and this will probably lend well to listeners,

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so I don't get in too much
detail that will lose them. But

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we talk about our three uniques at
WIY Scouts and the three uniques that we

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have. The first one is our
role visioning Exercise, so we are able

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to take companies through a process where
individuals, leaders and then people throughout the

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organization they give us information that helps
us define clarity about the role, really

399
00:29:14.079 --> 00:29:18.319
define what success looks like in the
role. And then there's a company DNA

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00:29:18.799 --> 00:29:22.319
assessment which really helps us understand the
purpose, the values, and the culture

401
00:29:22.319 --> 00:29:26.559
of the organization. So right up
front, and this comes from you know,

402
00:29:26.920 --> 00:29:29.839
the tens of thousands of roles that
I worked before. When somebody hands

403
00:29:29.880 --> 00:29:34.200
you a job description, most most
of the time that job description, it

404
00:29:34.200 --> 00:29:37.480
doesn't necessarily mean it's accurate because you
know, and I'm sure you know this

405
00:29:37.519 --> 00:29:41.319
at least being in the recruiting world. Most of the time, job descriptions

406
00:29:41.319 --> 00:29:47.079
are written by one person in you
know, possibly HR, or by one

407
00:29:47.079 --> 00:29:49.799
person who's really copy and pasting by
similar job from another company. And what

408
00:29:49.880 --> 00:29:53.160
tends to happen when you do that
as you copy and paste a bunch of

409
00:29:53.359 --> 00:29:56.440
extra things and you pass it around
and you say, is this right?

410
00:29:56.480 --> 00:30:00.960
And then you just add stuff to
its. Us really simplifies that and really

411
00:30:02.640 --> 00:30:06.400
we always end up with three to
five success outcomes and no more and key

412
00:30:06.440 --> 00:30:11.160
responsibilities with those, and it's through
a collaborative with hot a multi stakeholder process.

413
00:30:12.039 --> 00:30:15.200
So that's kind of the first differentiator. And then the second one is

414
00:30:15.880 --> 00:30:22.240
that covert search process that I referred
to before. Anytime we reach out to

415
00:30:22.359 --> 00:30:29.720
a potential leader, we don't ever
disclose who the company we're working for,

416
00:30:29.880 --> 00:30:33.279
what the role is. We just
let them know we retain an exclusive obviously,

417
00:30:33.319 --> 00:30:36.000
we don't have any job postings out, you know, out on the

418
00:30:36.039 --> 00:30:38.839
internet, and we let them know
that the company we're working on the behalf

419
00:30:38.880 --> 00:30:45.640
of cares so much about the complete
alignment of purpose, values, culture,

420
00:30:45.720 --> 00:30:48.480
and professional competencies that they want to
take. They want us to take them

421
00:30:48.480 --> 00:30:52.759
through a discovery process similarly to the
one that we took them through, and

422
00:30:52.799 --> 00:30:56.680
then we ask the candidate, are
you good with that? And it's absolutely

423
00:30:56.720 --> 00:31:06.720
amazing how people are are really pleasantly
surprised that we really care about them first

424
00:31:06.839 --> 00:31:11.640
before we start getting into the professional
competencies piece. And then the last piece

425
00:31:11.720 --> 00:31:17.200
is that that leadership model we're really
the whole time we're talking to candidates,

426
00:31:17.200 --> 00:31:21.079
and sometimes we stake some questions then
on the front end before they know who

427
00:31:21.079 --> 00:31:25.079
the company and the role is.
But we're really looking to see how they've

428
00:31:25.400 --> 00:31:29.880
set themselves up as a relentless learner, where their proof points are, how

429
00:31:29.880 --> 00:31:33.160
they've developed other people, and how
they've driven results. So I'd say that

430
00:31:33.319 --> 00:31:37.000
combination of those three really kind of
set us apart differentiate what we do in

431
00:31:37.000 --> 00:31:41.599
the marketplace. Hold on de sec, Max, are you telling me that

432
00:31:41.680 --> 00:31:47.559
you do not let yourself get into
a situation with your clients when you take

433
00:31:47.599 --> 00:31:51.240
their requisition and you ask them about
all these things and what they're looking for,

434
00:31:51.559 --> 00:31:53.160
and then they reply back, I'll
know it when I see it,

435
00:31:53.240 --> 00:31:56.400
Max, just send me candidates.
Yeah, no, we don't do that.

436
00:31:57.359 --> 00:32:00.200
It's amazing, and you know,
it's the most amazing. What I'm

437
00:32:00.240 --> 00:32:02.640
most proud of, and I think
everybody I shouldn't say me, but our

438
00:32:02.759 --> 00:32:08.680
entire team's most proud of is when
our clients tell us what the candidates they

439
00:32:08.759 --> 00:32:10.960
end up hiring, or even the
ones that they don't end up hiring.

440
00:32:12.200 --> 00:32:15.160
We always ask, you know,
what did they think? And they just

441
00:32:15.200 --> 00:32:20.720
give us accolades that we've never been
approached like that, and that was the

442
00:32:20.759 --> 00:32:24.000
best feeling because most people are just
throwing job descriptions and just saying hey,

443
00:32:24.200 --> 00:32:27.799
you enter, you out. You
know, we call and actually ask,

444
00:32:27.880 --> 00:32:30.039
you know, what do you most
care about and tell them that we want

445
00:32:30.039 --> 00:32:34.920
to take them through discovery process before
we spend time talking about the specifics of

446
00:32:34.960 --> 00:32:37.759
the job. So we spend thirty
minutes on the front end just getting to

447
00:32:37.799 --> 00:32:43.039
know them and really asking the open
ending questions and letting them really dictate what

448
00:32:43.079 --> 00:32:45.839
they want to talk about, what
work they really they're good at, what

449
00:32:45.960 --> 00:32:50.039
work they like to do, what
work they don't like to do. So

450
00:32:50.039 --> 00:32:52.720
it's pretty amazing. When we first
started, it was a little awkward.

451
00:32:52.759 --> 00:32:59.200
People didn't know what to do.
They didn't they were a little shocked by

452
00:32:59.240 --> 00:33:04.400
it. Now people respond really really
well, especially very talented people that get

453
00:33:04.440 --> 00:33:07.160
hit by recruiters all the time.
When they're hit with this differential, differentiated

454
00:33:07.160 --> 00:33:13.319
approach, they really they really enjoy
it and they really they really get sucked

455
00:33:13.319 --> 00:33:16.640
in through it. I really get
how that would then stop the whole process

456
00:33:16.680 --> 00:33:21.200
of just speaking to them and Kennedda's
just speak to whatever their requisition says they

457
00:33:21.200 --> 00:33:23.599
have to do, and more to
where's their heart work's or soul. I

458
00:33:23.720 --> 00:33:28.640
so get that, Max, It's
brilliant. Yeah. Yeah. We once

459
00:33:28.720 --> 00:33:31.559
had a gentleman just kind of remembering
this off the top of our head,

460
00:33:31.559 --> 00:33:37.519
but we were working on a role
for a very high end drug treatment center.

461
00:33:37.559 --> 00:33:40.640
It was a coo role, if
I remember right, And so during

462
00:33:40.640 --> 00:33:45.759
the covert process, we asked one
of the questions. There's a we have

463
00:33:45.839 --> 00:33:51.160
a whole discovery library of questions,
and we asked the you know, if

464
00:33:51.160 --> 00:33:52.759
you could do anything. One of
the questions was if you could do anything

465
00:33:52.960 --> 00:33:58.039
regardless of the pay, or if
you could do anything and make the same

466
00:33:58.079 --> 00:34:00.400
pay that you're making now, but
do anything, what would you do?

467
00:34:00.559 --> 00:34:04.519
And this gentleman, as we were
working for this drug treatment center, said

468
00:34:04.960 --> 00:34:09.079
he would love to run a drug
treatment center because his brother got addicted to

469
00:34:09.159 --> 00:34:14.719
drugs after a baseball injury. And
basically, you know, he lost his

470
00:34:14.760 --> 00:34:17.800
brother to drug addiction. And so
I was part of I was training a

471
00:34:17.840 --> 00:34:21.519
person during this. This was years
ago, and I was My eyes were

472
00:34:21.599 --> 00:34:23.639
just wide open. It couldn't believe
that, you know, it was that

473
00:34:23.880 --> 00:34:29.280
direct of a hit on what his
you know, kind of true purpose in

474
00:34:29.320 --> 00:34:31.480
life is. So so that's a
you know, it's a fun story to

475
00:34:31.599 --> 00:34:36.719
tell. Oh, usually things don't
align that perfect, but it really gives

476
00:34:36.760 --> 00:34:40.599
you a flavor of what it's all
about. Talk about meaningful connection, something

477
00:34:40.599 --> 00:34:44.960
we all crave. And with that, Max, let's take our last short

478
00:34:44.960 --> 00:34:46.480
break. I'm Alice Cortez, your
host. We've been in the air with

479
00:34:46.519 --> 00:34:50.599
Max Hanson, who is the CEO
and co founder of why Scouts, the

480
00:34:50.639 --> 00:34:53.360
first ever purpose based executive search firm. He joined us today from Phoenix,

481
00:34:53.400 --> 00:34:57.599
Arizona. We've been talking a bit
about how he works with clients and the

482
00:34:57.679 --> 00:35:00.880
unique things he's been seeing in the
marketplace in leadership. After the wreak,

483
00:35:00.920 --> 00:35:02.480
We're going to talk about the future
of the workforce. Stay with us,

484
00:35:02.559 --> 00:35:28.360
we'll be right back. Alise Cortes
is a speaker and engagement and development catalyst.

485
00:35:28.559 --> 00:35:32.840
She designs and delivers professional development,
leadership and engagement workshops and can bring

486
00:35:32.880 --> 00:35:38.000
her expertise to your organization. She
will help ignite meaningful development within your workforce

487
00:35:38.039 --> 00:35:43.800
that will increase employee engagement, performance
and retention. To learn more or to

488
00:35:43.840 --> 00:35:49.519
invite Elise to speak to your organization, please visit her at www dot Elisecortes

489
00:35:49.559 --> 00:35:53.280
dot com. She would welcome the
opportunity to help get your employees working on

490
00:35:53.440 --> 00:36:05.599
purpose. This is working on Purpose
with Elise Cortes. To reach our program

491
00:36:05.639 --> 00:36:12.280
today, send an email to a
lease Alise at Aliscortes dot com. Now

492
00:36:12.800 --> 00:36:27.800
back to working on purpose. Thanks
for staying with us, and welcome back

493
00:36:27.840 --> 00:36:30.719
to working on purpose. If you're
just tuning in. My guest is Max

494
00:36:30.719 --> 00:36:34.199
Hanson. He's the CEO and co
founder of why Scouts. His desire to

495
00:36:34.199 --> 00:36:37.920
help organizations with the rid of their
problems in hiring, along with the lack

496
00:36:37.960 --> 00:36:40.079
of meaning in his own work,
push him to create this first ever purpose

497
00:36:40.119 --> 00:36:45.159
based leadership search firm, and in
twenty fifteen, he sold all his interest

498
00:36:45.199 --> 00:36:49.559
in three traditional recruiting companies to more
aggressively pursue building White Scouts and purpose based

499
00:36:49.639 --> 00:36:53.079
leadership search. I'm your host Police
Cortes, So Max, for this last

500
00:36:53.079 --> 00:36:57.559
segment here, I really thought it
would be interesting to pick your brain on

501
00:36:57.760 --> 00:37:00.360
the future of the workforce. Again. You're in a unique vantage point having

502
00:37:00.719 --> 00:37:05.079
been in a space for more than
a couple of decades, and I think

503
00:37:05.159 --> 00:37:08.400
you you're you're you're a strategic thinker. So where do you think the world

504
00:37:08.480 --> 00:37:12.280
of work is headed? What?
What will companies need to do to find

505
00:37:12.320 --> 00:37:16.639
and retain that core talent. You
know, I think where the where things

506
00:37:16.639 --> 00:37:22.079
are headed. You know, obviously
there are different jobs will change. I

507
00:37:22.079 --> 00:37:27.119
think there will be new uh,
newly created jobs, I think for companies.

508
00:37:28.239 --> 00:37:30.679
And this is kind of why our
model is the way it is with

509
00:37:30.760 --> 00:37:34.679
that role visioning, uh, you
know kind of exercise on the front end

510
00:37:35.199 --> 00:37:38.199
is I think companies are going to
have to uh, they're going to have

511
00:37:38.280 --> 00:37:40.800
to know how to define those new
roles. They're going to have to know

512
00:37:40.840 --> 00:37:45.480
how to define roles that don't even
exist right now in order to take take

513
00:37:45.960 --> 00:37:52.320
advantage of opportunities that don't exist currently
in the marketplace. So and I read

514
00:37:52.320 --> 00:37:59.480
a lot about you know, you
know, technology and automation taking over you

515
00:37:59.519 --> 00:38:00.960
know job. Do I think that
will happen? Yes, I think that

516
00:38:01.000 --> 00:38:06.480
will happen. I think it's been
happening. I think the companies that adapt

517
00:38:07.719 --> 00:38:13.360
best to it are going to win. And so so I pay close attention

518
00:38:13.440 --> 00:38:16.679
to it fascinates me. Uh,
you know, we see a lot of

519
00:38:16.920 --> 00:38:22.519
new titles, you know, I
mean now from chief innovation officers to you

520
00:38:22.519 --> 00:38:28.559
know, more forward thinking uh,
you know titles. But I think I

521
00:38:28.559 --> 00:38:31.800
think what people have to from our
advantage point is companies just have to know

522
00:38:31.840 --> 00:38:37.159
how to define those roles and keep
going with the punches and adapt. Okay,

523
00:38:37.199 --> 00:38:40.000
So that means we can't go on
autopilot anymore, which is what I

524
00:38:40.000 --> 00:38:45.320
do see a lot of companies doing
in their hiring practice. That's exactly right.

525
00:38:45.320 --> 00:38:50.800
I would say that would be the
opposite direction to go. If there's

526
00:38:50.800 --> 00:38:54.480
one thing that fascinates me. As
you know, all this new technology comes

527
00:38:54.480 --> 00:38:59.320
out and AI and all these new
things that you know, people talk about

528
00:38:59.320 --> 00:39:04.880
taking over hiring, the one thing
I still see. I haven't seen any

529
00:39:04.960 --> 00:39:08.719
change. I still see them aid
to make sure you hire the best leaders.

530
00:39:08.800 --> 00:39:15.599
I actually see that the demand to
hire the best leaders increasing and not

531
00:39:15.760 --> 00:39:20.960
decreasing. So I think we're safe
for a while here. That's great,

532
00:39:21.119 --> 00:39:23.000
that's so great. Well, and
to that end, the next thing I

533
00:39:23.039 --> 00:39:28.400
wanted to talk about was this whole
notion of the more mature or experienced person

534
00:39:28.440 --> 00:39:30.199
in the workplace. Max. I
mean, I know, just in my

535
00:39:30.320 --> 00:39:36.719
own immediate network, many many people
who are gosh, probably maybe past the

536
00:39:36.760 --> 00:39:39.320
mid fifties, and when they maybe
they've been pushed out of an organization and

537
00:39:39.880 --> 00:39:45.599
it might take months or longer a
year plus to land another role, and

538
00:39:45.679 --> 00:39:49.239
so I don't know if that's just
the company I keep max, And from

539
00:39:49.280 --> 00:39:52.079
what I can read out there and
in the literature, it seems like there

540
00:39:52.199 --> 00:39:57.159
is more of this thing where these
the older folks, the more senior folks

541
00:39:57.199 --> 00:40:00.159
are getting squeezed out of the marketplace. Do you have a perspective on that

542
00:40:00.440 --> 00:40:04.159
or any dada on that? Yeah, you know, I do. We

543
00:40:04.199 --> 00:40:07.159
actually just wrote an article on agism, and Tash in my office did a

544
00:40:07.199 --> 00:40:12.519
really nice job on it. She
actually is fifty one herself, and so

545
00:40:12.559 --> 00:40:17.199
she had a lot of you know, just a lot of fire behind the

546
00:40:17.320 --> 00:40:22.960
article. But I'm a really I'm
a really tough one to talk about it

547
00:40:22.000 --> 00:40:28.400
with. You know. I think
if I remember right, is maybe eighteen

548
00:40:28.519 --> 00:40:31.159
point eight percent of people over sixty
five are still working today versus I think

549
00:40:31.159 --> 00:40:34.719
it was twelve and a half or
a little over twelve and a half in

550
00:40:34.760 --> 00:40:37.719
the year two thousand. So clearly
we're living longer, which isn't resulting in

551
00:40:38.760 --> 00:40:45.119
US, you know, having a
older work workforce. But you know,

552
00:40:45.199 --> 00:40:47.360
for me, I really, I
know it's going to sound really funny.

553
00:40:47.639 --> 00:40:53.239
I really love older folks in the
workplace. I love the I love the

554
00:40:53.280 --> 00:40:59.239
diversity that they bring. You know, I know what the challenge is what

555
00:40:59.400 --> 00:41:01.800
people say the challenges are that you
know, there's there's companies. I think

556
00:41:01.800 --> 00:41:07.880
people, you know, they talk
about Google really discriminating and hiring younger folks.

557
00:41:09.039 --> 00:41:14.280
I I kind of tend to think
that it's kind of perspective and it's

558
00:41:14.320 --> 00:41:16.880
kind of sometimes uh, you know, it's kind of something that kind of

559
00:41:16.920 --> 00:41:21.239
comes to them because they think of
it that way. I think we just

560
00:41:21.280 --> 00:41:25.599
have to continue to develop and update
ourselves as much as possible and you know,

561
00:41:25.679 --> 00:41:30.639
provide ourselves, make ourselves efficient in
the workforce. And I think there's

562
00:41:30.679 --> 00:41:34.760
advantages to being older, and I
think older folks really have to just be

563
00:41:34.840 --> 00:41:39.960
aggressive about being forward about those advantages
of, you know, of being older.

564
00:41:40.000 --> 00:41:44.199
I think Tasha in the article she
jokes around that, you know,

565
00:41:44.280 --> 00:41:46.920
nobody, nobody gets hired right out
of school to be a CEO. It's

566
00:41:46.920 --> 00:41:52.000
always going to be somebody that has
some experience under their belt. So yes,

567
00:41:52.079 --> 00:41:58.360
I think it's happening, but I
think I think it's I think it's

568
00:41:57.559 --> 00:42:01.360
uh, you know, something that
old folks just have to continue to learn

569
00:42:01.400 --> 00:42:07.880
and overcome well. And to that
end, you've already right, you already

570
00:42:07.880 --> 00:42:12.800
mentioned this thing about maybe staying in
the workforce longer. I remember a few

571
00:42:12.840 --> 00:42:15.360
years ago, Max, I was
sitting in a leadership workshop, myself on

572
00:42:15.400 --> 00:42:19.360
the receiving end versus giving it,
and the woman that was speaking was a

573
00:42:19.360 --> 00:42:22.840
futurist, and she said, if
you in the room, and there most

574
00:42:22.880 --> 00:42:25.719
of us were women, are fifty
years old and in pretty good shape,

575
00:42:25.719 --> 00:42:29.480
there's a pretty good chance you'll make
it to close to one hundred years of

576
00:42:29.559 --> 00:42:31.760
age. And imediately had two thoughts, Great, I've got more time to

577
00:42:31.519 --> 00:42:36.679
go after my goals, fantastic,
and work longer and make my contribution.

578
00:42:37.239 --> 00:42:39.400
And too, oh my gosh,
I better take better care of this carcass

579
00:42:39.440 --> 00:42:44.840
that's going to get me there.
Oh no, But there is this notion

580
00:42:44.920 --> 00:42:49.199
of staying longer in the workforce just
because we'll need more money for the longer

581
00:42:49.280 --> 00:42:51.480
years that were sticking around, which
I think is great. I mean,

582
00:42:51.519 --> 00:42:55.320
tomorrow, I'll just tell you I'll
be fifty four, and so I'd love

583
00:42:55.360 --> 00:43:00.760
to hear what your thoughts are about
what people can you to continue meaningful work

584
00:43:01.239 --> 00:43:07.119
longer in the workforce. Yeah.
Sure. I actually turned forty four on

585
00:43:07.280 --> 00:43:09.559
Thursday, so now happy birthday.
Don't make me saying happy birthday to you

586
00:43:09.639 --> 00:43:15.519
all? Do it? Oh and
likewise happy birthday. You know what people

587
00:43:15.599 --> 00:43:17.280
have to do, I think they
just have to keep reinventing themselves. I

588
00:43:17.320 --> 00:43:24.039
think, you know, keep learning, you know, have that mentality which

589
00:43:24.079 --> 00:43:28.400
I know of just kind of reading
up on you and meeting you, just

590
00:43:28.440 --> 00:43:35.119
being a relentless learner, Just continuing
to do things you know that you can

591
00:43:35.760 --> 00:43:38.519
that interest you and give you energy. I mean, I think you know,

592
00:43:38.599 --> 00:43:43.559
most folks, at least the ones
that I kind of see complaining about

593
00:43:44.000 --> 00:43:46.119
not being able to find work because
they're too old, I kind of also

594
00:43:46.280 --> 00:43:52.079
hear of them just with very low
energy and not very excited about, you

595
00:43:52.079 --> 00:43:54.840
know, what they're doing. And
I'm not saying that as an overarching comment,

596
00:43:54.920 --> 00:44:00.199
but I think just reinventing yourself in
continuing to learn, learn, doing

597
00:44:00.239 --> 00:44:05.280
things you've never done before, meeting
people that you've never met before. Because

598
00:44:05.280 --> 00:44:07.119
that's another thing. I think when
people start to age, their network starts

599
00:44:07.159 --> 00:44:14.639
to get smaller. So continuing to
networking, I think, for me personally,

600
00:44:14.639 --> 00:44:17.519
and I know this isn't necessarily about
me, I'm committed to hiring people

601
00:44:17.599 --> 00:44:21.280
that are a little bit older,
but I really like them. I think

602
00:44:21.320 --> 00:44:25.360
that there's characteristics that they have that
that some of our young folks don't have,

603
00:44:27.239 --> 00:44:30.239
and I think it brings diversity.
And I think we can all agree

604
00:44:30.880 --> 00:44:35.719
that diversity is really good. And
I think you you really can do some

605
00:44:35.800 --> 00:44:39.800
amazing things with diversity. And you
know, I look at age is one

606
00:44:39.840 --> 00:44:45.239
of those diversity factors that I think
you have to have in the workplace to

607
00:44:45.280 --> 00:44:52.239
really continue to thrive. Well,
that was That's both inspirational and encouraging for

608
00:44:52.559 --> 00:44:55.719
for anybody who's listening. And I
can tell you to your point about learning

609
00:44:57.480 --> 00:45:00.480
this The reason I keep doing this
show, Max, is every every single

610
00:45:00.519 --> 00:45:04.719
week I'm engaged with a conversation that
keeps me growing, learning, curious,

611
00:45:05.679 --> 00:45:08.360
and meeting new people. To both
of your points, so I appreciate very

612
00:45:08.440 --> 00:45:12.599
much what you said. There's and
that helps inform how I do my consulting,

613
00:45:12.639 --> 00:45:15.119
how I do my speaking, how
I create and give out my programs.

614
00:45:15.880 --> 00:45:19.360
It's there, So that's encouraging.
Thank you for that, Max,

615
00:45:19.880 --> 00:45:22.760
Are you welcome. And finally,
the next thing I want you to want

616
00:45:22.800 --> 00:45:24.559
you to speak to if you can, And I don't know just how many,

617
00:45:24.800 --> 00:45:28.559
how many if we've got four or
five generations in the workforce now,

618
00:45:28.599 --> 00:45:32.000
But is there a difference in what
these generations find meaningful in their work?

619
00:45:34.719 --> 00:45:37.639
You know, I don't know if
there's a difference in what they find meaningful.

620
00:45:37.639 --> 00:45:43.880
But the best kind of analogy or
that somebody told me, or example

621
00:45:43.880 --> 00:45:47.239
that they gave me as they raised
their hand and they they raise their pinky

622
00:45:47.280 --> 00:45:51.400
finger and their points for finger,
and they kind of looked at those four

623
00:45:51.440 --> 00:45:53.400
generations and they said, here's the
baby Boomers, which would be kind of

624
00:45:53.400 --> 00:45:59.079
your pointer finger, and then here's
the millennials and maybe gen Z where your

625
00:45:59.079 --> 00:46:01.760
pinky is. And I think the
key is, you know, kind of

626
00:46:01.760 --> 00:46:06.400
bridging that gap and getting them to
teach each other because I think, you

627
00:46:06.440 --> 00:46:10.599
know, by nature, you know, the baby Boomers are more of a

628
00:46:10.719 --> 00:46:15.719
knowledge based you know, in general, they're more knowledge base, and baby

629
00:46:15.760 --> 00:46:22.639
Boomers are in younger folks are excuse
me, Millennials and gen Z they're they're

630
00:46:22.719 --> 00:46:25.239
better learners. So if you can
just kind of bridge them to you know,

631
00:46:25.360 --> 00:46:30.800
teach one another. You know,
for the folks that have a lot

632
00:46:30.840 --> 00:46:35.360
of good knowledge that you know,
they've they've gained over the years to really

633
00:46:35.440 --> 00:46:40.559
teach the younger folks, which usually
the younger folks that have better ways to

634
00:46:40.639 --> 00:46:44.559
learn, and they learn a little
bit quicker because they've they've had kind of

635
00:46:44.559 --> 00:46:47.159
the Internet at their fingertips for a
little bit longer. But just just making

636
00:46:47.199 --> 00:46:52.320
sure that they know learn to collaborate, and I think that the generations will

637
00:46:52.360 --> 00:46:55.719
take care of themselves. You're reminding
me. A couple of years ago I

638
00:46:55.760 --> 00:47:00.400
did a show on reverse mentoring,
and it was a very much that idea

639
00:47:00.440 --> 00:47:04.880
was the young folks come in and
teach the older folks how to use technology,

640
00:47:05.239 --> 00:47:07.800
and some of the more seasoned folks
talk to the young people about learning

641
00:47:07.800 --> 00:47:12.719
how how politics work, how does
culture work, how does leadership work,

642
00:47:12.920 --> 00:47:16.880
how does strategy work? How relationships
get developed? It's beautiful. It makes

643
00:47:16.880 --> 00:47:22.400
so much sense to me. Absolutely. I love that too. We're down

644
00:47:22.440 --> 00:47:24.079
to the end of it already,
Max. It just evaporates the time,

645
00:47:24.119 --> 00:47:28.519
doesn't it. So I like to
give my guests the last word. And

646
00:47:28.559 --> 00:47:31.000
so you know, this show is
listened to globally and it's really designed to

647
00:47:31.000 --> 00:47:36.559
help people more meaningfully and productively connect
with their work and find purpose and meaning

648
00:47:36.559 --> 00:47:39.800
it. What would you like to
leave the listeners with today? Well,

649
00:47:39.800 --> 00:47:45.119
there's so much to say, but
I'll kind of keep it somewhat concise.

650
00:47:45.400 --> 00:47:49.679
I think you know I'll keep it. I'll keep the comment as it relates

651
00:47:49.679 --> 00:47:53.920
to hiring. I mean this is
it might surprise some listeners coming from somebody

652
00:47:53.960 --> 00:48:00.960
that you know runs a search firm, but in all the work that we

653
00:48:00.039 --> 00:48:06.199
do, what I'd like to remind
everybody is hiring is super hard and it's

654
00:48:06.239 --> 00:48:09.760
a muscle that everyone needs to continually
develop. And I think it's very much

655
00:48:10.079 --> 00:48:14.840
It's very much like developing yourself as
a leader, and I think if it's

656
00:48:14.880 --> 00:48:16.840
not the most important, it's definitely
one of the most important things. But

657
00:48:19.280 --> 00:48:23.400
what you can do is just continue
to develop that you're hiring process and develop

658
00:48:23.440 --> 00:48:30.199
yourself as a as a forward thinking
and trying thinker and trying new ways and

659
00:48:30.320 --> 00:48:36.559
hiring. I see far too many
leaders trying to outsource their hiring and get

660
00:48:36.559 --> 00:48:38.280
it off their plate, and I
think that's the opposite direction to go.

661
00:48:38.400 --> 00:48:43.440
So if you do outsource it,
just make sure that whoever you outsource it

662
00:48:43.480 --> 00:48:46.800
to do is also providing you the
insight to learn how to hire better on

663
00:48:46.800 --> 00:48:50.800
your own, because I think at
the end of the day, you have

664
00:48:50.880 --> 00:48:54.119
to make that hiring decision, and
you have to be well versed or at

665
00:48:54.199 --> 00:48:58.519
least confident enough to make the right
decision when it comes to hiring your leaders.

666
00:48:58.519 --> 00:49:01.320
In particular, great way to finish
the show, Max, and thank

667
00:49:01.360 --> 00:49:05.119
you again for taking time out to
talk with us. It's been really terrific

668
00:49:05.119 --> 00:49:07.880
to have you on the show and
sharing all of those years of expertise and

669
00:49:07.960 --> 00:49:10.199
just how you got into the purpose
space. So thank you for coming in

670
00:49:10.239 --> 00:49:14.239
and sharing your heart and soul.
Oh it's my pleasure. Thanks a lot

671
00:49:14.280 --> 00:49:16.679
for having me. You're welcome.
If you want to learn more about Max

672
00:49:16.719 --> 00:49:20.400
Hanson and the work he and his
team do at wy Scouts, I visit

673
00:49:20.440 --> 00:49:23.880
their websites. It's simply why scouts
dot com. So the letter Why Scouts

674
00:49:24.000 --> 00:49:28.159
dot Com last week. If you
missed the show live, you can always

675
00:49:28.199 --> 00:49:30.599
catch it be a recorded podcast.
We were on there with Paul rat Ratoff.

676
00:49:30.719 --> 00:49:35.760
He's certified management consultant and president of
Strategy Development Group. We talked about

677
00:49:35.800 --> 00:49:38.239
how he discovered the need to address
and develop purpose in the workplace some eighteen

678
00:49:38.280 --> 00:49:43.480
years ago, and also his book
Thriving in a New Stakeholder World Purposes the

679
00:49:43.519 --> 00:49:45.920
New Competitive Advantage he's clearly passionate about
the work that he does and you will

680
00:49:45.920 --> 00:49:49.960
see that and hear it when you
listen to his show. And then next

681
00:49:49.960 --> 00:49:52.760
week we'll be on the air with
Nick Craig. He's the founder and CEO

682
00:49:52.840 --> 00:49:55.800
of Core Leadership and the author of
Leading from Purpose, Clarity and the Confidence

683
00:49:55.800 --> 00:49:59.559
to Act when it matters most.
We'll be digging into his books so that

684
00:49:59.639 --> 00:50:01.519
you can take with some gems to
put intermediate practice. See you then,

685
00:50:01.599 --> 00:50:05.079
remember that works at least one.
They're of our life. So let's work

686
00:50:05.119 --> 00:50:14.079
on purpose. We hope you've enjoyed
this week's program. Be sure to tune

687
00:50:14.119 --> 00:50:19.000
in to Working on Purpose, featuring
your host Alis Cortes, each week on

688
00:50:19.079 --> 00:50:29.719
the Voice America Empowerment Channel. This
week, find your life's purpose at work.