Page 29 - The Compass 2017 | Volume 12 | Issue 4

chANGE mANAGEmENt:
dEALING wIth NEcESSARY
ENdINGS
SGI owner and member Gus Antos deliv-
ered an eye-opening presentation based percent of new hires
on the Dr. Henry Cloud book, Necessary Endings. Gus explained fail within their first
what a “necessary ending” is: It’s something that at one point in 18 months. The rea-
time was a good idea, it was working well, it made sense—but son? Poor cultural fit.
times, seasons, environment, circumstances have changed, and it’s If you’re not training
time something else changes, too. people properly, that number will be even
Gus explained in every aspect of life we go through seasons or worse.
cycles —much like the weather. We go through cycles with rela- We know what a company’s culture is:
tionships, mentors, business segments, etc. Often these segments
of our life evolve into winter. They’re not good for us any lon- It’s your business’ personality. It’s the en-
ger. They should be pruned. Put even more plainly, they should vironment you’ve crafted. Kelly explained
be eliminated. the only way to tell if a potential new em-
As a business owner, Gus shared there are four key areas of ployee will match your cultural identify is
your company you must always be evaluating to see if something to conduct behavioral interviews. Behav-
needs adjustment—or in some cases pruning: ioral interviews reveal important informa-
• People: Someone is in a position they once did well, but the tion about candidates to help find those who will be success-
role has changed. Maybe they have changed. Maybe the com- ful. It does so by asking applicants to offer examples of when
pany has changed. Now that person needs a change. they’ve been required to display a competency.
• Pricing: A pricing system that was designed for a compa- Behavioral interviews are founded in the idea that past per-
ny to compete on price was built, or maybe a promotional formance will reveal future performance. An effective behavioral
idea that worked well, but isn’t working anymore, and now it interview question has three parts: the introduction, a compe-
needs to be change. tency-based action, and qualifiers. An example: Describe a time
• Processes: Struggling to find techs? Your recruiting/hiring you had to interact with an angry customer due to a mistake
process needs to change.
• Profits: Your model was setup to earn you 15% profits, but you made.
that hasn’t been happening. Your model needs a necessary Kelly revealed that you
ending. should use the STAR meth-
Often, we know these areas of our business and life need od when crafting your in-
a necessary ending, but it’s difficult to make some changes.
As Gus said, “Change is here to stay,” and “The good cannot
begin, until the bad ends.”
hIRING StRAtEGIES: StEPS tO cONdUct-
ING A bEhAVIORAL INtERVIEw
Finding good people is diffi-
cult. As Learning Alliance’s
Kelly Robichaud shared—
and you know well—the
cost of replacing employees
is difficult to swallow. Kel-
ly reported a stunning 46

THE COMPASS | Issue 4 | 2017 29