Wake Up Eager Workforce 
Episode 138 Transcript

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In this episode of the Wake Up Eager Workforce Podcast, host Suzie Price reveals how leaders can finally take the guesswork out of hiring with the T.A.L.E.N.T. Interview Framework—a six-step model designed to help every manager confidently identify, engage, and select the right people.

Suzie draws from years of hiring expertise to expose why traditional interviews often fail—and how subtle shifts in structure, mindset, and listening can dramatically improve results. She’s joined by executive recruiter Huff Logue, who explains why most hiring managers talk too much and miss critical red flags, introducing the concept of “Golden Silence”—the art of using quiet to uncover the truth.

Later, leadership expert Allan DeNiro joins the conversation to share a powerful insight: technical skills rarely cause failure. Instead, mis-hires stem from poor motivation, lack of accountability, or culture misfit. He reminds us that fit—not skill—is what drives success.

Together, Suzie, Huff, and Allan outline a research-backed process rooted in behavioral science, culture alignment, and the TriMetrix® Assessment. They explore the Nine Interview Basics, the Job Fit Car Analogy, and how structure creates confidence—for both interviewer and candidate.

Whether you’re a seasoned leader or new to hiring, this episode delivers practical tools, real examples, and transformative mindset shifts to help you stop bad hires before they start—and build a Wake Up Eager Workforce where every person thrives.

Read the full transcript of Episode 138 below and discover how to hire with purpose, evidence, and alignment—not intuition.

Transcript

[00:00:00] Suzie Price : have you ever hired someone who looked perfect on paper only to realize a few months later that it was a total mismatch it's a painful and costly mistake in fact faulty hiring is often called the silent killer of corporate profitability with turnover cost ranging from one and a/2 to eight times a person's salary it's expensive but here's the good news you can stop those bad hires before they start today I'm gonna share a structured repeatable process that takes the guesswork out of interviewing and will help you and everybody on your interview team consistently hire the right people we're going to cover nine interview basics to set the stage we're going to review a powerful six step process we call it our talent interview model

[00:00:44] Suzie Price : for structuring every conversation with candidates it will talk about the critical mindset needed to avoid common traps that costly mis hires and you're gonna walk away with many many tips and real practical tools that you can begin using right away we'll have handouts for everything that will back it up so you don't have to remember this but it's gonna help you as it does every time we go through this in some of our workshops helps hiring managers make better decisions and because hiring is like buying a car you don't just admire the paint job you check under the hood the gas tank and how it drives we'll use our job fit car analogy to make all of this fun and memorable and I can't wait to share it with you I can't wait for it to help you make better hiring decisions it's such a big determination of whether a business or a team or a leader is going to be successful and it makes a difference in everybody's lives so important to make those great hires make sure people are a good fit and let's go to it now Michael hit it

[00:01:48] Intro : welcome to the wake up Eager Workforce podcast a show designed for leaders trainers and consultants who are responsible for employee selection and professional development each episode is packed full with insider tips best practices expert interviews and inspiration please welcome the host who is helping leaders trainers and consultants everywhere Suzie Price

[00:02:15] Suzie Price : welcome to the wake up Eager Workforce Podcast where we help leaders build a high commitment low drama wake up Eager Workforce and a life you can't wait to wake up to I'm your host Susie Price and this episode is sponsored by my company Priceless Professional Development where clients hire us for four main reasons first to help them make better hiring decisions also to help them become proficient and expert in using the Trimetrix assessment throughout the employee life cycle to help leaders lead more effectively and also to help teams work better together if you find value in today's episode please be sure to follow and like the wake up bigger workforce podcast wherever you listen to podcast and

[00:02:55] Suzie Price : share this episode with colleagues with teammates when you see us on social media at LinkedIn or Facebook like and share just so we can know you're tuning in and you can share the messages that'll help other people today's episode is episode 1 38 stop Bad Hires before they start the talent interview framework every manager needs tracker linked for today to order to get the show notes to get the handouts I'm gonna give you everything you need to take this with you and start using it and start helping your interview team use it is priceless professional.comslashstop bad hires priceless professional.comslash stop bad hires all lowercase one word stop bad hires we're gonna talk about how resumes don't predict success fit does I'm gonna show you what fit looks like I'm gonna emphasize the importance of talking less and listening more and you're gonna understand that in a way better than you ever have how that really does determined whether you're going to find a great fit or you're gonna miss the fit so that's gonna be important and then this structured process that we're gonna share you're gonna be very clear on what it takes to do a great interview to make great decisions in hiring so we're gonna help you build confidence for you and then confidence for your candidates because you're gonna be so professional and so clear and so much leading the process in a way

[00:04:26] Suzie Price : that they're gonna have a great impression of your company and of you and they're gonna come work with want to come work with you so let's get started

[00:04:41] Suzie Price : we're starting with part 1 the foundation I'm gonna go through these nine interview basics and we're gonna cover this before we get to the specific steps and questions that you need to set the stage so remember an interview is a two way street you're evaluating the candidate but they're also evaluating you so when you get the basics right you create respect control and credibility and when you don't well you send the opposite message and you know one of our basis is always about starting and ending on time and there was a manager who was super busy I mean had so many things going on it was kind of beyond his control but he showed up late for a candidate interview for a top candidate interview twice called him back for the second interview and the candidate withdrew their interest in the company and chose their competitor instead and so it really can bite when we miss some of these basics they really are basics and you could also say they're essential so of course the first one you hear that story that I just shared is start and end on time when you're late you send an unintentional message no matter how busy you are and when we're missing people we're trying to hire we are extra busy but we send a message that our time is more valuable than their time and it's all about respect so start and end on time the second basic is always clarify and explain the overall interview process so you want the candidate to know what to expect who they're gonna meet with what the next steps are this reduces their anxiety and shows your organization is professional and this is built in on the

[00:06:13] Suzie Price : six step talent interview process that I'm gonna share with you so you'll see that there but you're always wanting to kind of you be the communicator you be the host let them know what's happening what's coming next you'd be surprised how often that does not happen third do not allow outside interruptions again this is another one that feels obvious but we're all so busy but do all those basic things phone is on silent you're gonna close your email you're gonna make sure people in the office or people at home know that you're in an important meeting and you cannot be interrupted treat it this way because if you don't and you allow interruptions it sends an unintentional message that they're less important then whatever else you're focusing on and so really be where you are be present in the moment and where you are is in the interview and not accepting any interruptions and just make it a priority it's really prioritizing this it's so expensive

[00:07:08] Suzie Price : Miss Hires are and when people don't uh you know you lose the good people or you don't pick the right people cause you're distracted so we're not going to allow outside interruptions the fourth basic and this one is crucial we'll come back around to this a couple of different times today in this messages encourage the candidate to talk 75% of the time especially in those first interviews you'll talk more later when they appear to be someone that's going to come on to the team or you're going to invite them on the team but right now your goal is to learn about them not sell them on the job at least not yet you want to sell them through your professionalism and through your interest and through your great listening and really this is one of the biggest mistakes hiring managers make from podcast Episode 94 with Huff Loge who's an excellent very professional executive recruiter spent much of his career just refining this to an art and I interviewed him in this episode called Hiring Managers and Best Practices again his name is Huff Logan he discusses this mistake

[00:08:10] Suzie Price : talk about the top mistakes hiring managers make what do you see uh what's the impact and what should they do instead

[00:08:17] Huff Logue : yeah great question and I see this a lot there are a lot of great executives out there but when it comes to interviewing they're not all as equal and probably one of the biggest mistakes I see is that they do more talking than listening they do more sharing than getting information and qualifying or quantifying the candidate and even if they do ask questions which they will they have will have a tendency to get the kind of basic answers they want or their top two questions they think are great and then they switch flips and they go I like this person they jump into some or they don't continue to qualify so they don't do a thorough job of qualifying the candidate

[00:08:54] Suzie Price : remind yourself you can put even put a small sign in your interview folder that says talk less listen more and I'm gonna give you that sign it's in the show notes priceless professional.comslash stop bad hires look for that sign talk less listen more print it out put it in your interview folder and if you are someone who's very friendly and communicative and tends to talk to think really really focus on that percentage of 75% to 25% and Huff you know made good statement about we can get so excited cause they look good and sound good that we jump into sell mode it's just a gut reaction so we wanna hold back on that we're gonna talk less listen more and you can even use the fun statement wait w a I t why am I talking and and do that as a little reminder in your notes haha okay the fifth basic maintain eye contact a human interpersonal skill there sometimes we can be nervous or we'll be busy or they're uncomfortable any of that might cause us to not do our normal eye contact but maintaining eye contact with them listening to them as they're talking sure you're gonna look down and take some notes and hit some highlights but when you do that it builds rapport

[00:10:04] Suzie Price : it shows you're engaged it demonstrates respect all of that even if they come in and you realize they're not a great candidate you're still representing your company use the eye contact if you realize early on they're not a great candidate we still wanna be engaged and demonstrate respect and build rapport where we can sixth of of the uh nine basic is use the candidate's name again it's building that rapport it's personalizing the conversation and it reminds us we're not if you've had looked at 800 resumes it's easy for people to start just looking like their resume so we want to personalize them and remember they aren't just a resume even though we're going to look at the resume we are trying to get to know who they are and the resume is important but we want to remember the human that's sitting in front of us so eye contact will help us do that seventh is something you're probably not expecting is as a basic but allow silence because this is something you're not expecting it cause it's something tough for most of us but it's a powerful tool when you ask a thoughtful question give the candidate space to think on the best insights come after a moment of reflection and again I'm gonna go to a clip from a Huff Log's episode where he calls this golden silence

[00:11:21] Huff Logue : so to get move on to the next point allowing silence we all struggle with this cause we're always trying to fill the space there is a great selling methodology years ago called strategic selling it's been around for a while but most people don't know their second book it's called Conceptual Selling and Conceptual Selling has a concept in there called Golden Silence and golden silence is that time after you make a statement that you just find the period shut up and see what response you get or when someone ask you a question let's say can I ask you a question about something and you just take a moment versus giving oh well we do this and this and you say just take a moment hmm you know it's a really good question I think the best answer I'd give you would be this this and this and that's typically how we handle that and what it does is it sends a message that I'm really listening to you which ties in with your last point listening aggressively I'm listening I'm paying attention I'm not just giving you a quick answer

[00:12:18] Suzie Price : so I love that golden silence try it in your next interview sometimes you'll ask and if you use some of our interview questions people have to think before they're going to come up with a good example to share with you so you need to give them that time take some deep breaths get comfortable with silence make it golden the 8th basic be pleasant but response neutral so you wanna be warm you wanna be present you're building rapport but you're gonna avoid overly positive feedback like hey high five great answer that can lead to candidate to tell you what they think you want to hear so body language plays a big part it's 55% of communication so what we say is a pleasant but neutral face so that you get honest answers without judgment so you can be eitherly overly friendly and so oh you're high fiving and smiling and nodding cause you're nervous and you don't want them to be nervous or you think they're nervous or whatever it is you like to communicate you're real friendly

[00:13:16] Suzie Price : and then if you're the opposite of that you have a little bit more of that resting bothered face where you can look like you're thinking but people have said before wow it looks like you're mad kind of try to soften that so cool down the overly friendly and soften the resting bothered face and you'll have a pleasant but response neutral and again it's about building rapport about tuning in and people do pick up on body language it's a big part of communication and the last last part is listening aggressively and that's No. 9 my definition for this is hearing in a determined and energetic way with no other agenda than to understand when you're really doing this you will feel the difference so you're tuning in to understand this is how you're gonna pick up nuances you're gonna uncover the truth you're gonna listen to their answers and envision them in the role think about what's important in the role and see how the examples that they provide really do match the job

[00:14:22] Suzie Price : okay now we're going into part 2 overcoming two of the biggest hiring traps here's where most managers go wrong we fall in two traps one is the Warren Harding error which is being dazzled by polish or great resume I already kind of alluded to that they look good they sound good you love them right away Huff even a even kind of pointed to that you just get into sell mode that's the Warren Harding area is that I they loved this President Harding cause he looked so presidential and he was a terrible president and so but because we they look so good they sound so good all critical thinking stops so that is a big mistake that gets made and then the second other big mistake is over focusing on the background in the resume well it says they've done this before they've done this in other companies yes that is that gets you to the gate that gets you into the interview gets you in the race but now are they gonna be a winner in the race in your company at this time

[00:15:24] Suzie Price : 90% of failures become come from things besides what you can see in the resume so it comes from future goals things they wanna do that you need to talk about make sure they just because they did in the past are they gonna match where this job takes them it comes from poor motivation lack of accountability culture misfit lack of personal skills so here's the payoff on overcoming these things when you stop hiring resumes and start hiring whole people you avoid turnover and get lasting commitment here is a episode No. 1 32 with senior executive Alan De Niro who has a passion for the importance of getting to know who the person is that you're interviewing so that you can determine whether they are going to be a fit for the role and again it's it's a his focus is so beyond the resume and this is a great interview as well and we'll put a link to it in the show notes so that you can listen to it his book is called The Only 4 Questions You'll Ever Need and here's Alan De Niro explaining why people really fail in jobs

[00:16:37] Allan DeNiro : I'll use the the example of an engineer and look the stereotype of an engineer is you know that you're maybe very calculating and you're very smart and you're very planned and you're very structured in the way you do things that makes you an engineer and they will say the most important thing that you need to know about me is I play in a rock band on weekends and I've done that for the last 25 years now if I'm looking at a 45 50 year old person I'm like stop the presses I gotta hear more about that tell me more about that how do you do that why do you do that how have you done that for so long now again a person could be listening to this going you're trying to hire an engineer why does that matter to you it matters to me because the reason people fail is most of the time almost 90+ percent of the time is not because they lack the technical skills for the job it is because they are a bad cultural fit they are a bad values fit they are a bad organizational fit

[00:17:52] Suzie Price : so what Alan is sharing is such a critical point to overcome these traps we've got to shift our focus from resume to the whole person and here's where we feel like our job fit car analogy comes in it helps us look at five areas of fit it's another excellent model when someone's not performing well in the role when you're hiring someone for a role you want to cover all these areas so under the hood we're using the car analogy now that's their horsepower this is personal skills like accountability self management teamwork leadership planning and organizing it's all the things that are human skills achieving skills thinking skills and they're outside of their technical expertise that's under the hood the other thing is gas in tank that's their motivators this is what do they energize to do I like to do this I like to spend my time learning I want to make sure everything's efficient I want to ensure there's balance and harmony I want to serve the people what is it that energizes them and make

[00:18:57] Suzie Price : and are the things they wanna do five days a week how they drive around is the third part you know so what when they're driving around in their car what's their behavior their natural communication and interaction style that needs to be a fit for the role where their part is culture fit and so we're looking at here how they align with the team and the company values and lastly this is their experience and this is the resume so you see I've covered four additional areas in addition to the resume but it's only it's matters but it's only one piece of the puzzle so this whole process that we take you through combines structured interviews with having top candidates complete the tri metrics assessment the candidate's results are compared to a hiring template that defines these five areas for the role and it allows you and us to scientifically measure who they are their behaviors which is the discommunication style and how they like to drive around motivators which is what puts gas in their tank and then personal skills which is acumen that's what's under the hood so that you can see how they truly align with what the job really needs so we don't want to shortchange ourselves by buying the curb appeal we want to look inside test the engine and make sure that there's gas in the tank

[00:20:23] Suzie Price : so now we're going to part 3 we're going to go into the interview meeting framework we're going to use the talent acronym t a L E N T those are six steps and this is the structure conversation that you're gonna have to get to the truth and it's simple it is six steps and ensures that your interview is thorough and effective candidates here you've done all the basics you're there on time you're not having any interruptions you thank them the t for for the talent acronym you thank them start by introducing yourself thanking the candidate for their time explaining the plan for the interview and you make them feel welcomed and appreciated so that is a an opening a warm opening to have them feel welcome then we're going to go to the a in the word talent for the process this is the core of the interview your questions should be prepared in advance and if you're working with us we give you competency based behavioral interview questions that show up and reveal specific examples from past situations and how they perform that that well I'm gonna share a clip from a podcast episode it was way back in the early days episode No. 3 and it's me talking but I'm talking about the biggest interview mistakes and I'm talking about the power of competency behavioral based interview questions

[00:21:49] Suzie Price : competency behavioral based interview questions and describe those for you basically it's interview questions that focus on a competency that's required for success you want a focused interview question and then you ask the person to share detailed examples or specific examples of how in the past they did that thing so basically past behaviors are considered to be one of the best predictors of future performance and I love this statement lip service lies past behaviors don't so I can say I do a lot of things but if I can't give you an example of a time when I actually did that thing then you can wonder whether I actually know how to do that competency that you figured out is important for success in the job again it's lip service lies past behaviors don't

[00:22:34] Suzie Price : so that's me from the past now here's me back in the present haha here's an example to gauge personal accountability you could ask something like tell me about a time a project you were responsible for didn't go as planned what was your role in that and what did you do to address it so we're talking about a specific skill that we know is important in the job and we're saying give me examples and this is where you're gonna get really good at listening and you're gonna make sure you're gonna press for specifics and what you wanna remember is lip service lies past behavior doesn't so if they share a very weak example that understanding is that that example just shares that they may not be very strong in this if they're able to show a very strong example you can begin to see them in the role bringing good personal accountability to the role so we did the t and the a we're gonna thank them then we're going to ask questions and now we're going to l listen aggressively as we said earlier and I told you we were going to revisit this the candidate should do most of the talking your job is to listen intently press for specific details take good notes and if an answer is vague dig deeper for example if they talk about some group that they were a part of you might and they they're kind of vague on what their part was in that group or that decision or with that that particular project you're gonna say what was your specific role in that situation you're gonna dig deeper and here's a another clip from Alan De Niro from one that I highly recommend you go listen to the whole episode it's episode 1:32 the only four questions he's talking about the true purpose of listening in an interview

[00:24:19] Allan DeNiro : one of the things that I start with all the time is you know Susie I really appreciate you joining me today I'm glad we have a chance to try to get to know each other I've looked at your resume and there's some very impressive things on your resume I appreciate you giving it to me but Susie I'm put your resume aside our time together is not about your resume I wanna get to know you and so I'll take you through some ways that maybe we can work on that well I have to tell you that and this is a challenge because I think some people think well wait he's trying to play a game with me he's trying to trick me but the number of times that people have looked at me and almost with the deer in the headlights kind of look like mentally I can see they're thinking wait we're not gonna talk about my resume I brought my resume I I got my resume right here in front of me and so I'm concerned because they think well maybe he's trying to trick me but most interviews that are not according to the model that I've proposed are what I call a tennis game I ask you a question you give me an answer I ask you a question you give me an answer and back and forth across the net typically that's Susie I see on your resume that you started out in you know medical school well I don't do that and so part of the answer to your question is I think people are not prepared for an interview generally where they're gonna speak more and the interviewer's gonna listen more you know when I hear answers that I hear I always have a follow up question not because it's a game because frankly I'm fascinated I'm like man I didn't expect that one tell me more about that every time you speak I learn something every time I speak in an interview I'm not learning anything

[00:26:25] Suzie Price : that just says it so well right if you're speaking I'm learning something if I'm speaking I'm not learning anything you wanna learn from this you wanna know who they are that's is how this is the secret this is the secret element here really pay attention to this so we were using our talent acronym we're at E now E stands for explain after you've asked your questions it's time to share more about the job requirements and answer the candidate's questions n in the talent acronym is the next thing you're gonna look and that stands for notes you're gonna during the interview you're gonna have taken some notes and you just wanna go back and review them and see if there's anything you wanna follow up on that you didn't ask in the midst of asking questions after you've explained you know the job requirements and and answer to candidates questions finish up with any questions you might have that are lingering and then as a side note from your notes you're going to review them again after the interview and score the candidate against the competencies that you were looking for and the hiring template that we help you create and just all of using the evaluation very quick after the interview will help you combat that unconscious bias that Warren Harding error and help you think objectively about the candidate and I'm gonna give you all those templates in the show notes priceless professional.comslashstop bad hires and now we're finishing we've said t a L E N t the last t again we're right back at in at the where we started with a thank you so we wanna end the interview on a high note we're gonna thank the candidate be very clear about the next steps

[00:28:10] Suzie Price : but before you wrap up this is your moment to influence top candidates and we want you to do this at the end because we want them to leave with this impression and you're going to share your personal and authentic why I work here statement this isn't it a generic sales pitch it's a genuine reason you enjoy your role and the company and a genuine reason why this position matters so all of the why when a candidate hears several leaders in an interview process share their personal convictions it creates a powerful consistent message that makes your company stand out and into in in the competitive market that we're always in you know when you share your personal why you work here why this job matters you're not just filling space you're influencing top talent to want to choose you and the company over the competition

[00:29:10] Suzie Price : now we're in Part 4 beyond skills finding alignment at the end of the day the real goal of interviewing isn't just to verify skills it's to discover alignment you're not trying just to verify skills you want to discover alignment think of it this way even the most talented candidate will struggle if what excites them how they work or what they value doesn't match the role or your culture on the other hand when their natural motivation strengths line up with what the job truly needs performance feels almost effortless so that's why we use the five areas of job fit that I talked about earlier under the hood horsepower do they have the personal skills like accountability and self management to handle challenges gas in the tank will this role the motivators will this role actually fuel them or will it drain them over time you're looking for that alignment in the job in the company how they drive is there and that's behaviors their distyle is their natural style a match for the work environment and the work and the way they will need to communicate all day every day with the car analogy where they're parked are they a culture fit do their values line up with the team and the organization and then of course we're going to look at roads traveled where they've been and their experience that part of the resume still matters but it's only one piece of this puzzle so really use this car analogy to think about these use this as your model and when you think of terms of alignment you can stop asking can they do the job and start asking will they thrive in this job this is the difference between hiring for short term skills and hiring for long term success

[00:30:54] Suzie Price : now we're going into Part 5 this is a word about our process and perception and I want to circle back to something Huff Log said that's so important when a company uses a thorough scientific process like Trimetrix it sends a powerful message to candidates and so I want you to hear what he has to say from that episode 94 let's listen to Huff now about how a candidate perceives a structured hiring process

[00:31:24] Huff Logue : but most of the feedback I get from candidates is wow if a company will go through this process they really are trying to get the fit right and they and and this is the kind of organization I want because that's one of the top things especially on the younger generation's top list about is culture is this a fit for me right that's a great point yep so I get that kind of feedback that's why yes so candidates don't push back on it they actually well some of them they do you have to introduce it because people are a little intimidated sometimes so you have to I don't want to say sell it you just need to introduce it and say hey listen it's an assessment it's not right or wrong it's not good or bad just answer it from your heart yeah and put the answers down that you want a good fit for you this is like and I will give feedback to the candidates on the assessment and when I do that eighty five percent of the time is an average sometimes it's 90 sometimes I say 100 not always it's rarely below 70% when I say what percent accurate do you you've read the report what percent level of accuracy do you think this reflects who you are and it's oh like 85% so they're and they're like how do you know this about me so that raises the level of confidence and trust and the effort you're trying to do so if you've got somebody that's talking to your competitor and they're talking to you and they go through this process you've already you're head and shoulders above your competition

[00:32:39] Suzie Price : that's the competitive advantage advantage we're aiming for it's not just about what you learn it's about the professional respectful experience you create Huff used a great house buying analogy and I love it I love analogies as you can tell the resume is the curb appeal it looks good but you wouldn't buy a house without looking inside checking the floor plan and hiring an inspector to look between the walls that's what our process does it goes beyond the surface to understand the whole person ensuring you make a sound investment when candidates experience a structured professional process they don't just see a job they see a future that's how you win the war for talent that's how you get the great people this is how your company and you excel and this is how you create a wake up eager workforce

[00:33:37] Suzie Price : so there you have it the 9 interview basics to create the right environment the Talent Interview Meeting model to give you a repeatable structure for every conversation with candidates and the mindset shift that helps you look beyond the resume and avoid the biggest traps by combining these frameworks with a focus on avoiding hiring traps and using the objective data from the trimetrix assessment you'll stop relying on gut feel and start hiring with evidence doesn't that sound good it's not just a gut thing it's not a a an intuitive thing it's it's hiring with evidence and so remember it's not just about whether a candidate can do the job the real win is finding the people who will thrive in the job who strengths motivators and style align with what the role and the culture truly needs who works in your company in this position at this time that when you get the right fit when you get that alignment that's when work feels natural teams click and performance soars when you hire for alignment instead of appearance you reduce costly turnover you build stronger teams and you create this is something I love this is all so much of what we care about is you create a wake up eager workforce where people show up energized and engaged so my call to action to you is download the checklist for the the basics and the talent Interview model use the evaluation sheets that we have there try this one tactic maybe the golden silence or the talk less listen more reminder that'll be in the show notes at Priceless professional.comslashstop Bad Hires and also share this episode with a colleague who has a hiring decision coming up thanks for tuning into the Wake Up America workforce and thanks for being a part of this process and remember how you lead matters lead with purpose reduce the drama keep building your wake up bigger life one step at a time one choice at a time and if you found value today please be sure to follow and like and share the wake up your Walk Workforce podcast with your team on social media got some great new episodes coming your way can't wait to share them with you and we'll see you soon reach out if I can help or answer any questions all the best

[00:36:01] Outro : this episode of the Wake Up Eager Workforce podcast was brought to you by Priceless Professional Development thank you for tuning in if you enjoyed today's show head over to Priceless professional.com to gain access to more professional development resources