Hiring & Retaining Superstars featuring Marc Bodner, CEO of L&R Distributors

hi this is Mark Bodner from l r Distributors how do we find retain and sometimes not retain Superstar employees it's an age-old topic that's been going on and been discussed for many many many years join me for a great conversation with our amazing hosts it's and we'll have a great discussion around how just to do that thank you for joining me here on another edition of my new business and a special shout out thank you armiako for that new jingle yes exciting here in a new fiscal year 2023 and tonight's show I'm going to be joined by none other than Mark Bodner the CEO of l r yes we've been treated to a number of shows with uh mush here on the set and tonight's show is going to be really special and it's such an important topic uh especially right we know over the last few months how hard it has been for companies to find Superstars land them and retain them and that's why we realized we just had to do a show on this in addition there was a uh holding over here we're gonna do a little bit of The Rush Limbaugh thing right the Wall Street Journal had this article the new workplace the best ways to manage a superstar employee hiring a top performer can spark College to dream bigger and work harder and uh I mean there are very few people I know out there who could talk and really nail it on this topic and that's why we reached out to moisture join just a couple of intro points here special thank you to the great listenership of mind your business yes we are once again in the top 10 in New York AM radio acquainted and Nielsen ratings that is a huge big deal we reached between our various channels over a hundred thousand people and it's a testament to you you've come to expect great business content week in a week out and without further Ado going to our incredible guests of course we have a great team here at bottom line Marketing Group you know what moish is a uh always talks about gratitude beginning gratitude so I'll begin by thanking the great team here at bottom line Marketing Group in particular it's really Mikhail bracha Michael Miriam nachi malki maishaim and Leia yes it takes a team to be successful and we begin in gratitude myishbadner Mark Bodner always discusses that Mark welcome back to mind your business nice to see you it's like thank you thank you [Music] so if I could just add something to that intro yes so a hundred thousand people I would argue that I don't like to argue but I would just add that a hundred thousand people is probably significantly more we've talked before about the concept of creating ripples so you put on a great show and someone goes and speaks to a friend a colleague a family member and mentioned something from that show so is that now 101 000 people and then they pass that along to another 10 people so is that now 111 000 people so exponentially I would argue that the hundred thousand ten X's to a million thank you it's pretty so it's it's the hundred thousand maybe views but I would say the listeners are probably in the millions and but beauty of it you create ripples you don't even know where they're going you've spoken about that many times the impact that someone has that they could have that they just have no idea how it just affects people every now and then you get to see it so I'll tell you a quick story I met we're having a meal Friday night meal and my son who by the way got engaged last night so shout out to dovey and Donnie um and the case uh we're excited obviously but I'm we're having a Friday night meal the other uh week a couple of weeks back and my son's there with a bunch of his friends and I started hearing things coming back at me that I had said to my son a couple of times you know it's better to be you know would you rather be right you'd rather be happy and one of his friends said to another guy at the table hey would you rather be right you'd rather be happy that's a ripple and that's a ripple Sometimes they come back at you and you get to see them every once in a while just to get a little peek at them but so many times especially when we're leaders leaders of families leaders of businesses leaders in our community leaders in our synagogues and we say something and it has and it makes an impression on someone and they tend to uh pass that along so it's with that mindset it's exponential it's pretty powerful and the medium that you have here in the Forum that you have here take you know understand that it's not a hundred thousand listeners it may be a hundred thousand people who view it or listen to it but it goes way way beyond that so thank you Mark question let's jump right into the key topic of tonight's show and that is landing a superstar employee how does how does a company go about it and across any industry professional whether whether it's employees who are going to be on the front lines b2c how does someone go how does a company go about anything is there a process is there a mindset how do you lend a superstar team member well you have and I have certainly had this conversation before I'm going to use a word you'll look it up later whether it's actually a real word referability are you referable so step one is from my perspective has always been look at yourself first are you a referable person are you a referable company um and if the answer to that question is Maybe then the likelihood of you uh or certainly no but even if it's maybe the likelihood of you attracting a superstar employee or lack the likelihood of you attracting Talent let's call it what it is ultimately we're looking for talent is very small and if you do attract them uh the likelihood of retaining them is very small so first thing we get to work on is whether we're referable and the best way to be referable is through Behavior through culture through principles through leadership and because in today's world of social media uh all the platforms that are out there LinkedIn for example is a big one and we use it I use it all the time when I'm looking uh at people whether it's for clients whether it's business partners whether it's employees um it's it's all out there so your your company's culture and whether or not you're referable will be a direct tie and correlation to can you track at the right talent for your business now referability it's a that's a great that's a great word right there let's hold on to that um Eleanor is looking to hire great staff you're in touch with Headhunters and then you know a ace a name is put before you you go and you look on LinkedIn you looked like how that person engages what they like what people say about them maybe you could just walk through like in a practical way what I always love when we do have the opportunity to get with a particular candidate my style is I don't like calling it an interview I like calling it a conversation I will usually open up with that in mind you know really just to take the edge off as we're having a conversation and I'm going to get to ask you some questions and you're going to get to ask me some questions because for it to be a fit it's a two-way street um we have to be attractive to you and then your talents and and you have to be attractive to us and what kind of interview would it be if you would I really does dislike that word I mean it's it's really such an old word you know you really want to have conversations you want to have real good questions to ask you have to prepare for it so you have this conversation with this particular you know candidate or this particular person let's call it what the other people and coming at them with great questions but also allowing them to ask questions the I will generally uh look to hire for uh a talent and it may not be specific talent to the job but looking for but it may just be that the person has a lot of talents and one of the ways you can tell and one of the reasons why I tend to use this style is I love to see how prepared they come what kind of questions will they have and the real what I found in this direct correlation to uh Talent mindset culture their culture in how they prepared for the interview there's a famous um concept that you and I both know and I've actually turned it when I uh when I speak to people who are going on interviews just in the last my some advice I'll always say you want to hit it out of the park on an interview walk into the interview and ask the following question at the right time you know I was doing some research on your company and you know I noticed a couple of things about your business whatever the business is do your research on it and I have a couple of ideas that I think could really help would you be interested in understanding what those ideas what those things that I found are and generally the answer will be yeah and what you've actually done is you've flipped the interview you became the interviewer and the company became the interviewee because now you're getting to speak about something that they're interested in so it's really the preparation for the interview the questions that you come with and I've had some of the best hires that I've made have been I don't know if they were necessarily the most talented person that I interviewed or had the most experience but they had the best questions when about the business and that showed curiosity and I'm a big believer in curiosity because when someone's curious they have a mindset of asking questions so that's it's those things are all connected and those are what I call connectors so generally I like to have just conversations now in terms of finding I'll ask the question how do you find the people so obviously if I'm hiring for an executive a senior leadership position that's going through a recruiting firm and it's a there's a full scorecard built out on it and obviously drop descriptions for everything and multiple people interviewing once we get past that level generally the best source of uh the best source of talent is people's role of dexes yeah yeah for those that know what it is so so a person's Rolodex is you know if you have someone on your team and they've come from another business and they have a you know we have to hire an N minus two or an N minus three and okay what do you got and those are and that's that's so first of all it goes back to my first point right am I referable so are they willing are my existing employees willing to bring people in from their Network people who they know to come work for this company or are they hesitant clear if they're clearly if they're hesitant says not say great things about your business uh if they're willing to the fact that they're going to go and help you recruit the talent is great you also get to really understand who the person is before they they walk through the door for the interview and I say through the door for the interview now that we're passed some of you know the restrictions and the covids and all those pandemics and I love being face to face with people uh and I love being face to face with people especially when we're looking to bring on Talent um so I it you know it it's you can't read body language over uh you know over a screen it's really really difficult so I mean those are some of the things we do and some of the things I find very very useful well I'm joined by Mark Bodner CEO of l r Distributors and we are talking about how to spot how does a company spot and land and retain a superstar employee this is more of a technical question but I'm sure you have an opinion on it is there um any type of uh you know guide map for the amount of times you should be meeting with someone um do you like for example is it one time is it four times is there a length of time you want to let it percolate it's at over 30 days or maybe as short as a week is there a time frame a time span and the amount of times you need to meet someone face to face in order to get a really good sense before you ink the deal with a superstar so it's a excellent question and I I don't know there's there's two aspects to it really that's there's amount of time and then there's like who so generally for a a important hire and so what's in every hire is an important higher let's but for uh you know an important hire um in a leadership role or a manager role um we never leave it to one person ever it's a multiple person process sometimes we'll double team and not double team and you know to come over burning because I you know depending on the position I don't want to put the person through you know five six seven into this but I may want five six seven people to meet them and generally when that happens there'll be uh we'll say you know there's one of the people if there's a more than one person interviewing one of the persons really is there you know to have that conversation and the other person is more to listen and then you know chime in every now and then but generally if it's an important hire um I certainly want uh our HR team involved um I certainly want um you know someone with expertise in that particular area so if it's a sales role someone from the sales team if his operations roll someone from operations getting involved um and depending on how important that role I I may actually interview as well so it can be sometimes three four five different conversations with people and everyone has their own style of of interviewing and and you know we work with uh we've worked with consulting firms and the best methods to interview most of which I don't use because I like to do it my own way which is more of a conversational style but that's great for me but it doesn't necessarily work for everyone else and everyone has to do what works for them but it will go through a pretty rigorous process you know in terms of number of people and also depending on how important the hire is from a length of time my opinion on that is to be short and sweet 45 minutes max hour is more than enough time unless there's some competency issues and questions or some kind of a competency test that has to be given because there are skill sets needed for the position um then it can go a little bit longer but but but generally um but generally I would um keep it on the relatively short side and I'd rather go you know what I would call deep and wide rather than just go for a long drawn out conversation do you have it that you'll also meet let's say two three or four separate occasions and if you do do you sometimes take it in a different environment like you'll do one at the office one in a restaurant is there any type of uh no generally I will meet with a candidate once um hand it off we use a scorecard after an interview we all fill out a scorecard each position has its own scorecard that was scorecarding four um you know and which we will actually answer these questions and rate them on a scale usually one to five and at the end of the process the scorecards get collected and and it's interesting how people can score very very differently in different areas and and when it's a a roller out around competence in a specific area the subject matter expert is going to focus in on that area most I generally will focus mostly into the into the culture aspects um very very dependent on how many questions come back at me that's like my uh one of my most important criteria how curious is this person how much research do they do ahead of time how much do they know about my business it's so easy there's no excuse today for anyone to walk into an interview not being a hundred and ten percent prepared knowing the history of the business knowing what the business does knowing what the role there being interviewed for every candidate gets a full job description Etc so there's a ton of of information out there do your homework so would you hey I'm just going to ask it straight up would you say it's fair to say that if someone could be someone's very qualified very talented but they show up and don't know a thing about your business they're like you just they made the impression they don't give a hoot they really zero that's a zero but you know it's you know you can you can teach things I can't teach curiosity I can't I can't teach someone to be curious to be interested I I can't teach that that can be great accountants but I can't teach them you can't get places you can't learn the culture of a business you can't learn how to interact unless you have a curious mindset so that's how I I believe that it's how our culture is built and you know if if you know if it's it's like trust right trust that there are two sides of trust there's a competency try to side of trust can the person do I trust this person can get this done and then you know there's there's the um this person you know the trust the honesty side of trust you know is this person trustworthy and if in my head when someone is not knows nothing about your business walking into an interview but they're really competent at that job they have only one side so you know you could you could teach for competency you know it's kind of like the NFL draft many times you'll see a team pick a player for position that they're pretty deep in so why are they picking that player because it's the best player available so sometimes you're hiring for talent you're hiring for in not necessarily always hiring for skill set now if we could talk about kind of EQ versus IQ and some of the important Basics that unfortunately a lot of people they fail at or just very weak at uh and forgive me for asking straight you know how important is it for someone to show up on time um the clothes they wear some of the what we call Basics but I'm sure you've you probably have some crazy stories of people just like hello well you know things have changed so I was at an executive conference for um CEOs just a few weeks ago and one of these experts got up there and he must have been looking at a deck he had prepared probably six months ago and one of the things he spoke about was reverse mentorship right does that puzzle you reverse meant that this is the kind like reverse mentorship okay and and right what he meant by that was us as Leaders right we came up in a different time right won't give away our age okay because I know you're very sensitive about that me personally I'm not but since we're about the same age but I won't give up my age either but but generally we we are you know we we came up in a different world where we put our time in and we started at the bottom and we scraped our way to the top right and that doesn't work so much anymore when so from you just said that's an EQ as a leader that we have to have I heard this concept of reverse mentorship and that's taking um to another level where the Gen Z or the millennial that you're bringing into higher should be mentoring you on how to work well with them now I looked at this gentleman as if he had three heads I was really okay that's taking it to an extreme however that being said I like going to those extremes for a second because however that being said for us to be emotionally intelligent leaders today right we should understand and should you know that we are hiring a different generation the things that are important to them we never considered the work-life balance concept the hybrid workplace that we grow up in today whether we like it or not it's here and as Leaders we have to adapt to that and we have to have a very very high emotional intelligence to work with people coming into the workforce today it's just different tonight's show is all about how can your company land Superstar employees and how do you retain them and we're joined we uh we're treated to Mark Bodner CEO of l r Distributors lnr Services many of the leading retailers Nationwide they have four locations throughout the United States and therefore we said if we're gonna talk we're gonna have a show about Landing Superstar employees I have a close friend who knows a thing or two about this and we're also an additional point of stimulation was yeah we'll do the Rush Limbaugh thing the Wall Street Journal had a special section A number of weeks ago the best ways to manage a superstar employee and they had Pages upon pages and we said forget this we're calling Mark Bodner we're gonna have him come in studio and we appreciated you worked out the schedule the work that the time in the first two uh segments of tonight's show we really tackled like how to land a superstar employee and by the way for the people out there that are looking for the dream job listening to this show will give you a leg up yeah there are a number of secrets that he shared we're not going to re-repeat them now because we have so much to cover and you could always go and watch it on YouTube this will be up in a short time if you follow us we're on YouTube we're at 710 WR mind your business if you click on subscribe and turn on notifications you'll automatically be notified when this show goes Live on YouTube well Mark we discussed many different aspects about how someone should position themselves to to land their dream job and of course how companies uh what they should be looking out for and Landing a superstar employee now let's go to great the the deal is Inked they signed on kind of walk us through what are some of the important aspects and even some of the failures of many companies out there in in during the onboarding process those first precious 30 60 90 days talk about training talk about how to bring them on in a way that that the relationship will really last so you hit it right there you just answered your question it's about onboarding Step One is onboarding and what is what does your onboarding process look like um I don't know what ours looks like but I know it's really good wait a second there's a lot of people tuned in but you know it's really good right I know it's right oh you got Jonathan heading yes yes JB's is is just tremendous um he's our our HR leader in the business and I know it's it's amazing um and I always like you know I have this little acronym I use called aebs which stands for as evidenced by so as evidenced by the people who we've brought on um and they one after the next and we're bringing on people who have who've you know had really who worked for some major national businesses large businesses who have told me that they have never had an onboarding process at any company like they've had at l r and I always I'd like to understand so tell me tell me about it like we actually give us a chance to get grounded you give us a chance to learn how things work you've got great training videos you've got great content about the business you give us that opportunity to take that all in we have a process where every depending on you know maybe manager supervisor role has a one-on-one uh at least 15 minute to a half hour meeting with every senior leader of the business uh which is I think an absolute brilliant idea so I was I was a little faux pas that I do know what the onboarding process a little bit about in this because I asked him what's so good about it and they just about they describe back to me what's so good about it so they get to meet you know people who they're going to be working with and also people that necessarily won't be working with on an everyday process but what that gives them it gives them the vision right so they get in the getting the vision of the business of what the business wants to accomplish what we're trying to get to what's our go what's the businesses milestones and goals as we go forward and you know Clarity of vision is the number one probably ingredient if you would to uh having a successful team because when people know where they're going what the destination is they're more likely to be a part of that Journey so that great onboarding process is uh is really important and the onboarding process is you know there's a lot of regulatory items that we have to go through harassment training and things of that nature that's hours and hours of video watching and quizzes and we generally allow that person to do that before they even start if they want to give them that opportunity but they don't walk in day one and are handed a computer and say go and I think that's a that's a big deal so it starts I think with that great onboarding process from a retention standpoint um you know obviously a a fair day's wage for a fair day's work um I think you know I Know You're gonna laugh I'll say it anyway I don't like to live in the Land of Make-Believe all right you know the line right I love it let's play make-believe I'm gonna make believe I pay you and you make believe you work uh and you know what can I get this person for if that's the mindset that you have what can I get them for then that's probably not a good retention plan uh the the plan you know what is what is the market call for this particular job in this particular size business and we do a lot of studies around you know we're in so many markets and we're hiring in so many markets what is the fair pay for this particular position and we don't fool ourselves and say well can we get it for less money can we get we have that can we get it for it's really not a a bargaining world out there anymore a great talent if you want okay Talent okay okay Talent is Gonna Get You at best okay work great talent will get you at least good work and sometimes even great work and there's a price to pay for that and you know you can do a lot more with a lot less so paying you know paying and but pay isn't really pay is very important let's let's call it and then there's really uh that culture which is why as I said earlier that that mindset of curiosity is one of the most important things to me because when someone's curious they're more likely to come into a business um hopefully we have a business that allows people that gives them the permission to challenge the status quo more Curious people are the more chance that they're going to and bring some of that wisdom that they have you have your institutional knowledge when you right when you have your knowledge coming into a business now and when you blend those two things together it's it could be very powerful or it could be very toxic so that's why that culture piece really comes in to be really important that is just an interesting question because of the multiple locations that you have throughout the United States if let's say you're looking for talents for your plant in Reno and they find or you even have a star in Arkansas who fits that role could you please provide some perspective on either relocation or is it better just to hire a new or if you have someone on the team who you know would be great to run a different plant perhaps you could provide some perspective there's there's there was nothing more uh satisfying gratifying than being able to hire from within to promote from within there is nothing better you've developed someone and they've got great talent I think it's an obligation I'm gonna I'll say that it's an obligation for you as a leader for you as a business to show your employees a career path it's then their choice whether to do what it takes to go on that Journey on that career path and you know of people in my business you've been close to my business now for a while that have come from you know very entry-level positions that are now in director and VP level positions and humble beginnings really I mean myself included so you know I came from very humble beginnings and I started you know and that but it's a choice being great as a choice uh so the people who choose to be great we have an obligation to have a career path and when we don't have that career path for them and sometimes we don't and it's sad and unfortunate when that time comes for that person and that person needs to move on and I don't have that position for them to grow into I'm the first one congratulating them I'm their biggest cheerleader I say please have your new boss call me and let me tell them how great you are and how lucky they are that they're getting you you know I don't have that position for you and we let them go it's not easy it's it's not so retention sometimes means letting people go as well if you don't have that career path to them so we've had very we've had great success in creating career paths for existing talent and we've also had instances where we had to part ways with some really talented individuals was what right do I have to hold them back for my own selfish reasons and ultimately that really will hurt you so let them go and bring someone else in with that great process that you have built and Elevate them before we go to the break another one of your great quips quotes going to or going from could you which you just spoke about but I just let you explain that for the audience I use a more uh you know Freedom 2 of freedom from and you know do I want do I want the freedom to or do I want to be going to what do I want the freedom from or going from and I think that that applies here as well because when you don't have a particular career path or you may have a career path but the job is taken or you have two people who are vying for that position and one is more qualified for whatever reason but they're both great you can only fill that position with one person um so you got to give that person you know that let them let them go um they deserve to be happy and if I can't make them happy that's fine and guess what people see that people see how you move on from people and when when you move on with them in the right way and you congratulate them and you make them a little party on the way out and it's not and it's not you know in any way shape or form you know pack up your bags and leave it's it's there's a transition time and there's that it's just such a powerful uh it's a it's such a it's a powerful visual to the rest of your team to be able to see that for the home stretch of tonight's show together with Mark Bodner here he's successful sound 710 wror the voice of New York and tonight's show is all about hiring Superstar employees how to find them how to land them and how to retain them um and we're uh delighted that Mark Bodner is able to join us once again he is the CEO of l r Distributors they service the uh primary retailers throughout America and four locations nationwide over a thousand employees and therefore when we realized we needed to do a uh a a a full show on this very important subject we said you know what we're going to reach out to Mark badner and sure enough he carved out a little bit of time out of his crazy hectic schedule thank you Mark for joining me here once again I'm on your business um in the last section of the show let's get to some of the again delicate stuff but how how does a company go about uh measuring performance and if they see that someone is underperforming how do they get them to to try now of course at some point like you like we discussed before the break sometimes the right thing is to part ways life moves on but how does a company know that that there that that maybe there's just an issue they need to address they really could perform better but there's something that needs to be addressed and at one point does the company say all right you know I I think it is time to part ways delicate stuff yeah it's it's delicate stuff but it's it's life it's what we do so it's actually more complicated I think earlier we talked about sometimes great performers Superstars you need to part ways with because as a business as leaders uh both for the benefit of the business and the benefit of the particular employee when there is no upward Mobility it is good and it's healthy for both parties to move on in terms of underperformers you know companies are loaded with I always say a company needs and this is my own math don't hold me to it uh a company needs 80 percent of really good people and about 20 percent of great people and maybe that could be 9010 use whichever number Z1 but not everyone is going to be great but there's a lot of work to get done and it takes good people what does good mean good means they're on time good means you know they they do what they're supposed to do they're competent of what they're doing and they're good so when someone is not good what does that mean right it means they're not on time it means they're they can't get done what needs to get done right or we may have made you know a poor hire may have made a poor decision they may have made a poor decision they may have thought they were walking into something completely different so first and foremost is transparency is to have real transparent conversations I always believe in looking at yourself first am I providing this person with the tools that they need to be successful doing this job and if the answer to that question is no then how do I expect them to perform well and you know even a business like ours that's been around for so long and we've been doing things the same way for such a long time as as the workforce changes and they come in and our Erp system is a little bit older and they may have difficulty adjusting that they didn't see the Erp system on the interview um some of our processes may not be as modern as what they were used to in the prior place that they worked so it's not always a great fit and sometimes people can adapt and sometimes people cannot adapt so the question is have I provided the training ask yourself the questions first if you look at it from that from that lens and look at your when I say yourself you know myself the company that particular manager supervisor are we providing them with the tools that they need to be successful if the answer to that question is no then how can we provide them with the tools if we can and if we have and and the output is still not there the productivity is not there the quality of work is not there then in all likelihood the person knows already before you say it in all likelihood the person is unhappy already because if I were to ask you the question let's call a person Joe so Joe wakes up in the morning and Joe says to himself you know I think I'm going to do a really bad job today I think I'll probably you know that's what I want to do I want to I want to really mess up I want to get it all wrong probably what Joe does right now Joe wakes up every morning wanting to do a great job of course right this people don't right people want to people want to be successful feel successful right then Joe comes into your office your workplace remote not remote hybrid whatever it is and Joe is failing how does Joe feel does Joe feel successful probably not if we can't get Joe up to speed and we can't give Joe the tools or Joe's just not getting it we owe that very transparent conversation we owe him what can we do to help you get there and if we can let's let's do it and doesn't mean Joe's going to be great it doesn't mean Joe's going places in your business but we owe it to Joe Joe as a family to support uh in all likelihood and Joe needs to be employed now if it doesn't work out then you owe it to Joe because Joe deserves to be happy and you owe it to the business because the business deserves to be happy if it's not working out to let Joe go rather than the flip side of that is complaining Joe screw out screwed up again Joe messed up again I told you Joe is no good what is that doing so that's that's what we call confirmation bias right I've got my opinion to my head of Joe and I can't wait to find things to prove myself right that Joe is no good that is so counterproductive right if if I build in that that bias and then I confirm it constantly so that makes me feel good for about 15 seconds the bottom line is Joe's not getting it done so flip that on us what can we do better and sometimes what you can do better is letting Joe go well what's what's so special about the way you address this is that a person always has to you know do self-evaluation and be really honest about it meaning if let's say the the the individual is underperforming they're coming late they're making they're making areas of sloppy whatever the case is what can I do better change the scenario to give this a real shot as opposed to just going nuclear on the person I'll give you a real example just just hit me now it happened a couple of weeks ago really important employee and and they um the person went through a a recent divorce for children uh completely 100 remote worker um so very difficult sometimes to you know measure productivity and it may take some time and showing up late to meetings having to come meeting short and and the bottom line is you had four kids and his his wife that he just got divorced from moved away wanted nothing to do with the kids so the person's going through a really difficult time and we approach like how can we help you what could we do maybe change your hours because you're really good we really like you but clearly this is not working for you and it's not working for us so how can we is there anything we can do long story short uh three weeks after that he resigned and he said and we would we didn't let him go he let himself because he understood that I'm just not getting it done and this company is trying to work with me and I'm still not able to get it done and he resigned using those exact words almost apologetically that's not to say that that's what we want we tried to work with this individual and he just he just couldn't he couldn't make it work for what he was going through in his life you know life happens sometimes and now his family and taking care of his four children trumps you know work so he resigned Mark where the time flies went around and on the set with you and I certainly hope you'll you'll join again soon because we have so much to still talk about in a variety of uh for many other subjects that we like discussing with you but just before Before I Let You Go um what's your take on employee evaluations or I know it's not fair to to tell you okay we got to cover this in two three minutes but to the best of your ability um to talk about evaluation and uh getting a really good sense if the person is a superstar now that you have them 30 60 90 days six months how do you measure what if if they're up to Snuff so employee evaluations is really important um there's such a thing is over evaluating as well um and employee evaluations do not need to wait for that yearly or every six month evaluation there is nothing wrong uh there was let me just change that why am I going negative there was everything right with telling someone who's doing a great job that you're doing a great job that before you were here it was much more complicated now that you've come on board things have gotten so much better and you know as evidenced by you know example example example usually the answer to that will be thank you so much for sharing that that's that makes me feel so good people are afraid to do that employers are afraid to do that that particular they're gonna probably ask for more money tomorrow or to go on a big bonus or okay there's nothing wrong with telling people that they're doing an amazing job and do you think that they're a superstar just transparency is so important and it's not just you know if if it's got to be real um I do it all the all the time um and I just like out of the blue I'll make a phone call and say you know David you are doing an amazing job every kpi that we measure since you've come on board has improved keep it up you're doing amazing that sometimes takes people for a loop that you can actually be that just bluntly honest and you can think because if you're willing to do that you could also be willing to David when we brought you on board you know things were going pretty well here's a few areas that have gone South since you know because when they feel it's going to come on both sides and it's not always negative negative negative no then they're they're willing to listen and and accept they realize it's it's honest I myself ask for feedback and people you know speak to me give me my feedback how am I doing yeah you've worked I have people coming from other businesses like you've worked with other CEOs how am I different just just tell me I'd let you know I'd love to know what do I do well what can I do better man the time flies we're out of time but an incredible show a special thank you to Mark Bodner CEO of l r tonight's show was all about and he really hit the nail on the head and discussed the many aspects about finding a superstar employee Landing them and retaining them well this wraps up an incredible edition of mind your business tune in again next Sunday night for another great addition to mind your business right here on 710 wor the voice of New York have a successful week thank you for watching and make sure to subscribe to this Channel and be notified every single time a new video goes live don't miss out on any of the weekly interviews that I have with top Business Leaders sometimes Fortune 500 Executives hit subscribe and turn on notifications [Music]