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Clint Pulver – I LOVE IT HERE : How Great Leaders Create Organizations Their People Never Want To Leave

I LOVE IT HERE : How Great Leaders Create Organizations Their People Never Want To Leave

Clint Pulver


Revealing Best Methods To Identify Talents, Building A Sense Of Ownership & Develop Successful Workplace Culture Employees Love

Remarks Free Cover-Pages Wrapping
ISBN 9781989603376
Book Condition LIGHTLY USED
Publisher Page Two
Publication Date 13 April , 2021
Pages 240
Weight 0.4 kg
Dimension 21.5 × 14 × 1.8 cm
Retail Price RM98.65
Availability: Out of stock

Additional information

Out of stock

  • Detail Description


Give your employees something good to talk about. Are You the Problem or the Solution?
Don’t we all want to feel valued in the place where we spend so much of our time? What will happen if you don’t invest in your people? They’ll leave anyway. Or, worse, they’ll mentally quit, and stay.
Therefore, Why are some workplaces amazing and others loathed? What is it about some cultures that bring out the best in people and others that cause others to be in perpetual job-search mode?
Clint Pulver has spent countless hours undercover inside some of the biggest companies in the world, and in this book he shares what employees say about the places they work, and how managers can improve their workplace in simple and practical ways.

Emmy Award-winning speaker Clint Pulver―aka the Undercover Millennial―shares insights gleaned from thousands of undercover interviews with employees across the country, revealing the best methods for identifying talent, building a sense of ownership, and developing a successful workplace culture that employees will love.
You’ll also learn the number one driver of employee turnover (spoiler: it has everything to do with you!) what you can do to stop an exodus, and how to build a team that really works. Soon, you’ll be recognizing possibilities where others see problems, and capturing the power of small moments to create a meaningful legacy. Your company can be a place where people don’t just survive, but thrive. I Love It Here shows you how.
So many companies are trying to solve the wrong problems—fighting the smoke, not the flames. Yes, you need to get rid of the smoke if you want to breathe, but the smoke will be there until the fire is put out. Will your misdiagnosis cause your organization to fail? Perhaps not, but it can stifle your company’s growth. Misdiagnosis is a mistake you can’t afford, especially when employees are ready to leave the moment something better comes along.
So how can you diagnose a problem correctly? It begins with you—the leader. The people you hire create the foundation of your company. Ultimately, they will be your greatest assets. Hiring process, and the practices that the most successful leaders have followed as they hired new employees for their companies comes down to four basic principles:
#1 Hire the right person, not the convenient person :
Okay, you might be thinking: “But where do I find the right people? They don’t seem to be anywhere!” or “I don’t need any more employees right now.” That may be true, but this mentality is a reactive one.

If you want the right people to help build your company, stop operating under the perception that any effort to change or improve your business can happen only when it’s forced upon you, or when you have no other choice but to start looking for more employees. Instead, remember that innovative organizations are proactive. They are always on the lookout for great people. Having a mindset of “always be recruiting” will make it easier for you to hire the people you want, instead of the ones you think you desperately need.
#2 Hire internally when possible :
The smartest place to look for a new hire is within your own company. More often than not—and despite what they want prospective employees to believe—companies hire from the outside because they believe it will save money.

Hiring younger or less experienced employees so you can pay them less than you’d pay to promote from within might be cheaper in the short run, but it’s not an effective policy in the long run. Hiring from outside has two immediate consequences for existing employees:
☞ It discourages them from seeing any potential for future growth within the company.
☞ It begins to disengage them from their work.

Though hiring from the inside will help your people feel excited and empowered about the career potential they’ll find in your organization—and that means increased engagement, and increased loyalty.
#3 Hire for the ABCs: attitude, behavior, and character :
Hiring for these three qualities is at least as important as hiring for technical ability. In some fields, it might even be more important. In the past, hiring managers typically focused on where candidates have worked and what they’ve done, how many degrees they have, or where they went to school. But the working market is changing—creativity, adaptability, collaboration, teamwork, and the ability to communicate are now considered essential for many jobs.

These skills are difficult to assess from résumés, especially when you consider that a high percentage of résumés are, shall we say, inaccurate. Catching someone in a lie tells you something about that person’s character, so that, at least, is one way to eliminate someone from your pool of candidates. Integrity seems like an important requirement for just about any job (outside of politics of course)

Checking an applicant’s references is a good place to start. Occasionally there’s just a tone or there’s just a hint, even if they’re saying something nice like, ‘Oh, they’re a hard worker. But you can always sense something.

Use interviews to learn what you can about the candidate. To draw people out asks three questions
☞ If you could pick the ideal job and it had all the things you need, what would that entail? What are the things that you would have on your list?”
☞ Tell me about a place you’ve worked where you wish that things had been a little bit different, and what you would do to fix it.”
☞ Who is somebody that you really loved working with? And why did you love working with them?”
#4 Let your employees focus on what they do best:
If you want an employee to stay actively engaged, make sure the tasks you assign them are aligned with the strengths they naturally possess. This doesn’t imply that you shouldn’t push or challenge your people to try new things or expand their skill sets, but more that you should ask yourself where you could put them and who you could put them with to best utilize those strengths.

The most personable employers asked their prospects (internal or external) questions like these:
● What is your life’s dream?
● What is it that you want to achieve in life?
● What means the most to you?
● What do you want to accomplish in the workplace

These might feel quite personal, and not everyone will want to answer them—maybe not until they know you better, maybe not ever—and that’s fine. Your intention is not to trample people’s boundaries, but to communicate interest and caring. A big part of your role is to be a mentor, but it’s hard to be a mentor if your employees don’t even know what they can expect from you.

Greatness does not come from a function of circumstance. Greatness comes from a function of conscious choice and discipline. The greatest part about your role in leadership is that it matters. The hardest part is that it matters every day.
The most successful leaders practice all of the principles and they practice them on a constant, consistent basis. They understand all of this:
◆1. A single moment in time is priceless, and can change a person’s direction in life.
◆2. Leadership is a key factor in employee retention. People quit bosses, not jobs. And they stay for them, too.
◆3. You can create your employee Dream Team by hiring the right people for the right positions, and connecting your people with each other so that you are all acting as a cohesive whole.
◆4. Becoming a Mentor Manager creates stronger influence, increased profitability, and loyalty that lasts.
◆5. Your job as a Mentor Manager is to spark the possibilities in the people you lead.
◆6. People work at their best in a safe, encouraging, and calm environment. You can create this environment by keeping things simple.
◆7. When you give your employees a sense of ownership over their job and their career, they feel more invested in developing their skills—and in the company’s success.
◆8. You must let people do their jobs, but check in continually to see how they’re doing and to find out their status and what they need.
◆9. Hard times reveal true character—how you respond is what people will remember most.
◆10. Mentors always need mentoring.
◆11. And, finally, your employee’s job is one part of a larger life, and that life requires passion, purpose, and the ability to provide.
Your final moment to master, is this: stand up for your responsibility to yourself, to your business, and to the people you lead, and become the type of leader that makes people say “I love it here.” You have the tools and the ability to become this rare and influential mentor, and there is truly nothing in your way.

It’s not about being the best in the world… it’s about being the best for the world.

“Clint Pulver’s dedication and work as the Undercover Millennial offers a one-of-a-kind perspective that will transform leadership for years to come. This is the book your employees want you to read.”
— Dr. John C. Maxwell, author of The 21 Irrefutable Laws of Leadership
“Clint Pulver gives an insider’s peek into what your team members think, feel, and need in a way that’s eye-opening and empowering. This book offers a plan to reduce attrition, elevate engagement, cultivate creativity and collaboration, and build an organization that’s as good as the people in it.”
— Daniel H. Pink author of When, Drive, and To Sell Is Human
“This is a tremendous read that’s full of leadership gold! Clint Pulver’s understanding of mentorship will shift the way you view leadership and change the way you gain the trust of those in your circle of influence. It will help you elevate your performance to the next level.”
— Stephen M.R. Covey, author of The Speed of Trust
About the Author :
Clint Pulver is a professional keynote speaker, author, musician, pilot, and workforce expert. Known as the leading authority on employee retention, Clint has transformed how corporations like Keller Williams, NASA, and Hewlett Packard create lasting loyalty through his work and research as the Undercover Millennial.
He has been featured by BusinessQ Magazine as a “Top 40 Under 40,” and, as a professional drummer, he has appeared in feature films and on America’s Got Talent. In 2020, Clint won an Emmy Award for his short film Be a Mr. Jensen, which tells the story of how a single moment in time―and one particular mentor―can change the course of a life.

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