VALUED

Alex got 0 interview invites for 6 months. 1 landing page changed everything in 24h. Now he's selecting which interviews to take. In today's ultra-competitive job market, standing out is harder than ever. Especially for those aiming for leading HR roles. The Hays-Skilled-Labor-Index HR reported a staggering 92-point drop in HR vacancies for Q2 2024. → When you're met with silence for months, self-doubt creeps in. You start questioning your worth, your skills, your very essence. The worst part? This self-doubt often leads to settling. You become so desperate for any opportunity that you might say yes to a role that underpays you or clashes with your values. Why does no one see my talent, my potential? Traditional applications aren't cutting it anymore. CVs polished to perfection by AI? They're stripping away your uniqueness, your edge – the very things that make you valuable. Time to make a change. This Monday, we launched Alex's application landing page. The very same day, he scored his first interview invite for a Head of P&C role at a scaleup. And now further opportunities are lining up. Coincidence? Perhaps. An outlier? Maybe. But it's a start that's got me curious. Here's why I believe this approach has potential: 1. Positioning as a Value Creator: ↳ We showcase Alex's ability to drive real impact, not just a list of past roles. 2. Video Integration: ↳ Four strategic videos let CEOs and recruiters gauge the vibe instantly. It's about connection, not just qualifications. 3. Transparency Invitation: ↳ We're putting all cards on the table. Long-term fits happen when both sides are genuine from the get-go. 4. Social Proof Spotlight: ↳ Brands, mentors, publications, keynotes – all highlighting Alex's credibility. 5. Principles & Working Style: ↳ Giving a clear picture of how Alex operates, allowing for instant value alignment checks. 6. Frictionless Sharing: ↳ A simple link makes it easy to connect Alex with the right decision-makers. This isn't just about Alex. It's about rethinking how we present ourselves in a crowded market. It's about preserving our authentic selves while showcasing our true value. Is this the future of high-level job applications? Time will tell. But I'm eager to see how this experiment unfolds. Curious to explore this approach? Check out Alex's landing page at www.valued.how/straub and let us know what you think about it in the comments! And hey, want to stay updated on whether this method proves effective? Head to my profile and hit that bell icon. Let's discover together if this could be a game-changer for job seekers who want to create impact and thrive . #application #growth #recruiting #reverserecruiting

45 applications. 28 standard rejections. 12 ghostings. 0 interviews. → This is the reality for many talented professionals. But it's not just a numbers game. It's a systemic failure of traditional recruiting. Meet Alex Straub: 20 years of experience across tech and HR. A rare breed combining analytical prowess with a passion for people. Yet, 6 months of job hunting left him frustrated and disillusioned. Why? Because his diverse skill set doesn't fit neatly into the rigid boxes of automated screening processes. It's always the same crap: • Companies claim to value diversity • ATS systems reject non-standard profiles • Company misses out on impact players But here's the kicker: When Alex shared his story on LinkedIn, it exploded. 301 reactions. 128 comments. 26 reposts. The message is clear: The system is broken. And it's time for a radical shift. Enter Reverse Recruiting. We're flipping the script. Moving from passive candidate to proactive talent. From waiting to be chosen to boldly showcasing authentic value. That's why we've started experimenting with Reverse Recruiting. Our aim? To get around rigid AI screening systems. To showcase individual authenticity, not soft-washed generic CVs. To overcome the weaknesses of current recruiting processes that prevent genuine encounters. This is an experiment. We're curious to see what we might learn. Interested in learning more about Reverse Recruiting? Hit the bell on my profile @MarcEichner. I'll be sharing our findings and insights as we explore this approach.

Founder: "Our productivity is tanking" Me: "Your culture's ecosystem is collapsing” Think about it: Your organizational culture is the soil from which your startup grows. → It's not about ping-pong tables and performance bonuses. → It's about the very essence of how you operate. Let's break it down: 1. Roots (Basic Assumptions): ↳What assumptions are you embracing? 2. Stem (Values): ↳Are your core principles nourishing growth? 3. Branches (Behaviors): ↳How do your practices reflect your values? 4. Fruit (Artifacts): ↳What tangibles is your culture producing? Here's the kicker: These layers are interconnected. Imagine Startup A & Startup B. Startup A: Believing people are lazy (roots) ↳ strict oversight (stem) ↳ micromanagement (leafs) ↳ soul-crushing time-tracking software (apples) Startup B: Believing people are self-motivated (roots) ↳ trust-based values (stem) ↳ empowering leadership (leafs) ↳ self-managed vacation policies (apples) Which tree are you nurturing? The answer isn't just about today's fruit - it's about your startup's entire future. Each layer feeds the others, creating a cycle of growth... or decay: 1. Artifacts → Behaviors That soul-crushing time-tracking software? It's not just annoying. It shapes how people work. They focus on looking busy, not being productive. Innovation? Collaboration? Ha! Less likely to happen. 2. Behaviors → Values Daily surveillance doesn't just irritate. It slowly erodes trust. "If they're always checking on me, I need to protect myself from consequences of mistakes." Boom. Fear and doubt creep in, becoming the new normal. 3. Values → Assumptions When distrust becomes the norm, it cements the basic belief: "Maybe people are lazy and need constant oversight." And just like that, your startup you designed to be empowering becomes yet another micropolitics case for the culture hospital. Your startup's culture isn't just a nice-to-have. It's your secret weapon. → Neglect it, and you'll be left with a rotting tree in a forest of thriving competitors → Nurture it, and you'll grow a tree with delicious fruits of innovation, talent, and success Now it's time to get your hands dirty: • What core assumptions drive your view? • Do your values empower or restrict? • How are behaviors aligned with vision? • Which artifacts sabotage your culture? Remember: Every layer influences or reinforces the others. What empowering assumption about your team is driving your startup's growth? Follow @MarcEichner for startup core team tips -- Post inspired by Edgar Schein #culture #values #organization

Founder: “I’m really struggling to get my clients’ attention.” Me: “You need to find your VOM.”: (↴): Me: “Right now, you’re swimming in a red ocean of competitors who’re selling the same thing you’re selling, in the exact same way you’re selling it. But it’s not your fault.” It’s the outdated TAM, SAM, SOM model. (↴) –– TAM (Total Addressable Market): The total revenue opportunity available if a product or service achieves 100% market share. –– SAM (Serviceable Available Market): The portion of the Total Addressable Market (TAM) that a company can target with its products and services: 1/ considering geographical. 2/ regulatory. 3/ and operational constraints (for ex: business model). –– SOM (Serviceable Obtainable Market): The portion of the SAM that a company can realistically capture, considering its current resources, competition, and market conditions. But this model isn’t working anymore. (↴) Here’s why: 1/ Earlier businesses used demographics (age, gender, purchase history) and psychographics (hobbies, beliefs, opinions) to influence purchasing decisions. 2/ But today’s consumers are fickle. Past behaviour isn’t representative of future behaviour because attention spans have fallen. Neither are age cohorts, beliefs, or opinions (because people say something but act a different way). And yet, everyone’s still slicing their pie of the market the same way using the TAM, SAM, SOM model. And since they’re going where everyone’s going, they’re back in a red ocean. Even in their SOM. So what do you do? (↴) Find your VOM: Values Obtainable Market. –– Figure out your values –– Then map your company’s values –– Map these to the sub-segment of your SOM that shares these values –– Talk to them and understand deeply what these values are –– Go after them Why does this work? Your competitors can compete with your features. Your pricing. The amount of money in your bank. But they can’t compete with what you stand for. That’s your secret to standing out. #marketing #market #positioning #values

I graduated 0.01% of the top performers from University. Then I got a job and burnt out (↴): It started great; I remember walking into the first day at the office, ready to conquer the world. But only half a year in, I felt lost. The work was interesting. But it didn’t feel like the CEO cared. Everything was about numbers; how you hit them, and when you hit them. Proper 9-5. Day in and day out. Week in week out. Just punching in the clock. Some time in, things went from bad to worse. The company had made a few investments in biogas. But by then the price of crude oil had fallen, effectively making the business uncompetitive. The shareholders needed to put in more money. But they didn't. Why? Because they were fighting about who would have the most power over the company. Political games were more important than the success of the venture. Even worse, no one cared about the workers. The last straw was when unskilled workers at a plant in India, who didn’t have any savings, weren’t paid for 3 months. I quit. I remember making a promise then: When I start a new business of my own, I’ll do things differently. My employees would get an environment where they can flourish. And their personal growth would be just as important as the company’s growth. Years later, I finally started VALUED. Here's how we’re building the company today: 一 you decide when and where you work 一 we don’t sacrifice well-being for profits 一 we don’t blame you but focus on finding the solution 一 everyone's treated not as an employee, but co-creator 一 we don’t demand loyalty, we make work so great it’s hard to leave 一 we check in regularly to better understand how we can help you flourish 一 we’re not a family, but a team of like-minded spirits which gets things done 一 we have high standards but put trust in the ability of the people we hire to achieve them Some people might think this doesn't work, but it does: 一 work gets done on time 一 there are honest dialogues about mistakes 一 if targets are missed, we’ll figure out how to get better Some advice: want to get stuff done? Build a great company? Find good people? Actually retain them? Give space. Build genuine relationships. Care about your people. If you do? Your OKRs, MBOs and KPIs will be met, too.

Nike’s boss just slammed remote work. He’s right. But horribly wrong, too. Here’s why (↴): Recently, the CEO of Nike made a comment that split the internet, “Our employees were working from home for two and a half years,” John Donahoe said. “ And in hindsight, it turns out, it’s really hard to do bold, disruptive innovation, to develop a boldly disruptive shoe, on Zoom.” It’s “hurting innovation” according to him. But is it? Here’s what I think: 1/ The benefits of working from office There are some real, tangible benefits to working from the office. Physical contact is important: –– a stronger sense of belonging. –– the brainstorming loop can be quicker. –– genuine benefits to randomly bumping into colleagues. But it’s not “all” benefits, either. 2/ The cons of working in office One big misconception about employees pushing back against working from the office is that it’s the office that’s the problem. That’s not true. It’s actually the commute: people don’t want to spend hours every day travelling for work. Plus, it takes opportunity away from caregivers and single parents who might not have the same resources as others. Besides, there’s something he didn’t tell us. 3/ What John Donahoe didn’t tell you This has happened a few times now: when a company wants to reduce staff numbers, they announce a full-time office push as a subtle way to downsize. Need to layoff people → announce back to the office policy → they quit by themselves. Bottom line: this assumption that more innovation is somehow tied to going back to the office… like it’s some magic bullet to get the company back on track, is absurd. Remote is going to be a part of the future. It’s on you, as a company, to learn to make it work for your team. Hybrid is great… a few days in the office, and a few days at work. One study found that 85% of employees prefer a hybrid model, with at least 58% reporting increased productivity due to hybrid setups. Most companies got the memo; by 2025, 82% intend to have a hybrid work model. I guess Nike’s not going to be one of them. Their loss. Because the best people are overwhelmed by options. If your company is not one of them, your competitor will be. #remote #hybridwork #leadership

Mapping a life journey, especially for executive leaders, involves deep reflection on personal experiences, influences, and the systems that have shaped their decision-making processes. The goal of Life Journey Mapping is to uncover insights that guide future choices, especially in a volatile, uncertain, complex, and ambiguous (VUCA) world. Here's how you can approach this: Questions to Capture the Nuances of Your Life Journey 1. Early Influences: What experiences from your childhood do you think have shaped your approach to leadership and decision-making? 2. Key Milestones: Can you identify three pivotal moments in your career that significantly influenced your path? How did these moments change you? 3. Challenges Overcome: What have been the most significant challenges you've faced in your career? How did overcoming them shape your perspective? 4. Leadership Philosophy: How has your leadership style evolved? Can you trace this evolution to specific people or events? 5. Personal Growth: Looking back, what are some of the most transformative feedback or criticism you've received, and how have they influenced your development? VUCA's Impact on Career Decisions 1. Volatility: Can you share a time when sudden changes impacted your career? How did you respond? 2. Uncertainty: How do you approach decision-making in uncertain times? Can you give an example? 3. Complexity: Could you describe a situation where you had to navigate complex challenges? What strategies did you use? 4. Ambiguity: How do you lead when the path forward is not clear? Exercises for Navigating Change and Career Pivots 1. Reflective Journaling: Encourage a daily journal focusing on feelings, challenges, and observations about their career journey. 2. Scenario Planning: Create detailed plans for multiple future scenarios, considering different VUCA elements. 3. Mind Mapping: Use mind maps to explore their values, strengths, weaknesses, and interests. 4. Feedback Loops: Establish a system for receiving and giving feedback within their network to understand how others perceive their leadership and decision-making. 5. Resilience Building: Practice mindfulness, meditation, or other stress-reduction techniques to improve emotional resilience during transitions. Incorporating these questions and exercises will help you navigate your career path with greater insight and adaptability. #lifejourneymapping #leadershipjourney #leadershipskills #insight #selfassessment #selfawareness #northstar #decisionmaking

Most organizations stick to outdated EVP norms: • They focus on salary & tangible perks • They neglect emotional & aspirational needs • They mirror conventional structures • They result in minimal employee engagement The outcome is an EVP that's forgettable and uninspiring. While engaging with such EVPs, employees sense a lack of depth. They think, "Is this all there is to my workplace?" This approach to EVP has 3 pitfalls: • Transactional → Just enough to get by • Superficial → Adds no real value • Generic → Similar to what's out there And it's all too common: • The typical benefits package • The standard professional development offer • The generic employee wellness program Conversely, forward-thinking companies craft EVPs with Maslow's pyramid at the core: • They align with individual values & beliefs • They understand and appreciate uniqueness • They foster personal and professional growth • They drive autonomy instead of micromanagement This leads to an EVP that resonates and engages. As an employee interacts with this type of EVP, they feel a strong connection with the organization. They think, "This is a place where I can thrive and be my best self." Here are 3 steps to build an EVP redefined by Maslow's theory: 1/ Build beyond the paycheck Instead of a one-size-fits-all benefits package, create a multi-layered EVP. This satisfies not just the basic, but also the psychological and self-fulfillment needs: Appreciate → Belong → Grow → Excel 2/ Personalize the employee journey Each employee is unique. Recognize this by offering tailored support and opportunities for individual beliefs, lifestyles, and growth paths: Understand → Support → Personalize → Develop 3/ Foster a culture of recognition and self-actualization Craft an environment where recognition is frequent and career paths lead to self-actualization. Encourage innovation, creativity, and a sense of purpose: Acknowledge → Empower → Inspire → Actualize Unveil a new era of EVP by embracing these principles: • Reject traditional EVP templates • Cultivate a culture that champions individuality • Ensure that appreciation is reflected in all aspects • Monitor, iterate, and enhance continuously Have you ever felt like your workplace offered more than just a paycheck? Yes or no? #employervalueproposition #recruitment #hr #development

Dear entrepreneurs, be double cautious about Gen Z advice. The average Gen Z advice reads like this ↓ (START) To attract and keep Gen Z offer this: - Feedback loops - Work-life balance - Social responsibility - A clear path to progression - Flexible working arrangements - Culture of inclusivity and diversity (END) The problem with this advice is that it treats young people as a strange animal. In fact, you can apply the advice for all generations. After all we're humans.

Creating 'Teams' that deserve the title is hard. Ultimately you'll need the right emotions to manifest, no matter how motivated members are. It's obvious, emotions drive behavior. There are 2 types of emotions. 1/ Empowering emotions: ↳ Peace, joy and love. 2/ Disempowering emotions: ↳ Shame, guilt and apathy. Building teams means cultivating positive behavior. Influencing behavior means changing emotional states. Elicit empowering emotions intentionally and you'll get 'Teams'. Have you found that focusing on positive emotional dynamics contributes to more effective problem-solving in your team?