Sarah Dalton

So let's start here. We rarely have two folks at the same time. So let's start with that. How did the two of you guys come to be working together? Share with me a little bit of that history.

So let's start here. We rarely have two folks at the same time. So let's start with that. How did the two of you guys come to be working together? Share with me a little bit of that history.

Well, Barry and I worked together at the last company that I was with. He was one of their major clients. And when it came time for me to leave that organization, I reached out to Barry to ask him if he could help me get another job. And he just said, over my dead body, if you're leaving this company, you're coming on board with me.

Well, Barry and I worked together at the last company that I was with. He was one of their major clients. And when it came time for me to leave that organization, I reached out to Barry to ask him if he could help me get another job. And he just said, over my dead body, if you're leaving this company, you're coming on board with me.

So you had a book 16 years ago, came out, did incredibly well. Tell us about this one, the difference. Bring us up to speed on that.

So you had a book 16 years ago, came out, did incredibly well. Tell us about this one, the difference. Bring us up to speed on that.

So I'm going to ask you a question, and then I'm going to ask a similar one for you, Sarah. And you probably know the question, because as we just determined, humans are predictable. But just in case, in your tenure, Barry, the more you've seen, have you seen that people really stay the same? Or have you seen people as whole and as individuals change?

So I'm going to ask you a question, and then I'm going to ask a similar one for you, Sarah. And you probably know the question, because as we just determined, humans are predictable. But just in case, in your tenure, Barry, the more you've seen, have you seen that people really stay the same? Or have you seen people as whole and as individuals change?

Wow, that is food for thought. So flip side of that similar question to you, Sarah, when folks reach out to you and say, hey, we need some help improving our hiring processes, improving our retention, all the myriad things. How receptive do you really find that folks are to changing their mindset? I mean, in your experience, walk me through what that can look like.

Wow, that is food for thought. So flip side of that similar question to you, Sarah, when folks reach out to you and say, hey, we need some help improving our hiring processes, improving our retention, all the myriad things. How receptive do you really find that folks are to changing their mindset? I mean, in your experience, walk me through what that can look like.

It's always a journey. It doesn't happen overnight because when you think about a typical hiring process that you lead any candidate through, the factors that we're usually looking at have to do with the person's background and career experience. So what companies they've worked in before, how long that they've been around in certain jobs.

It's always a journey. It doesn't happen overnight because when you think about a typical hiring process that you lead any candidate through, the factors that we're usually looking at have to do with the person's background and career experience. So what companies they've worked in before, how long that they've been around in certain jobs.

We look at the kind of skills and expertise that they list out on their resume, and then we get them in a room. And we try and have a human conversation with them. And at that point, what you're really doing is thinking about how you build chemistry with that person, whether or not you like them, whether you can see yourself working with them.

We look at the kind of skills and expertise that they list out on their resume, and then we get them in a room. And we try and have a human conversation with them. And at that point, what you're really doing is thinking about how you build chemistry with that person, whether or not you like them, whether you can see yourself working with them.

But likability isn't a predictor of future job performance. And neither are the companies that you've worked in, how far you went in college, and or any other things that people typically list on their resume, none of those things predict future job performance.

But likability isn't a predictor of future job performance. And neither are the companies that you've worked in, how far you went in college, and or any other things that people typically list on their resume, none of those things predict future job performance.

So it's the very reason why we can get someone who might be brilliant in an interview where we build up a ton of confidence about what we think they're going to be like in the job, and then we plug them in and then we find out otherwise. Every manager has had this experience where they've had this brilliant candidate in an interview.

So it's the very reason why we can get someone who might be brilliant in an interview where we build up a ton of confidence about what we think they're going to be like in the job, and then we plug them in and then we find out otherwise. Every manager has had this experience where they've had this brilliant candidate in an interview.

Everyone they've interviewed felt really good, really positive about them, but yet how they perform in the job isn't what we thought it was going to be. So none of the things we typically look at are a really good indicator of future performance. One of the first questions I ask some managers that I'm working with is, tell me what kind of candidate you're looking for. Describe it.

Everyone they've interviewed felt really good, really positive about them, but yet how they perform in the job isn't what we thought it was going to be. So none of the things we typically look at are a really good indicator of future performance. One of the first questions I ask some managers that I'm working with is, tell me what kind of candidate you're looking for. Describe it.