The younger workforce of today is known for job hopping, so how do you attract and retain the right candidates? Developing a scalable business plan that keeps the company’s core values in mind is a must. CEO and Co-Founder of Vengreso, Mario Martinez discusses his company’s core values (#Don’tDoNormal, #BuildToScale and #BeAwesome) and how they are utilized to develop, engage and motivate everyone to bring their A-game.
- 1:26 – The big thing missing from business plans
- 3:22 – The 3 business elements that cover ‘everything’
- 10:08 – The components of building a scalable business plan
- 16:08 – How to continuously achieve AWESOMENESS
- 19:23 – How to remotely celebrate company WINS
- 27:25 – Why LinkedIn is the ‘new’ resume
Full Episode Transcript:
Mario, thank you so much for joining the show today. It’s great to see you buddy.
Todd, my man, I’m excited to be here with you. Thanks so much for having us.
Yeah, yeah. So, um, I know that we, we talked a little before the show and we wanted to get really into sort of this, this cool three-part approach. You have I guess a framework, I’m not sure exactly what you would call it, but, um, the don’t do normal, build to scale, and is it awesome?
So I would thunder you took all my thunder.
Well you probably say a much better, a lot more fanfare and pizazz, but, um, I, I really am curious how you bring those things that are, that are really playful, which is great for the topic of this show. Because it’s all about how you can play to win and, uh, and bring sort of a fun and engaging approach to work, especially in a corporate environment. So, share away, man, what are these three things and how have you, how do you approach improving corporate culture and sales growth with this, this process you have?
Yeah, I think it’s probably good ideas. Todd. Maybe to, to let your listeners just get a little background about myself and that is, I’ve spent out of 22 years, I spent 18 of them in corporate, right? So everything I’m talking about, it has a mindset of what, what life is like as a leader. And my last stop was a VP of sales for a technology, software, SAS company and um, what life was like there. Um, versus what life is like. Now I’m being the CEO of a, well what I call a small business. I’ll be at, we are the world’s largest digital sales training and consulting company. Um, and, and how do these worlds like blend together, especially when you’re thinking about going to market and accelerating growth and those types of things. But you know, inside of inside of big organizations and corporations, I have sat through many a business plans from top leaders and um, one of the things that was always just missing was what’s the point? Like what is, what are the things that I should walk away from? Right? They were usually these big, long, we had plans and it had the sales and had the marketing and it had the, the, this and the that. And you know, and those are important. You have to document, I’m not saying it’s not important, but at the end of the day, if I walk away, with several core values, what am I walking away with? Like, what are those core values look like? And how should I, how should my, my thinking be shaped for the rest of the re year that, uh, that I’m going following this particular plan? And that’s generally what’s missing from most plans. So if you think about, um, that element and then now combine that with, especially when you’re working in a small business environment, like our own organization where you’re scaling the company and growing the company, you really want to think through like, how do I merge these worlds together? So, you know, in year one it was all about merging the businesses, the operations, the infrastructure, the guts, if you would, right?
And all the fun stuff that nobody wants to do, like financials and all, all the other nasty stuff. Because that’s what we did. We did a a four way merger four different companies underneath one umbrella, uh, back in 2017 which ultimately formed Vengreso. So a 2017 was all about that. 2018 was getting our bearings straight. Like, what’s our market messaging, who retargeting, who are we focusing on, how do we hone in on that? And all while at the same time you’re selling, uh, to whoever it is that you’re going to be selling to. And, and then 2019 came and I said, all right, it’s time for growth acceleration. It’s time for growth acceleration. So I put together, our 2019, what I call the simplified business plan, and it had three elements and the first one, and these, I almost think you think of these as core values, right? The core values and these three elements were #Don’tDoNormal, #BuildToScale and #BeAwesome. Now these hashtags are because we’re a digital sales training company, we obviously live and breathe and die off of, off of social media. And so, um, you know, while we don’t use them out in public, they’re all internal facing. Um, everybody got the essence of what it meant because, you know, we’re, we’re, we’re always talking about hashtags here, right? So, you know, if you think about those three elements that don’t do normal, build to scale and be awesome, they pretty much cover everything. And I wanted everybody in, in the company, everyone in the company, excuse me, to think through these types of things, which is, is it awesome? That’s the be awesome. I’m going backwards now. Is whatever we’re about to do scalable. And then the third element, is it normal, right? Those are the three like translated questions that you think about. Because if it was normal, it’s not something we’d likely want to do because everybody else is doing it. So therefore we shouldn’t do that. And then we need to do something different. We need to think bigger and go bigger. So those are the three elements that we came up with for the 2019 simplified business plan. And don’t get me wrong, yes, I absolutely did have my 35 page PowerPoint or 35 PowerPoint presentation, uh, which, which, um, what did I say? No, I, 35 page PowerPoint. There we go. That included, you know, our sales strategy or marketing strategy or business strategy, our go to market, our product strategy. Like I had all those things inside there but everything was centered around don’t do normal, build to scale and be awesome.
And that’s what we as leaders need to be thinking about whether you’re in a small business or whether you’re in a large business is those three elements cover pretty much everything covered. Everything from sales to marketing to product development to even legal and accounting and how they support the sales, the sales teams and um, those individuals that could not wrap themselves around not doing normal, building to scale and being awesome. They’re no longer here in the company. We had to get those people out because they were holding us back. And in big corporations that may include departments that what we call sales prevention. There’s a healthy balance of sales prevention and company loss, right? Like you’d never want to do things that are going to tank the company, but you don’t want to do things. They’re going to stop or slow down sales. Um, and, uh, I’ve got many awards stories of departments. And so this was really centered around, um, you know, that whole be awesome, um, uh, element. And I’ll tell you a story around just this element and me and special pricing have a, you know, usually in big organizations are usually as a special pricing team that does a lot of the, you know, um, uh, discounting and, and allowances of discounts on contracts. Um, and inside of Vengreso we leave that to our CSO and then anything above a certain level goes to me, right? So it’s, it’s very, you know, not, not very heavy, it’s not a whole lot, a whole lot of people. But we also have our finance team that has to execute on, on what it is that we want them to do. And so we’re always going back to say, finance, can we do this? And then what I love about our finance team and how they think and how they’ve reshaped their mindset is, well, that will be difficult. But if you did it this way, it’d make it a lot easier on us. And I think what might accomplish the same purpose with the customer and we’d go back and forth, yeah, you’re probably right. This is a good idea. That’s not a good idea. And ultimately, sometimes we have to say no because we just can’t, we can’t execute on that. And it would have required too much time and energy on the finance team, but that’s the way the partnership should work is as how can I help you accelerate sales? And oftentimes we have that struggle between sales and finance, especially in big organizations.
I love, I love that you’re talking so much about core values and I know are calling it a business plan, but I mean, taking a stand for those core values and, and making hard decisions about who’s in the organization and who needs to go, is, is really critical. And I think, you know, I’m seeing just especially in the past few years and you know, in the, in the past decade, like the companies that are drawing that line in the sand and saying, you know, whatever, we’ve been up til this point, if it’s already a large company, like, we’re making some decisions right now and you’re either going to get coached up or kicked out, right? You’re either a fit or you’re not. And I think that is what, that’s what’s going to build these truly dynamic right now where, where like the world is changing so quickly. You have like Amazon has changed the game, right? And there’s going to be a lot of people that just buy from Amazon because of what they are and what they can provide, right? But for other like services businesses and businesses where you know, there’s more engagement and there’s a personality and there’s a brand and there’s core values that you want to align with. And like, I want to buy from this company because I get them and I will get the same type of person, same type of values, same type of awesomeness and mindset. Every time I work with anyone at this organization that creates a lifetime customer. It’s not just like, uh, just as an example, enterprise rent a car has had that impact on me multiple times. I never look at any other rental car agency ever anymore. I just use enterprise because they have impressed me over and over again the same feeling in the same type of people in the same treatment. And I think that’s what, you know, that’s the benefit of making those decisions. You’re talking about like let’s keep it simple and stand for a few things and anyone who doesn’t stand for those, they should go somewhere else.
Yeah, and you’ve got to keep in mind though, you know, as I talk about the simplified business plan and I put these three elements, it’s it, they ultimately are core values. Ultimately they are core values. But if you don’t have these core values in mind prior to designing your individual element of your plan. So every department that we had had to produce their own individual business plan, right? You get the sales, you get the marketing, you’ve got, you know, our, our product development, everybody had their own individual business plan. And if they didn’t have core values to think about as they’re designing the plan behind how they’re going to execute, how they’re going to grow, how they’re going to do their part to get the company to where it is that they need to go. Well then you’re going to have a bunch of people that are doing a bunch of stuff that think that it’s the right thing to do without recognizing doesn’t match the core values of the company. Right? So, so that’s why I actually identify these three core values as the simplified business line. So if you took everything that we did, everything that I presented, those 35 pages and every department within the organization and their business plans, they all rolled up to just three things. Everything. We were going to do, everything we’re going to touch, everything we’re going to roll out was going to be, is it normal? Is it build to scale? And is it awesome? Um, I’ll give you an example. You know, we launched our selling with LinkedIn, training course, um, for the individual and small business market. So we play a lot in the teams, the large teams, um, mid market teams where we help, sales teams learn how to create more conversations, learning how to use LinkedIn, more sales conversations for sales prospecting. Um, we also have our selling with video program where we’ve helped sales teams learn how to use video effectively to be able to use it for prospecting and outreach. Um, so, so what we did was, is we took our core selling with LinkedIn program and we brought it to the individual marketplace.
And, um, then we turned around and we built all of the components of the landing pages, the email marketing drips, like all of those things that you would normally do to scale up a normal digital e-commerce type of service. Um, then what we did was we said, well, wait a minute. Um, we know who’s coming into our database because whenever you go to download something, you have to tell us, you know, what size company you’re with, how many sales reps you’ve got. So we know a lot of these details and we get thousands of downloads every single month. So why not funnel all of these individuals into a program that if you’re in the small business category, we’re going to put you through our small business messaging, e-commerce marketing and our drip program. And we’re going to try to get you into a webinar. And then we said, all right, well everybody does that. That’s kind of standard. Um, but let’s use a platform that allows us to be able to have the gift that keeps on giving. We record a webinar one time and that webinar now gets put onto a platform which we’re using Stealth webinar. And that gets put onto a platform where someone can go. And now every time someone comes into the, to the marketing co, uh, uh, top of the funnel leads, we can present them this webinar that they can go and register for that week or watch a replay. And it, it appears as if it’s a live webinar. Great. I get to watch it now. I’m looking at this and now it’s a, it’s basically a, a machine. People are entering into this and they’re going through the process and we’re putting all of our small business folks inside of here now that’s that built to scale model, right? So that, so, um, is it normal? Yes, it was normal, but it hit the box of build it to scale. Then we said, well, we’ve got this awesome platform. We have our small business sales reps that are out there and they’re having these conversations and then they’re having to do the follow ups. And then we’re at, you know, having to figure out whether or not someone wants to buy all for a small price of 597 or 797 for an eight-hour training program with, you know, the world’s largest digital sales training company. That doesn’t make a whole lot of sense. Let’s now take our sales people and let’s build this to scale so that we can pump out to them and they can basically get on the phone with Johnny or Mary and say, Johnny, Mary, here’s what you’re looking at. Here’s what are you ready to buy?
No, after 15 minutes, okay, great. Open up your browser. Let me let you, um, uh, get access to this webinar that will help you understand these three shifts that are happening and give you some further information. Fantastic. Now you put them into the webinar, let it go do its thing and do let marketing do its thing. And if they buy, you get credit for it. If they don’t buy, they weren’t going to buy anyways. No point in calling the person back, right? Or if they’re interested, at least they know who to call. So now we took that from a marketing activity to let’s now have the salespeople use this as a sales activity. And if you’re not ready to buy now, now you give them something to be able to watch, to learn, to educate themselves. Then they go through a series of whatever, how many emails we’re going to send you. And now that that really puts in that that whole small business segment for us, it puts it into now it’s totally scalable, right? And it is awesome. It is awesome. They able to have the full funnel from the top to the get to the bottom and have a salesperson involved in that process. But I don’t want our salespeople spending any more than 15 minutes on the phone with somebody. If you’re not ready to buy after everything that you’ve already seen, then we’re going to give you one more thing and that will help you to get ready to buy. So, you know, as you think about the whole plan, you got to think through all these different elements of the marketing plan and then keep asking yourself, you know, does it hit the core values? Does it hit the core values as they hit the core values?
So with those with a simplified business plan are the three core values. Um, is that something that everyone on the team, they just embraced, and they feel it in their gut and every decision they make, you know, they pick up a coffee and they’re like, is this normal? Is it awesome? Can I do it to scale? Like is it just ingrained or was there, did you have to do repetition and you have to train people? You have to bring it up in every meeting. Do you have to motivate them to adopt those values?
You know, you, you know, you’ve implemented a great core value system. Uh, when your leadership team says to you, it’s not built to scale. No, we cannot implement that idea. Right. Um, because you know, I come up with a lot of stuff and I’ll shoot a message off at two o’clock in the morning. I wake up and it’s like a hallelujah right now. Like I just like something happened. I wake up, open my eyes and I’m like, Oh, I gotta send this off to, to our CMO. And, um, I appreciate, I appreciate all, all my, the leadership team because, um, you know, they help keep me grounded and balanced. Uh, and, and when they do come back, they’ll say, you know, great idea, but you know, it’s not something we can implement. It wasn’t part of the plan. And, you know, I’ll, I’ll try to, if it’s something that I’m really passionate about, I’ll, you know, get on the phone, talk to them about it. But the big one that usually comes back to me is, um, Mario, if you want us to launch this, it’s, it’s not going to be awesome because we’re, we’re basically strapped. Uh, and the other one is, is why would we do that? It’s not going to help us scale. Right. And so when people start talking back in the language that I understand, it makes a lot more sense. Um, you know, and then as we, as we go down multiple levels into the organization, um, yeah, people actually, absolutely are absolutely want to make things awesome and they’ve seen the effect of that. Right? So we’ve heard we’ve up hit certain plat, um, certain, high points in our, um, in our career as Vengreso. In our, in our corporate career, if you would, and as an example, last year alone, uh, we hit, uh, achieved touching 98 million people on social media. Um, and that was according to tools like brand 24 and we’re a small little tiny company, right? And so now I watched that thing like a Hawk. And so the team is always trying to strive to get back to where we were, even though right now we’re running a little bit behind schedule from where we were last year. So, uh, you know, everybody has in mind the whole idea of, you know, be awesome and you’re always having to one up yourself. And it’s a great way when we talk about the play to win concept, right? It’s a great way if you think about this is if I was on this awesome yesterday, now how, how am I going to achieve better awesomeness or more awesomeness?
I don’t even know what the right term is. How do you say that? Awesomer? Or, but be more awesome than I was yesterday. And then you’re always up in the game because now you’re moving the needle or you’re moving the ball down the field and the concept of play to win, you’re moving that ball down the field and every single time you’re just like, alright, I scored a touchdown. Great. Do it all over again. And you got to try to do it better and create better stories. So yeah. Um, it takes time. It takes repetition. Uh, it takes energy and forethought and it takes the leadership team, um, to be thinking like that and 100% aligned.
Yeah. What do you guys, um, how do you approach sort of celebrating, like when something does go right, like you, you know, it does doesn’t have to be like a giant end of the year party because you hit your 98 million social media touch points. But are there small celebrations or recognitions or awards or anything like that that you found particularly helpful either within Vengreso or with your clients?
Now that’s an interesting question because, unlike other companies, we are a 100% virtual organization. We have no real estate, none, zero, zip, zilch. The real estate is my office right here and each person’s office that they’ve got working from wherever it is they’re working from, in most cases, 100%. Most people as from their home. So how do you create an environment that is, um, one that drives a culture of acknowledging success, uh, getting those high fives, um, uh, with a virtual workforce that’s really, really hard. Um, but what I will say is, is that, um, we have no shortage whatsoever of at least getting electronic acknowledgement. So that’s the first thing is electronic acknowledgement. Yesterday. Um, we hit a, a new historical milestone in our Vengreso history, whereby if you look at, you know, all these great sales training companies that are out there in the marketplace, Vengreso has surpassed almost every single one of these great sales training companies except for four. And there’s a couple hundred that are out there. We did this in, in, in terms of followers on our company channel, followers of our company channel in 2.3 years. I say 2.3 years where other companies have been doing it for 17 years. Right? And, and we’ve, we surpassed them and one of our closest competitors just on the, on the training space, not on the content strategy piece. And, um, the LinkedIn profile makeovers piece, they only touch just this one element. It took them nine years to get to where they were at and we just leapfrogged them yesterday, right? In two and a half years, we did zero advertising, zero advertising, $0 for paid followers. Zero. It was 100% organic, um, social media tactics to grow the social channel to where it’s at. And so, um, I am a data geek, meaning I don’t make decisions without data and if I have to make a decision without the data, it goes right back into the gut, right? Right here. What does the gut tell me? Um, but I’m a, I’m a data backed decision maker and so I watch all of these metrics for the company, company followers as the CEO company followers. Then drill down on that is are they the right followers? Are they sales? Are they, uh, entrepreneurs? Are they leaders? Are they not leaders? Right? And I’m looking at this stuff and I get inside there and then I drive the team crazy. Because I look at all this data and I’m like, like asking questions like blah, blah, blah, blah, blah. And they’re like, Oh my God, stop asking me questions. Right? But what we did was we hit this milestone and when we do that, um, I send out messages, the CMOs sends out messages, the CSO sends out messages. We provide these acknowledgements to these individuals. And not only will we do it publicly within the company, intra company, but we also now take this and we do acknowledgements for, um, individuals on social media and we blow them up so that they get the visibility that they are deserving. Um, in a outside social environment, social setting.
So you actually compliment your team members for work activities on social media.
100%. Absolutely. We’ll take pictures of them. Um, we’ll, we’ll create stories. We’ll tell stories on social media about individuals, especially even departments. Right. And we’ll acknowledge the, you know, special um, special, um, activities that they may have done. Why we can’t live without them. We do that both internally through email and we do that externally through social media as well. In addition, in addition, um, we host a quarterly call and, that quarterly call we have our Vengreso award ceremony of where we bring people on. And we acknowledge them for their special activities, um, for contributions or something that they’ve done. And we have two, two specific awards that we, we, um, leverage within the organization and we bring that to the marketplace. Um, by recording the whole entire thing. First off, we record the whole entire thing and then we put it out on YouTube by cutting off anything that we talk about in terms of, um, you know, confidential material. Uh, we, uh, put that out on YouTube for everybody else to see. And we actually have a dedicated channel, a dedicated channel on our YouTube site called Vengreso culture. And, um, the Vengreso culture, um, highlights these particular elements. So, um, we, I’ll, by the way, I for also mentioned there’s three things we cover. We cover promotions, we cover the VIP award, and we covered the GUP award, the VIP award and the GUP award. And that’s about no more than 15 minutes of our one hour long call that we have.
Wait a minute, wait a minute. What is the GUP award? Come on. You gotta slow down enough to share that if it’s a, if it’s not secret insider information,.
It’s not secret insider, I’ll tell you the VIP award is, the very important person, right? So, um, and we have a first, second and third place and it’s by, um, nomination within the organization. So that’s the, that’s the VIP award, the GUP award is grace under pressure. Um, and, and that actually speaks to our value system. We are a very high pressured environment here at Vengreso and it’s not for everybody. We’ve had leaders on our team leave because they can’t handle the pressure. Um, we’re a startup company. We’re a two and a half year old startup company and we will continue to operate as a, as a start up company with the startup mentality so that we can always stay ahead of the curve. There is a reason why we become the largest digital sales training company globally. There is a reason why, um, companies, uh, like the largest sales training companies in the world have partnered with us. There is a reason why, um, big named organizations have come to us and it’s because we’re, we don’t do normal right. That’s going back to that core value. We just don’t do normal. So we recognize that we have a lot of pressure that we put on our people to deliver and to deliver in a timely fashion, um, and to over deliver whenever possible. Now. So is that, that grace under pressure is very important and we acknowledge that and that’s the culture that we, that we exude. It does come with a set of challenges. And as a leader we need to learn to be balanced with this pressure. Um, and a lot of leaders, um, are maybe listening and saying, well, you know, I don’t want people to break. No. And we don’t want people to break either. Um, but we want to push people to be their best. And, um, we acknowledge that with each individual person. Um, we just did a review with a new individual that came on board. And, uh, I happened to join that review with, uh, with the sales manager. I’m sorry, with the manager, not the sales manager, excuse me, with the manager. And um, uh, as we went through, we had, you know, some fives, we had some fours, like a scale of one to five. You got some fives, you had some fours and you had some threes and those areas of threes. Um, we want, we commended and acknowledged where they needed to, um, improve at and the individuals when we go through this process, they understand. Yeah, you’re right. This is an area of improvement, so the idea here is not pressure to break them. It’s pressure to perform at a higher level, very similar to the sports sports world, which is your coach sees exactly where you’re at and knows what your potential is and is going to push you to get to reach that potential.
That’s awesome. I’m excited to check out the, the culture channel on YouTube and I love, I love the public acknowledgement. I think that is, um, I’ve never, I mean, I think I’ve seen people do that, but it hasn’t really been part of what they proactively do. Is that public recognition. Do you do that just on LinkedIn or do you do it on other channels as well?
No, we distribute that across Twitter, Facebook and LinkedIn. And, um, our next program will be live streaming that across all the channels as well. So, um, that’s what, just coming up at the end of this month as a matter of fact. Um, and so one of the things that to think about is, um, as a leader, if you’re listening in, whenever you go to interview someone, especially in sales, especially in sales, there’s two things that you’re going to get ahold of. One, their resume and for, and for me, I don’t even look at people’s resumes anymore. It’s like a resume who uses a resume? What I go to and what every leader, the second thing that leader will look at is someone’s LinkedIn profile. They want to look at who’s this person? Where are they been? How long have they been there? What are the recommendations say about them? Um, what do people say that is like to work for them or with them? Uh, what does the performance look like? What are the certifications they’ve had? What schools did they go to, where the common um, uh, mutual connections that they have right there. You’re looking for all these things so you can do the, the recon if you would, and find out more details about this individual before you hire them. Here’s the crazy part. You’re doing that for the candidate, but guess what? That candidate is doing the same exact thing to you and as a leader, you’ve got to ask yourself, what the heck does my brand say is my brand, a blank LinkedIn page that has, I’m a vice president of sales with a one liner inside. There are no recommendations, no idea of what it’s like to work for you and or your company. No idea about the cultural insights of the company. No idea about what you expect, what your core values, what your principles are. If that’s the case, you’re making a huge mistake because 50% of our workforce now exists as millennials and millennials are looking to make two decisions. One, are you the right person to work for? And two, is the company the right company to work for. So if you don’t have information around the culture of what your culture is, like, how you lead, what your personality is like, what’s it like to work for you with you side by side, then you’re going to not find the great candidates because the great candidates are looking just as much at you as you are at them. And that is why we take this content, we bring it to our, um, our LinkedIn channels. We bring it to our YouTube channel. And before we hire anybody, we say, go look at all this Vengreso culture. Make sure it’s what you want. Some people may not may fear at the idea of being acknowledged in public and being put onto YouTube. Oh my God, they run. And if that’s the case, you maybe you’re not a right fit for us. Right. And so that’s very, very important to be able to do that.
Can I just jump in here? I think it’s so important what you’re saying here. And couple of things come to mind is one is it’s the idea of, um, if you’re, if you’re a leader listening right and you’re not the one who’s in the, in the chair doing the interviewing or being interviewed, right. Trying to get a job the cost of making a bad hire is astronomical. It’s hundreds of thousands of dollars. I think I’ve heard it’s like $240,000 is somewhere in an article that I read of making one bad hire. So one of the best ways you can hire the right person is to have the right person come to you for the job. Right? And if your profile just says, vice president of sales, this company for 30 years, like how’s anyone going to judge if they want to put in the time and the effort to work for you and do a good job under your leadership, if that’s all they can find out about you online
Or, maybe. Maybe you’ve moved jobs every two years, right? Someone can see that cycle and they’re like, you’re going to hire me and you’re six months away from your two year Mark. Well what does that mean for me? Right? You gotta you gotta be thinking about that.
Yep, absolutely. Absolutely. And, and then the other thing that comes up as just as I’m very much in alignment with what you’re saying here is, dig your well before you’re thirsty, right? If you’re, if you own your company and you have everything planned out for the next 20 years, you know, yes, chances are you’re just going to keep owning that company you’ve had for 40 years and it’s been in the family, but most people are not the sole decision maker stuff happens, right? Lawsuits happen downsizing, like all sorts of different activities happen. So, you never know what’s going to happen. So dig your well before you’re thirsty. Right. Start grooming your social profile. So, um, it, it is the image and the personal brand that you want. Should anything occur. You never know. You could have a heart attack and you could decide to completely change what you’re doing and want to work two days a week from home instead of 60 hours a week in, in the office. Right? Like, stuff happens. So I, would love to hear your thought on digging your well before you’re thirsty and starting now, even for people that don’t need to update their profile and their personal brand.
Well, first of all, Todd, I would say every leader needs to update their profile on their personal brand to specifically showcase who they are as a leader and what their core values are, right? How, how do they lead? That’s without a doubt. Um, the other thing too is leaders may be listening saying, Mario, I, I can’t freaking start a YouTube channel. I work for a fortune 250 company. Nope. Nope. You can probably, well actually you probably could. You can do your own personal channel. Nothing prevents you from doing that. But let me give you a piece of advice. One of the things that has been a great tactic for executive leaders that, um, I’ll work with in terms of one-on-one and advice is do you have a new hire? Yeah, of course we have new hires. Did they come into the office? Yeah, of course they do. What do you do when they come into the office? Do you welcome them? Do you have a receiving line? Do you put it out on social? Do you record the whole thing? To be able to showcase what it’s like to be able to come work for you and your company? And every time I tell someone, they’re like, Oh my God, that’s a brilliant idea. And I actually got this, I didn’t, I didn’t, I wasn’t the originator of the idea. I actually saw it on social media where an individual said, you know, like, this is the first day at, you know, so-and-so’s in the office. They opened the door up and there’s a giant receiving line of 200 people coming into the office and the person’s walking down and they’re looking around. They’re like, Oh my God, what is going on? And everybody’s like high-fiving individual welcome and they have a gift bag for them. They have their shirt, they have their, you know, footballs, they have all like the giveaways and then they walk them to their desk. Like, here’s your desk. We’re super excited. Let me show you around. And they show them to the, to the, um, to the break room. And they’re like, here’s if you need to go to the restroom, here’s where you get the keys at. And they documented this one and a half minute long video that went completely viral of what it’s like to work for this company, for every single employee when they start at the company. And there is absolutely nothing wrong with that. And here’s the great part about it. If you’re listening in and you’re working for a big company and imagine the brand awareness that you will drive, uh, for your particular company. And furthermore, your social media team will love you’re doing something like that, especially if you get the big giant company logo inside there on the wall, right? So, so that is something that you could absolutely do and you can post native videos and those are the types of things that go viral. So don’t let, like, I don’t know how to create my own video or create a YouTube channel be what stops you, um, implement what it’s like to work with you for you and showcase that because the young leaders today are looking as much at you as you are at them. So you better show them what it’s like to be able to work for you because they’re testing you out and they’ve got many choices of where they can go work for and from.
Yeah, that’s a great point. Mario. This has been great. I got a ton of good notes. I’m going to put these in the show notes. Um, for anyone listening or watching, where can they go to get the best of the best Mario, where should they start and how can they follow up if they want to work with you guys?
Oh, well feel free to, to reach out to me on LinkedIn. I’m very active there. Mario Martinez jr on LinkedIn. And then, @M_3JR is my Twitter handle. You can feel free to follow me, engage on Twitter and i’d be happy to connect with you and engage with you. And of course, Vengreso.com. V as in Victor, V-E-N-G-R-E-S-O one S .com.
Awesome. Thanks so much more. I really appreciate you coming on the show, buddy.
Hey man, thanks for having me. I appreciate it.