Do Wellness and Leadership Mix?

Written by Miki Jo Resto on . Posted in VPI Blog

As Managers, Leaders and Entrepreneurs we sometimes think about the needs of our people and employees more often than we think about our own needs.

We think about others’ capabilities to produce and ability to get along with the team. We also think about their ability to cope with their responsibilities, their ability to deal with stress, and grow. We may even think about an employee’s longevity. When we term this with an organizational “name” we call it Talent Management.

Talent Management and Health are not all that different.

When we turn these same questions back toward ourselves, the name we give it changes to Personal Health. Just for the moment, let’s put thoughts about our employees to the side. Take a moment and think about yourself as a Leader. Does your own ability to cope and grow right now make you feel stimulated, excited, and alive? Or, do you feel slightly tired and maybe you need to recharge? You might even feel really tired or nothing at all.

wellness and leadership Any of these – or whatever the feeling may be – is a reflection of not only your energy level but also your wellbeing, i.e. health. While this isn’t Earth shattering information, it can be a good reminder that the mind-body senses are feeding you information about your current state-of-being and health at any given moment.

What does it matter?

After coaching many corporate leaders and entrepreneurs over the last couple of decades, I’ve noticed that most of them (men and women) hold a belief that to be successful, to lead well, and produce much they have to give up their health. Of course, they don’t necessarily think of it in this very direct way. The idea takes the form of some of these statements I hear frequently.

“I travel a lot, so I have a hard time eating well.”

“I won’t be able to exercise much until this ________ is done.”

“I intended to start _______, once that project was over, but of course something came up right behind it.”

“I can’t think about it now, because ______.”

In other words, I’ll work on it later. This is how you lose your health, little by little, or perhaps suddenly and all at once. These types of messages tell the body and mind that You are not as important as work, employees, clients, bosses or the Board – or whatever It may be. The message your mind-body learns is that you only deserve to feel vital and energized for short periods of time, like in between work steps and career leaps. The Self, called You, learns that health is recreation and not a resource. Recreation happens when work is done. Leaders are rarely finished with work.

Understand that Health is a resource.

Health is a concept for the high level functionality of your body, brain, mental and emotional capacities. When someone is functioning highly and astutely on all of these levels, health has a second name. Vitality.  When it all comes together, it’s the experience of feeling truly alive with all of your senses and capacities. All systems are a “Go”.

Vitality is the highest human state when your whole body, brain, mental and emotional capacities are ready and willing to serve you. It’s the highest human state giving you immediate access to draw on all of your talents, capabilities, knowledge, energy, wisdom, patience, resiliency, hope – all necessary qualities – to navigate, lead and achieve.

When we’re talking about Talent Management and Personal Health, they intersect at the point where both are growing, together. Science calls that a symbiotic relationship. Organizations receive industry awards for it, called “Great Place to Work”, and employees just call it a “joy to go to work”.

A healthy business with healthy leaders has deep resources to increase powerful impact in the community, markets and the globe.


Read the rest of Miki Jo’s Talent Management blog on ManagingAmericans.

Miki Jo Resto, VPI’s Vice President and Senior Consultant, represents VPI Strategies on the Expert Panel for Managing Americans. is a management blog with more than 300,000 monthly readers. Miki Jo contributes monthly to the Human Resources Blog.

Resource List for Top Ten Generational Gems for the Multiple Generations Workplace

Written by Sherri Petro on . Posted in 4 Generations at Work, VPI Blog

Sherri Petro delivered another excellent webinar! Top Ten Generational Gems for the Multiple Generations Workplace. If you missed it, make sure to watch the recording and check out the slides that are available.

What was learned?

  • “How to get all generations of volunteers to work together.”
  • “The reminder that we tend to look through our own lens- it’s too easy to do and all the examples she gave were very insightful for use as I deal with the younger generations.”
  • “Characteristics of Gen X & Gen Y. Tips on supervising different generations.”
  • “The differences between generations needs/expectations and how to bridge those if you a a supervisor.”

And much more!

Click here or on the image below to access Sherri’s Generational Gems Resource List

generational gems resource list image

Looking for Great Talent?

Written by Miki Jo Resto on . Posted in VPI Blog

Looking for Great TalentHave you ever hired someone who seemed perfect for the job but then wasn’t? Have you every tried to hire the “best person for the job” and then they turned down the offer?

Why can it be so difficult to find really good talent sometimes? And by “really good”, I mean the right fit for the job and company culture.

The Selection Process

There are a number of elements that need to work together well (but need not be perfect) to hire great people. The high level basics are called:

  • Process
  • Recruitment
  • Selection & Assessment
  • Offer Process
  • Pre-Employment Checks
  • On-Boarding

Sometimes these steps are called by different names. The reality is they flow together and are part of one hiring process continuum. That’s why the first is Process. It’s the structure ensuring that all moving parts are increasing the opportunity to hire the right fit. Conversely, avoiding low quality process – which just means a process that’s getting in the way – will help avoid mistakes that lead to the wrong hire.

The Recruiter

Right now, let’s say your overall hiring process is sound and not getting in the way. Where, then, does hiring the right person start? This discussion begins with recruitment. Actually, it begins with the Recruiter.

A skilled Recruiter intentionally and systematically uses the recruitment and hiring process to create opportunities in these areas (think of these as areas of recruiter competency).

  • Relationship
  • Credibility
  • Competence
  • Closing

Many recruiting articles found in online blogs focus on the hiring process. Taking that to the next level, the discussion is now about skills and competencies of the Recruiter. Naturally, recruiter competence highly impacts the ability to hire the right fit for the job and the company culture.

Depending on the size of the company the person acting as the Recruiter may be an HR Generalist, the company Owner, the Hiring Manager, an external agency, or an internal Recruiter. However, even though one person is acting as the Recruiter, every person in the hiring process must be recruiting to hire great talent.

Let me say that a different way. To hire the right fit – that is great talent as defined by the hiring manager – every person that all candidates come into contact with must understand their part in the process and how to leverage their conversations to recruit.

In this way, recruiting competencies is important for everyone in a selection process to understand.

Is the Recruiter similar to a sales person? There is a selling element but it’s really more of a promotional element that educates and builds a candidate’s desire for the job. This is necessary so candidates will volunteer to go through an, often times, stringent selection process. This isn’t fun for the candidate! (Candidates are not “professional candidates”, so the whole selection and hiring process can be somewhat discomforting or painful for anyone.) Though there is an element of this, recruiting is not selling.

Read the rest of Miki Jo’s Talent Management blog on ManagingAmericans.

Miki Jo Resto, VPI’s Vice President and Senior Consultant, represents VPI Strategies on the Expert Panel for Managing Americans. is a management blog with more than 300,000 monthly readers. Miki Jo contributes monthly to the Human Resources Blog.

Think (and Close) Like a Headhunter ™

Written by Miki Jo Resto on . Posted in VPI Blog

From our VP Miki Jo Resto

How to Attract and Close Hard-to-Get Candidates

  • Identify and locate candidates faster, for hard-to-fill reqs
  • Be an effective Consultative Partner to hiring managers
  • Hook passive candidates – and – Close the “Tough Ones”

Chances are you’ve got recruiters in place for volume and some low-to-mid level reqs…and it’s working, somewhat. How much are you spending in agency fees, though, for difficult-to-fill positions? Does your company contract agencies or “headhunters” at exorbitant rates?

This course is for corporate recruiters who work on hard-to-fill reqs. It teaches how successful headhunters leverage time, tools, and relationships to hire hard-to-get candidates. Any experienced recruiter who completes this course will be on their way to developing master level recruiting competency. Watch the short video below, then click on Curriculum Overview for more information.

Think (and Close) Like a Headhunter ™ is part of the Recruit-to-Close program, a whole approach to training and mentoring for developing advanced recruitment skills. We teach recruiters how to Think and CLOSE like the best. Call or email us to discuss your team’s training needs and a free 30 minute pre-assessment session. Contact: or

Think and Close Like a HeadhunterThink and Close Like a Headhunter Curriculum Overview

Call or email us to discuss your team’s training needs and a free 30 minute pre-assessment session. Contact: or

7 Insights on How Useful the Strengths Tool is for Managing Organizational Talent

Written by Sherri Petro on . Posted in VPI Blog

Jack BaxterGuest Post by: Jack Baxter

I was first introduced to concept of strengths when a prospective employer asked me to interview for a management position. Part of their interview process was to analyze the individual’s strengths. A strength book, Now, Discover your Strengths, arrived the following day with instructions on taking the online survey and the email address I was to submit the results. Long story short they thought enough of my strengths to invite me for a face to face interview. After a lengthy process I was offered the position; however, I eventually turned the offer down.

Several weeks later I realized that I had not read the book! I had only looked up the website, located the code in the back of the book and took the survey. I found the book under a pile of documents, which I also had not read, and proceeded to read the book from cover to cover….twice! Needless to say I was fascinated by the development concepts the book put forward. From that point on I was hooked.

In my very next position as Director of Training and Development for a major mortgage origination and documentation organization I introduced the strengths concept to the staff. We purchased the book for each staff member in our department and gave them instructions to first read the book and then take the survey. Here are a few of the outcomes from this project:

  1. Fifty percent of the staff members were excited about the survey and surprised at some of the results of their top five strengths.
  2. The remaining half did not give much credence to the results and I am not sure they read book although some came back toward the end of the project to ask questions about what the results might mean.
  3. I created name plates for each individual and placed their top five strengths below their name. This generated conversations about what a strength was and how it affected their performance and how it compared with other staff members. (To this day my top five strengths are listed below my name (tent) whenever I do a presentation or facilitation.)
  4. Based on the results we identified 4 individuals who were probably in the wrong position. Two of them came to us and stated they felt they were in the wrong positions; we actually swapped their roles and both individuals had stronger production numbers. One person left the company when we tried to change their role and the other remained in place; however, their production numbers never reached the level of their peers.
  5. One of the most interesting outcomes was that the top five strengths of the company president and the operating officer complemented each other. In other words, where one was strong the other not so much and vice versa. The organization thrived and was successful.
  6. Not all our efforts were successful. Trying to expand the program beyond our department met with considerable resistance. Upper management took one look at the foundation of the strength initiative, the Q12, and put the brakes on the program. No manner of convincing worked, even to the extent of having a representative from the Gallup organization visiting to outline the program…everything came to an abrupt halt.
  7. My greatest insight was how useful this tool is to manage talent within an organization. To this day I am in contact with a number of the individuals who took that first survey and most agree that it was a turning point in how they made decisions on their career direction. I know it has made a significant impact on my career.

Sometime has passed since those days in late 2006. A new strengths assessment survey has come out; Stand Out, by Marcus Buckingham. I have ordered the book and I am excited to dive in to discover my two Strength Roles. So stay tuned, more to follow!