Category Archives: Leadership

Do you want to work with Tim Sackett? This video will answer that question!

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I’m a big fan of DisruptHR and the format! I’ve been part of the team that has run the first three DisruptHR Detroits and in 2020 we’ll do our first DisruptHR Lansing. Five minutes, 20 slides, each slide moves automatically every 15 seconds. Simple, yet so hard to pull off effectively!

There are now well over a hundred DisruptHR cities and hundreds of events worldwide taking place each year. My friend, Jennifer McClure, is the co-Founder of DisruptHR and it might the single best thing that’s happened to HR this decade! Truly. To get HR leaders and pros out of the office and stretch our minds, have a little fun, push the envelope of what HR could become. Give me something better than that in the last ten years!

You can start your own DisruptHR (input city name here) for $500! It’s easy, just contact Jennifer through the DisruptHR website. It’s fun. It really engages the HR community in your city. It’s fairly easy to get a few sponsors to throw some bucks at you to help with the cost. And even bad DisruptHR talks are some of the best DisruptHR talks!

I was fortunate enough to be chosen to speak at DisruptHR Grand Rapids this past fall and I went with a topic that started on my blog as a series – Rap Lyrics that have shaped my leadership style over time. On my blog, I think I counted down twenty-five in the series a number of years ago. I even once did a presentation for the local SHRM chapter in Jackson, MI on the concept and watched 40 mostly white HR ladies look at me in horror! 😉 Actually, they asked me to do it! Which shows how disruptive they are!

In the comments hit me with your best Rap Lyric that shaped your leadership style!

Let’s face it. If you hate the video, you probably don’t want to work with me, and I probably wouldn’t have much fun working with you! But, if you like the video – we can probably be fast friends! Let’s talk!

Your Weekly Dose of HR Tech: @TryVantagePoint – Virtual Reality Harassment Training!

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Today on the Weekly Dose I take a look at the HR technology startup VantagePoint. VantagePoint is a virtual reality(VR) learning technology company that has produced both sexual harassment and diversity and inclusion training, as well as a training metrics dashboard to go along with their VR training.

I’m not sure we are even close to what VR can become in the HR world. Clearly, there is a great use case for it in training and we see organizations are beginning to start testing it, but to this point, it’s still rather uncommon in most organizations. In fact, it’s uncommon in almost every part of our lives. Only 2% of people in the world have ever even tried it! But, it’s growing like crazy, basically doubling in usage every year.

All that said, it’s actually super cool and fun! Now, if you ever had put on a VR headset and did a fly through the grand canyon, or taken a trip on a roller coaster, you could probably see how that might get old, are nauseating, very quickly! If you have watched a live NBA game from the first row at half-court, through VR goggles, you start to understand how totally awesome it can be!

VantagePoint’s CEO, Morgan Mercer, was early in on the VR tech and it’s potential use to train our employees in how to be better with sexual harassment and has also added in content for D&I as well. VR is only part of what VantagePoint is about. Doing great VR means you have to have great content for your employees to get emersed in. Ultimately, VR is the training delivery tool, but what VantagePoint understands is you better deliver great engaging content is you want great training.

What do I live about VantagePoint? 

– When you go through harassment training with VR goggles and headphones on, you feel like you are witnessing harassment happening, live, right in front of you. You’re uncomfortable. You want to do something. The fact is, doing training in virtual reality forces the user to be totally focused unlike any other kind of training I’ve ever done.

– VantagePoint has figured out, as LOD and HR pros we don’t really want to mess around with hardware (VR goggles, etc.). So, part of their strategy is to just bring everything to you, have a person on-site, and take away any pain or frustration that might go along with that side of training. You just have them show up, and they take your employees through the training. (You can also do it on your own if you like)

– The harassment training isn’t just watching this stuff happen on VR. The user also gets calls on a pop-up looking iPhone with a call from HR telling the user what they did right or wrong, etc. If you get something wrong, you get thrown back into the experience to do more work.

– I love that you can measure not only the compliance side of the training, but you can also see who is actually getting it, and who isn’t with the metrics dashboard they’ve developed.

We all know we can and have to do better when it comes to sexual harassment training in our workplaces. Traditional, classroom-style training just doesn’t seem to cut it, because it doesn’t grab the attention of the audience. No matter how well done. VantagePoint has figured out a better delivery tool, and one that will be commonplace in the very near future when it comes to all kinds of training.

The price point is actually less expensive then I thought it would be, and I would think most organizations of every size will be able to afford the VantagePoint VR training. I do think Morgan, and her team, are just scratching the surface of what’s possible when it comes to this kind of training in our workplaces. But, great VR content is also labor-intensive to pull off well.

I would definitely recommend a demo, especially if you’re looking for a great alternative to traditional harassment and D&I training. This is training that your employees will definitely remember and pay attention to!

The 12 Steps to Recovery for Being a Passionate Asshole!

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I wrote a post titled, “The 5 Things HR Leaders Need to Know About Developing Employees“. In that post I had a paragraph:

When I was young in my career, I was very ‘passionate’. That’s what I liked calling it – passionate.  I think the leaders I worked with called it, “career derailer”.  It took a lot for me to understand what I thought was a strength, was really a major weakness.  Some people never will gain this insight.  They’ll continue to believe they’re just passionate when in reality they’re really just an asshole.

I then had a reader send me a message and basically said, “This is me!” And I was like, “That was me too!” And then we kissed. Okay, we didn’t kiss, but it’s great to find another like yourself in the wild!

The reality is, I’m a recovering Passionate Asshole.

What’s a “Passionate Asshole” are asking yourself? Here’s my definition –

“A passionate asshole is a person who feels like they are more about the success of the company than anyone else. I mean everyone else. They care more than everyone! And because we care so much, we treat people poorly who we feel don’t care as much as us!”

Passionate assholes truly believe in every part of their being they’re great employees. You will not be able to tell us any differently. They are usually high performing in their jobs, which also justifies even more that they care more. But, in all of this, they leave a wake of bad feelings and come across like your everyday basic asshole.

You know at least one of these people. They’re usually younger in the 24-35-year-old range. Too early in their career to have had some major setbacks and high confidence in their abilities.

Here are the 12 Steps of Recovery for Passionate Assholes:

Step 1: Realization that your an Asshole, not the best employee ever hired in the history of the universe. This realization doesn’t actually fix the passionate asshole, but without it, you have no chance.

Step 2: You understand that while being a passionate asshole feels great, this isn’t going to further your career and get you to your ultimate goal.

Step 3: Professionally they have knocked down in a major way. I was fired. Not because I was doing the job, but because I was leaving a wake of bodies and destruction in the path of doing my job. You don’t have to be fired, demotion might also work, but usually, it’s getting canned.

Step 4: Some you truly respect needs to tell you you’re not a good employee, but an asshole, during a time you’re actually listening.

Step 5: Find a leader and organization that will embrace you for who you’re trying to become, knowing who you truly are. You don’t go from Passionate Asshole to model employee overnight! It’s not a light switch.

Step 6: Time. This is a progression. You begin to realize some of your passionate asshole triggers. You begin to use your powers for good and not to blow people up who you feel aren’t worthy of oxygen. Baby steps. One day at a time.

Step 7: You stop making bad career moves based on the passionate asshole beast inside of you, telling you moving to the ‘next’ role is really the solution to what you’re feeling.

Step 8: We make a list of people we’ve destroyed while being passionate assholes. Yes, even the people you don’t like!

Step 9: Reach out to the people you’ve destroyed and make amends. Many of these people have ended up being my best professional contacts now late in life. Turns out, adults are actually pretty good a forgiving and want to establish relationships with people who are honest and have self-insight.

Step 10: We are able to tell people we’re sorry for being a passionate asshole when find ourselves being a passionate asshole, and not also seeing the passion within them and what they also bring to the organization is a value to not only us but to the organization as a whole.

Step 11: You begin to reflect, instead of reacting as a first response. Passionate assholes love to react quickly! We’re passionate, we’re ready at all times, so our initial thought is not to think, but react decisively. You’ve reached step 11 when your first thought is to no longer react like a crazy person!

Step 12: You begin to reach out to other passionate assholes and help them realize how they’re destroying their careers and don’t even know it. You begin mentoring.

I know I’ll never stop being a Passionate Asshole. It’s a personality flaw, and even when you change, you never fully change. But, I now understand when I’m being that person, can usually stop myself mid-passionate asshole blow up, and realize there are better ways to communicate and act.

 

 

Do you believe your HR leadership style is that of a “coach”?

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I read an article in The New Yorker on the importance of “Coaching” by Atul Gawande.  Atul is a writer and a surgeon, smart and creative and I should hate him, but he’s so freaking brilliant! From the article:

The concept of a coach is slippery. Coaches are not teachers, but they teach. They’re not your boss—in professional tennis, golf, and skating, the athlete hires and fires the coach—but they can be bossy. They don’t even have to be good at the sport. The famous Olympic gymnastics coach Bela Karolyi couldn’t do a split if his life depended on it. Mainly, they observe, they judge, and they guide.

As an HR leader, I’ve always believed that HR has the ability to act as “coaches” across all vestiges of our organizations.  The problem we run into is this mentality, “You can’t coach me! You don’t know the first thing about Marketing, or Operations, or Accounting.” You’re right, good thing I’m not “teaching” you that! That’s why we hired you. Having a coaching culture in your organization starts during the selection process. Are you hiring people who are open to being coached? 

More from The New Yorker –

Good coaches know how to break down performance into its critical individual components. In sports, coaches focus on mechanics, conditioning, and strategy, and have ways to break each of those down, in turn. The U.C.L.A. basketball coach John Wooden, at the first squad meeting each season, even had his players practice putting their socks on. He demonstrated just how to do it: he carefully rolled each sock over his toes, up his foot, around the heel, and pulled it up snug, then went back to his toes and smoothed out the material along the sock’s length, making sure there were no wrinkles or creases. He had two purposes in doing this. First, wrinkles cause blisters. Blisters cost games. Second, he wanted his players to learn how crucial seemingly trivial details could be. “Details create success” was the creed of a coach who won ten N.C.A.A. men’s basketball championships.

I think this is critical in working with adult professionals. Coaches aren’t trying to “teach” them new concepts, but helping them self-analyze and make improvements to what they already do well. We/HR can make our workforces better, not by focusing on weaknesses/opportunity areas, which we spend way too much time on, but by making our employees’ strengths even stronger.

Coaching has become a fad in recent years. There are leadership coaches, executive coaches, life coaches, and college-application coaches. Search the Internet, and you’ll find that there’s even Twitter coaching. Self-improvement has always found a ready market, and most of what’s on offer is simply one-on-one instruction to get amateurs through the essentials. It’s teaching with a trendier name. Coaching aimed at improving the performance of people who are already professionals is less usual.

I’m talking about turning HR into “Life” coaches or “Executive” coacheS. Those types of “coaches” are way different and fall more into the “therapists” categories, than what I see HR acting as “professional” coaches. Professional coaches work alongside their Pros day-to-day and see them in action, and work with them to specifically improve on those things that impact the business. They don’t care that you’re not “feeling” as “challenged” as you once were, and need to find yourself.

I think the biggest struggle HR Pros will have in a role as “coach” is our ability to understand most employees have low self-awareness (including ourselves!). Being a great coach is measured on your ability to get someone to see something in themselves, they don’t already see, and make them truly believe it. If we can get there in our organizations, oh boy, watch out!

Reimagining HR and TA Leadership

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I’ve been thinking about this concept for the past few weeks. It keeps coming back to me and I can’t shake it. I talk about HR and TA technology a ton. When I look into the future of HR and TA technology I see a world where so much of the tactical work we do now is done through AI, Machine Learning (ML) and flat out just next-level automation.

I don’t find anyone who will argue this. I still see a bunch of consultant-types who will say “AI will not replace jobs!” Yeah, that’s wrong, it’s going to replace a whole bunch of jobs, and it will also create some jobs. The problem is the jobs it replaces, those folks are nowhere near the skill-talent we need for the jobs that will be created!

The thing is, when we think about traditional leadership, it’s usually about increased ‘responsibility’. You know what that means? More headcount! I was the head of HR for an organization where I had 25 direct reports, but I took this new gig because I now have 50 direct reports and more headcount means more money, which means a better, higher-level leadership position.

Play along with this idea. You’re working for an organization and you currently have 200 people that report up into your organization. You decide you’re going to be the most innovative HR/TA leader in the entire world, so you go all-in on technology and innovative practices. About two years into this endeavor you find, because of all the capacity you’ve been able to increase, you’re functional headcount is now only 125.

Is that a better leadership position (125)? Or is the 200 person function a better leadership position?

Of course, the more innovative function you created at 125 headcount is better, but traditional leaders will always be pulled to the higher headcount.  We tell ourselves that the more modern, innovative shop is better, and then we get a call that someone has a shop with 225 and we are pulled to the “larger” job.

We have a fundamental problem across all leadership right now. Leaders view success as empire-building, not empire shrinking. Of course, we want to work for growing organizations, but at the same time, most of us work in bloated, traditional, task-oriented shops, that need to be totally overhauled through technology and innovation. We think we run lean, but we still have three people in recruiting operations setting up interviews. We think we’re run a high-tech modern organization but we have twenty sourcing pros mining databases all day.

Great modern leaders are not about more, they are about less. How can we get to great, by using the least amount of resources possible? Don’t tell me that’s your philosophy because I see you. I see how your team works. I see so much of what actually gets done, still being done by human hands, when for a fraction of the cost there are technologies that can do it better, faster, and cheaper.

It’s a super hard paradigm shift in leadership. Less is more. We tell our teams this, but we don’t think it applies to us. As a leader, traditionally, we are always taught to try and get more. Don’t let them take headcount away from you, you’ll never get it back, add headcount whenever you can!

Modern technologies are giving us the opportunity to shrink the manpower we need. And it will force the question, what kind of leader are you? Empire-builder or Empire-shrinker?

 

Adoption of HR & Recruiting is NOT Hard! #iNFLUENCE19

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Hey, gang! I’m out this week spending some time at iCIMS Influence event. It’s part analyst event, part iCIMS customer event. Basically, bring a bunch of recruiting nerds together, that think alike, and see if some cool stuff happens. Turns out, no matter where you are in the world of TA, we all basically have the same problems! We need to fill jobs.

One of the topics that came up is the adoption of the recruiting technology we purchase. How do we get higher user adoption, etc? A very classic issue that won’t go away and there’s all this wonderful research around how we should ‘gamify’ and ‘reward’ and tell folks how great they are, even when they aren’t!

I get that ‘forcing’ someone to do something they don’t want to do, does not have great long term success! Especially in an ultra-low unemployment market. I get that we want our recruiters to have a great experience and love their jobs. I get that we want candidates to have a great experience and love our companies. I. Get. All. Of. That.

So, can get real for a second?

The adoption of technology is not difficult. It’s actually a super easy concept. Here are the 4 steps:

1. Integrate your actual work processes within the technology so that work can’t be completed without using the technology. I.E., Workarounds will not show up on data, virtually meaning, the work did not happen.

2. Do you believe the technology you purchased actually makes you a better organization? If so, then it is a condition of employment that we/you/they use the technology to make our organization more successful. Yes, Karen, that means you’ll have to change and use the new system, even though you’ve used the old way for 32 straight years. If you decide not to use the technology that will make our organization more successful, we will find someone who will. Period.

3. Part of technology adoption is a continued desire to test and innovate, so ensure our technology is still our most successful choice, or maybe something better has come along and we need to adapt and adjust. So, we’ll have an actual measure around testing potential new technology to replace or enhance our stack.

4. Repeat steps 1-3 on an ongoing basis.

Numbers one and two should be very clear to you. Great process design fully utilizes your tech. Great performance management ensures your people use the tech.

Number three is the one some folks will decide isn’t needed, but here’s why it’s critical! Billy decides your tech sucks and his way is better and Billy goes rogue. You tell Billy that a decision, above his pay grade, has been made that to ensure the success of our organization we are going to utilize the technology we’ve purchased to its fullest capabilities (step 1).

You also let Billy know that he will not be forced to use this technology, and we will certainly miss having him around the office. (step 2). But, Billy, we have another option for you, because we love you and value you, we want you to work the tech we have 100%, but we have a side project that we want you to test, and maybe, this side project will demonstrate to our decision-makers there is a better, more effective way to run our process (step 3).

Adoption is maintained. Billy is helping us get better. All is right with the world.

The adoption of technology is not a technology problem, it’s a leadership communication problem, and it’s easily solved.

 

What we say versus What we want in a Job!

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My wife always tells me it’s actions, not words that make a difference. You can say all of this great stuff, but if you do nothing, it’s meaningless. I think we would all agree with this.

So, when we hear graduating students, candidates, and employees tell us what they really want is “Meaningful Work” in their careers, we have to understand that those are “Words”! Not actions, just words. A new study from Olivet Nazarene University Meaningful Work Survey asked this question and, predictably, found this:

So, yeah, 90% of us believe that meaningful work is critical for our career and happiness. Sounds about right, those ‘words’ tend to always come out when we talk about our dream job, etc.

Then the study asked another question. It was basically, given your current career, job, etc. what is the one thing that would make it better? An action. But, remember those words!? What you would believe would make their career/job better should be “more meaningful work”! 90% of you idiots just answered that is was super important for your career and happiness!

Here’s what they actually said:

Show. Me. The. Money!!!!

Yep, you know I love this! “We just a job that saves puppies! That would make me so happy!” Oh, wait, saving puppies only pays $23,000 per year!?! Yeah, screw those puppies! I want to work for a private equity firm! I’m a boat, bitch!

Want to retain your employees? Stop trying to make your employees believe that the rubber vomit you’re manufacturing matters and pay them more and give them flexibility! Stop asshole managers from treating their people bad! And magically, you’ll have high retention and your people will love working for you, even though you don’t save puppies!

I get it, deep down, we all want to do something that changes the world for good. We want to help others, and save puppies. And the concept of meaningful work does really matter, given all other things, like compensation, flexibility, great leaders and co-workers, etc. are equal.

If I can make six figures a year saving puppies, I’m saving puppies. You’re saving puppies. We are all saving puppies!

But it doesn’t, so our actions speak way louder than our words when it comes to career choices and change. Meaningful work is not the most important thing for people in their careers. Its something to consider, but don’t get too caught up in believing it’s going to fix all of your employee experience issues!

Is There Really a Problem with the phrase – “Ok Boomer!”?

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You’ve probably heard it by now, the phrase “Ok Boomer!” Which blew up (cool graph showing how fast here)recently when Chloe Swarbick, a 25-year-old MP and spokesperson for New Zeeland’s Green Party. She was speaking to New Zeeland’s Parliament about climate change when she got heckled by an older member. Her response is below in the video (it happens at- :31 on the video) –

So, let me start by saying Ageism is undoubtedly a very real and serious issue we are facing in workplaces! I’ve written many posts on Ageism in hiring and selection, and I’ve witnessed hiring managers, executives, TA pros, and HR pros who show their ageism bias time and time again at organizations large and small.

The only people we hate to hire more than fat people are old people!

So, on the outset, you would feel that this is just one more form of Ageism. It’s definitely a slam and derogatory towards older thinking for sure! “Ok Boomer” is the same thing as saying “Ok Kid” when someone younger says something you think is naive at best. Chloe is talking science and she’s passionate about the climate, and she knows she’s surrounded by older members who don’t have much care for this issue.

Also, let’s put into the context of how “we” (media, speakers, leaders, trainers, etc.) basically spent the better part of a decade talking down to Millennials for believing their snowflakes (another trigger word) and not having a clue about real life. Gen Z comes along and they are just getting thrown into the Millennials bucket by most folks that don’t have a clue these are actually two very separate generations.

So, Chloe and Gen Z are fed up! When we get fed up, when we feel like no one is listening to us, we usually react in frustration and most of us say stuff that we believe will get the attention of the audience that we want to listen. Many times what we say is offensive to some, like, “Ok Boomer!” Okay, you dumb old person who won’t listen to real science and facts and you keep pissing away the future because you’re almost dead and don’t care!

I’m not a fan of name-calling, on either side. I don’t like it when we try to throw an entire generation into a bucket, because the moment you do that you meet someone from that generation that believes in the exact same things you do, and might even be doing more to fight for those beliefs than you are. Chloe knows this, but she was in a passionate speech to save her planet and some stupid person decided to interject and interrupt her and she came after them in a brilliant way to shut them down immediately and return to her speech. Go for her!

If you’re going to play the game, you better come ready, because the person you try to embarrass might come back on you in a much better way! That “Boomer” wasn’t ready and like “the kids” like to say, he got “served”! Okay, the kids haven’t said that for about a decade, but I’m GenX I basically only use historical pop culture references.

Want Better Work Teams? Hire More Women!

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There is a Harvard Business Review study by Professors Anita Woolley and Thomas Malone, in which the researchers studied how team/group diversification would impact overall team intelligence (you can view their explanation of the findings in Defend Your Research: What Makes A Team Smarter? More Women).

Big surprise to all us husbands, they found that teams with more women are smarter!  From the article:

“The standard argument is that diversity is good and you should have both men and women in a group. But so far, the data show the more women, the better.  We have early evidence that performance may flatten out at the extreme end—that there should be a little gender diversity rather than all women.

You do realize you’re saying that groups with women are smarter than groups with men? 

Yes. And you can tell I’m hesitating a little. It’s not that I don’t trust the data. I do. It’s just that part of that finding can be explained by differences in social sensitivity, which we found is also important to group performance. Many studies have shown that women tend to score higher on tests of social sensitivity than men do. So what is really important is to have people who are high in social sensitivity, whether they are men or women.” 

So, why didn’t the study find that regardless of women or men, the group with just the smartest 10 people was the smartest group?   Conventional wisdom would say give me the 10 smartest people and I’ll have the smartest team.  Here’s the problem, in almost any example in real life, this doesn’t work out. Take the top 5 scorers in the NBA in any given year, put them on one team, and they’ll almost always get beat by another team that was put together as a “team”.

There are many ingredients that need to come together to make a great team. and yes, intelligence is one, but it takes more than just intelligence, and those other items are why women performed better in this study.  Here are some of the factors that the researchers pointed to why women dominated teams performed better:

  • Communication: women team members tend to listen more to each other
  • Constructive Criticism: women tend to share criticism more constructively than men
  • Open to other ideas: the women had open minds about others’ ideas and theories
  • Authority: the women weren’t as autocratic as their male counterparts

What this study really does is speak more about team dynamics and what makes a team successful than the differences between men and women.  The researchers also found that extreme diversification, i.e., all women or all men teams performed the worst of all so some level of gender diversification is needed for high performance.

Not in a position to fire all of your male employees and hire more women?! Not to worry, the ingredients aren’t secret, but the training of the soft skills needed to be successful might be more work than just “de-manning” your company and moving forward.

Is Time or Money More Valuable?

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You might have seen this in the news that Estonia has started experimenting with a new way to punish speeding drivers. Instead of making them pay a fine for speeding, they are giving them an option to ‘take a timeout’ instead for 45 minutes to an hour, right then and there. Which brings up the question, what is more, valuable to these drivers, their time or their money?

From the article:

Drivers caught speeding along the road between Tallinn and the town of Rapla were stopped and given a choice. They could pay a fine, as normal, or take a “timeout” instead, waiting for 45 minutes or an hour, depending on how fast they were going when stopped.

The aim of the experiment is to see how drivers perceive speeding, and whether lost time may be a stronger deterrent than lost money.

Early results of this pilot program are unclear, as it seems that those who can pay the fine will, while those who would be hit harder by a financial fine will tend to take the timeout.

These types of tests are what we should be doing with our own employees within organizations. Everyone has different values of certain things, but we tend to build rewards and punishment programs all the same. Do well and you’ll get a $500 bonus! Or do well and you’ll get an extra day off!

Rarely do we build them where we give people the option – do you want more time or more money as your reward, or on the flip side, for your punishment do you want money or time taken away?

I’ve used both and not one is 100% correct. I’ve had goals set that would reward is something was met, but also if it wasn’t met then the person or team would have to come in and work extra time. I can tell you, no one liked coming in extra to meet their goals. So, making some work extra, for the same pay, seems to be a big deterrent, but also a pretty crappy work experience.

On the flip side, being able to take more time off is really liked by some, but not all. You’ll have some folks who actually really enjoy coming into work, and taking a bunch of extra time off gives them anxiety to be away from the office.

Is there a magic solution? 

The one thing I see that consistently has the biggest impact on a positive employee experience in any environment I’ve worked in is simply flexibility. Treat employees like adults and let them integrate their life with their work and make the choices they need to make to make both work as effectively as possible.

Sounds easy, it’s super hard and complicated in real life! Because it’s complicated, we tend to do the opposite and have a bunch of rules, which then just makes it miserable for everyone. I prefer to give the flexibility, but and then take care of the outlier issues that crop up. We believe there will be many issues, but it’s fewer than you think.

One easy way to control for all of this is to have really great, non-subjective, measures of success. The reality is if someone working for me is successful, then they should have the freedom to have the flexibility they desire.  What I know is time and money are both valuable depending on the situation you are currently in, and those values can change daily for some people.