Category Archives: Motivation

Do you want to find more happiness at work? Here’s how!

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In 1942 Viktor Frankl, a prominent Jewish psychiatrist, was taken to a Nazi concentration camp with his wife and parents. Three years later, when his camp was liberated, his pregnant wife and parents had already been killed by the Nazis. He survived and in 1946 went on to write the book, “Man’s Search For Meaning“. In this great book, Frankl writes:

“It is the very pursuit of happiness that thwarts happiness.”

What Frankl knew was that you can’t make happiness out of something outside yourself. Riding a Jetski doesn’t make you happy. You decide to be happy while doing that activity, but you could as easily decide to be angry or sad while doing this activity (although Daniel Tosh would disagree!). Frankl also wrote in Man’s Search for Meaning, “Everything can be taken from a man but one thing, the last of the human freedoms — to choose one’s attitude in any given set of circumstances, to choose one’s own way.”

I get asked frequently by leaders about how they can make their employees or workplace happier.  I want to tell them about Frankl’s research and what he learned in the concentration camps. I want to tell them that you can’t make your employees happy. They have to decide they want to be happy, first. But, I don’t, people don’t want to hear the truth.

Coming up with ‘things’ isn’t going to make your employees happy. You might provide free lunch, which some will really like, but it also might make someone struggling with their weight, very depressed. You might give extra time off and most of your employees will love it, but those who define themselves by their work will find this a burden.

Ultimately, I think people tend to swing a certain way on the emotional scale. Some are usually happier than others. Some relish in being angry or depressed, it’s their comfort zone. They don’t know how to be any other way. Instead of working to ‘make’ people happy, spend your time selecting happy people to come work for you.

In the middle of a concentration camp, the most horrific experiences imaginable, Frankl witnessed people who made the decision to be happy. Maybe they were happy to have one more day on earth. Maybe they were happy because, like Frankl, they discovered that the Nazis could take everything from them except their mind.

Provide the best work environment that you can. Continue to try and make it better with the resources you have. Give meaning to the work and the things you do. Every organization has this, no matter what you do at your company. Don’t pursue happiness, it’s a fleeting emotion that is impossible to maintain. Pursue being the best organization you can be. It doesn’t mean you have to be someone you’re not. Just be ‘you’, and find others that like ‘you.’

Performance Feedback for a New World of Work!

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It really is a choice.

Either you can decide to perform the job you have, or you can decide to work someplace else. Maybe that someplace else is working for yourself. Good luck with that, truly!

Either you believe this is the right company for you, or you can decide another company is right for you.

Either you treat your coworkers as peers, or you are welcome to go treat someone else’s employees like crap, but you can’t treat these coworkers like crap.

Either you follow our rules, or you will follow someone else’s rules, or you can follow your own rules. I find most people who want to follow their own rules, struggle at following their own rules.

Either you make a positive contribution to the organization, or you make me make a choice about your future and the contribution, or lack of contribution, you’ll make somewhere else.

Earning the right to work here isn’t hard; it’s just a simple choice that you control. Losing that choice is up to you until you make it up to me.

This new world of work is amazing! It’s your life! It’s your choice. Really, just like the old world of work, but you just didn’t see it that way…

Just do your damn job, Timmy!

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It seems like frustration is at an all-time high. On a daily basis people are coming unglued over things they have no control over, and never will.

We are told to be more empathetic. We are told our employees need us to be “X”. You fill in the “X” because it changes pretty much article to article, generation to generation, leader to leader. One day I’m just supposed to care more. Then the next day I need to listen more. The next day I need to understand more. Today, I need to be more flexible.

Somehow we’ve gone from running businesses to managing a daycare.

I’ve stopped listening to people who don’t do the job I do. To the people who haven’t done the job in the past decade. To the people who claim to be experts but haven’t worked in my field, maybe ever, but certainly not in the past few years with the massive transformation that has taken place in the workforce. 

Instead, I’m going out and talking to my employees. The young ones, the old ones, the ones in between that we’re not supposed to pay attention to anymore because they don’t matter because they’re not young or old, or female, or a minority, or gay. I’m going out and talking to them all equally. Since I need them ‘all’ to move my organization forward. Especially, today with all the issues we have in finding talent.

It doesn’t matter what my employees are telling me. That’s for me, to help them. The thing that will help my employees, most likely won’t help your employees. You work in a different culture, location, industry, climate, etc. No one is a better expert on my employees than I am. 

Just like you will be the expert of your employees, your team, your department, your organization.

 But, here’s what I think you’ll find out:

 – Your employees are all individuals with very specific problems, concerns, and desires.

– Their problems start close to them and then move outward. Sure it sucks Trump is making massive change and they want to help America and the World, but first, they have an issue with daycare and paying student loans, and a health scare. Those problems are bigger than the world problems you keep shoving down their throat. Help them solve the problems close first, then solve the world.

– Your millennial employees became adults, and you keep treating them like they just left college and are still kids.

– Your ‘new’ youngest employees are much different than millennials, and they’re not. They’re still young people with young people’s problems and passions.

– Your employees want to be successful. Across the board, it’s a driving and motivating force. You helping them become successful is the most important thing you can do as a leader. What’s successful? That is also very individualized. Your challenge, as a leader, is to find a way to tie their success to the organization’s success. It’s hard to do, and you have to figure it out for your employees.

We keep letting other people tell us how to do our jobs. Have fun with that. I’m going to do the job I was hired to do, the way I know it needs to be done because no one knows how to do this job, better than me.

Should we reward outcome or effort?

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I’m a huge believer in results. When I test, my results orientation is off the charts! So, naturally, I’ve always believed you should reward outcomes/results. The world is filled with folks who put in the effort, but in the end, can’t close the deal, was how I’ve thought about it.

Over the past few years, I’ve softened a bit on this. I still love and want results, but I started to believe that obtaining success isn’t about failure, but small successful efforts that lead to success. I was reminded about this recently when I overheard a story.

The story was being told by a parent who was watching his son’s youth soccer match. A boy on his son’s team scored a goal and all of the kids and parents were cheering, but this father noticed that the boy’s dad who scored was not cheering. “Oh, boy,” he thought, “another crazy sport’s parent, never satisfied with what their kids do…”

After the match, this guy really wanted to talk to the Dad, to tell him what he was doing was wrong, and eventually was going to push this kid to hate sports. So, he waited around looking for the perfect time, when the boy walked up to his dad and the dad asked him, “how did you score that goal?” The boy thought a minute and walked through the play, how he got the ball from the opponent, how he ran really fast to get in front of the opponent, and then went as fast as he could dribbling the ball down to the other end, and kicked the ball past the goalie.

The boy’s dad said, “so, you gave great effort, to get that goal?” Yes, said the boy. The dad congratulated the boy’s efforts. “That was a tremendous effort you gave that led to that goal”, said the dad.

The other father stood there listening, now more than ever wanting to talk to the dad to apologize for thinking he was such a jerk. So, he went up and told him what he was about to do, but glad he stopped himself to overhear his conversation with his son. “Well, he will never be able to guarantee the outcome in sports, but he can always guarantee his efforts”, said the boy’s dad.

In the business world, it’s really about both effort and outcome.

My business is recruiting. We reward “outcome” all the time. Did you actually find and hire the person for this job? Pretty black and white!

But, the reality of recruiting is so often the recruiter has very little to do with the outcome. Yes, they have to find a candidate, but ultimately you have a hiring manager who has some say, you have a candidate who has some say, you have others who have input to the final say. So, only rewarding for an outcome they don’t necessarily control, seems like we are missing a piece.

I often see great effort put in by the recruiters I work with to find and uncover talent, to talk that talent into interviewing and getting them interested in the job, the hiring manager, and the organization. The entire process can be measured and viewed in bursts of effort.

It’s one of the biggest failures most recruiting departments, agencies, RPO’s, etc. do in recruiting. We only reward outcomes and not efforts.

I advise people all the time if you want more employee referrals, stop rewarding the final outcome, and start rewarding all the small efforts that lead to an employee referral getting hired. Reward an employee for just giving you a name and contact information, reward the employee when that referral comes in to interview, reward that employee when that candidate they referred show up on the first day of work, etc. Most of us only reward our employees when the referral has stayed on working for us for 90 days or six months.

The problem is, the employee has so very little to do with that referral getting hired, the outcome. They have plenty they can do to help lead a referral down the path to the outcome, the efforts!

There’s a time and place for outcome rewards. Ultimately in business, we need outcomes to be successful. That is just a fact of life. But, if you believe in your process, your training, your tools, etc. Rewarding efforts can lead to awesome, sustainable results, that can be very rewarding to those grinding it out every day.

Exploding Job Offers!

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I had a question the other day from an executive outside of HR and Talent. A C-suite type who was frustrated by the lack of hires his “HR” team was making. My first question was, does HR hire for you, or do you have a recruiting or talent acquisition team? He didn’t know. Problem number one.

This guy wanted my opinion, well, he really wanted my agreement if I’m honest, to something he was forcing his HR team to do with job offers. You see, they had many job offers turned down to accept another job offer. Basically, almost all candidates we have are interviewing at multiple places, and these are technically skilled candidates, in IT, engineering, etc.

His plan was to start offering expiring job offers so that the candidate would be forced to accept their offer at risk of losing it!

Brilliant, right!? He asked me…

Here’s my exact reply:

“So, in an employment market where the unemployment rate is around 1% for technical candidates, you feel the best strategy is to force someone to make a decision to come to work for you? Also, who says that they won’t just accept your offer, continue in the process while waiting on other offers to come, and eventually just leave you high and dry? Also, do you really want to start off an employment relationship with someone who felt forced to take your offer?”

His response:

“Well, the hell should we do?”

The Problem with Exploding Job Offers

  1. Expiring job offers only work on candidates who are lower end of the value chain, or have no other vaiable offers to choose from. The best talent, won’t even consider you if you pull that strategy.
  2. If you aren’t a “unicorn” brand (Google, Apple, etc.) you have no shot at getting good talent to accept your exploding job offer.
  3. While it might in theory “end” your hiring process faster, you have a higher chance of a late no-show/decline that puts your team even farther behind in hiring. Especially, if they went back to your other viable candidates and told them they were silver medalist.

What’s a better way? Because it’s not unheard of in today’s world where we put some timing around job offers. The reality is, we can’t wait forever. So, the real question is, how long should we give someone to consider our offer before we have to pull it back?

I like to use this as a great way to find out what I’m up against. Let the candidate tell you a time, and then negotiate it down if you don’t feel like it’s appropriate. First, when I make an offer, I expect a full acceptance the moment I make it! What?! But, you just said…! Yeah, I don’t like exploding job offers, but I also work as a recruiter who has already pre-closed the candidate and knocked out all the objections, so when I make the offer, the candidate and I have already agreed, if I get X, Y, and Z, you’re answer is “Yes”, correct?

That doesn’t mean it works every time!

In the case where the candidate, legitimately needs some time, I give them some time, but also I need reasons to go back to the hiring manager with. Why do you need the time? Are there other offers you are waiting on? What would make you take those other offers over ours? Again, keep closing, with demanding an answer. Changing jobs is one of the top three most stressful things a person does. These decisions don’t come lightly, and we need to respect that.

Offering Exploding Job offers is old advice that has turned into bad advice, similar to not accepting a counter-offer from your employer. Job negotiation has changed a lot over the last few decades, some of the traditional things we did in the past just don’t work anymore.

Your LinkedIn Newsletter Sucks, and Other Truths No One Is Telling You!

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Before I get into this rant, let me give a shoutout to Hung Lee. Hung runs the Recruiting Brainfood newsletter out of the UK and it is seriously the best recruiting newsletter on the planet. Also, Hung believes everyone should start a LinkedIn Newsletter, which leads me to believe that maybe he caught the Covid or something and his brain is slipping!

First off, is there a glitch in the Matrix or something? Since the beginning of the year, I’ve seriously received over 50 LinkedIn Newsletter invitations. Somedays I’m getting over 5 per day! What the heck is going on?

Second off, no one needs all these dumb newsletters!

Have you seen some of these!? Most are bad life coaching newsletters or professionals who are working at home and just flat bored with nothing else to do. I have yet to receive one that looked half-interesting. Here’s a sample of the newsletter titles:

  • Leadership and You
  • The Cup’s Half Full Newsletter
  • Leadership Insights
  • The Thoughtful Leader
  • The Top Talent Newsletter

Reading these again just made me fall asleep, where was I again?

Why Shouldn’t You Start A LinkedIn Newsletter?

You shouldn’t primarily because you won’t sustain it and ultimately it makes you look like you’ve got a follow-through problem professionally!

Look, here’s the deal. Most people suck at writing. Some are good, but will just run out of things to say in around ninety days. Either way, all of these newsletters will just sit there with old content. Then one day, someone will find it and their first thought won’t be, “OMG! This newsletter is amazing and changed my life!” It will be, “this is odd, this person hasn’t written in 18 months, I wonder if the Covid got them!?”

To Hung’s belief, yes, everyone has a voice. But this is where Hung I part ways. He believes because you have a voice you should use it. I believe most voices suck! If yours sucks, don’t use it, use something else you’re good at! What the last twelve years of writing have shown me is most people’s writing voice isn’t very good, and no one wants to read it. But you’re bored and you think what the heck, someone might turn their life around by me sharing my “Thoughtful Leadership” thoughts, but they won’t, in fact, you might actually be the catalyst that finally pushes them over the edge! Let that sink in, you LinkedIn Newsletter Murderer!

By the way, this is not an indictment on LinkedIn! That would be like me blaming Taco Bell for fat people. No, Taco Bell is awesome, I love it. My low willpower is to blame, not Taco Bell. I don’t blame LinkedIn for stupid people. LinkedIn just provided a great tool for stupid people to spread their stupid. How did LinkedIn know stupid people wanted to share their stupid?

Another reason you shouldn’t start a LinkedIn Newsletter is that you actually don’t have an opinion. “Racism is bad!” Groundbreaking, thanks. Any other hot takes, Sparky? You actually have to have an opinion. Have a legitimate take on something. Stating the obvious, while probably be cathartic at some level for you, isn’t readable!

This isn’t to say that LinkedIn Newsletters can’t be ultra-popular. One of the Top 5 LI Newsletters is a dude who gives career advice. He has over 750K followers. I’m sure it’s great stuff, like, don’t stink and don’t throw up during an interview. All the ‘real’ stuff job seekers need to know. I haven’t read his newsletter but I’m guessing he had a 13-minute career as a recruiter which makes him highly qualified to now give out this life-changing advice.

I know. I know. You’re going to make so many new sales and clients with your newsletter, plus your Aunt Jenny who’s a retired accountant told you how great she thinks it is. No, you won’t and No, it’s not. Stop it. Stop sending me your damn invites. I hate your Newsletters! They’re awful! Someone needs to tell you the truth!

Okay, I have to go start my Linkedin Newsletter before I miss out on this gravy train!

The Death of Average

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“The world needs ditch diggers, too.”

You’ve heard this saying, right? We say it in regards to explaining that we all can’t be high performers. We all can’t be the best. I’ve said a million times that I would take an army of “B” players, just folks who show up to work and actually do the job they are paid to do!

The reality is, it’s now rare to find anyone who just wants to be “average”. I grew up in a world where the majority were completely fine with just doing their job, going home and living their life, rinse and repeat. Now, everyone wants to be extraordinary.

The problem is, if everyone is extraordinary, we all just are the same. If we are all the same, aren’t we all just average at that point? We are. You just raised the bar. This notion of abundance is a falsy, a dream. If everyone becomes high performing, that becomes the new mean, and someone will step up and become a higher performer. Welcome to life, kids.

Does the world still need ditch diggers?

I’m not sure, to be honest. It feels like we can build a robot or a machine or software to do most average stuff. Do we really need Starbuck baristas anymore? No! Robots are already making better coffee without the attitude, and if you want “attitude” we can make a button to push and the bot will give you attitude!

The current employment crisis will only speed up this evolution of eliminating the average. Say goodbye to some disinterested kid at the front counter at every fast food place. Say goodbye to grocery checkout clerks. Bank tellers. Truck drivers. I could do this all day.

If you can do your job and be average and no one says anything to you, know it’s just a matter of time until some sort of technology replaces you. That’s why no one is giving you any grief, it’s not worth pushing you for more when they know you’re going to be replaced!

The world will always need people who are willing to work, show up ready to work, and find some personal satisfaction of a job well done. Somehow that has become a lost art.

Average is Over

Average is over primarily because most people lack the self-insigt to understand and comprehend they are average. We are developing a world of people who believe they are above average at the very least, when most are performing below average work. This is a “participation medal” type of issue. At some point in our lives, we all got a participation token of some sort. This is a blurred lens of not understanding the person next to you is actually way better than you, either through hard work or flat out better talent.

A recent study by Goodhire found that 83% of Americans feel they don’t need a boss. The reality is, about 1-5% of Americans can perform average to above average work without some sort of supervision following up and ensuring performance is being met. So what Goodhire found out is that around 80% of Americans are stupid! Or, as I said above, this confirms the lack of self-insight. Very few people have the self-motivation to get up every day and manage themselves to success, let alone to just being average.

If you are an actual high performer in your life or any job, this is the best news you will ever hear! You are basically surrounded by morons who think they’re great, but struggle to turn off Netflix when real work must be done. People who believe because they replied to an email at 9pm at night, they are extraordinary. People you will walk over on your career ascent because they are average and don’t even know it.

The masses are killing average, but don’t be fooled, average didn’t go anywhere it’s just hiding in a new wrapper of “above average” inside of dumb people.

What is your “Save” strategy for 2022?

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I’m calling 2022 the “Great Retention“! Primarily because I was sick of hearing “Great Resignation” when it wasn’t really the great resignation, it was more reshuffling. A ton of openings allowed workers to upgrade jobs and salaries in 2021, so yes, folks “resigned” but then immediately accepted a job somewhere else they felt was better for their life choices.

We are facing some major challenges in 2022 and beyond. Most of which can be traced back to simple demographics. The reality is, we are going to see more jobs than workers for a long time. This means a few things:

  1. Yes, we can be and must be getter at acquiring talent.
  2. We need to be more flexible with our workforces, if we want to keep and attract talent.
  3. We need the government to open up immigration in new and innovative ways, for both skilled and unskilled workers.

How are you going to Save talent in 2022?

Your recruiting strategy can not only be to actually go recruit more talent in 2022. There must be a simultaneous strategy to retain talent and save talent. What’s the difference between retaining and saving?

Retaining talent is about a systematic, ongoing strategy to improve and change pieces within your work world that helps create an environment where your current employees want to stay longer with your company.

Saving talent is about having a systematic strategy that is designed to talk someone out of leaving your company for another opportunity. A save strategy goes into effect the moment you believe someone is going to leave you. That might be when they put their notice in, or maybe you start to hear about someone interviewing, etc. The reality is, there’s a good chance they are looking to leave your employment.

What does a save strategy look like?

Most save strategies are designed around critically hard-to-fill and/or revenue-focused roles. Roles that will have the most impact by keeping well-performing talent versus having to go out and try to hire new talent.

When you engage a save strategy, there must be concrete steps you take to try and talk the employee out of leaving. This might, and usually, includes multiple people, including senior executives up to the CEO. In a traditional notice situation, you have two weeks or so to work your strategy. While the person is in your employ you can have them travel, meet, and pretty much pay them to do what you need before they leave.

Traditionally, let’s face it, most of us waste these two weeks. We let the employee dictate what they will do and not do. This usually ends up being pretty much useless as the current employee just makes sure people know what they have going on before they leave.

What if you designed those two weeks around trying to do whatever it would take to keep that employee with your company? You might have them meet with the leadership team and discuss why they are leaving and what it would take to keep them. You might have them go try a different job they are interested in to see if they would be opening to transfer to another role or location.

I’ve worked with organizations that when a certain level of an employee put their notice in, they were immediately scheduled for a flight out to meet with the company executive team to discuss why they decided to leave and what the executive team could do to keep them. The success rate was 40%. Not perfect, but instead of hiring ten new employees for every ten that put their notice in, we only had to hire six! That made a huge difference for a stretched TA team!

The best recruit you’ll ever make is the one you don’t have to!

Tracking Remote Employees is an Amateur Move!

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I continue to see more and more technology being released by tech companies targeting c-suite executives who are paranoid their employees who are working remotely aren’t working! Mouse tracking software, keystroke tracking software, login/logout tracking, etc. It’s become a billion-dollar industry to track you while you work at home, just in case you’re not working at home and just screwing around!

The most ingenious employee is the one who is trying to get paid without doing any work! Check out this TikTok:

@leahova

It’s called mental health, Janice. Look it up. #wfh #workfromhome #corporatetiktok #worklifebalance

♬ original sound – Leah

Now, I don’t think Lea is trying to get away with not working. She’s a good one, she’s paranoid in the other direction. If I try and go to the bathroom may be the A.I. will tell my boss I’m not working and I’ll get fired! None of this software really works like this, but it’s all a slippery slope!

A better idea for tracking employees!

How about building measurable performance goals and just managing those!? OMG! How f’ing brilliant am I!?! I just gave you an idea from 1979 that actually works perfectly and you don’t have to make your employees feel like they are being micromanaged and tracked by Big Brother!

Seriously! How lame are you that you think you need to track an employee at home by how often they move their mouse!? If you’re an executive and you believe this is the cure to your corporate ills, it’s time to hang it up, Hank!

It’s the 21st century, we can now treat employees like adults and place goals and expectations on them, that we’ve sat down and worked with them on coming up with so that we all feel like we are getting a fair deal on this little employment contract we’ve put together. We give “X”, You give us “Y”, and we are all happy with “Z”! If you don’t give us “Y”, let’s dig in and find out why that is, and if you continue to not give us “Y”, we’ll stop giving you “X”.

Okay, for those bad at Algebra, I’m talking about you do your damn job and we pay you. If you decide to sit at home and watch Netflix and not do your job, we stop paying you.

A better idea than buying a “mouse mover”!

Quite that stupid job who thinks measuring your mouse movements is equal to work. Seriously, there are more jobs open than people alive right now. Leave! There are great companies that are waiting to hire you that will let you go to the bathroom as much as you want.

If you bought a mouse mover to sit at home and watch Netflix and get paid, but not work. Congratulations, you’ll eventually be fired and/or your company will go out of business. You win, I guess, for the time being. Just know the world hates people like you.

What if you allowed anyone in your company to hire?

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Let me walk you through a scenario and you tell me what I’m missing.

We all have hiring needs right now. Almost all of us are struggling to fill those needs. We love employee referrals! We also have great employees, doing great work who work with us, that we trust.

What would happen if we went to our employees and said, “Hey, we love you and trust you, so we are going to allow you to hire one person. You have total say in whether this person gets hired. We have a few parameters around HR stuff, drug screen, background check, etc., but the hiring decision is yours”.

You could probably add in some fun parameters like:

  • Here are the positions we have open that you can hire someone for. (IE., you might have some positions you don’t want the run of the mill making hiring decisions on)
  • If your hire fails, you won’t get this chance to hire another person for at least a year, so make it a good one!
  • If your hire succeeds, you will be given the ability to hire another person.
  • Maybe you want to throw some sort of bonus to your folks for successful hires, explain what “success” looks like, etc.

What might happen?

Honestly, I don’t know. I’ve never done it, but I think I would be willing to test it out.

Let’s dig into what we think would mostly happen.

My best guess is you would have some employees who would be like, awesome, I’ve got a friend or family member I think would do a great job, and I’m going to hire them. Yes! Some positions get filled and they have some employee sponsorship that will probably help hold them accountable and be more successful.

You will probably have a few misses. Yeah, I thought Johnny would do well, and since he has a record no one will hire him, but he’s my sister’s kid and I really thought he turned his life around and this was a great chance, but ultimately he’s a loser.

You will probably have some employees who think you are nuts and not serious.

The big question is would you allow this for any positions, or just low/no-skill type of positions? I mean, really, conceptually, it works for any level. If I have a finance position open, and there are certain requirements needed for the job, then it isn’t really that hard to see if the person can conceptually do the job or not with their experience and education. So, it could work for any level job, blue-collar or white-collar.

Does this empower your employees?

Imagine being an individual contributor in your organization and one day you wake up and go to work and you realize you can actually hire someone. I can have that experience of making a life-changing decision for someone else. That seems like it would be pretty powerful!

Do you remember the very first person you ever got to hire? That’s a giant career moment. I tend to think every person you hire is a pretty great career moment, but the first one is big!

I think being able to hire someone would be super empowering and it’s really just a next-level employee referral program. Instead of you just referring someone, just take it few more steps and make it happen!

I tend to look at our current staffing problems with a strong testing mentality. Let’s try a bunch of stuff and see what might work. Most of it won’t work, but we might run into something amazing! Maybe our first test of this concept is to go to a hand-selected group of 10 or 20 employees and give them the first shot. Measure the results, gather feedback, decide if it should be rolled out further or what changes should be made.

All that I know is that early in my career if the CEO came into my cube and said, “Tim, we are going to allow you to hire one person to work here!” I would have taken that assignment very seriously and would have thought that was super cool!

What do you think? Tell me how crazy this is.