Do you value new employees over old?

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Here’s a quick way to check!

When an old employee comes to you and says, “Hey, I really like working here but I’m hearing from folks that I can make like $10-15-20K more doing the same thing at the company across the street.”  And you go, “Well, you know, we love you and you’re doing great work, but we just can’t afford to pay you that much more. Sorry.  Let me see what I can do for you – I need to talk to HR.”

Your supervisor then goes to HR.  She tells HR what you said.  HR might actually know that your competition is indeed paying that much more – but the budgets are done – we didn’t figure in 20-20% pay increases.  Let’s first go back and try and give them $3,000, bringing their total to $75,000, and again tell the employee how valuable they are to us and how much we need them on ‘our’ team.  Sound like a plan?  Sound like you’ve had this conversation before? I have.

So, the supervisor does it – gives them employee $3,000 and waits and hopes the employee will take it and not actually go out and look.  Here’s the problem.  The $3,000 increase you just gave them – probably was the straw that actually broke the camels back!  Now, for sure they’ll look.

Let’s fast forward a month down the road.  Same employee comes into the supervisor’s office and turns in 2 week notice.  They got their offer for $20K more than you were originally paying them, they are now at $95K – they gave you a chance – you blew it.

Fast forward two months down the road.  You’ve posted the position, did interviews and now want to make an offer to the replacement.  The replacement wants $95K.  You go to the hiring manager and tell them the budget only has $75K in it.  The hiring manager comes back and says they have no choice, we have to pay $95K…

You value new employees over old employees.

 

Little Becomes Big

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I think most things don’t change or get done in our organizations because people look at what needs to be done and thinks – “Holy crap! That’s a big job”.  That’s such a big job and I don’t have the resources or the time or the energy to tackle that right now.  In HR this happens to us all the time.  I would rather just stick with what we have because the amount of work it would take to make a change just isn’t something we can do, right now. “Can’t do right now”, by the way, means “never” in most organizations.

I’m not a all-at-once guy.  Many people are.  “If we are doing this, we’re doing it all!”  This is really an artificial roadblock many people put up to stop you.  They know you don’t want to do it all, ‘right now’, so they force the all-or-nothing compromise.  Which almost always goes to the ‘nothing’ decision.  I think HR can be much more effective by starting very small and moving slowly, but surely, in a direction of major change that you have planned out in the future.

Here’s how I like to do it – let’s use changing your interview process and beginning to get 100% compliance on using new competency driven interview guides.  Sounds like something your hiring managers will hate, right!?  Here’s how this normally works: Step 1 – Put together a 7 page questionnaire on competencies and send out to all 200 hiring managers in your organization with a time line of 4 weeks to return.  At 4 weeks, 12% have returned, after reminders 17% have returned. You’re dead in the water because you can get a majority of your hiring manager to even agree on which competencies are important in your organization.  Step 2– you give up.

Here’ how I do it:

Step 1: I meet with 4-5 top performing hiring managers who give a damn, individually, and gather their ‘opinion’ on what competencies really matter to them.

Step 2: I come up with a consensus of this small group and deliver them back an initial ‘draft’ interview guide, based on their recommendations, and ask for any additions or subtractions they would like to see.

Step 3:  I begin using these guides for all interviews with these managers as a ‘test’ case on how these might work with the rest of the organization.  This test might take 3-12 months based on how much hiring you do in your organization.  I change and tweak and better the guides constantly to make the more end-user friendly based on the hiring managers using them.

Step 4:  My 4-5 best hiring managers now have a habit of using competency based interview guides – 100%.  They are believers because they were the designers of them. They work, for them.  They will not want to change.

Step 5:  I present my ‘Competency based interview guide’ test results to leadership.

Step 6:  We roll out competency based interview guide process to the entire company – 100%.

Ok, I probably missed a couple steps in this quick example – but you get the idea.  Little steps become big steps.   How do you eat an Elephant?  One bite at a time.  The easiest way for an HR shop to get anything done in an organization is to find champions who are high performers to work with you and believe in what you’re doing – then just start doing it – ‘as a test’!  Most leadership love to see their employees trying things that is an attempt to make the organization better – especially when it’s their best and brightest!  Don’t get caught up in “Everybody has to do it”!  No they don’t – ‘Everybody’ will actually slow down what you’re trying to accomplish.

Little, becomes Big.

 

 

 

 

 

 

I Love Being Right!

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I’m coming up on my annual review.  Something that my boss does that I like is to require me to put together all the things I did for the last year, beyond my normal job.  The theory being, why should I pay you more, if you’re just doing the same job.  Tell me what you do beyond the norm.  Tell me why you’re more valuable to me this year, than you were last year. It’s not perfect, but I’ve yet to see an evaluation system that is!  What it does do is drive conversation about what is valued in my organization.  You are hired and paid well to do a job.  That is expected.  If you want more – show us why.  Doing you normal job isn’t more – it’s what you were hired to do.

The problem with this is my self-insight measure, is off the chart.  When I sit down to write this up – all I do is find things that are wrong with me!  Which might be the entire reason for the exercise to begin with! Figure out that you suck, then I don’t have to pay you.

Here’s what I found out about myself this year:

  • I love being right.

That was about it.

It’s not a good thing – it’s definitely an opportunity area.  When you love to be ‘right’ you tend not to be the best listener.  Being right means you have to keep showing people you’re right.  Which means preparing what to say next instead of listening then crafting a response to what you heard.  Being right means that someone is wrong.  That, also, is not a good thing.  We live in a world of gray.  Most things in business aren’t right or wrong – there is usually an answer in the middle of the two – some will call it compromise, some will call it synergy – it’s a better third option.  Something we both created.

Having a desire to be right is somewhat immature.  It harkens back to the day of playgrounds and rows of desks.  It’s when you wanted to show your parents how smart you were.  You did that by being right – and sometimes being right got you a slap on the backside or early bed with no dinner.  Most people learn at an early age, being right isn’t all that you thought it would be! Being right, can also be very negative.

So, over the next 12 months I vow to work on not being right.  I want to embrace being wrong.  It doesn’t feel comfortable, but I know it will make me better.  It’s alright to be wrong (I’ll need to keep saying this to myself over and over!). Being wrong means I will be able to tell someone else they are ‘right’.  That seems like a better leader to me.

This is Why You’re Afraid to Make HR Simple

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Have you ever wondered why HR Departments continue to make complex processes?  In reality, all of us, wants things simple.  But, when you look at our organizations they are filled with complexity.  It seems like the more we try to make things simple, the more complex they get.  You know what?  It’s you – it’s not everyone else.  You are making things complex, and you’re doing this, because it makes you feel good.

From Harvard Business Review:

“There are several deep psychological reasons why stopping activities is so hard to do in organizations. First, while people complain about being too busy, they also take a certain amount of satisfaction and pride in being needed at all hours of the day and night. In other words, being busy is a status symbol. In fact a few years ago we asked senior managers in a research organization — all of whom were complaining about being too busy — to voluntarily give up one or two of their committee assignments. Nobody took the bait because being on numerous committees was a source of prestige.

Managers also hesitate to stop things because they don’t want to admit that they are doing low-value or unnecessary work. Particularly at a time of layoffs, high unemployment, and a focus on cost reduction, managers want to believe (and convince others) that what they are doing is absolutely critical and can’t possibly be stopped. So while it’s somewhat easier to identify unnecessary activities that others are doing, it’s risky to volunteer that my own activities aren’t adding value. After all, if I stop doing them, then what would I do?”

That’s the bad news.  You have have deep psychological issues.  Your spouse already knew that about you.

The good news is, you can stop it!  How?  Reward people for eliminating worthless work.  Right now we reward people who are working 70 hours per week and always busy and we tell people “Wow! Look at Tim he’s a rock star – always here, always working!”  Then someone in your group goes, “Yeah, but Tim is an idiot, I could do his job in 20 hours per week, if…”  We don’t reward the 20 hour guy, we reward the guy working 70 hours, even if he doesn’t have to.

Somewhere in our society – the ‘working smarter’ analogy got lost or turned into ‘work smarter and longer’.  The reality is most people don’t have the ability to work smarter, so they just work longer and make everything they do look ‘Really’ important!   You just thought of someone in your organization, when you read that, didn’t you!?  We all have them – you can now officially call them ‘psychos’ – since they do actually have a “deep psychological” reasons for doing what they’re doing – Harvard said so!

I love simple.  I love simple HR.  I love simple recruiting.  I hate HR and Talent Pros that make things complex – because I know they have ‘deep psychological’ issues!  Please go make things simple today!

Recruiting, Reenvisioned

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What is the worst buying experience you’ve ever had?  For most people, it’s buying a car.  New or Used, it doesn’t matter – buying a car, sucks.  It starts with the sales person.  You go onto a lot, you see a car you like and you want to take it for a test drive.  The last thing you want is to have someone you don’t know, ride a long with you and make small talk when you’re trying to decide if the car if right for you.  It starts the entire experience off on the wrong foot.  Then you finally decide and you have to sit through a minimum of an hour while you do this stupid dance between the sales person and their ‘sales manager’ as you negotiate the car.  From top to bottom, most people would rate – buying a car – as the single worst buying experience they’ll ever experience.  The entire process is set up for the car dealers, not for the buyers.

From a recent article in Time on re-envisioning the car buying experience:

…“I wish the Apple store was more like an auto dealership.” Or even something like: “My check engine light comes on and I smile.”…When asked what car shopping should be like, Michael Accavitti, vice president of marketing at American Honda, and one of the judges at the challenge, offered the following description:

“It should be like when you go to an ice cream store. Everybody is happy at the ice cream store. They are laughing, smiling and joking. When you buy a car, it should be the same.”

Recruiting is a little like buying a car for a company/hiring manager/candidates.  It’s uncomfortable. Both sides want to ask things, but they don’t. Both sides want information, but it’s not shared.  In the end, one side usually feels like they’ve won, and one side feels like they ‘left something on the table.’

How do we change that?

That is a really difficult question.  Like the car buying experience, dealers and auto companies would have changed it decades ago if they would have a better answer.  The problem comes down to the company not believing the buyer is smart enough to understand their position and need for a profit.  “Hey, look, the car cost us $15K, we need to make $2K, the taxes will be $1K – it’s going to cost you $18K” Instead they they list it $25K, and let us feel like we are ‘getting a deal’ when they negotiate it down to a purchase prices of $21K – then we find out a neighbor down the street got his for $19K and we lose our minds.  Trust broken – you made one sale, you won’t make another.

I think, like the article explains, recruiting functions need to become more match making services versus we’re going to sell you what we have!  Ultimately, I’m not looking for the best talent. I’m not.  I’m looking for the best talent that matches my culture and can work effectively within our organization and those already in it. Those could be very different people.  Recruiting tends to only look, or mostly only look, for skill match.  Hiring manager needs Java Developer, Recruiting delivers Java Developer, one or both are miserable because they didn’t really match to begin with.  The problem with why we don’t do this now, is that it frankly takes to long and is too subjective.  Subjectivity causes HR heartburn.

I don’t have an exact answer, but I wonder what recruiting would look like if we went more match.com vs. monster.com?

 

Direct Deposit Has Killed Compensation Motivation

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Do you open your birthday cards and simultaneously do the “money grab”/catch, knowing-wanting something to fall out of your card?  Or do you play it cool and let it fall to the ground, acting like you didn’t expect it!?  That’s what I trained my kids to do – and act really surprised at the same time.

Seriously!? Don’t lie.  You do it.  How do I know you do it?  Because everyone does it!

There’s something emotional about opening a birthday card and finding money or a gift card in the card.  When there isn’t something in there, you almost feel the need to explain to the person – “oh sorry, we didn’t have time, here’s $20!”

One of the great traditional HRish things we use to get to do was to hand out paychecks on payday!  Don’t worry kids, ask someone over 30 to explain it to you.  It was a piece of paper you carried into a bank and would sign the back of this piece of paper and the bank would give you money! Yeah!  Anyway, direct deposit, paycards, etc. have almost completely killed paychecks and the need to go around on payday and hand deliver them to your employees.  That’s right kids – you had to meet face to face every other week with real employees! Sounds crazy, uh?

Paycheck delivery did a number of very motivating things, that in our rush to be ‘more efficient’ we have lost:

1. Payday euphoria!  Every payday when checks were being handed out you could almost feel the energy building in the organization.  Your boss or someone in HR/Payroll would walk around and hand out check, make small talk, give words of praise – “Have a great weekend!”, “Don’t spend it all in one place!”, or my personal favorite – “Can I have a loan?”

2. Leadership connections.  It really forced a ton of leaders to go out and deliver the ‘pay’ for the week.  Which really put them in a situation to have to say something nice to each employee! Crazy how motivating that is for employees after a long week!

3. A trophy for everyone.  When you got that paycheck in your hand, you felt like you accomplished something.  Here’s what I did all that work for.  I can look at it, I can see it, I can smell the ink! (don’t judge, I was born in the 70’s)

There is a definite emotional and some would say, physical, response to being handed a week or two’s worth of pay.  For most people, it feels good.  It feels like accomplishment.

Direct deposit takes that all a way.  On Friday afternoon, you don’t get a visit from your boss or HR. You don’t get to know your local banking people and get fresh new bills and those little money envelops from the teller and DumDum sucker for the kids.   Direct Deposit, while great in its efficiencies, has effectively killed one of life’s great joys.  Cashing your paycheck.

So, what do you think HR Pros – would you ever go back to handing out physical paychecks each week?

 

 

My Dongle is Bigger Than Your Dongle

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In case you missed it last week, a couple people got fired for joking about the size of their dongles at a conference. Here’s the article from Tech Crunch — A Dongle Joke That Spiraled Way Out of Control.  Long story short — two guys make a sexually suggestive joke about a Dongle to no one in particular, but it’s at a conference and they’re in mixed company.  A lady overhears them and doesn’t like it. She takes a quick picture of them with her phone and tweets out the pic and the comment about how crude they are.  This gets the jokester fired, and, after the fallout, gets the lady who posted the picture fired!

To get reaction – I went to my buddy with the biggest dongle I know – Laurie Ruettimann!

(Tim) Laurie – you know the deal, you’ve been in HR, a couple of idiot guys saying inappropriate stuff – it’s HR 101 and an easy termination!  The backlash on the female who posted the original comment and pic, Adria Richards, I thought was a bit crazy.  It almost screams retaliation termination.  What is your take on this?  How would you have handled it as the HR leader?

(Laurie) If there is one thing like I like more than Human Resources, it’s dongles. I love them.

You know what I really hate? Public shaming. Adria Richards was well within her rights to be offended by a joke. I think using a #hashtag to talk about the joke, and gain the attention of the conference organizers, was okay. But when she took it upon herself to take a picture of the guys who made the dongle joke and publicly shame them, she went too far and exercised poor judgment.

Who wants to employ a person like that?

She was also fired because the hacker group Anonymous caught wind of her actions and went after her employer. Adria posed a risk to her organization. It was time for her to go.

There’s a lesson in this, Tim. Nothing good comes from industry conferences. Stop pretending like innovation and thought leadership happen at these stupid events. No matter what your industry, it’s mostly a bunch of nerdy dudes trying to hook up with hypersensitive chicks.  Get back to work.

(Tim)  LFR — Public Shaming?  You’re against Public Shaming!  Do you know Stephen Covey, Jack Welch and Mahatma Gandhi all call ‘Public Shaming’ one of the most underutilized management tools of the 21st century!  In fact, I think I taught a leadership development class on Public Shaming and Driving for Results back in the day.  

I’ll admit the Adria picture was a low blow — especially since in the photo it looks like there is one main dude she is pointing out, and that guy didn’t even do it.  Not only did she post the pic, she made it look like the wrong guy was the Neanderthal!  I’m still sitting here in shock you’re against public shaming, it’s the basis of every great HR Pro I know — and the entire liberal movement since the 1960’s!

(Laurie) My Dearest Timmy, I stand corrected. I am actually okay with public shaming when I do it, which is the hallmark of every great leader.

When I shame you, you deserve it. When someone shames me, they should get fired.

But the HR lady in me wonders why Adria didn’t have a crucial conversation with the guys who made the dongle joke. Right there. Adria wasn’t standing up for reproductive rights or fair wages. She wasn’t walking a picket line. Her safety and security weren’t being threatened. She heard a joke that bugged her. And if she can’t pony up the courage and tell two stupid dudes at an event to STFU, maybe she doesn’t deserve her job.

Leadership is all about small, subtle decisions. She made a big, dumb decision. So she’s out.

But you know my management motto: Do as I say, not as I do.

(Tim) I’m sure there’s some kind of poetic justice in all of this — but I’m an HR Pro and now have two positions to fill because people couldn’t act like adults.  Another day in HR!

So, what do you think? Would you have fired either, both or what? Hit us up in the comments.

Ugly People Hate Recruiting’s Newest Silver Bullet

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One really great thing about the traditional resume is that you can be a Troll and no one will know until you actually show up for the interview! Hey, getting to that point is half the battle.  Once you get into the interview room and you’re super uggs – you’ll get a courtesy 20 to 30 minutes at least.  This gives you some time to actually break down those initial rejections to your looks and prove yourself worthy of working with these beautiful people!  It’s really win-win.  Long live traditional resumes.

The reality is, ugly people are running scared right now!  While video interviewing and video profiles aren’t new – they’ve finally gotten to the point where ultra conservative corporate HR and Recruiting departments are beginning to use them.  The tech has gotten so simple, your baby boomer hiring managers can figure it out – at least if they can figure out how to open an email. Plus, the ROI on cost is ridiculously low, as compared to flying someone in for an interview.  It’s not if, but when, most companies will be doing video interviewing and screening as a major part of their recruiting process.

That sucks if you’re Ugly.  Now, you’ll never make it to that interview room for the courtesy interview – Video Interviewing Vendors have stolen your dream.  Blame them – and your parents for your genetics, heck blame it on the rain – doesn’t matter, you’re not making it through.  Unless!  Unless, you follow these easy tips for nailing your video interview/screening opportunity:

Don’t look like yourself.  Seriously – if you’re not the ‘pretty friend’ in your friend group, ask the pretty friend to help you get ready for the interview. It’s a video – not a runway – only worry about what you’re wearing from the shoulders up.  You have to have your best hair day ever.  Professional makeup – cover up anything you can see in good lighting.  Again, don’t do this yourself – ask someone much better looking than you for help – or pay to have it done.

Practice. Not into a mirror, not to your cat, not to your Mom.  Practice on video. Yes you can – you have a smart phone – just set it up on something and push record – then watch it back. Repeat 250 times.   You’ll instantly notice all the things wrong with you – that’s good.  Now limit those annoying things you’re doing, because that is what someone else is going to see instantly.  Practice is key, because most automated Video interviewing/screening systems only give a few minutes, and only one take.

Connect. Find a way to tell your story in around 90 seconds.  Also, have other stories about your experiences you can also share in 90-120 seconds. People won’t remember your skills – they’ll remember your story – your personality.  Practice these as well – so many times that they don’t seem like you practiced them, but come off as natural, as a good memory you are recalling.

Believe me, I feel for you.  Growing up a short redheaded kid on the wrong side of the tracks – I’ve been where you are now.  Don’t curse the game – it’s here to stay.  Adjust, learn how to play it better than those running it.  Be better than those pretty brainless idiots you’re competing against.  Capture the hearts of your tormentors.  Embrace your trollness!

The 4 People You Need In Your HR Network

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Fast Company published an article titled called “The 4 People You Need For An Awesome Network” and like most stuff they put out, it was great!  Here’s a taste:

“Start with the Socialite. “If you’re not actively filling the role of Happy Hour Coordinator Extraordinaire,” Augustine writes, “you should befriend whoever is–and quick.” This is the friendly neighborhood super-connector, the person who will intro you to all the people you need to know.

And within that crew, you’ll find an Older Sibling that’s yearning to be a mentor. She can help you find the supply closet, navigate office politics, and vouch for your side hustles.

Another expert you need is the IT Guru: You don’t want to be stuck hapless while waiting for the IT ticket to be resolved, Augustine observes, so you better have a tech-knowledgable colleague that you can lean on in times of buggy need.

But office friendships aren’t just take-take-take; that would be ungracious. Be on the lookout for the Helpless Newbie: If someone is more doe-eyed than you, they could probably use a kind word–which could launch a career.”

It’s a strong list and everyone should have these 4 types of folks in their ‘inner-circle’ for sure.  The article did make me think about who it is I have and would recommend to other HR pros to have in their network to make themselves a better HR Pro.  Here’s my list:

1. A Money Girl.  The one thing you’ll need to be effective in HR is a budget that allows you to do basic blocking and tackling of the job.  So often I see HR pros struggle because they can’t even fund the ‘basics’.  It’s usually because they’ve gone through years of budget reduction and throwing their department on the proverbial sword.  A great relationship with a peer in finance will help stop this trend and actually reverse it!

2. Nerd.  Like the Fast Company article – it’s really a non-negotiable in my network – I have to have a great IT Pro on my side.  Great HR takes Great IT solutions to be the most efficient and effective you can be.

3.  Used Car Salesman.  Most HR Pros don’t know how to make money.  You need someone in your network that will help you think like a business person. Someone who will show you how to communicate like a profit center, not a cost center.  It’s not that you have to actually make money, but you need to run your HR shop like you could if you had to.

4. Trusted Adviser.  My last network must have is a strong relationship with a senior level executive who is not in your functional area.  I love to have these people be from operations, but really any area will do.  Why not your own function?  You need to sometimes run ideas and things by someone at an executive who isn’t your boss – to get real feedback.  Set this relationship up as a mentor and tell them it’s for your development, have regular time set on their calendar and come prepared to seek out their advice.  You have no idea how this will help you down the road within your organization!

Who would you add to you must have network relationships?

 

 

3 Things You Can Do To Increase Your Female Engineering Hires

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I run a small technical recruiting company.  We hire mostly engineers and IT professionals.  It’s a good group to go after – they’re educated and higher level wage earners which typically cascades itself into other traits that are nice to work with – career focused, courteous, responsible, etc.  Because the technical demographic we go after – to be fair – it’s mostly men we have to deal with.  As any company who is trying to hire technical professionals can attest it is really difficult to hire minorities and/or females in the technical disciplines. Tough, but not impossible!

The one thing we hear all the time from almost every company we work with is, “Hey, if you ever come across any female or minority engineers let us know – we would be interested.”  Which begs the question – “Do you want me to find you a female or minority engineer?”  Of course they do!  But these good respecting HR Pros we work with will never say that because they think it’s against the law to say that.  Which it isn’t. But they assume it is, because saying the opposite would be!  (I.E., “Please don’t give us any female or minority engineers!”)  I won’t say the name of our client, but one Fortune 500 manufacturer we work with does actually use us for minority hiring and will say very specifically what they want.  Like they’re ordering a pizza!  It doesn’t bother me, because I know what they are trying to do is ‘right’ – they are attempting to have a positive impact on their diversity – I can support that!

I saw this from Etsy recently on how they increased their female engineering hires by 500%! Don’t go crazy – it was 20 hires – but still impressive.  Again, they’re a female dominated company, so as you can imagine that having female engineers was important to them, and you could probably also imagine females would be attracted to a female oriented company. From the article:

“Most technical interviews suck – fundamentally interviewers ask the question, “Quick, prove to me how smart you are!” “Smart” is not optional. “Quick” and “prove to me” are very rarely actually part of the job and you’re interviewing for the wrong thing – which generally sets up women for failure in the process…after two years, female engineers at Etsy are nearly 20% of the team, four and a half times what they numbered at the start of the initiative. When reached for comment, Etsy’s corporate communications would not comment on the current number of female engineering staffers, but told FORBES that the coming months would see the company making women a even bigger priority, particularly in the wake of the media coverage sparked by Elliott-McCrae’s presentation. After all, roughly 80% of the over 800,000 shops on the site are owned and operated by women. At a certain point, they should be represented from within the company’s ranks.”

So, how did Esty do it?  How did they increase their female engineering hires?  I’ll give you 3 things they did:

Step 1   Make it known publicly you want to hire women!  Too many companies decide behind closed doors this is something they want to do in their organization, but then never go the next step and let their staff know, let their industry know, etc.!  And not only that, but let your staff know why this is important!

Step 2  Don’t lower the hiring standard.  The first thing most companies do when an initiative like this becomes hot, is lower the standard. “Oh, you want more women. Ok, you need to allow us to hire entry levels and from ‘B’ level schools!” Don’t do that, you’ll marginalize the entire program and your people and your candidates will know it!

Step 3  Put women in charge of hiring women.  It’s Ok to have different hiring processes if they are both getting you, in the end, what you want as an organization.  You can make two interview decks, one for woman and one for men, that are both still valid and reliable.  It’s just hard, so 99.9% of you won’t do it. Have your female leaders interview your female candidates – they will do a better job at selecting female talent, especially if this is a huge organizational weakness you’re trying to correct!

The more you hire of any kind of person, they more your organization will start to take on those traits.  The more women you hire, the easier it will be to hire more.  It doesn’t happen overnight – but you can do it!