In this episode of Love Your Sales, host Leighann speaks with Tyler Marcus, CEO of Gradmor, about leveraging AI and data analytics to improve workforce productivity and business outcomes. Tyler explains how collecting and analyzing workforce data can solve issues like inefficiencies in manufacturing and retaining talent. They dive into the importance of identifying specific qualities in sales hires using behavioral assessments, and how understanding these traits can enhance sales team performance. They discuss the evolving role of HR from an administrative function to a strategic business driver, emphasizing the impact of employee engagement on business success.
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Leighann Lovely: Welcome to another episode of Love Your Sales. Today I am joined by Tyler Marcus. He is the CEO of . Grad Moore, a workforce , intelligence company. Um, I am so thrilled to have you join me today. Why don't you tell us a little bit about what your company, your organization does?
Tyler Marcus: Sure. Well lean, thank you for having me on, on your podcast. Excited to chat about anything business related, sales related. Uh, just give deep insight about what we do. So. My business [00:02:00] Grad Moore, uh, me and my co-founder started the business in 2017. Uh, we provide insight to help organizations improve worker productivity, efficiencies and performance, uh, to drive business outcomes.
Uh, so a lot of the work we do can be around some of it now with AI automation and the manufacturing floor. Uh, we work with retail companies on improving efficiencies to hire better, uh, and retain talent better. Uh, we also work with large scale enterprises to help them solve some of their biggest challenges around workforce, uh, issues.
Uh, that could be anything from executive turnover, um, you know, making sure that people, uh, performance metrics, understanding what's driving performance within an organization and what's not. Um, but most of our businesses around data, uh, workforce data, but more about using it to drive impact and how that leads to bottom line outcomes within a org.
Leighann Lovely: I love that. And, you know, data nowadays, um, organizations are finally realizing that they need to look within, [00:03:00] because honestly, I, I think we've all, all, all already known that. All of the answer, not all, but most of the answers already live within the data that we have. We just haven't figured out how to translate that data into raw information.
Tyler Marcus: Correct? Correct. And I think that's a common, I mean, that's a problem even at the enterprise level with the biggest companies. It's like, so the thing is it, as we get more tech companies use more technology, we use ai. Right. We take that data, what are we doing with the data that we're collecting? Right.
And I think is a lot of it's not being collected or, I mean, it's being collected, but it's not being, it's not being analyzed in a certain way. And a lot of times that gets overlooked, especially on the workforce side for some reason. I think we've made strides over the years in marketing. Uh, we've made, I was in sales even to a point, but, you know, but on the workforce side, especially.
There's a lot of data that doesn't get correlated that can drive different outcomes [00:04:00] within an org. So for example, if I'm working with a manufacturing company that has a distribution center, uh, with thousands and thousands of different products. They have workers that are grabbing these products and shipping them out into different places.
But if it takes a worker an hour to fill an order versus a half hour, that is business in itself because now you can get more efficient If you, if someone could fill 20 orders instead of 10 in a day, what does that mean to your business? And that's just looking at your workforce data. It's not, we're not talking about anything beyond that.
So I think yes, like we have gotten more data driven. How we think about things over time. I think AI now has made people think about data even more, and I've noticed that in my own business. But most of the time we have information to drive outcomes within our organization that we collect. We just don't use it at all.
And it's because either we don't have time, the resources or, or just, you know, just to know how of what to do with it. I think that's right.
Leighann Lovely: Often it's, we don't know how, we don't know how to use that information [00:05:00] appropriately. And it's people like you stepping in saying, well, here's how we can translate that appropriately because, and, and, and, and forgive me if I'm incorrect, but often in large manufacturing companies, or small manufacturing companies especially, but even at the enterprise level, you've got.
Somebody sitting at the top going, okay, give me all of this information. But then they're getting this information and going, okay, yeah, but what do I do with this information to turn around and then improve it on? The manufacturing floor, or even within my office, to take a process that right now takes two hours down to, I don't know, can we, can we squish this down into a half an hour?
And more and more we're seeing that we're especially repeatable processes and I in, even in my job with, especially in sales, I'll ask a sales person like. How often do you send the same email? How [00:06:00] often are you going onto an, you know, a word document, copying and pasting that email, putting it into an email, maybe tweaking a couple of things, and then sending that out and they're like, oh, I do that constantly and I'm like.
Wouldn't it be much easier if there was just a button that you could click that it would drop it in that they're like, yeah, that, that would be way easier. And I'm like, you know, you can do that.
Tyler Marcus: Yeah, no, totally. I mean, there's, and now with like ai, you can automate a lot of the things you do in an effective way.
I mean, we do it internally for ourself to make us more productive when I'm analyzing things or cleaning data. Uh, like just certain things that you can do to speed up your pro process and focus your energy in areas where. It's more useful where you, and also areas you wanna use. I don't think most people wanna be like editing their little emails for sales.
I think they'd rather be like, you know, doing the things they want, which is like meeting people in person, you know, to having those conversations. Thinking about strategic consulting, maybe consultative sales, not doing the operation side of [00:07:00] sales, which, right, which what we found even, 'cause I worked with a lot of sales teams with our workforce intelligence work.
Uh, for years, um, in terms of efficiencies and performance. And what we found is the best salespeople, the best salespeople in an organization, they spend the least time in operations on the cr. They spend most of their time on the phone or in a meeting. And really it's, it's, I've done analysis with this all the time, and, um, we've seen it where it's like, okay, your best performers, it's like, what?
How are they spending their time? A lot of it is how they spend their time. It's correct. It's, it's time and process and, and what they're doing on a day to day.
Leighann Lovely: And that's, and that's for everything. We, everybody needs to figure out how, how do you spend your time on revenue generating tasks? And we, and, and in sales you say that, I say that constantly, revenue generating tasks, sending an email is not a revenue generating task.
And, and now a lot of people, well, yeah, it is. I need to follow up with that person. I need to make sure. That's not a [00:08:00] revenue generating ta, having a conversation with a new person about X, Y, Z, that is revenue generating the mundane things. Now that translates into so much deeper than I even understand in what you do for so many other things that again, that you know what?
I don't know. I don't even know, so I can't even bring it up with you right now, which is why we're having this conversation, right. Because you being able to and, and what I wanna, what I found wildly interesting when we first talked is you, you had mentioned like the workforce development that you work with companies on, you know, the hiring processes and then actually even doing, going further with some of that, let's, I wanna shift here really quick to talk a little bit about how you help with that.
Tyler Marcus: On like the hiring side of things more. Yeah, yeah, sure. So that's [00:09:00] good. 'cause like Mo also related like maj, the majority of the things I started on the hiring success side was from sales. So. On my retail companies I work with, and even on the enterprise sales side, we actually help them find, hire people more successful, find representatives or reps that could be a better fit based on the historical data that's within a CRM system and within certain assessment tools that people use.
So let me give you a quick example. So one of my partners Predictive Index is a behavioral assessment tool.
Speaker: Mm-hmm.
Tyler Marcus: Right? A lot of time, 10 minute behavioral assessment, and you get a result and it's like, okay, you are, and you're extroverted, you're impatient, you're. Informal or formal, it has all these sort of designations, right?
Mm-hmm. So by understanding like people's personal behaviors, understanding what metrics. Within the CRM drive are PO positive behaviors and what are negative. You could then hire better salespeople for your org because the thing is, what happens is people have this misconception, [00:10:00] particularly in the enterprise lands, that all salespeople are.
The same. And the reason they're successful is the same. It's not, it actually is based on probably five to 10 different things that be, or go beyond that. So for example, you know, in enterprise sales, if you have a long sales cycle that's a year to two, like one to two years.
Speaker: Mm-hmm.
Tyler Marcus: And you're selling to Fortune five hundreds, that is a very different salesperson than the person who's hunting for business.
And it's a three month sales cycle in enterprise. Okay. It's a totally different, the person that succeeds generally at the three month versus one to two year, very different people. Right, because you have to be able to not only build a relationship, you have to maintain that relationship over time. And you have to be able to influence and make sort of like, um, drive, like influence and change for that with that person over a year or two, right?
Because, and how to work through layers of a, of an organization. So it's this understanding of like. How people and what works within org and what doesn't. Depends on everything from sales cycle company [00:11:00] culture, uh, sales process. Some companies have amazing training and sales process and tech stack, right?
They have like everything. Other companies are like, all right, like you're signed up. You have two weeks and now like, okay, we have like, we just have a CRM. Bye. But so like some people thrive in that stuff, right? Right. They're like, Hey, I don't, I'm great. I don't care if you have any tech stack. Others are very process driven.
They need a tech stack. So,
Speaker: mm-hmm.
Tyler Marcus: Just understanding these little things can actually drive sales for your org just by understanding how to identify what works best in your team. And the thing is, we get very caught up on these sort of like narratives of what makes a great salesperson. Okay. But like, oh, it's, it's your, you know, you have to be a hunter.
It's like, no, you have to be a hunter. In a certain role and in certain in industries, but in a large scale cybersecurity company that's selling to Amazon or selling to banks, being a hunter is actually bad because you're not hunting, you're actually building. Right. And it's different. Totally different,
Leighann Lovely: right?
Well, yeah. The hunter's gonna get bored. The
Tyler Marcus: they [00:12:00] leave, they leave, basically they get bored or, or they become toxic. Is is what I found out. So because. The hunter wants to hunt and, and push that thing forward. And what happens is if they don't get deals closed or they're not seeing that stuff, they start to get bored, like you said.
Or they can become actually toxic because they're getting frustrated. And when people get frustrated, they lash out or they don't, you know, they start becoming, you know, detrimental to the team. So it becomes a negative, right? So that, that's really like what your role is for what your business is, matters to what the people are you want in those roles.
Leighann Lovely: That is so, that is so cool. Like, uh, you know, the amount of time nowadays, the amount of time, I mean, I have chat GPT up on my, on my computer all the time. And I use also some other AI tools, you know, well, a ton of other AI tools throughout the day. But I mean, I'll ask chat a simple thing like, you know, I'll, I'll open up an account and then I'm like, [00:13:00] oh, I don't, I don't actually, this was the wrong thing.
And then I'm like, you know, hey, chat. How do I quickly close this account? Like, I mean, simple things like that make my life so much easier. But a tool that you just described. Because I, first of all, I've had my, my entire career prior to, you know, switching into really just focusing a hundred percent on sales was the study of humans, because I come from an HR background.
Speaker: Okay.
Leighann Lovely: And then hiring. Being able to hire the right person in the right role and making recommendations to hiring managers. So I started out just, you know, as a entry level, you know, hiring person or um, um, entry level, you know, staffing person. But as I built my way up in, I got into, you know, hiring for very, very specific roles for like GE sensing fan, and you know, these [00:14:00] very.
Niche roles because you, as you get more experienced, you get these and, and you have to fully understand, you know, what is the culture, what are they looking for, what are they not saying that they want? And you have, and early on you had to discover that through. Who are they passing on? Who are they, you know, choosing to interview, and then what is the feedback based on, oh, well this person had this really great experience, but what I didn't like was this, and it's like, okay, so now I'm starting to get a full picture.
Now, what you're describing now is from the historical data of the people who are successful, of the people who have not been successful, you can get a almost a 360 view of. Who is going to be predictively who's going to be successful in this role based on that historical data and [00:15:00] why they're going to be successful in that.
Tyler Marcus: Exactly. Yeah. Correct. And and it's, yeah. Is it gonna work every time? No, but even a 10, 20% shift, look, if, if you have a 300 person sales team, say it's a huge sales team, and you're, you hire 50 reps a year, 10, 20% shift can be millions of dollars because. Especially enterprise where the gaps can be, oh, our best reps produce 6 million in revenue and our, our worst ones produce 1.5 like.
So it doesn't have to be perfect, just needs to be better. It's again, it's an op, it's another way to optimize something, right? Correct. Not to mention the, again, driving revenue. Not just because like, oh, we're hiring people. It's like, no, like you're, you can drive revenue by hiring smarter in sales.
Leighann Lovely: Correct.
Well, smarter in every role. Think about the cost, what way Back when I, you know, was doing analysis on the cost to hire. You know, just one person to hire, one person to get them up and running and all of the training and everything else, only to have to turn around and fire them. [00:16:00] Way back in the day, that was like, the, the cost of that was like 30,000.
I can only imagine that nowadays that, that has shot up to probably 45 or 50,000 with, you know, all of the inflation of, you know, the cost of healthcare and Right. Blah, blah, blah, blah, blah. Um. So the, you know, the cost to hire, you know, the, the amount of people and something that we forget to, to add in sometimes to that is who's training that person and how much are they spending or losing in time of training somebody who's only going to fail and end up either opting out of that job on their own or getting fired because they were just a bad hire and not a bad person, just a bad hire for that role.
Tyler Marcus: Yeah, exactly. Exactly. And that's the thing. It's like, and that doesn't mean they're not good at sales either. Probably. I mean it to a point. Yeah. Some people maybe not, but there's a certain, like I'm very good at certain specific type of sales. I'm not, I'm not the best cold caller. It's not my thing. I don't, I don't, the mentality is not [00:17:00] hunter, that type of hunter.
I'm more of like a relationship building persuader. Mm-hmm. Right. So more about, I like to have coffee and meet people and talk and consultation. I'm not, I wanna pick up the phone a hundred times and make a hundred dials and try to, like, that's not my, I don't do, it doesn't work for me. Just doesn't. Right.
I, I don't get excited about it and it's not my thing. Like, and that's fine. That doesn't mean that I'm not good at, I'm just, that's just not my strength. Right. It's not where, where I live. And I think it's more important to know what you're good at and focus on it. I think a lot of times, like we get caught up in having to do what we think we need to do, and it's like.
No, you don't. I'm an entrepreneur, so it's different. I can pick my lanes, right? I could be like, yeah, I could either be cold power, right? For, I could spend three hours, two hours a day dialing, or I could go and have, you know, go to networking events and have meetings and coffees and lunches, and that could be a whole different way, so, right.
It's really like you don't, people think it's like one dimensional and it's not, it's not a one dimensional thing. It's like, it's like sports. It's like there are people that are good at, in basketball, at, you know, defense and there are [00:18:00] people that are great at three pointers and there are people that are great at, you know, passing the ball.
So it's like. Find your sweet spot, like, and, and find and go do something that relates to that. Once you find your sweet spot, the better fit of that two is like you end up doing things that bring you energy, add energy to you because you're mm-hmm. You like if you do the things you like, you compound better.
If you do things that you're, you don't enjoy doing, it takes it away and you feel not as good, and then you can't build off the momentum. It's, it's a huge, that's a huge thing, and I think that's where I've learned over eight years of being an entrepreneur. I used to try to do everything in sales, like, oh, I have to do this campaigns and I have to do calls.
Oh, we got it. And it's like. Okay. What do I like doing? Right? And also what, what is my cycle for what I'm building? If I'm talking to an enterprise company, guess what, it's an year cycle. It's not more and more.
Leighann Lovely: Right, right. Well, yes, and that's and understanding the difference. A lot of, a lot of people don't, [00:19:00] they don't understand that there is a difference.
They, uh, I mean e even companies will not understand sometimes early on that there is a difference between working with an enterprise company and working with, you know, and that's again, as a sales professional who is sold well to every size company. Not every industry. There's some industries that I'm like, I don't even wanna, don't even wanna get involved in that type of industry because it's like, yeah, yeah.
Me medical. Um, you know, I've always been like, I don't wanna get in medical because it's a completely different animal.
Tyler Marcus: Oh yeah. I mean, we could talk about that, like, I mean. Mean like if you're in healthcare specifically? Well, if you're selling to hospitals, for example, I mean, this is a whole, that's a whole different, it's like, um, it's a whole different world, right?
You be able to speak, you [00:20:00] know, language around to doctors and also to boards of hospitals, right? And you, that whole different, so you're talking to doctors and then you gotta go to a board. It's, it's a whole different cycle, and it's a whole d it's a different bureaucracy. It's almost like government in a sense.
You know, it's different.
Leighann Lovely: And that's a whole nother industry that I was, that I'm like, eh, I don't know. Because people don't realize that walking into a room where you're meeting with one person, one decision maker, that's going to be usually quite, quite fast. If they wanna buy and they're interested and it's one decision maker, you're pretty much, it's gonna be a fast decision.
And, and, and here's something that I, I, I learned really quick. If you've got, if you're selling especially to like a personal. You're going to sell a roof or you're going to somebody's home to sell a massive landscaping job, and that is owned, that house is owned by a husband and wife. Don't go [00:21:00] there. If the husband and wife are not together, you.
Yeah. Most husbands and wives, but not just the wife. Well, right. If, if,
Tyler Marcus: like the show, what's the home improvement show? Um, with the three houses or whatever. Have you ever seen the show? Uh, the, the really well known one, um, house Hunters or whatever where they have the three options and it's like, how many times is the wife option gets picked?
They're like, oh, it's out of budget, but they end up picking it anyway. They're like, actually, we figured it out.
Leighann Lovely: Right, right. But it's true, like if it, most couples, if it's over a certain price point, they make the decision together. But if you're only pitching to one person, you are now relying on the other person to sell their spouse.
There's no relationship there. You now have, you know, a proxy to try and sell your product, but you have, they, they don't care who you [00:22:00] are or what. There's no relationship
Tyler Marcus: unless, yeah, unless you're gonna at diplomacy or something. But it's like, well, especially that type of thing where it's like, that makes it harder.
Yeah, I know what you're saying. It's like. You need both. So it,
Leighann Lovely: and so it goes, it goes to the same of when you walk into an organization, if you are not sitting in front of the person who's got the final say, you're not gonna make the sale.
Tyler Marcus: Yeah, no. Yeah, exactly. Unless, right, unless you are able, like, because I know, like in my enterprise world.
What I find is like just getting, getting up to that person. So like, right,
Leighann Lovely: so like,
Tyler Marcus: for example,
Leighann Lovely: and that's where it becomes that stepping stone
Tyler Marcus: Yes. Gate. There's like the gatekeeper essentially. Right? Right. So it's like you just need to convince that person and like, how can I get to that next person?
Right? Like they, they, they won't make the decision without them, but how can I get in front of that person? To present my case. Right? Well, as long as you give 'em enough to arm it. So maybe if you, you know, the, one of the, the, the wife isn't home, but you know, you're like, [00:23:00] Hey, here's the economic here. Can we get at least get to that meeting where you can bring growth in the room?
Or at least one that it's, that's not just, you're not gonna close the sale with that person. It's like, it's one of those things.
Leighann Lovely: Right. And that's the, and that's the major difference between the enterprise sale and that small business owner who's like, yep, I am the decision maker. Yes, I'm gonna get the opinion of the other, you know, higher ups at the organization.
But ultimately you're building the relationship with the actual person who has the say and if they like you, well that's. People don't buy. You know, in the small world, people buy an emotion. In the enterprise world, there is a lot of logic that goes in and ultimately, yes, people don't buy from people they don't like.
But then you have to get everybody along that process to like you and to buy in and to eventually, and you are working your ass off every step of the way to get all of those people to buy into. [00:24:00] What you have to offer every step of the way.
Speaker: Yes,
Leighann Lovely: and and that can take and trust me, I was after a monster sized company for years, and I had an awesome relationship with the guy who had the direct relationship with the final decision maker.
And despite that, despite that, and, and I, I left the industry before I finally closed that sale. But I mean, it was like four years. Four years I was in contact with that person and had a great relationship and everything else, and it was like, am I ever gonna get at that meeting? Oh, one day you're gonna, yes, yes.
I promise I'm gonna make that introduction when we're ready. And it's like, well, it's been four years. Yeah.
Tyler Marcus: Yeah. It's, yeah, it's, it's one of, it's just, and yeah, that's, it's a lot of, it's a lot of, um, understanding how to like influence and dynamics around it and how you can, okay, what is this person? What, what am I trying to get with them and [00:25:00] how, how can I work with them, you know?
'cause in, like you said, in a giant organization, the finance team, they're gonna care about probably ROI and impact and cost, you know, the, this person, they might care about, oh, security and compliance. So how do you get them on board? Then it's like, okay, uh, the legal team, how do you this, you see? Versus if you go to a smaller business, like, I just need to get to the owner.
Get to the owner like Right. And can, it is different. It's a different world.
Leighann Lovely: It's funny, you know how many times I've been shut down by legal or compliance? Oh yeah.
Tyler Marcus: I've learned my lesson on that a few times,
Leighann Lovely: right? Oh, well we need to run you past legal to make sure that they're open to bringing in another contractor or they're bring, it's like, you know what?
I'm probably never gonna hear from you again.
Tyler Marcus: Story, story, story of our lives. It's part of, part of the process I learned
Leighann Lovely: and in and in staffing. You know, when, um, and this is way back in the day, we used to. Um, at the final minute, the company, uh, one company that I work for, [00:26:00] used to do credit checks on the company before we would do the Yep.
We we're approved to work for them. And that was the most painful thing because then the company would go, yep, we're ready to move forward. And then I would say, so I just need you to sign this document so we can do a credit check on you. And they'd go, yeah, yeah. Nobody else does that. And I'm like, oh.
Yeah, but I work for a really large publicly traded organization and they require, and you know, how many deals got shot down there? A lot. Probably a lot.
Tyler Marcus: A lot. Well, because like people, I guess, oh yeah, they don't pay up or something. It's like,
Leighann Lovely: well, and it's not even, it's not even that. It's not even that they weren't, that they didn't have great credit.
They just were like, really, like you? You're gonna run, like we we're a massive company. We, you're gonna run our credit. And I'm like. Sorry.
Speaker: Or maybe, you know.
Leighann Lovely: Right. And then I worked for another company that was like, we don't even need a contract. We're a handshake company. [00:27:00] And I'm like, oh, okay. I'm gonna get one.
It's, it's wildly. So we totally got off on a tangent here. So I, I love I'm com I'm, I'm in love with the whole, like, yeah. That whole kind of, that 360 view of being able to, you know, for organizations to really take a true look at that historical data for hiring. That's, I mean, how val, that you can't put a price point on the value that that has.
Tyler Marcus: Correct. And, but the thing is, I think, I think the problem is, is like. We're so used to like hr, uh, and talent area being a admin function and not a business driving function. And how, and how it's thought of in the American concept. Like, I'm not, not trying to, like, I'm just saying like from a business perspective, HR came out of the era of.
Of the industrial revolution because people were, were like, you know, didn't have rights and, you know, were, you know, [00:28:00] we're making like minimum wage and HR was there to put out fires and like deal with these issues of harassment and things. They were not, they weren't created for business function in other, in terms of driving the business.
They were. So I think a lot of it stems from this sort of historical, uh, undertone of how HR function is in the US now. I think it's changing with technology as the, the bigger enterprises are definitely more data-driven than smaller companies in hr. I think now it's getting, now with ai, I think people are starting to wake up and go, wait a second, how can we optimize different areas mm-hmm.
That provide impact. But if you're thinking about, if I'm thinking about a sales team, if I'm running a hundred person sales team. I'm thinking about not only can I drive revenue by getting customers, building, you know, process, you know, sales strategy, but also hiring and keeping people. Because the thing is, is like, it's, it's no different, like I said, than sports.
If you're getting the best players, yeah, you may have the best coach and the best strategy to, to run your plays, but if you don't have the best players on the court, you're not gonna win. It doesn't work. It doesn't [00:29:00] work. It's not, it, it, it's no diff nothing is different, right? In the, in how we operate, whether it's sports, a manufacturing environment, sales, it's all the same concepts late.
To what leads to success. So I just think that a lot of it just comes from old, like, sort of like old school thinking and, and historical thinking, you know? Yeah.
Leighann Lovely: I just kind of fell in love with you a little bit because you just brought in something that I, and I'm kidding, but you just brought in something that is, um, another passion of mine.
Love of sales podcast. So, well, the love of sales, right? The love of sales. But also, you know, I, I, in his, back in the day, I had an HR podcast where I talked about, you know, HR being, you know, just needing to, uh. Look and view things differently because there was a time where HR departments were these big beautiful departments.
And then 2008, you know, the, the, the 2006 to 2008 era hit and we squeezed these departments down to basically being nothing. And [00:30:00] you know, we are seeing more and more of. People, leaders coming up where their, their entire point is to, you know, actually drive happiness and be there for the people and to try to, you know, figure out ways to make more employee engagement, which is absolutely awesome, which is what we need to do because people need to be viewed at a company as an asset instead of as a liability.
And I think that so many people are like, oh God, HR is coming to talk to me. What did I do now? Or what do I have to, what paperwork do I have to spend the next hour filling out for my insurance or insurance that, you know, sucks or whatever. And that's not the company's fault, that's another whole topic issue with our world.
But, um, and, and that HR should be, should be. Actively like active participant in driving revenue at an organization through the active engagement of how we can [00:31:00] make employees happier. But it doesn't, it can't just be on hr. It has to be at every level. You can't have managers, and I understand that everybody at every level is a human.
We all have emotions, we all have bad days, but. At every single level in management and managers and supervisors have to be held to a higher standard of, you can't walk in and treat people like crap just because you're having a bad day. Because you are a manager, right? You are a supervisor, and that is what drives the regular.
I don't wanna say regular people, but the normal, you know, positions who are relying on those managers to make them feel that they are valued at an organization. And if we can do that through better understanding through data analytics, through data-driven information, through better understanding what our employees need in order to keep them at a co, a company [00:32:00] longer and happier outside of, you know, oh, I wanna raise.
And yes, there is a standard in which everybody should be paid a certain amount for a per certain job, not overpaid, not underpaid. And that's obviously a constant fluctuating thing as well. But if we can understand, better, understand all of that, I mean, wouldn't it just be a better, you know, happier place I went off on, you know, I just jumped.
Yeah, no, I know. Box.
Tyler Marcus: Yeah, I think, I think it all plays into the business success and anything, you know, I think, I mean, engagement, there's, you know, engagement. There are correl. I've done correlations and there are correlations in a lot of places where engagement drives business, better business and drives better outcomes on teams and different things like that.
It's just that I think a lot of times these metrics can come off as kind of soft and not, you know, and not like key KPIs. Right. I think in the tech world, yeah. I think what you're saying, like. The Googles of the world and you know, the Facebooks and the Apples, and they've [00:33:00] figured out that, like with through their people experiences, right?
You go to the office and it's like, you know, they got like free food and, you know, you know, it's, they got these meditation rooms and you know, oh, worker, you know, they're, they're geared towards the experience, uh, for a certain reason. Because they found that for collaboration and for like, you know. They want you to be at the office.
Like they want you to be there. If you go to Google's office, I've been to one in New York City, it's literally like walking into its own city. I feel like you step in this place and it's like, it's, there's four buildings connected by tunnels and it's, you walk in the cafeteria and it looks like a five star restaurant and you're like, oh, of course you're gonna come to the office.
Like, I mean, right. So, you know, so I think that they've, they've done things in a certain way to make those changes and to think about things. But I think. It is not just about that, but there's other things that factor into success and I think that it can get overlooked, uh, just more than it needs to.
Leighann Lovely: Yeah. Well, we are coming to time. Uh, Tyler, this has been [00:34:00] just a very awesome conversation. You do have your 30 seconds shameless pitch because after all, this is a sales podcast and it wouldn't be right to not give you your 30 seconds shameless pitch here at the end. Um, so go for it.
Tyler Marcus: Shameless. I don't shameless pitch.
See, this is so I, I like, that's the thing. I'm like, so I'm, I'm, it is funny you asked that. Like I haven't, I don't think I remember last time I had the, I did a 32nd pitch. I don't know if that's good or bad. Maybe I'm, that means I'm not pushing hard enough. But, um, but yeah, so, you know, like grab more. We, workforce intelligence business, uh, we do help teams like sales improve performance, um, particularly around using their data from CRM systems.
Uh, you know, things like predictive index where you can use behavioral assessments, could also use, like if you're using DISC or Hogan or any of these, like we can also do analysis with the other assessments. So I know a lot of people are very like. Sometimes, oh, I like this one verse that. Um, but we're assessment agnostic.
We can pull data from everything. Uh, so yeah, so, you know, if any way could help build your [00:35:00] team or grow, or do you have any questions about how we can leverage data? I'm just happy to be an expert or to be like a, a, a, a source, even if it's not, you know, a sale. So, um, yeah. So that's, that's my 32nd, uh, quick hitter.
Leighann Lovely: Awesome. And the um, uh, you can check to find where you can reach out to Tyler on the show notes. So if you do wanna reach out to him, please go there. But other than that, thank you so much. Um, this has been an awesome conversation.
Tyler Marcus: Thank you.
