The difference between a successful job search and a fruitless one is often how you present yourself. Upgrading your job search starts with upgrading your resume, social media accounts, and the story your present to the world. In Part 1 of this episode Michael Glinter has placed over 3700 People, Created over 1,700 resumes, and delivered more than 200 on-site job search training shares with you direct, frank, and insightful information on what it takes to land your next job. 

We discuss how prospective hires can improve the picture they present, the stories they tell, and the results they get by branding themselves, their social media profiles, and their resumes.

Transcript From Upgrading Your Job Search by Upgrading and Branding Your Resume Part 1

Tim Kubiak 0:03
Hi, everybody, you’re listening to bow ties and business. And I’m your host, Tim Kubiak today is all about branding your job search and getting the results you need. The difference between a successful job search and a frustrating one is how you present yourself. We’re joined by my friend, Michael blattner. He’s a professional leadership, staffing and career consultant. This episode was so good and so powerful. We’ve cut it into two parts. What’s your Bob to listen to is part one. So he’s one of the few elite recruiters in his industry, they’ve exceeded a million dollars in personal production in a single year for seven years straight. He’s placed over 3700 employees all over the globe, and assisted 1000s of candidates through rebranding the resume retooling the LinkedIn, social media platforms, and career coaching. So listen to Part One today, come back for part two tomorrow. Thanks for being here.

Michael Glinter 1:00
I, when I started 99, with my company, I became the top recruiter, my company have half a billion dollar company, mind you, mind you, within the first six months, and I was the top recruiter there, the entire 21 years I was there. What got me into this branding piece, which is what we’re going to talk about today was over the years, I consistently saw the same problem with candidates, great candidates, awesome backgrounds, they could easily do the job, but their messaging was off. And it could be their messaging when it came to their resume. It could be the way they were interviewing, it could be you know, the lack of of quantifiable measures, it could be a lot of things, but they’re they’re there. They weren’t representing themselves well. And I said to myself, you know, when if and when I decided to leave a staffing business, I really want to help people realize their potential. Because at the end of the day, that’s really what it all is, is being able to show people what you are and what you can do and kind of go beyond, you know where you’re at today. And so that’s kind of what led me to this whole branding thing and helping people kind of reshape themselves.

Tim Kubiak 2:16
So with that one, one of the things that I questions I have just, from past experiences a hiring sales letter, is how do you represent somebody who has a limited time of experience and a particular segment? And is really transitioning? How do you help bring them there

Michael Glinter 2:34
was how you’re saying somebody that maybe is pivoting in their career, or somebody that doesn’t have a lot of experience in a certain area, but wants to continue growing their their parts of that area?

Tim Kubiak 2:43
Absolutely. So I’ll give you an example. Right? in the, in the tech world that I worked in, you know, you would have people that would be pre sales engineers for the first five to seven years of their career, because they came out with a computer science degree. And they’re looking to make that pivot into perhaps a sales role. Right, so how do you get the messaging? You know, how do you work with the candidate to get the messaging and saying, you know, here’s what I’m capable of, in addition to what I’ve been doing, I guess, as well.

Michael Glinter 3:10
So the biggest thing is a great question. The biggest thing for people to hone in on when they’re doing a pivot like that is on the core competencies, skills that are needed to do the job of trying to get right. And so I get people I worked a lot in the SAS space. So I work with people that have started maybe in sales, they wanted to move into customer success, right? They wanted to get more into the pre sale and post sale process, not just the selling process. How do they do that? Well, in sales, even though you may not be part of the technical aspect of the actual product, you’re still working with the technical people, you’re still talking with them, you’re still engaging with them on what the client needs are, there’s still communications going on. And so when you when those communications are what highlights the pre sale process. And so it’s really not a matter of, you know, you can sell your way you can sell yourself any way you want, as long as you can show them that you’ve had the skills and the learning capabilities of partnering with the people that you want to be with. Right. So in this case, when you’re doing the full spectrum of customer success, you’re dealing with pre sales, you’re dealing with the selling process of selling the customer. And then you’re dealing with implementation execution. So you need to know kind of the whole gamut of that client relationship, and how you sell your capabilities and doing that you’re showing your agility and how you show agility is talking about the different areas within sales, where you’ve collaborated with the technical people, you’ve collaborated with the end user, you talk to them post the process, and how you then integrate that into that new job. And so I think a lot of times when people think of themselves, as you know, a job title, they forget that the job title is not really what defines you. It’s the raw skill. That you’ve acquired in those jobs that defines you. And that allows you ways to pivot into different and other opportunities. I just got off the phone with a guy, you know, he’s been a warehouse operations manager for the last 20 years. And he said to me, says, Michael, I want to do more than just warehouse management. I’m like, Well, what are the things that he does as well, I mean, in several of my roles, I was involved in transportation, and one of my jobs I got involved in production of products. The problem is, is though his resume just said warehouse management, it just spoke to that topic. And so I told him, I says, you have to take all the nuances of your background and in highlight and bring that up to the surface, so as to not just look at the, you’re not just looking at the frosting of the person or the or, or what I would say the icing on the cake, you’re looking at the cake as well. And the cake is what really defines the layers of a cake is really defined by the actual cake, not the not the frosting. And so it’s really bringing that frosting, it’s almost like reverse psychology, if you’ve ever gone to a restaurant, they serve to a deconstructed product like a deconstructed blue cheese salad, right. And it’s and it’s a half a lettuce with all the elements of a blue cheese salad, but it’s all in segments, but not put together. That’s essentially what you want to do. When you’re building a brand. You’re You’re really showing the, the the D segmented part of who you are, so that they can see all your raw talents and not just what you focus on in any particular position.

Tim Kubiak 6:30
You know, and I’m sitting here smiling because a I love Lucci salads, but be when they serve to deconstructed, you always pay more.

Michael Glinter 6:39
That’s it. I never thought of it that like you’re absolutely correct, you know, and it’s funny, it’s, it’s more work. They’re making you do more work, they’re doing less work, and you’re paying more money for it. But it’s all about experience, right? You’re paying for the experience? That’s exactly

Tim Kubiak 6:56
right. But it’s, you know, looking at it, it’s like, how do you put your value up, you show your value and all these different pockets? And then you give them a higher price.

Michael Glinter 7:05
Right? And so the one big thing is, how do you show value, right? And I can tell you, you have to think like a company? What’s their number one priority? their number one priority is simple. It’s to make money. Bottom line, right? It’s what can we do to increase the profitability of our company, and everybody has a handle in it, right? Everybody has some type of impact. If you don’t think you have some type of impact on the bottom line, email me, because I guarantee you there is a metric, there’s a KPI that defines how you’ve impacted profitability. And what a lot of people don’t realize is that’s more important than just the duties. Because if you can show that you’ve helped the company grow, and you’ve made them money. I mean, you could be the janitor for all I care. If you’re impacting the bottom line, I want to talk to you. And that’s how people really get attention. That’s how people really shine.

Tim Kubiak 8:07
So that’s really interesting, because I think a lot of roles, and you would certainly see this more than me, they don’t look at their impact on eBay, they don’t look at their impact on profitability. Is that fair to say?

Michael Glinter 8:21
Absolutely. And part of it is because of the manager not giving them that insight. Part of it is because when when they get their reviews, and they’re measured on their different key performance indicators, they’re just thinking of these are my targets that I have to meet, but they’re not thinking of how those targets actually impact the company. And so if you’re if you’re a worker, your employee and you don’t understand, you know, you are the only the you know, is the numbers you don’t know what they’re for. And you don’t know how it impacts the organization. Ask. I guarantee you any good manager is going to tell you how those numbers impact the bottom line, because they want you to continue to do well with those numbers.

Tim Kubiak 9:05
Yeah, and at the very least, they’re going to hint at how they get paid. Right. And you can figure out what metrics matter there too.

Michael Glinter 9:12
Absolutely. Um, I it’s funny when I ask people, you know, what are your KPIs? What are your metrics? And they say, Oh, I don’t have any, like, have you ever done a review? And they’re like, yeah, it says, Well, does your review have things that you have to meet in order to meet expectations? Yep. But you have KPIs and metrics. Now, as a matter of can you quantitate that, and that’s what what we go through. And most people when they go through that process, they realize, Oh, crap, there’s, there’s, there’s things that I’ve done that affected those metrics or those measurables. And now I understand how that impacts the company. And that’s the start of your accomplishments or achievements.

Tim Kubiak 9:53
is being asked to take on additional project to transformation team is that something that If someone should be proud of should be featuring front and center that they were selected to do as a part of their job

Michael Glinter 10:07
search, love the question? That’s a great question because I tell people all the time, growing with a company is both horizontal and vertical. Okay, any time you gain any type of new experiences, whether you’re volunteering for a committee and driving a program, or you’re asked to work on a project to support a project, anytime you want to include those things, even if it doesn’t mean a bigger job title, even though it doesn’t mean bigger pay, because at the end of the day, you’re learning and you’re growing, companies want to see the ability to grow, they want to see that that development, right? And if they don’t see that development, then their concern is is Can this person can we use this person to need to grow a company if they can’t grow themselves. And so yes, every time you get asked to do something, or you volunteer to do something that adds value, but also gives you more to talk about on your accomplishments in your way you impacted the company. Absolutely do it. I hate it. People that say that they just want to go into work and do their job. And then you ask them why they’re miserable. And they say, because they can’t grow with the company. Well, you can’t grow with a company, if you just go in and do your job. That’s just how life works. You have to you have to do things that are going to impact the company and be noticed.

Tim Kubiak 11:30
So with that, I’m terrible at work life balance, anyone who knows me will say that I will gladly work over quote, having a life. But I love what I do. How do you teach people to do more than just show up and leave at the time, but still manage that work life balance? And what really is a 24? Seven kind of business world these days?

Michael Glinter 11:52
That’s a really, really, really tough question, because I’m probably the worst person to ask because I just spent 21 years with no work life balance. I so so I’ll say this March. It’s all about working smarter, not harder. Okay. I think the biggest mistake most people make is they don’t they don’t think about how can I do this quicker, faster, better, more. So just how can I get it done? And I think that that’s where people don’t balance? Well. You know, I can tell you the reason why I’ve had such a successful career. And anybody who asked about me will tell you the same thing is I was always the first to find a new way to do it better. Always. That was always my mentality. When I started with the company, my my manager said to me says, I want to tell you how to do things. And you’ll teach you the ropes. And I said to her, listen, tell me what the end goal is. And let me tell you how I’m going to do it. And she did. And I redefined the way we did business at our job. And so I can tell you, if you really want to manage Well, it’s figuring out how you can accomplish the things you want to accomplish smart. And do it in a way that’s going to save you time, but still give you the same impact the same quality of work and the same results. Or even better, better results. That’s the problem. Most people when they get an assignment, they think that they have to follow a certain protocol or a certain method or role. I always tell people, when I get handed something and get asked, Can you put this together, here’s the manual, the first thing I do is throw the manual in the garbage. Because manuals are written to take the longest part of the process it’s they have they tell you exactly how they’ve done it right and how its design. But the person you’re only as good as the person on the other end telling you. And when you take that and you follow that word for word, yeah, it’s gonna you’ll get you’ll get to the right end results. But sometimes you you realize that there’s ways to do things faster by thinking outside the box.

Tim Kubiak 14:07
How? That’s such a challenge, right? Because so many people are afraid of exposing themselves making a mistake. What’s the balance you can find there? Right? If you follow them, if you didn’t follow the manual, and it worked perfectly, and there’s no bumps in the road, alright, smooth sailing, right? Some people are risk adverse, how do you coach them to your take those risks to look for that innovation?

Michael Glinter 14:33
I’m gonna use an analogy. And it’s a terrible analogy. It’s a great analogy, but it’s not everybody can do it. But when you invest in the stock market, if you take a conservative approach, you can’t expect to have tremendous gains, because you’re you’re not taking any risk. The people that make the money are the people that take the rest. And so what you’re asking me is is is, you know, how can somebody you know, be a top performer Without taking risks, you can’t, you have to understand I’m not perfect. Over 21 years, there’s been plenty of times where I screwed up. And there’s been plenty of times where it took me more work to fix the problem than it would have taken me to do the do the work in the first place. But you’ll learn from those experiences. And then they become less and less and less. And so you have to be willing to accept that if you think that your life is going to be perfect, and you’re not living a true life to yourself, because there’s going to be times where you’re going to make mistakes, you’re going to be times where you’re going to falter. And the number one way of resolving that is getting up after you falter is accepting the fact that you screwed up and going at it, headstrong, I wouldn’t be the first person to walk into my boss’s office and say, Listen, I screwed up. I tried to do it a different way, thinking I could do it better. And I didn’t. And I want to apologize. But But now we know. You can’t do it this way. It prevents people from doing it that way in the future.

Tim Kubiak 16:05
Yeah, it in my guess would be as a percentage of the time with a little bit of rework that new way might might work still,

Michael Glinter 16:14
I think we just went through with a vaccine, right? Yeah, you do realize that Pfizer probably went through 100 variations of this vaccine, before they actually saw it started to work properly. Yeah, okay. Did they? Did they fail 99 times? Or did it just take them 100 times to succeed? It’s how you look at it. At that those scientists, every time they put through that vaccine, and it didn’t work, they kept going. Because the goal was the same. We got to get it to work. So if you screw up, if you tried to do something a certain way it doesn’t work, own it. And then sit back and evaluate, can I tweak it, so it will work and still be more efficient than it was before? Those are the people that actually are the ones that drive the success in business?

Tim Kubiak 17:14
So how do you how can you help those people with a resume? Make those successes stand out? So often you apply it on a job site, in many, many cases, goes into a candidate tracking system? And maybe it’s a black hole?

Michael Glinter 17:30
Oh, there’s so many dire? That’s a loaded question. It is. So I’ll tell you the dangers of ATF systems is what’s the cause of many frustrations. I built an ATF system for my last company, I can tell you the purpose of ATF systems originally was designed to weed out garbage, right, because, you know, as a hiring manager, we get tons of garbage people apply just to apply, which is fine. I mean, everybody can apply to jobs. But at the end of the day, I want to be able to, again, efficiently, screen out people that are not affect and screen people that are screen people that are up that the problem is is most people don’t write a resume, knowing that a computer is reading it. Most people write a resume thinking that the hiring manager is radiant. And that’s not always the case. Oftentimes, it goes through a system. And that system looks at your resume and quantifies different parts of your resume and scores it and the higher the score, the higher up of the list you are the lower the score, the lower you are on the list you are. And I know there’s people out there say well, Michael ETS, that’s bogus. That’s an excuse. No, it’s not really, you know, I can tell you that the system that I designed for our company, the bottom 10%, people would automatically get rejection letters in the first 24 hours. Because why would I want to call somebody that doesn’t even come close to the job. And so they do work. And they are what a standard now for a lot of larger companies. Even some midsize companies, smaller companies tend to not do as much with the ATF stuff as larger companies do. But it’s still a thing. So how do we get past an ATF? It’s simple. Don’t try to reinvent the wheel. Meaning when it comes to a resume, stop screwing with the format. Fancy tables crazy graphics. ETS systems don’t like those things. Okay, they like simple. I tell people, you remember the word casts? Keep it simple, stupid, okay? Meaning Don’t overthink and make your resume more than it has to be. Okay, so the first thing is don’t go with crazy grant graphics don’t go with crazy fonts. So make sure it’s it flows properly. And when I say flows properly, you know you read from left to right, right. So the the initial thought process when you read from left to right is that’s the way your resume should read. I shouldn’t have to Jump over a section to the right side, to read from left to right, and should be able to just read the left, right. So I’ll give you example one of the big things now you see out there as columns, people putting a left column and a right column on a resume, I study with an emotion professor, I will tell you, the consumption rate of the right column goes down 38% over the left column, yet, most of the resumes I see all the good information is on the right side. And it’s because people are trying to fancy it up, you got to stop doing that. You know, so think like a computer, when you’re when you’re putting your information into compute, when you’re uploading your information into someone’s ACS, they strip all that stuff, it’s all gone. So they can read your resume. If you make your resume so bad, so complicated with all these graphics and fancy boxes and stuff, then what happens is, is the ATF gets confused, they don’t pick up all the information, and that lowers your score. So it’s really about content. Whereas five, six years ago, it was all about, you know, saying the right words to the right places, now its content is king. If your people say to me all the time, why do I have to list all the different skills I’ve had on the back page? What does it matter? Well, because I got news for you, you’ll get points for it. And if you know, you’re gonna get rated higher, because you added skills to your resume, do it. You know, that’s only going to help you in succeeding. So the long The short answer to the long, the the question of the long explanation I just gave is, is, you know, I tell people, the fourth, there’s four things that people look at on a resume, I’ll tell you the three, the first three are the three P’s. And some of you may know this from a gentleman on TV, it’s called people product and process. When I look at your resume, I should be able to know who the people you are servicing, or you’re managing, like what, who they are defined by meaning how many people do you manage who they are? Or who is your customer? Who are you providing a process or a service to? Okay, what is your product? What do you mean, factoring? What are you delivering? What do you serve? What are you providing a service for? You know, I need to have an answer to that. What’s your process? How do you complete that? How does your job inhibit the completion of that, getting that product to the customer, that service to the customer, people product process, if I can’t see those three things, in 10 seconds of looking at your resume, you’re doing something wrong.

And the last thing number four, which is like the icing on the cake, it’s a golden ticket as metrics. Now, tell me how you what you’ve done to impact the bottom line within the space of people product process. The number one thing that people don’t think about is the basics. Just because you know, who accompanies and what they do doesn’t mean everybody does tell them, they need to know, tell them a story. It’s painting a clear picture.

Tim Kubiak 22:52
So question on the metrics thing, right? How do you know what metrics matter? Is it percentages? Is it dollars or revenue? Or, you know, if you say I reduced, you know, inbound freight costs, but sticking to the warehouse example, by, you know, 1%, and it had a $3 million impact to the bottom line? To me, that seems significant. Right?

Michael Glinter 23:18
So, I’m going to tell you a little secret, this is gonna sound funny and your, your audience is probably gonna get confused, but I’m going to tell you that it’s actually believe it or not, the metric is. So pick, imagine fishing, right? Imagine fish, you’ve got a fishing rod with the best you have the best fish, the ones with the best hook, right? Once you catch that fish ain’t get any going anywhere, right? That is the foundation of your resume. It’s what you do. It’s the function, it’s the people product process part. But in order to get a fish to bite, you got to have some kind of bait. Those are your metrics. Okay. So I tell you that I implemented a program that impacted the company by $300,000, or increase productivity by 10%, or cut labor by five heads, whatever. I that’s impressive, but my more concerned about now that you’ve hooked me what’s the substance behind behind how you made that happen? That’s the ride and the hook. That’s the equipment it’s going to take to bring that fish in. Okay. You can have the best bait in the world but if you don’t have a strong rod and a hook, you’ll never be able to reel him in. And so once they see that, once they see the bait, the bait is I’ve made an impact. Here’s some numbers. razzle dazzle me. You’ve got to the end then they call you and say I see how great you are from your numbers. You got me excited, but I want to know how you did it. That’s the delivery part. Getting them on the phone. Now that you’ve baited them enough to get them to pick up the phone is when they decide cover what you can do and how you’ve done it to make an impact. So even though metrics are important, surprisingly, the goal, though, is to understand how you got to those attain the metrics. And that’s what really the hiring managers want. So then the question comes up, well, why don’t I just tell people about the program? Because then you’re fishing with no bait? Okay.

Tim Kubiak 25:24
That that makes perfect sense. Right? And if

Michael Glinter 25:28
you want to know about KPIs, how do you figure out what measure things by now you want to know?

Tim Kubiak 25:34
Well, so I’m actually thinking of disparate company sizes is what drove the original question. Right? So if I’m working for a billion dollar company now, and I’m interviewing at a $10 million company, you know, if I put $1 sign out there, am I scaring people away? Because I’ve had a bigger warehouse responsibility, bigger customer service, responsibility, bigger sales, quota, whatever, then whatever it is, and I’m in what I was really trying to understand there, from your perspective was, how do you show the metrics? Without scaring off people? That might actually be a fantastic opportunity?

Michael Glinter 26:08
That’s it? That’s an interesting question. So that’s, but that’s all about how what you want to do and how you want to brand yourself, I can tell you that generally speaking, people in the back of their mind know kind of the avenue that they want to go, they either they want to be with a big company, or they want to be with a small company, you won’t find people that will say to themselves, well, I would go with either, usually people that have the amount of quantitative measures that we’re talking about, they’ve got some years under their belt, they’ve kind of figured out or at least a couple years into develop, they started to figure out kind of do I like the small company field? Or do I want to try the big company field or vice versa? It’s difficult to have a resume, that would make you completely marketable to either because they’re, they’re kind of two different things, right? Um, so I do agree with you that you’ve got to be cautionary on the types of metrics you do. I’ll give you an example. I had a guy that was working for a multibillion dollar logistics ecommerce company, I’m not going to give them free advertisement, because I actually think they’re a terrible place to work. He manage he was a manager level, but he had some extraordinarily amounts of people, he manages 1400 people, he had a, like a $38 million p&l, or a $30 million budget 100,000,100 $50 million payout, it was just crazy numbers. And he called me up and said, Mike, I don’t want to work for big company anymore. Like, okay, so meaning why he says I want to be I’d rather be in a bigger job at a smaller company, and be more involved in all the different parts of the organization, rather than being in a narrow job or a specific job in a larger company. Ah, that makes sense. So if he put down that he managed 1500 people on his resume, do you think a small company that only has 20 years? Because I like him? No. But at the end of the day, he has a thought process behind what he’s trying to get. Okay, you will not you generally speak, you will not find people that will say, I’ll either go work for a large company managing 1500 people or go to work for a small company means 20. It’s, it’s, you’re not going to find that very often. So is it possible to brand yourself for both? If it’s that extreme, not as much. Although, you know, I guess you can get into things like percentage signs over dollar amounts, because you know, 10% of a million dollars versus 10%, of $100 million. It’s all relative. But then I also will tell you the argument of when I look at a sales guy, and I see he grew his territory by 10%, my first question is, well, was it a small territory was in a large territory. So it really is all relative to what kind of an impact you’re looking at, and the type of company and the type of like, like size of the organization, it does matter. So I don’t know that there’s really a black and white to answer that question. It really depends on the significance of the size of the organization when you use percentages versus dollar signs.

Tim Kubiak 29:14
That that’s, I think, a very fair answer, right. And it’s one that I’ve wrestled with is I’ve watched people move through their careers, you know, and in just a variety of roles.

Michael Glinter 29:27
If you know real quick, if you know that your as a manager, you have leadership experience, but you have a small department, then you focus on your leadership experience, managing the department, managing the PnL, managing the budget, having complete organizational responsibility, blah, blah, blah, and not put as much emphasis on the number of people, you know, but if you’re working for a company that has your managing a ton of people, and that’s important in the types of organizations that you’re applying to, then you want to mention it because that’s going to be important. Again, a lot of it’s the basis of kind of the direction you want to go In the level role, whatnot, I do think that there are going to be points where you may scare people off. But, um, you know, there’s all points, there’s never, I can’t say there’s ever gonna be a perfect resume anywhere, even with someone like me to put it together for you. Because every job, you’re going to find jobs that you’re going to have to tweak things sometimes.

Tim Kubiak 30:20
That’s an interesting point, right? Because nothing fits everything. That’s why they make different size. No. in just about everything in the world, how do you adapt a resume or a brand that you’re building for yourself as part of your job search to fit a prospective employer or segment?

Michael Glinter 30:42
Wow, so what’s a great question, I do not, I do not promote having multiple resumes. I do not promote, I’m writing customized resumes for every client, you should have one good solid resume, would, why do resumes I typically do I call it a snapshot or a summary at the top or whatever you want to call it. But it’s like an outline, it’s a bunch of bullets, right? That kind of summarize who you are, each bullet, maybe three or four words. And then at the header of the resume, I usually put, you know, generally your your target job titles, you know, these are the jobs in the types of jobs that I’d be looking at, but in a truncated form. So for instance, you know, I may put senior operations, comma logistics, I don’t use a comma, use a bullet, but senior operations slash logistics slash transportation leader, you know, that tells the person that I would be open to operations management, transportation management, logistics management, or maybe in your case, with SAS companies, you say, you know, sales, executive, customer success manager, client, Relationship Manager, you know, delivery leader or something to that effect. So you’re telling the person that I’m open to sales, I’m most open to post sales, customer involvement, I’m open to deliver your product or implementation. So that’s how you form your introduction. If you remember, in school, and even with books, there’s a table of contents, the Table of Contents is strictly a snapshot. I call it a taste the flavor, right? Of what you’re going to read in the context of the book itself. Well, it’s the same thing with the top of your resume, the beginning of your resume, the top should be a very short, very specific, concise taste, just to spice, what they’re going to see when they look at your resume, why they want to look at it. It’s not a paragraph of words. It’s not sentences of words, it’s not a list of all your accomplishments. It’s just a simple taste. You don’t want to give them too much information, because then they won’t read your resume, but you can give them enough to get their, their tongue wet, then they want to keep going. And that’s the whole point. You know, if you think about when you go into a fancy restaurant, you go and buy, you order a piece of chicken, right? It’s a piece of chicken, how can you screw up a piece of chicken, what makes a chicken exciting is the outer outer spices and seasoning that gets you to bite him right, you bite the first bite, you cut that skin, you cut that piece of chicken, and that flavor really brings you in but as you’re eating it, you don’t realize that there’s not the chicken inside chicken itself may not have as much flavor and spice and excitement. But you’ve got your taste buds have already got lit. And so you keep eating the chicken, even if the spicy flavor goes away. Well, that’s the whole thing with a resume or a book or whatever is you’re giving them that spicy taste. So they want more. And then as they get that spicy taste, and they get more, they don’t care what the flavor is anymore. And that’s the whole point. It’s the whole back to the analogy with the fish. You know, once you tell him the metrics, and you get the fish to bite now you just real Amen. I mean, there’s no excitement to it, the fish but maybe realize that fish because he’s hooked, you can’t get away. But there’s no settings here because you know, he’s not going anywhere. And so now you just bring bring the guy in and you draw on it. It’s the excitement of actually getting that bite was the same thing about a resume. Right? Once you get them to say, Oh, yeah, oh, yeah, look at this guy, or girl. Yeah, I want to read more. I want to learn more. It may be boring after that, because you’re just learning stuff that you knew you were gonna get when you look at it. But at that point, it’s just validated what you already saw.

Tim Kubiak 34:27
Nice. So everything’s changed in business, certainly in the last year, right? 10 months, but how have jobseekers themselves change since you entered the industry?

Michael Glinter 34:40
Oh, God. So I, I would have tried to be politically correct, but it’s a generational thing. Right? So I actually somebody emailed me about two days ago and yelled at me because I’ve been doing a lot of baby boomers versus little any old podcasts lately? And they’re like, Well, what about Gen X? No one talks about Gen X. And it’s like, we’re the forgotten generation. I’m part of the Gen X generation. So I can say that we’re the Forgotten generation. And there’s a reason why I’ll get to that in a second. But I think the problem, I think the changes in our workforce is good and bad, right? You know, over the last 10 years, we’ve seen a dramatic increase in automation, we’ve seen a dramatic increase on, you know, these, this crazy technology that allows us to do things that we’ve never done before, you know, before, if we wanted to go research a company, we’d have to go to the library, and get a book and read about the company. Now we pick up our phone and just Google it. Right? It’s it takes five seconds. Nobody realizes back in the day, 20 years ago, I’m sure you’ll you’ll remember, we have filing cabinets and, and you know, rotary dial phones, we didn’t have computers at 1.1 point, we had to pick up the phone and call people to find out information. Now it’s at our fingertips. I think the problem, though is, is that technology has gotten us complacent. I think people now feel like that. There should be technology that makes everything easy. And those people are the ones that we’re going to struggle with because they want everything for nothing. And the people that we’re starting to Miss, are the people that know how to roll up their sleeves and actually get it done. It’s the it’s the people from the baby boomer generation, right? It’s the people that you know, aren’t afraid that once they realize what they need to do, and once the automation has done as much as they can, now I have to further the process. And I think that’s the biggest challenge with the newer generations is they don’t want to do that. They think that, you know, I should be able to jump, you know, three, three people on the line, because I’m smart. Well, no, you still gotta you still got to get your stripes, you got to get your badge of honor. Now Generation X is the reason why they’re the Forgotten generation is because as many people know, the baby boomer generation was the largest generation of our time. There’s not enough generation Xers to fill all the baby boomer roles of people retiring. So some of the millennials will get that job those jobs. And so the Now the challenge is, whereas it should be an easy transition Generation X Hayes over for baby boomers and we move on to the next generation next generation. It’s not like that right now, though, because there’s not enough generation extras to take on those roles. So now companies are having to think differently, they’re having to look at people and saying, okay, he may not be ready. But we don’t have a choice. We have to give him a chance and have to grow them into it because we don’t have any other options. Whereas before with the baby boomer generation, if John’s not doing the job he he’ll do a good job. You know, there’s plenty of them sound like that anymore. You know, it’s funny because we talk politics about why the unemployment rate so low and I hate I annoys me every time I hear about it, you know, this president made the unemployment rate so little this president did this to the unemployment rate, the unemployment rate