3GR - 2018 In Review

This year has been pretty remarkable - the inception of 3GR, getting certified in the System for Awards Management (SAM), creating our team, making partnerships, creating friendships, and eliminating the bullshit that sometimes runs rampant in the process of looking for a job.

Hell, we even have a bank account with money it (and a credit card)!

These are small achievements, but achievements none-the-less.  We have also experienced failure and setbacks, as any small (or large) business does.

We still get bummed when we do not mesh with a client or a candidate does not get placed.  However, instead of dwelling, we push forward. Our awesome 3GR team is sole proprietor behind that.

One of the toughest parts we deal with is not being able to place a candidate we have built a great relationship with. Perhaps they did not want to move from Texas to Boston? Maybe the client wanted someone with a special expertise?  It sucks, but we are here to help our candidates.

Where others may write them off, we place them in our database and frequently check in with them.  We let them know that as soon as something in an area that interests them, in any way shape or form, comes open they are the first people we contact.

We have graduated from  a master Excel spreadsheet to Google Hire - our own ATS!

We strive so hard to build relationships with our candidates and clients.  Sometimes that is reciprocated, sometimes that is not. Which is fine.

If we miss out on an opportunity with a client, we smile, shake their hand, and ask how we could have done better. We let them know in the future if their needs change they may contact us at anytime...granted the price will raise (I'm kidding).

Sometimes they follow up, sometimes they do not.  

However, the candidates that say 'thank you for just listening' and the clients who say 'I believe in your team. I like how you are changing the landscape' and especially the candidates who say ‘Thank you for having our back.’  Those moments are the ones that motivate us and remind us that we are different.

We do care.  

We are changing the landscape.

We are listening and adapting.

We are using new techniques and processes.

Most importantly we do strive to maintain our foundational principles of strength, integrity, and perseverance. We do enjoy headbutting life in the face when it will not let us cross the bridge.

Our team and organization kick ass and I could not be happier.

So yeah....2018 has pretty much been a fairy tale.

Heath




Hire People, Not Resumes

Why Choose People Over Resumes?

First off, I believe it is pretty self-explanatory:

Resumes do not fill seats, people do.

Resumes do not build strong foundations, people do.

Resumes do not offer to work over to help you finish a project, people do.

That is why we at 3 Goat focus on people, not resumes.  Anyone can fill out a Word document and make it look and sound good.  Some people can even attest that what they wrote on their resume they can actually perform in real life. Hell, some people may even get real creative and use InDesign and make a fancy resume! However, it’s all fluff and no filler.

What most people cannot do is to fake their personality in a resume. From the interviews I have conducted it is pretty apparent when someone is faking it. 

High GPAs and awards are nice to see, but for what we believe in there are no awards. 

We believe in staying late to help your coworkers finish their project.

We believe in leaving early to pick your coworker on the way to work because their car is broken.

We believe in not mocking the new person, but teaching them.

You know, all the stuff you can’t find on a resume.

In our field, the technology field, a lot of resumes contain many references to certifications, buzzwords, and acronyms. 

I get it, my resume includes a lot of those same items (and trust me, those certs are no joke).  However, when companies are hiring people they tend to only focus on those items. They tend to never glance at the person behind the resume only what they have placed on the paper.

Many people tend to oversell themselves on their resumes, however at the same time many people tend to undersell themselves (I’ll let you pick which one I prefer to work with).  From the many interviews I have been part of, the really good ones, I tend to never even look at the resume much more than a glance.  We are focusing on hiring the person sitting right in front of us, not the piece of paper. 

We have learned what people would do with a billion dollars (save white rhinos), what their dream job is (software developer at NASA), what caused them to leave their last job (doing the right thing when no one else would), and ultimately not what they have done in the past, but what they want to do in their future.

Those are the people we want to work with – the people that dig into their future, not their past.

Primo Victoria

As you may have noticed, there has been little activity coming from our side during the month of September.  We were not being lazy and 3 Goat did not go anywhere, I just decided to pool all of our power (including all reserves) into what I thought was going to be a professional opportunity that would not only benefit me in my current career but also all of us here at 3GR. I believed that if I pooled these resources from 3GR now on this task, it would be a much bigger benefit in the future.

I gambled and I was wrong.

To say I was blindsided would be an understatement. I was rocked like a Tyson blow-to-dome with a hand of broken nails.

I spent the last few days (week) wallowing in my own pity and unfortunately, those who are close to me also had to deal with it.  I was laser-focused on this goal and I saw it! I could feel it! Then, like a Thanos finger snap...it was gone.

I could blame many people.

I have.

I could blame many things (bureaucracy).

I have...still do, but I am working on getting over that.

However, what does blame get me?

Not a fucking thing.

I am still in the same spot I was a week ago. However, things on this side are back on the move.

One thing I cannot stress enough is the conversations I have with those close to me.  The ones who know when something is wrong or off.  The ones who are not afraid to sit me down and ask, "Heath, what the hell is going on?"

If you do not have these people in your life, find them.  Without friends like this, I would not be where I am today. 

Literally and figuratively. 

While on a run yesterday it finally hit me that I could continue to wallow in self-pity and be pissed or I could stop being a hypocrite and deal with these problems head-on.

Many thoughts traveled through my mind:

Do I stay pissed and use it as motivation?

Do I be confrontational?

Do I kill with kindness?

What could I have done differently? Would it have mattered?

I hope to use a smattering of all the questions from above.  

I hope to use my anger to motivate - be professional, not confrontational.

Utilize not weakness, but kindness to accomplish my professional goals and the goals of 3GR.  

Because, if not, 3GR loses it's one, major, self-identifying trait:

The uniqueness that separates us from everyone else in this game.

What do we do now? 

We grab the obstacles in the future by the metaphorical lapels and headbutt them right square in the face.

This organization has many obstacles in it's future, as do our candidates and our clients.  We have many options to look at building this entity and many directions that we want to go.

At this moment our immediate goal of 3GR:

Foremost victory.

Teleworking Is A Privilege, Not A Right...But Is It?

"Teleworking Is A Privilege, Not A Right!"

I vehemently disagree with this statement.

*Disclaimer - My current job does not allow me to telework nor have I ever had a job where I was allowed to work remotely. I am speaking merely from a personal point-of-view. Although, I have had friends/family mention all these phrases to me or have viewed them at one point in time. Lastly (and most importantly), this is not a dig at any company in particular.*

I know many people that telework, remote work, work from home, etc. I will use these terms interchangeably in this post.  Remote working is also something that interests me when it comes to how companies or organizations utilize their employees.

I have had this idea for a long time to write about remote working. Even though it does not affect me directly, I am very passionate about it.  What drives that passion are a few common phrases that I have heard/read over the last few years:

"We will only let you telework if we trust you."

"We pay you less because you can work remotely."

"Employees must assume good responsibility while working remotely (no, I don't know what 'assume good responsibility means)."

Finally the ringer: "Teleworking is a privilege, not a right."

I will tackle each of these issues directly. 

1.  "We will only let you telework if we trust you."

This one is pretty obvious to me.  As a company, you are willing to hire someone whom you do not trust? If you look at hiring individuals who you feel need to be to micromanaged either you're not a good leader or you are hiring the wrong people.  When an employee works for your company or organization you are trusting them with the reputation of your company. By stating " We will only let you telework if we trust you," sends a message of distrust to your employees.  Which back to the point, that if you cannot trust an employee, they should not be an employee of your company.

2.  "We pay you less because you can work remotely."

This one falls in line with another excuse that managers in the restaurant business say, but in reality, have very little weight behind the sentence, "We can't donate leftover food because we will be sued."

Well, not technically. The Huffington Post ran an article last year titled Restaurants Officially Have No Excuse Not Donate Leftover Food, which calls out the Bill Emerson Good Samaritan Food Donation Act passed in 1996 that "Protects restaurants from civil and criminal liability should a recipient get ill or hurt as a result of consumed donated food. Donors are only culpable in cases of gross negligence or intentional misconduct."

What does this have to do with remote working capabilities? Simple, it is all smoke and mirrors by companies that try to leverage paying less by giving 'privileges' without factual basis. Just like the restaurants not wanting to donate food because it requires effort and money, companies say phrases like, "We pay you less because you can work remotely," because that's what they have always said. If you are doing the same quality of work from your home desk or your office desk, why should it matter?

If companies want to use that phrase, then they should show hard numbers on how much the employee is saving by not having to pay for wear and tear on a vehicle, bus passes, train passes, etc.  An employee who only commutes 5 minutes versus an employee who commutes an hour would vary greatly in money paid each year for the above-said expenses.

3.  "Employees must assume good responsibility while working remotely." 

A couple action items appear right out to me in this statement - 1) why is the company hiring and/or maintaining irresponsible employees?  2) They assume that working while away from the office their employee will be irresponsible and they can mitigate this by keeping them in the office.

As a company, if you cannot trust your employee to be responsible for their duties at a remote site, how can you trust them to be responsible every day? Is a manager going to be working over their shoulder and checking in on them every few minutes to make sure they are not browsing on social media or performing personal duties on the clock (if they're salaried, who cares? As long as work is being completed and/or the product being delivered) I feel this dictates that employees are only being responsible because they have to be.  

I know for our company we want to have employees who are responsible because they want to be.

4.  "Teleworking is a privilege, not a right." 

There are many things that I believe are privileges and not rights - Obtaining and holding a driver's license, choosing to binge watch Breaking Bad, whether or not to eat Taco Bell at 3:00 am...

You know, important things. 

However, I believe that teleworking is neither a privilege nor a right.

It's either part of the job or it is not.  If a company does not have a teleworking policy, but they make exceptions for certain situations, that is fine too.  As with everything, a company should be flexible.  They should not hold actions like teleworking over the heads of their employees like kindergarten teachers to their students about going outside or staying in for recess if they talk during class (read=punishment vs reward). 

If a person hires on at a company and the company has a strict no remote working policy up-front, then that is that person's decision to work there. The company can't be blamed for being honest and sticking to their rules or if the job is not able to utilize remote working.

Remote working should carry the same responsibilities that go into working in the office every day.  Be productive, be available, let people know when you are away, and most of all be courteous. Make sure your coworkers and leaders know if you are going to be gone for a couple hours.  Don't schedule your dentist appointment at the same time you have weekly meetings with customers or your team. If a company policy lets you work remotely bust your ass just as hard (if not harder) than you would in the office.

When hiring great people and maintaining great employees companies do not need to use threats or privileges to maintain order.  They hire good people because of the one, absolute, major, important word that is the foundation of all relationships both personal and working:

Trust.

- Heath

3 Goat Is A Non-Profit, Too?

The whole idea and inspiration behind 3 Goat is one thing - Helping great people find great careers.

I know what it is like to leave a career, one where people usually stray for their working life and venture into something new.  You receive praise from some, hell from others, but mostly just head nods and saying 'that's cool. Good luck.'

From my research and speaking with various people around the country, there are absolutely zero groups, organizations, or departments working with their first responders on how to transition out of being a first responder, albeit EMS, firefighter, or law enforcement, into any career!

I am not a military veteran, but speaking with many military veteran friends, they state that there are a few organizations that help with career transitions (if you are one of these organizations, good for you! Reach out and contact me) but for the most part, they feel like they are, 'being rushed through a pen and forced to check boxes and sign papers saying they are ready for the world outside of the military when they really are not.'  

Both veterans and first responders have one thing in common - they train to deal with scenarios that no one else wants to or can handle.  They both work long hours with little pay (find me a first responder not working all the overtime they can or a second or third job) and when they either choose to retire or are forcibly pushed out of the workforce, they have very little places to turn.  

Some may be lucky and be able to use their skills learned in their profession to jump into civilian life.  Some may have contacts at a company who can help them land a great job.  Some may have been fortunate enough to leave and truly retire.  

However, that is not the case for all...

I will speak mostly from the law enforcement point-of-view, as that is what I know best.  Please reach out to me with any corrections or updates on any other military or first responder roles.  

According to the Indiana.gov Public Employee Retirement Fund (PERF) website, there are three ways you qualify for full (unreduced) retirement benefits under PERF if you are:  

  • 65 and have 10 or more years of creditable service under PERF and/or TRF,
  • 60 and have 15 or more years of creditable service under PERF and/or TRF,
  • 55, but under 60, and your age at retirement plus your total creditable years of service under PERF and/or TRF equals 85 or more (Rule of 85).

Sounds good, right? For the lifer first responder, it is.  You plan on working in the same career for your entire life and when eligible you retire and go golfing every day. If that is what you want to do, then go for it! You are doing well.

What if you do not plan on working until you're 55-65?  I received a call about a year ago from one of my best friends, a police officer, stating that he will reach his 20 years of service in about 4 years. He would be 44 and did not want to be a police officer much longer than that. He told me that all he knew was to be a 'cop' and nothing else and was truly scared of what would happen when he finally put his 20 years in.

Which, all of that is a lie, he has plenty of skills. Leadership, decision making, training, and he is pretty tech savvy, as well.  But, there were no resources for him - *he had not written a resume since college, he was not familiar with the new technology field, and the only interview experience he has is when he was testifying as a police officer in court.*

It was very disheartening to hear him speak like this. Here was one of my best friends, who I would follow to Hell and back, who had trained me, who had mentored me, who had honorably put in his service and had nowhere to turn.  His boys will be in college and his only options are to continue working as an officer or work security somewhere.

I told him I will look into the DoD, our surrounding contractors, and industry and try to get him some options. 

Time goes by and we continuously speak, and I suggest some certifications, some free training, etc., to look into.  At this same time, roughly early January 2018, I begin speaking to a close friend, mentor, and business partner about an idea for career transition for first responders and veterans, citing the story of my friend I mentioned a few paragraphs above.  

After venting and brainstorming together we realized a few things…

There are a ton of openings in the cyber security/information technology world right now.  With the advent of IoT and buzzwords like 'hacking' and 'cyber threats', every company is starting to utilize cyber security divisions in their threat against cyber-attacks. We cannot fill these positions fast enough!

We started asking ourselves a few questions, a few of which were:

Can we obtain a pool of people who, with some training, could fill these cyber security roles? 

Check.

Do we currently have millions of cyber security jobs not being filled? 

Check.

Are we doing something to help out communities, first responders, and veterans?

Check

The idea began to come together...

We pitched the idea back and forth and we began pitching the idea to people who we thought would at least listen. Surprisingly, the most common question was "there aren't services out there like this already?"  We even had people fact check us and do their own independent research and they even came up with zero results.

Crazy, right?

I contacted multiple people in all facets of first responder roles and veterans and pitched them this idea of 3 Goat’s non-profit organization:

A group that would focus on recruiting, training, certifying, and ultimately placing forced/early retired first responders and veterans into a job market that needed jobs filled. We could work on specifically tailored resume writing, interviewing, and how to utilize their previous skills transition into this new field.

We could work with companies who needed these jobs filled, obtain their support, and help front some of the cost for investigations, training, and other administrative duties. We could hand deliver excellent candidates who were trained not only technically but had years of life experience to accompany them.

We would work on expanding and having delegates in different areas of the United States to represent each branch of the military and each aspect of first responders.  Our delegates could empathize with their respective branches. They would know EXACTLY how each candidate was feeling both their highs and their lows.

The kicker - we would only do this if it were zero cost to any of our applicants.

We also wanted to be selective with our candidates. We only wanted individuals who were actively looking for a second career and willing to put in the work.  We were going to be about quality, not quantity. First responders and vets who had the will and drive to continue educating themselves, put in the time and effort, and work for change.

As this began to unfold, we began to notice a grimmer outlook that was facing many veterans and first responders...living life after you no longer wear a helmet or wear a badge (more on that in upcoming posts). 3 Goat’s mission is to help these individuals face this new life head-on with the tools they need to truly be successful.

If you want to learn more about 3 Goat’s Non-Profit organization, how you can help, or if you are a veteran or first responder who is looking to enter or transition careers please reach out to us at heath@3goatrecruiting.com or find us Facebook, LinkedIn, or Twitter and talk to us today.

*his words, not mine*

The Charge of the Light Brigade and Leadership

"Cannon to right of them,  
Cannon to left of them,  
Cannon in front of them    
  Volley’d and thunder’d;  
Storm’d at with shot and shell,  
Boldly they rode and well,  
Into the jaws of Death,  
Into the mouth of Hell    
  Rode the six hundred."  

"The Charge of the Light Brigade" is a poem written by Sir Alfred Tennyson regarding the charge by British light cavalry against Russian forces on October 25, 1854, in the Battle of Balaclava in the Crimean War. 

Tennyson wrote the poem on December 2, 1854, almost six weeks after the charge. 

It is one of my favorite poems not only because it inspired the song "The Trooper" by Iron Maiden, but also the message the poem conveys about leadership (or lack thereof)  on that fateful day.

Roughly 600 (666, if you follow Iron Maiden lore) made up the British light cavalry unit. The unit was misinformed or misunderstood (there is still some debate) the order to charge a mile-and-a-quarter through heavily armed and entrenched Russian forces. Out of the light cavalry unit, 110  were killed, 160 wounded, and a total loss of 375 horses was accounted for. According to most reports, this folly occurred due to bickering, jealousy, and lack of proper communication among the light cavalry command staff.

I will never compare the horrors of battle to the corporate workplace, but this blog post is not about that.  It's about what happens when leadership focuses more on personal arguments and lack of communication than the people they are in charge of.

During my time as a police officer I had the amazing opportunity to work with leaders who taught me (and saved me from) various shortcomings that were potentially dangerous, both physically and career-wise. Not all of these leaders were 'grizzled veterans' of the street and some even had less time on than I did.  

However, as with any profession, I also worked with people in leadership roles who thought they were leaders simply because they wore gold on their uniforms and had somehow played the game for enough years to be promoted.  

This group of people (ones who thought they were leaders) were not good examples of law enforcement officers. They wore sloppy uniforms, did not know department policy, blamed others and subordinates when others failed, and were lazy (which almost led to deathly situations a few times). They try to rule through fear and arrogance because they do not truly know how to communicate or lead properly. They bickered and fought and gossiped about everyone and everything losing sight of their true goals and profession.

But, that is not what we are here to focus on. Negative thinking places us no higher than the people we strive to differ from.

...It took me many years, many beers, and many conversations to bring up the courage to (truthfully) type that previous statement.

True leaders, most of the ones I worked with, train others through experience and find ways to teach what a young officer should know – how to truly help the public and know the laws in which they enforce.  They teach diffusion tactics that they themselves have learned through experience. They teach how to be in the words of Dalton from Road House,“Be nice until it's no longer time to be nice.”

Most of all, they do not lead their team to the proverbial slaughter that ultimately waited for British the light cavalry.

However, not all good (and bad) leaders are in first responder and military roles.  I have been fortunate to work with, and under, many great leaders in the corporate world who display all the best traits of not only a good leader, but a great person. 

These leaders teach through example, maintain proper lines of communication, and actually listen to their team. They push individuals to not only be better employees but better people. They work with hiring the best people for the job and the ones who earn it, not just promoting and hiring because of tenure or what someone has typed on their resume.  

They follow-up and check-in with their employees. They offer advice and help.  They work harder to make their team better.  Most of all they lead from the front and give praise to their team when earned and blame on themselves if something bad occurs. They foster leadership qualities and root out negative team members, not allowing gossip or contempt to fester.

In your office, beat, or company, start to identify who truly cares about the team, the mission, and how to best perform the objective.  

Leaders in managerial positions:  Truly view your potential hires and what they will (or will not) bring to your team. Are they going to be leaders in 5 years or blaming you and other management as the reason they cannot finish an objective? This is extremely important as these people you hire will most likely be in the corporate world way after you have retired 

Just like a hiking trail, you want to leave it cleaner than it was before you were there.

Employees: What I challenge you most to do is not to look up the ladder for these leaders, but all around you. Maybe you have not noticed that they always offer to give rides to people who need them or are willing to stay late, not to make a deadline, but to help other employees who may be struggling. They are the ones who tell you the hard truths that you do not want to hear and push you to work and train harder.  

Unlike what Lord Tennyson stated about the light cavalry:

"Theirs not to make reply,

Theirs not to reason why," 

You have the ability to do both of those actions. If you think an action is not correct or there are better ways, seek out the leaders who will listen.  Find them, work with them, and listen to what they teach. Most of all encourage them. Let them know that the way they lead is working for you (or if it's not).

Work hard, kick ass, find leaders who teach and teams who learn.

-Heath

https://www.history.com/news/the-charge-of-the-light-brigade-160-years-ago

 https://www.poets.org/poetsorg/poem/charge-light-brigade

What the 3 Little Pigs Can Teach Us About Buzzwords

When I was going through that horrible torturous process known as 'job searching' and applying to various positions I remember so many people telling me that I needed to include 'buzzwords' on my resume.  

I asked why and the response was always 'well, so the application algorithm that scans resumes picks those up and pushes you further along in the interview process.' 

W.T.F.

I love technology, I work in technology, but I do not believe it should be solely used to hire candidates for a company.

Look, I get it. A company has a ton of resumes to go through if it is a large company, but for smaller to medium, I just do not agree. You have to build your company with great people, not buzzwords. I have a hard time even typing that word because I feel that it just makes me lazier and I could be writing better words like...

Beer. 

Batman. 

John Wick 3.

Anyways, since we like classics here at 3 Goat I thought I would use an analogy of how buzzwords fit in with 'The Three Little Pigs.'

No worries, this should be fun.

We all know the story of the 'Three Little Pigs.' 

So, how do buzzwords fit into this story? They're useless just like the materials the first two pig brothers use to build their houses.

Let's say that the first pig uses the buzzword 'go-getter' to build his metaphorical house. The pig doesn't know that 'go-getter' is weak material.  The pig was taught that by peers that this is how the pig builds a house.  

Well, that's nice. Because how useful is 'go-getter' when you are hiring someone who may be the foundation of a new department in your company? 

About as useful as building a house made of straw. 

You know what that does for that company? 

Nothing.  

Good companies do not care that you say you are a  'go-getter' they want to see you are a 'go-getter.' You need to show the achievements you have made in your community, your previous job, high school, or college.  They want to see you  'go-get' new leads, clients, and certifications, not just two words typed on paper.

Do I blame the applicant for this? Absolutely not. I blame lazy and inefficient company hiring policies.  They created this monster.

..speaking of monsters, we will call lazy company hiring policies our 'wolf' in this story.

So, what does the metaphorical 'lazy company hiring policy wolf' to do the house built with the metaphorical buzzword of 'go-getter straw?'  

He destroys it. Shattering the pig's hopes and dreams. The pig is forced to run away and will someday have to rebuild.

Now we move to the second pig brother. This sibling has been taught to use 'team player' as the buzzword for metaphorical sticks to build his home. He has been taught to include this in his resume even though the thought crosses his mind of 'But, I am team player? My actions show it, I work in the community, and a good team is vital to any company culture I enjoy. Maybe the new company will just ask me. I would love to explain.' 

Nope. The other pigs at work say that he has to use it or his resume will be scanned and he won't even get an interview to explain how he is a team player. 

So, he builds the metaphorical house of sticks with metaphorical buzzwords like 'team player' and guess what?

The 'wolf' now along with being created by lazy hiring policies is now combined with a hiring team not having the time to interview all individuals, only 'key' resumes..aka buzzwords.

But, the second pig does have buzzwords in his resume! Right?!

Of course he does...along with every other applicant who has applied and the interview team just doesn't' have the time to interview everyone, only the ones that the algorithm says will be a good fit.

So, down goes the stick house and the two brothers run to the third brother's house.

The third brother has been fortunate enough to be recruited by a company who values their employees, both existing and new.  This company, made of metaphorical 'bricks', is always on the lookout for referrals, they focus on individuals at job fairs and listen to their backgrounds and accomplishments, they bring interviewees in who have nothing on their resume that would traditionally get them an interview, but they're good people with the willingness to learn.  They break the mold and hire great people and keep those great people by treating them right.

This 'brick' company actively seeks out amazing people.

Is the third pig lucky? Probably a little bit.  But this pig has focused on standing out in his current company, he works in the community with non-profits, he goes to networking events, not just for free beer and food, but truly focus on finding that 'brick' company.  He knows what he wants and will not settle for less.

What does the 'brick' company do with buzzwords? 

They create one helluva fire in the fireplace with those buzzwords. Who knew that 'go-getter' and 'team-player' were so combustible?

And when that 'wolf' now writhing with lazy, inefficient hiring policies and an algorithm used scan 'key' individuals comes to destroy the house made  of efficient, honest, and genuine 'bricks?'

Not a damn thing.

This house cannot be destroyed because it has a solid foundation of people, efficiency, and foresight.  These 'bricks' are people that do not think interviews are a waste of time or focus on what an algorithm says about buzzwords.  These 'bricks' care about the house and what it stands for.

Back to the wolf - this wolf sees that it cannot bring down this brick house. It's too solid. If the wolf walks away it has failed.  If it tried to knock on the door and just ask to be let in to learn from the pigs instead of eating them...that would just not make sense. It's bigger than the pigs, it shouldn't need to ask them for help.

The wolf isn't dumb.  It sees that other pigs are building houses out of 'bricks' and realizes the times are changing.  The wolf thinks that it doesn't have to destroy the house, it will just go through the chimney.  It cheats. We can akin this to companies changing their appearances and 'looking like' they are utilizing efficient hiring techniques like ACTUALLY talking to or actively seeking out great candidates.

(Side note: Laszlo Bock writes about this in his book Work Rules)

The wolf quickly realizes that when it climbs in the chimney the third pig and his company had been stoking a fire so hot with terrible buzzwords it resembles a thruster on the back of a rocket during liftoff. The wolf can't make it in.

Does the wolf still get some pigs for dinner? Absolutely.  But the pigs who realize that buzzwords do not make the best foundations go to careers they enjoy, around other pigs they enjoy, and go on to hire other great pigs. They create foundations so strong the wolf doesnt even get a chance to steal any good pigs.

Hiring great people isn't easy. It takes time and effort and creative thinking.  Companies need to realize this.  They need to create cultures that attract great people and they do that by setting that example from the very first contact with a potential hire.  Companies need to fill their pipelines with prospective hires and keep in touch with them throughout the hiring process.  If a company doesn't have an open position for a great hire, send them to another good company.  Not only will that employee remember that, but you have now helped out a fellow company by assisting them in creating a solid foundation.

Remember, great people build companies, not buzzwords.

-Heath

Why 3 Goat?

I have always enjoyed fairy tales.

I enjoy the classics as I believe the morals and lessons can carry on through generations...Plus. as a child, I always enjoyed the natural horror that usually accompanied them.

"Don't pick sour grapes."

"Don't be greedy."

"Don't trust any old ladies that live in the woods in houses made of candy..."

Anyways, we will revisit fairy tales in a few paragraphs.

When I first began the thought process of creating a company, thinking of a name gave me somewhat of a bit of anxiety.  I knew from the beginning that our company would not be like anyone else in the market...that was the easy part.  However, finding the perfect name would prove to be even tougher.

A few months ago, I was walking through a convention with my partner at 3 Goat, Greg Sapp, and we were looking around at the vendors and realized that everyone and everything just blended together.

"....solutions"

"...technologies"

"insert Greek deity" (which sucks, because Greek deities have the best names)

These were all excellent names with all excellent logos, however, we felt that none of the traditional displays really stood out and everything just kind of...blended. This is fine, but our company personality survived on the idea of being different than the rest.

As mentioned in the opening paragraphs, we reverted to the classics...and when I saw the story of the Three Billy Goat's Gruff, I pretty much knew that was it.  We were not sure how to spin it, but we knew that was it.

Personally, I love this story.  I am not going to repeat here, as you should know it or you can easily look it up.

However, I will post a link to it!   

We felt the goats would be a good representation of what our company stood for.  They used their intelligence and determination to defeat the troll under the bridge...which in my mind represents the obstacles that so many of us in the job searching process face - greed, ugliness, and just a general pain in the ass on the way to your path to success. 

After a little refining,  spitballing, and opinions,  "3 Goat Recruiting" was created. Our hope is that not only we do stand out, but we leave a lasting impression on not just our candidates and clients, but anyone we come in contact with.  

Plus, I knew my friend Bruce over at Gnashed Teeth would be able to illustrate us a gnarly logo and to which he 100% succeeded in doing so.

Thanks, Bruce. 

That's the story, our 'fairy tale,' if you will.  We have received many compliments on the name and it seems to be working because 'What does 3 Goat Recruiting mean?' is usually the first question we get asked, which in turn, sparks great conversation.

Next time I will answer our second biggest talking point...our slogan 'we do more than put asses in seats.'

-Heath

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