Why Traditional Performance Reviews Fail (And What to Do Instead)
Many HR teams struggle to move beyond transactional order-taking. Ty Beasley, Chief Talent Officer at RSM US LLP, shares how grounding HR in financial realities transformed his team into trusted strategic advisors.
Through the Drive Peak Performance framework, RSM redesigned performance advisor training and held partners directly accountable for the talent experience. This strategy replaces rigid office mandates with physical agility to support individual employee growth.
This episode provides a concise roadmap for connecting talent strategy directly to business growth. It shows leaders how to build a stronger HR function that drives measurable business outcomes.
🎓 In this episode, Ty discusses:
How leading without a title empowers junior staff to take early initiative.
The finance immersion that taught HR to analyze financial statements.
Why Drive Peak Performance serves as the firm's talent North Star.
How redesigning performance advisor roles improved coaching quality.
Why partners are directly rated on the talent experience.
What if AI agents were not just another way to create more learning content?
What if the talent you need is already inside your organisation, but hidden in skills no one has mapped yet?
That is what 365Talents helps HR teams solve with AI-driven skills intelligence.
It helps organisations see the real skills their people already have, spot gaps, and turn that insight into workforce planning, internal mobility, and better career paths.
That is why 365Talents created the 2026 HR Skills Strategy Toolkit.
14 ready-to-use templates to help HR leaders build the business case, calculate ROI, evaluate vendors, define governance, and roll out a skills strategy that actually moves.
1
00:00:00.280 --> 00:00:03.260
If you got somebody straight out of college, and I'm telling them, "You are a
2
00:00:03.320 --> 00:00:07.300
leader, and we're going to bring out the leadership acumen in you so you can step
3
00:00:07.360 --> 00:00:09.520
into it." Okay, well, what does that really mean?
4
00:00:09.780 --> 00:00:13.720
Well, here's a leadership trait of junior
5
00:00:13.760 --> 00:00:14.380
professionals.
6
00:00:15.400 --> 00:00:17.840
Initiative. People don't think about that.
7
00:00:17.860 --> 00:00:17.870
Yeah.
8
00:00:17.880 --> 00:00:21.820
People don't think that the people who take initiative to do things, they
9
00:00:21.840 --> 00:00:23.940
don't just sit back and wait for somebody to tell me what to do.
10
00:00:24.280 --> 00:00:27.320
They take the initiative, and sometimes initiative is simply being curious.
11
00:00:27.980 --> 00:00:31.700
I'm going to take the initiative to be curious because I want to know X.
12
00:00:32.119 --> 00:00:35.940
I want to ask Chris why we do this versus why we do that.
13
00:00:35.980 --> 00:00:39.140
That's a leadership trait, but no one teaches that.
14
00:00:39.440 --> 00:00:41.760
It takes leadership to be curious.
15
00:00:41.860 --> 00:00:44.300
It takes leadership to ask the dumb question.
16
00:00:44.540 --> 00:00:44.660
Mm.
17
00:00:44.720 --> 00:00:46.160
That's leadership.
18
00:01:02.280 --> 00:01:03.880
Ty, welcome to the show, my friend. How you doing?
19
00:01:04.100 --> 00:01:07.660
Hey. I am absolutely stupendously wonderful to be here.
20
00:01:07.720 --> 00:01:08.400
How are you, Chris?
21
00:01:08.720 --> 00:01:12.340
Yeah. I want to know what it takes to be stupendously
22
00:01:12.380 --> 00:01:15.060
wonderful. Now, I've never heard those two together. What was that word?
23
00:01:15.070 --> 00:01:17.900
Well, hey, the first thing is you wake up.
24
00:01:18.220 --> 00:01:20.060
Well, once you do that, that's 99%.
25
00:01:20.220 --> 00:01:21.650
It's true. We wake up every-
26
00:01:21.990 --> 00:01:22.420
99% of it
27
00:01:22.430 --> 00:01:25.240
... attitude of gratitude. We wake up every day.
28
00:01:25.280 --> 00:01:26.760
We've got to be grateful for the small things.
29
00:01:26.860 --> 00:01:30.750
That's right. Everything else you can deal with because you're up now.
30
00:01:30.780 --> 00:01:33.240
Look at you, you got all fancy on me from yesterday.
31
00:01:33.250 --> 00:01:33.320
You-
32
00:01:33.440 --> 00:01:36.110
Yeah, I did. We talked yesterday- ...
33
00:01:36.200 --> 00:01:38.390
and I had a plain background and all of that.
34
00:01:38.420 --> 00:01:42.120
And I told you, I said, "Hey, I got a place where I think we can have a
35
00:01:42.180 --> 00:01:44.720
conversation, a better spot." But Chris, it's interesting.
36
00:01:44.900 --> 00:01:48.860
So behind me it's a statement. It actually says, "Lead from where you are."
37
00:01:49.120 --> 00:01:49.400
Mm.
38
00:01:49.560 --> 00:01:53.460
And, that's a leadership development program
39
00:01:53.600 --> 00:01:56.840
I actually put together for the firm years ago, and it's still in
40
00:01:56.880 --> 00:02:00.380
play. And the concept is, it's a simple concept.
41
00:02:00.420 --> 00:02:01.810
Lead from where you are. It simply says,
42
00:02:02.900 --> 00:02:06.660
you don't need a title. You don't need the position of
43
00:02:06.700 --> 00:02:10.680
authority to be a leader. Everyone in our firm is a leader.
44
00:02:10.741 --> 00:02:14.700
Everyone has leadership acumen and qualities that we as a firm
45
00:02:14.760 --> 00:02:17.640
want to bring out in you. So don't wait for a title.
46
00:02:17.680 --> 00:02:21.560
There's a want to and a have to as it relates to leadership,
47
00:02:22.200 --> 00:02:25.780
and people follow leaders because they want to.
48
00:02:26.380 --> 00:02:26.480
Yeah.
49
00:02:26.489 --> 00:02:29.640
If they follow you because they have to, that's a whole different thing.
50
00:02:29.760 --> 00:02:32.280
It speaks to your leadership acumen if they have to.
51
00:02:32.740 --> 00:02:34.640
People want to follow leaders because they want to.
52
00:02:34.700 --> 00:02:38.020
And so this whole concept about leadership from where you are, we even tell our
53
00:02:38.100 --> 00:02:41.940
interns, "Hey, you come into RSM, you're a leader, and we're going to help you
54
00:02:41.980 --> 00:02:45.320
bring out those leadership acumens." Now, of course there's scale to leadership.
55
00:02:45.680 --> 00:02:48.900
You're a seasoned professional for 25 years, there's a
56
00:02:49.520 --> 00:02:52.910
scale to your leadership versus you're straight out of college,
57
00:02:53.520 --> 00:02:56.070
and you're just starting. There's a scale to your leadership.
58
00:02:56.380 --> 00:03:00.320
But the key here is there is leadership acumen in you, and for
59
00:03:00.360 --> 00:03:04.240
whatever scale you're at in your career, our job is to bring that out in you.
60
00:03:04.540 --> 00:03:07.760
Yeah. I love that, and I love the fact that you're having that conversation early
61
00:03:07.860 --> 00:03:09.200
on because it creates-
62
00:03:09.680 --> 00:03:09.690
Mm-hmm
63
00:03:09.690 --> 00:03:13.640
... a different mindset. Right? For me, when I joined a company very young at 17,
64
00:03:13.760 --> 00:03:16.620
I would love to have had that conversation early on and had that...
65
00:03:16.860 --> 00:03:18.850
Because it would've been very aspirational, and very-
66
00:03:19.100 --> 00:03:19.109
Mm
67
00:03:19.300 --> 00:03:23.180
... okay, I don't have to wait until I rise up the ranks to be a
68
00:03:23.220 --> 00:03:24.280
leader.
69
00:03:24.290 --> 00:03:24.740
That's right.
70
00:03:24.800 --> 00:03:28.450
And I think I told you a story. There was a part in my career where I just started
71
00:03:28.450 --> 00:03:30.120
doing that anyway. I was training people-
72
00:03:30.500 --> 00:03:30.750
Mm-hmm
73
00:03:30.750 --> 00:03:33.600
... beneath me, managing. I didn't have that leadership role, but I was like, "Let
74
00:03:33.640 --> 00:03:34.580
me just live it anyway."
75
00:03:35.000 --> 00:03:35.549
Yeah, that's right.
76
00:03:35.600 --> 00:03:36.720
Because I enjoy it, right?
77
00:03:37.420 --> 00:03:38.020
Mm-hmm.
78
00:03:38.040 --> 00:03:38.300
But look-
79
00:03:38.310 --> 00:03:39.900
And Chris, I'll tell you this, too.
80
00:03:39.940 --> 00:03:41.220
I'm a very practical guy, so I
81
00:03:42.240 --> 00:03:45.540
don't fall in love with the flowery corporate words and all that kind of stuff,
82
00:03:45.640 --> 00:03:49.540
right? So when people have concepts like this, the first thing I ask is, "Well, you
83
00:03:49.580 --> 00:03:51.590
got to tell me exactly what that means."
84
00:03:52.730 --> 00:03:52.730
Mm.
85
00:03:52.820 --> 00:03:56.520
Right? And so think about it. And so when I say, okay, well, if you got somebody
86
00:03:56.580 --> 00:04:00.440
straight out of college and I'm telling them, "You are a leader, and we're going to
87
00:04:00.460 --> 00:04:04.360
bring out the leadership acumen in you so you can step into it." Okay, well, what
88
00:04:04.380 --> 00:04:07.540
does that really mean? Well, here's a leadership trait
89
00:04:08.340 --> 00:04:09.980
of junior professionals.
90
00:04:11.020 --> 00:04:13.220
Initiative. People don't think about that.
91
00:04:13.470 --> 00:04:13.470
Yeah.
92
00:04:13.480 --> 00:04:17.440
People don't think that the people who take initiative to do things, they
93
00:04:17.459 --> 00:04:19.860
don't just sit back and wait for somebody to tell me what to do.
94
00:04:19.899 --> 00:04:22.909
They take the initiative, and sometimes initiative is simply being curious.
95
00:04:23.300 --> 00:04:27.240
I'm going to take the initiative to be curious because I want to know X.
96
00:04:27.660 --> 00:04:31.520
I want to ask Chris why we do this versus why we do that.
97
00:04:31.580 --> 00:04:34.920
That's a leadership trait, but no one teaches that.
98
00:04:35.000 --> 00:04:36.760
So here at RSM, that's what we teach.
99
00:04:36.820 --> 00:04:39.800
Listen, it takes leadership to be curious.
100
00:04:39.900 --> 00:04:42.340
It takes leadership to ask the dumb question.
101
00:04:42.580 --> 00:04:42.700
Mm.
102
00:04:42.760 --> 00:04:43.720
That's leadership.
103
00:04:44.420 --> 00:04:44.520
Yeah.
104
00:04:44.600 --> 00:04:47.800
Right? So that's all in this whole concept of lead from where you are.
105
00:04:48.020 --> 00:04:50.860
Yeah. But again, I love the fact that you name it, right?
106
00:04:51.610 --> 00:04:51.610
Mm-hmm.
107
00:04:51.740 --> 00:04:53.680
Because then people don't know. Right?
108
00:04:53.830 --> 00:04:54.219
That's right.
109
00:04:54.260 --> 00:04:55.920
And then what does initiative mean?
110
00:04:56.020 --> 00:04:58.940
Okay, let's talk about what that means, and you just gave some examples.
111
00:04:59.360 --> 00:05:02.000
I remember I learned a lesson the hard way
112
00:05:03.640 --> 00:05:07.580
in my career where I would go to my CEO, Maria.
113
00:05:07.610 --> 00:05:08.420
Hey, Maria, if you're listening.
114
00:05:09.220 --> 00:05:12.100
And I thought that I was doing a really good job by coming to her with
115
00:05:12.720 --> 00:05:15.120
different problems that I had found.
116
00:05:15.180 --> 00:05:15.370
Mm-hmm.
117
00:05:15.480 --> 00:05:17.940
So I would come in the office, "I found this, I found this," and I remember her
118
00:05:17.980 --> 00:05:20.280
telling me, and not in the most great...
119
00:05:20.340 --> 00:05:23.330
She was very annoyed, actually, and said, "Come to me with
120
00:05:23.360 --> 00:05:26.280
solutions, and not problems." Right?
121
00:05:26.320 --> 00:05:27.220
And she said-
122
00:05:27.230 --> 00:05:27.230
Okay
123
00:05:27.230 --> 00:05:30.020
... "Take initiative." And I was like, "I'm allowed to do that?"
124
00:05:30.640 --> 00:05:30.700
Wow.
125
00:05:30.740 --> 00:05:30.980
Because I
126
00:05:31.920 --> 00:05:35.380
wanted to, but I didn't think I had permission, if that makes sense.
127
00:05:35.820 --> 00:05:35.830
Mm-hmm.
128
00:05:35.830 --> 00:05:36.420
And I had the
129
00:05:37.340 --> 00:05:39.660
solution, but I didn't know that that was a good thing.
130
00:05:40.350 --> 00:05:40.870
Wow, Ty.
131
00:05:40.960 --> 00:05:44.760
So I was coming with all these problems thinking, "It's your job, Maria, to
132
00:05:44.800 --> 00:05:48.600
solve these." And she said, "Don't come back in my office unless you
133
00:05:48.720 --> 00:05:49.530
have a solution."
134
00:05:50.630 --> 00:05:53.790
"And take initiative." And I was like, I never ever
135
00:05:54.020 --> 00:05:57.540
came to her ever again without making sure I'd already had
136
00:05:58.560 --> 00:05:58.780
taken-
137
00:05:58.960 --> 00:05:58.969
Yeah
138
00:05:58.969 --> 00:06:00.270
... initiative.
139
00:06:00.780 --> 00:06:04.420
And it's interesting. It almost sounds like you've been part of that
140
00:06:04.460 --> 00:06:07.740
leadership development program that we have because we talk about that.
141
00:06:07.770 --> 00:06:10.360
And that could be a frightful thing for people-
142
00:06:10.380 --> 00:06:10.740
Yeah, scary
143
00:06:10.750 --> 00:06:11.599
... especially new in their career.
144
00:06:11.660 --> 00:06:11.690
Yeah.
145
00:06:11.720 --> 00:06:14.920
When you're saying, "Hey, I want you to come with solutions," they may not have
146
00:06:14.940 --> 00:06:15.360
solutions.
147
00:06:15.580 --> 00:06:15.720
Mm.
148
00:06:15.770 --> 00:06:19.490
Right? And so part of leadership in terms of leading from where you are is
149
00:06:19.900 --> 00:06:23.860
you may not have solutions, but come with a perspective. You have a perspective.
150
00:06:24.240 --> 00:06:27.170
You have thoughts. It may not be the solution-
151
00:06:27.300 --> 00:06:27.590
Yeah
152
00:06:27.600 --> 00:06:31.430
... but you're giving this person who has to make the decision some
153
00:06:31.460 --> 00:06:35.380
good information, some things that they could put in that gumbo pot
154
00:06:35.420 --> 00:06:38.640
of decisions for rights, for them to move forward.
155
00:06:38.720 --> 00:06:40.620
But that's all part of the program.
156
00:06:40.880 --> 00:06:43.480
And Chris, forgive me for referencing gumbo pot.
157
00:06:43.680 --> 00:06:47.510
I'm born and raised in New Orleans, so a lot of my references refer back to New
158
00:06:47.560 --> 00:06:47.920
Orleans.
159
00:06:48.200 --> 00:06:50.380
Yeah. I've just about understood what that was.
160
00:06:52.680 --> 00:06:56.260
I'm with you. Listen, before we go any further forward, I want to take a step back.
161
00:06:56.850 --> 00:06:56.850
Okay.
162
00:06:57.100 --> 00:07:00.320
Because I feel like you have such a very interesting journey and background
163
00:07:00.380 --> 00:07:03.800
personally to where we are today. So talk everyone quickly a bit about yourself
164
00:07:03.880 --> 00:07:07.700
personally, the background, and your unique journey to where you sit today.
165
00:07:08.120 --> 00:07:08.360
Yeah.
166
00:07:09.280 --> 00:07:12.700
You and I talked about this. I grew up in the firm, actually.
167
00:07:12.740 --> 00:07:15.060
I've been here quite some time, 28 years,
168
00:07:16.120 --> 00:07:19.970
and did not grow up in the talent organization, did
169
00:07:20.020 --> 00:07:23.480
not grow up in the discipline of human resources.
170
00:07:23.530 --> 00:07:27.320
I grew up in the business. So RSM is a professional services
171
00:07:27.540 --> 00:07:31.300
firm. We do audit, tax, consulting, and a
172
00:07:31.440 --> 00:07:34.700
whole slew of services as it relates to that.
173
00:07:34.740 --> 00:07:37.760
We focus on the modern middle market, which is
174
00:07:38.640 --> 00:07:42.210
companies we provide solutions for in terms of
175
00:07:42.580 --> 00:07:46.300
their size and scales, like 30 million in revenues, up to 10
176
00:07:46.340 --> 00:07:49.980
billion in revenues, right? And so I grew up in our consulting
177
00:07:50.080 --> 00:07:54.040
business providing risk consulting services, which again, it
178
00:07:54.080 --> 00:07:56.080
just entails a lot of different things, right?
179
00:07:56.140 --> 00:07:59.000
I've done that a long time. And then towards,
180
00:08:00.560 --> 00:08:04.420
let's say maybe six, seven years ago, maybe even eight years ago, I shifted more
181
00:08:04.440 --> 00:08:08.020
towards the talent side, development, specifically for
182
00:08:08.060 --> 00:08:11.460
consulting. I was truly making an impact in the
183
00:08:11.500 --> 00:08:15.440
consulting line of business. We got a new CEO, he saw and felt that
184
00:08:15.480 --> 00:08:18.580
impact, and so, hey, how about you just do this for the entirety of the
185
00:08:18.660 --> 00:08:22.560
organization? So I shifted from inside the business,
186
00:08:23.560 --> 00:08:26.950
serving clients externally, developing people internally,
187
00:08:27.540 --> 00:08:31.080
then moving to the talent function,
188
00:08:31.480 --> 00:08:35.380
stepping into the HR discipline. And what was interesting about that, Chris,
189
00:08:35.520 --> 00:08:38.841
is I went from being the client of talent professionals
190
00:08:39.441 --> 00:08:42.000
to being the leader of talent professionals.
191
00:08:42.341 --> 00:08:45.540
And this marriage has been so
192
00:08:45.660 --> 00:08:49.580
impactful and a joyous thing for me, to be
193
00:08:49.640 --> 00:08:53.220
honest with you, just because I've had that perspective on both
194
00:08:53.280 --> 00:08:56.880
sides and able to bring true talent
195
00:08:56.980 --> 00:09:00.660
development impact to our very talented HR
196
00:09:00.680 --> 00:09:01.840
professionals here at RSM.
197
00:09:01.980 --> 00:09:05.520
Yeah. How have you felt that that background and experience
198
00:09:05.900 --> 00:09:09.740
has shaped you as a leader, and in terms of your perspective and how
199
00:09:09.800 --> 00:09:11.560
you view the world?
200
00:09:12.360 --> 00:09:13.560
It's interesting because
201
00:09:14.640 --> 00:09:18.300
I didn't grow up in the discipline of HR,
202
00:09:19.640 --> 00:09:23.520
I realized that I had to come into this function with a
203
00:09:23.560 --> 00:09:27.340
compelling thing for the talent folks
204
00:09:27.380 --> 00:09:31.210
to follow me. As I mentioned to you before, there's a want to and a
205
00:09:31.280 --> 00:09:34.620
have to. Day one for me was a have to. Like, this is the chief talent officer.
206
00:09:34.680 --> 00:09:36.620
Okay, well, we got to follow this guy, right?
207
00:09:36.960 --> 00:09:40.010
But keep in mind, I've been here a long time, and so and I've had lots of
208
00:09:40.060 --> 00:09:43.940
leadership roles in the firm, and so my reputation preceded me
209
00:09:44.020 --> 00:09:47.820
as having leadership acumen. So in a lot of respects, I stepped
210
00:09:47.880 --> 00:09:51.710
into it with my talent professional in terms of want to, like this is a good
211
00:09:51.740 --> 00:09:54.180
leader. So that was the story on the street, like on me, right?
212
00:09:54.800 --> 00:09:58.740
But in terms of credibility with the business, it was there.
213
00:09:58.900 --> 00:10:02.840
Why? Because I grew up with them. When they're telling
214
00:10:02.880 --> 00:10:06.689
me their issues and their problems, and they want me to solve matters, and they
215
00:10:06.760 --> 00:10:10.560
understand, like, hey, the firm has a North Star, and Ty, we want a
216
00:10:10.620 --> 00:10:14.340
talent strategy aligned to that North Star that enables the success of the
217
00:10:14.400 --> 00:10:18.310
business. The credibility was there because they know I know them because I
218
00:10:18.340 --> 00:10:22.300
grew up with them for many years, and so it's been great
219
00:10:22.340 --> 00:10:26.140
so far. Chris, I've been in this role now going on four years.
220
00:10:26.180 --> 00:10:29.950
There's been lots of transformation in terms of bringing
221
00:10:29.980 --> 00:10:33.270
forth a talent experience for our people, number one, and two,
222
00:10:33.340 --> 00:10:36.720
truly enabling the success of the business to
223
00:10:36.760 --> 00:10:40.560
bring valuable, compelling solutions to
224
00:10:40.620 --> 00:10:44.310
our clients with people who are well adept and prepared to do
225
00:10:44.360 --> 00:10:48.280
so. So it's been great. But I got to tell you, my background growing
226
00:10:48.320 --> 00:10:49.720
up in the business
227
00:10:50.620 --> 00:10:52.600
is what propelled and strengthened me-
228
00:10:53.020 --> 00:10:53.080
Yeah
229
00:10:53.120 --> 00:10:55.899
... to execute on strategy effectively.
230
00:10:56.080 --> 00:10:56.240
Yeah.
231
00:10:57.080 --> 00:11:00.860
We have a random question, but I'm wondering your honest opinion on this.
232
00:11:01.160 --> 00:11:01.820
What was your
233
00:11:03.020 --> 00:11:06.920
view on talent and HR and perception
234
00:11:07.540 --> 00:11:10.220
coming in versus what you know now?
235
00:11:11.080 --> 00:11:12.830
Oh, great question. So I'll tell you this.
236
00:11:12.860 --> 00:11:16.680
So first of all, because I was being served as a client when I was on the business
237
00:11:16.700 --> 00:11:16.889
side,
238
00:11:18.000 --> 00:11:21.930
I knew the talent. Like the talent level here is off the
239
00:11:22.080 --> 00:11:25.960
charts. These are some strong, solid people
240
00:11:26.680 --> 00:11:28.940
that have grown up in the HR discipline.
241
00:11:29.020 --> 00:11:31.800
So I knew the talent was there and the strength was there.
242
00:11:33.090 --> 00:11:36.980
The one thing though that I picked up on very early on
243
00:11:37.100 --> 00:11:40.290
was there did need to be this shift, this
244
00:11:40.340 --> 00:11:43.940
transformation of being an HR professional to truly
245
00:11:43.980 --> 00:11:47.630
being an advisor, and having the right mindset that
246
00:11:47.680 --> 00:11:50.570
says this organization of
247
00:11:50.620 --> 00:11:54.440
18,000 people, over $5 billion in
248
00:11:54.460 --> 00:11:58.210
revenues, absolutely cannot be successful without
249
00:11:58.480 --> 00:12:01.900
me executing with excellence. That's a mindset shift.
250
00:12:01.940 --> 00:12:05.380
So a lot of people, I think anyway, a lot of people in the HR
251
00:12:05.420 --> 00:12:09.380
discipline, they are transaction oriented. Right?
252
00:12:09.480 --> 00:12:13.350
And corporate society has brought about that
253
00:12:13.440 --> 00:12:14.160
as being
254
00:12:15.520 --> 00:12:19.340
the value of what they bring. We have things that need to be
255
00:12:19.380 --> 00:12:23.300
done, it's related to talent and their experience, and we simply need
256
00:12:23.340 --> 00:12:26.588
you to do it. And I, no. There's a
257
00:12:27.248 --> 00:12:30.908
bigger, broader, more compelling value proposition
258
00:12:30.988 --> 00:12:34.428
from people with this unique skill called human
259
00:12:34.488 --> 00:12:38.228
resources. Because any business you think of, it's all about the
260
00:12:38.268 --> 00:12:41.438
people. You can't deliver services to clients without the people being
261
00:12:41.448 --> 00:12:42.328
well-prepared to do so.
262
00:12:42.348 --> 00:12:44.598
Especially in yours, right? Especially in your business.
263
00:12:44.628 --> 00:12:44.978
That's right. Absolutely.
264
00:12:45.008 --> 00:12:46.528
Your product is your people.
265
00:12:47.268 --> 00:12:50.498
That's right. Absolutely. So I knew right off the bat that this
266
00:12:51.308 --> 00:12:54.668
mindset transformation needed to occur, that we need to go from
267
00:12:54.678 --> 00:12:58.668
transactional to bringing value, through
268
00:12:58.768 --> 00:13:02.428
truly believing that this organization cannot be successful
269
00:13:02.488 --> 00:13:05.628
without us as talent professionals enabling their success.
270
00:13:05.848 --> 00:13:07.948
Yeah. It is a huge mindset shift from being,
271
00:13:08.788 --> 00:13:11.148
it sounds crude, but order takers-
272
00:13:11.588 --> 00:13:11.678
Mm-hmm
273
00:13:11.678 --> 00:13:13.428
... to strategic advisors, right?
274
00:13:13.468 --> 00:13:14.187
Right. Yeah.
275
00:13:14.248 --> 00:13:17.028
Because who's closer to the business than HR?
276
00:13:17.908 --> 00:13:18.308
That's right.
277
00:13:18.348 --> 00:13:21.348
And that's part of why I stayed in this so long when we first spoke.
278
00:13:21.928 --> 00:13:24.388
HR touches every single part of the organization.
279
00:13:24.468 --> 00:13:24.728
It has-
280
00:13:24.868 --> 00:13:24.878
Mm-hmm
281
00:13:24.878 --> 00:13:28.748
... probably the closest eye to the ground, the insights, the perspectives
282
00:13:29.328 --> 00:13:29.508
than-
283
00:13:29.588 --> 00:13:29.768
That's right
284
00:13:29.787 --> 00:13:30.708
... most of the business.
285
00:13:31.008 --> 00:13:33.268
That's right. And again, back to the practical, Chris.
286
00:13:33.628 --> 00:13:34.788
It
287
00:13:35.888 --> 00:13:39.708
could be as simple as, "I need this information
288
00:13:39.828 --> 00:13:43.178
on these people, and here's why." And
289
00:13:43.228 --> 00:13:46.568
typically, it's, "Okay, here you go." Well, no.
290
00:13:46.608 --> 00:13:47.778
That's not being an advisor.
291
00:13:48.148 --> 00:13:48.318
Yeah.
292
00:13:48.328 --> 00:13:50.168
It should be, "Okay, I know what you want."
293
00:13:50.248 --> 00:13:50.408
Yeah.
294
00:13:50.468 --> 00:13:54.358
And sometimes, you may not even know the true reason why
295
00:13:54.388 --> 00:13:56.988
you want what you want, but what I'm going to do is, I'm going to get you what you
296
00:13:57.048 --> 00:13:59.228
want, but I'm going to bring you perspectives.
297
00:13:59.728 --> 00:14:03.488
The subject matter expertise that needs to come with the information you
298
00:14:03.528 --> 00:14:04.888
need, that's the value.
299
00:14:05.638 --> 00:14:06.248
Yeah.
300
00:14:06.288 --> 00:14:10.228
And that's the mindset shift transformation that we went
301
00:14:10.248 --> 00:14:12.008
through. But again, I
302
00:14:13.248 --> 00:14:16.928
started off at a high level because the people in the talent
303
00:14:16.968 --> 00:14:20.278
organization are just so highly skilled, man, that it was
304
00:14:21.028 --> 00:14:24.988
almost like cheating for me, right? Taking over a team that has this much talent.
305
00:14:25.048 --> 00:14:25.228
Yeah.
306
00:14:25.248 --> 00:14:26.128
So it's been great.
307
00:14:26.148 --> 00:14:29.958
Well, I think, everyone listening is obviously going to agree with you, but what
308
00:14:29.968 --> 00:14:32.248
did that look like in a practical sense?
309
00:14:32.308 --> 00:14:34.927
How did you go about affecting that change and leading it?
310
00:14:34.988 --> 00:14:35.908
Because it's a journey, right?
311
00:14:36.188 --> 00:14:39.788
Absolutely. Let me tell you, and when I tell you, Chris, I'm a very practical
312
00:14:39.848 --> 00:14:43.808
person when it comes down to having a vision, laying out a strategy,
313
00:14:43.828 --> 00:14:47.228
and then executing, and just making it so that people can
314
00:14:47.648 --> 00:14:51.078
likely grab hold onto it. Chris, I've done a lot of things,
315
00:14:51.388 --> 00:14:55.368
including getting all of our directors on up in
316
00:14:55.448 --> 00:14:59.118
a room, and having a conversation about
317
00:14:59.188 --> 00:15:01.808
understanding the business of RSM.
318
00:15:02.008 --> 00:15:05.428
There's a lot of talent professionals, HR professionals in
319
00:15:05.488 --> 00:15:09.228
organizations. They know their subject matter expertise, but a lot of them
320
00:15:09.328 --> 00:15:11.208
struggle understanding their business.
321
00:15:11.468 --> 00:15:15.388
Like how their business works, how it operates, how it makes money. Right?
322
00:15:15.398 --> 00:15:19.068
They just say, "Hey, I'm going to come with my HR experience." And I was like, "No.
323
00:15:19.808 --> 00:15:23.648
If you're going to be an advisor, you actually need to know your client
324
00:15:23.748 --> 00:15:27.497
just as well as your client knows your client." And so, Chris, I
325
00:15:27.508 --> 00:15:28.868
got everybody up in
326
00:15:29.888 --> 00:15:31.368
Boston, up in the Northeast in the US,
327
00:15:32.348 --> 00:15:35.448
and we did an understanding your client
328
00:15:35.548 --> 00:15:36.768
entire week.
329
00:15:37.108 --> 00:15:37.118
Wow.
330
00:15:37.118 --> 00:15:40.688
Down to the financial statements, how the firm makes money.
331
00:15:40.748 --> 00:15:40.848
Nice.
332
00:15:40.928 --> 00:15:43.948
What is a write-off and how that happens. What is a write-up.
333
00:15:44.748 --> 00:15:45.188
All the
334
00:15:45.988 --> 00:15:49.748
nitty-gritty, in-the-weeds stuff that their client
335
00:15:49.808 --> 00:15:53.448
talks about, the partners talk about, the directors, managing
336
00:15:53.488 --> 00:15:56.508
directors talk about in terms of running the business.
337
00:15:57.208 --> 00:15:59.908
I knew I needed to get my talent leaders
338
00:16:00.748 --> 00:16:03.828
better understanding, oh, this is how RSM works.
339
00:16:04.308 --> 00:16:07.748
This is how it makes money. This is why the
340
00:16:07.948 --> 00:16:11.228
business says we've got to hire 80 more people versus 20 more people.
341
00:16:11.628 --> 00:16:14.488
This is why. Right? And so that's practical.
342
00:16:14.568 --> 00:16:18.528
So when I say you need to be an advisor, I knew the first thing I needed
343
00:16:18.568 --> 00:16:22.228
to do was get everybody to first understand who they're
344
00:16:22.288 --> 00:16:24.027
advising, what this business is.
345
00:16:24.188 --> 00:16:28.068
Mm-hmm. Yeah, I love that. And it's just super, again, practical like you said.
346
00:16:28.468 --> 00:16:31.748
But sometimes that can feel pretty scary and daunting.
347
00:16:32.688 --> 00:16:36.358
But when you get everyone in a room, part of why I love you getting everyone in a
348
00:16:36.368 --> 00:16:39.288
room is also, they're not alone. Everyone's on the journey.
349
00:16:39.328 --> 00:16:40.408
You can have those great conversa-
350
00:16:40.497 --> 00:16:40.497
Mm-hmm.
351
00:16:40.528 --> 00:16:43.808
I'm sure over that week there was many dialogue with their peers and colleagues,
352
00:16:43.848 --> 00:16:44.398
and-
353
00:16:44.528 --> 00:16:44.538
Right
354
00:16:44.538 --> 00:16:47.048
... a safe place to ask questions, and you
355
00:16:48.248 --> 00:16:50.148
see companies doing like, here's a course
356
00:16:51.248 --> 00:16:53.708
to go on around this. That's not going to help anyone.
357
00:16:54.608 --> 00:16:58.068
Get everyone in the room, have conversations, have dialogue, right?
358
00:16:58.188 --> 00:16:59.198
Mm-hmm.
359
00:16:59.548 --> 00:17:01.688
And that's the best way to build that capability.
360
00:17:01.698 --> 00:17:01.698
That's right.
361
00:17:01.708 --> 00:17:04.248
But build trust, more importantly.
362
00:17:04.258 --> 00:17:05.788
That's right. Absolutely. And we're digital, right?
363
00:17:05.908 --> 00:17:08.767
So it's a both/and, so we got everybody in the room.
364
00:17:08.778 --> 00:17:08.778
Sure. Yeah.
365
00:17:08.788 --> 00:17:12.229
But we also do the webcast-type training
366
00:17:12.288 --> 00:17:14.988
and learning and understanding and those sorts of things, right?
367
00:17:15.048 --> 00:17:18.668
It's a both/and, but I'll tell you, just the
368
00:17:18.709 --> 00:17:21.988
entire concept of, hey, you need to be an
369
00:17:22.048 --> 00:17:25.408
advisor. You're a subject matter expert, you got that, but you need to be an
370
00:17:25.469 --> 00:17:29.408
advisor. And you can't be a good advisor if you don't truly understand your client.
371
00:17:29.448 --> 00:17:33.368
So now, you have to invest in understanding the
372
00:17:33.448 --> 00:17:36.688
business. That in and of itself, Chris, to be honest with you, man, that was
373
00:17:36.748 --> 00:17:39.508
energizing to people. They weren't scared by it.
374
00:17:39.568 --> 00:17:41.158
Well, and partly like you said, right?
375
00:17:41.228 --> 00:17:42.988
Because they weren't going on a journey by themselves.
376
00:17:43.028 --> 00:17:44.137
They were going on a journey with their-
377
00:17:44.368 --> 00:17:44.428
Mm
378
00:17:44.468 --> 00:17:48.198
... colleagues and coworkers. But that was energizing, and there was
379
00:17:48.308 --> 00:17:52.068
actually a thirst for, yeah, I really do want to know more
380
00:17:52.108 --> 00:17:55.228
about my client so I can bring more value.
381
00:17:55.468 --> 00:17:57.048
That thirst was there for sure.
382
00:17:57.268 --> 00:18:00.888
What's something unexpected that you learned during that week,
383
00:18:01.428 --> 00:18:03.608
that you took away, that perhaps you'd never think about?
384
00:18:04.008 --> 00:18:06.408
Oh, wow. You know what? That's a very good question.
385
00:18:06.428 --> 00:18:07.848
And I'll tell you,
386
00:18:09.708 --> 00:18:11.368
first of all, I took a lot away.
387
00:18:12.308 --> 00:18:15.388
One of the things I took away was, and this is sometimes,
388
00:18:16.548 --> 00:18:20.428
as your team size scales up,
389
00:18:21.248 --> 00:18:24.528
as the leader, you start to lose sight of-
390
00:18:25.364 --> 00:18:29.164
Right? So you got your leadership team, and then they have a leadership team, and
391
00:18:29.204 --> 00:18:33.064
then it just kind of starts to flow down, and on a day-to-day basis, you
392
00:18:33.144 --> 00:18:34.834
just kind of start to lose sight of what... Right?
393
00:18:35.024 --> 00:18:38.094
So now, here's what I know, as I mentioned before.
394
00:18:38.544 --> 00:18:41.204
The strength of the talent leaders, phenomenal.
395
00:18:41.764 --> 00:18:45.264
But then you get layers down, and they're still leaders, right?
396
00:18:45.344 --> 00:18:47.704
But they're layers down from my day-to-day reach.
397
00:18:48.584 --> 00:18:52.104
What I've learned is, man, our pipeline of
398
00:18:52.184 --> 00:18:52.684
talent
399
00:18:53.604 --> 00:18:54.804
is unbelievable.
400
00:18:55.744 --> 00:18:57.734
Oh, you learned something good then. I was going to say something, Charles.
401
00:18:57.784 --> 00:18:58.584
I was waiting for the...
402
00:19:00.124 --> 00:19:00.333
Great.
403
00:19:00.344 --> 00:19:00.444
Right.
404
00:19:00.784 --> 00:19:01.314
First-world problems.
405
00:19:01.314 --> 00:19:03.724
And I knew the strength was there up top. I knew that.
406
00:19:03.754 --> 00:19:03.754
Yeah.
407
00:19:03.924 --> 00:19:07.784
I knew the strength was there up top, and I have the utmost confidence in their
408
00:19:07.824 --> 00:19:11.544
ability to develop talent. But again, I don't see it on a day-to-day basis.
409
00:19:11.944 --> 00:19:12.004
Yeah.
410
00:19:12.084 --> 00:19:14.364
But I had an opportunity like, "Oh my good..."
411
00:19:15.684 --> 00:19:16.994
We're really building something.
412
00:19:17.104 --> 00:19:19.574
Now, you say, "Well, Ty, you're the leader, you shouldn't be shocked." It's not
413
00:19:19.604 --> 00:19:23.504
that I was shocked, it's just that I was face to face with it,
414
00:19:23.644 --> 00:19:26.884
and I had a hands-on experience, and it's like, "Oh, man, hey, we're good."
415
00:19:26.944 --> 00:19:27.744
Nice.
416
00:19:27.784 --> 00:19:30.084
Like, "We're really going to continue to impact this firm."
417
00:19:30.164 --> 00:19:33.714
Yeah. We spoke about, in our prep call, around
418
00:19:33.824 --> 00:19:37.684
every organization wants to be high-performing, right?
419
00:19:38.154 --> 00:19:38.154
Mm-hmm.
420
00:19:38.224 --> 00:19:40.584
And high-performing can mean many different things.
421
00:19:41.924 --> 00:19:45.524
But what are the actual, kind of, let's say, cultural pillars that
422
00:19:45.584 --> 00:19:49.444
separate a truly elite team from the rest of the pack, in your
423
00:19:49.464 --> 00:19:49.844
opinion?
424
00:19:50.684 --> 00:19:52.624
Yeah. So, that's a great question.
425
00:19:52.684 --> 00:19:56.284
We have this North Star
426
00:19:57.244 --> 00:19:58.184
as a firm.
427
00:19:59.144 --> 00:20:00.584
North Star is just something simple.
428
00:20:00.824 --> 00:20:03.874
We say we're compelling, we're digital, we're global. It's interesting.
429
00:20:04.114 --> 00:20:05.154
It's easy to remember.
430
00:20:05.384 --> 00:20:06.184
Say that one more time.
431
00:20:06.234 --> 00:20:06.554
You don't have to have-
432
00:20:06.644 --> 00:20:07.364
Say that one more time
433
00:20:07.404 --> 00:20:07.404
...
434
00:20:08.234 --> 00:20:09.344
compelling, digital, global.
435
00:20:09.564 --> 00:20:09.724
Okay.
436
00:20:09.884 --> 00:20:12.664
That's our North Star. Compelling, digital, global.
437
00:20:12.684 --> 00:20:16.344
When you have North Stars, it's interesting about North Stars, you can wrap
438
00:20:16.444 --> 00:20:18.124
people's head around it because it's simple.
439
00:20:19.224 --> 00:20:22.604
So if you ask people at RSM, "Hey, what's your firm's strategy?"
440
00:20:22.884 --> 00:20:25.544
Some people could tell you, but
441
00:20:26.404 --> 00:20:28.714
I'll be honest with you, most people are going to tell you, "Uh, I don't know if I
442
00:20:28.764 --> 00:20:32.234
can just lay out the strategy, but I know we're compelling, we're digital, we're
443
00:20:32.384 --> 00:20:36.044
global." Right? So now, as it relates to the talent
444
00:20:36.104 --> 00:20:40.024
function and our part to play in enabling the success
445
00:20:40.084 --> 00:20:43.974
of the business to be compelling, digital, global, we have a North
446
00:20:44.044 --> 00:20:47.784
Star that has now been penetrated
447
00:20:47.844 --> 00:20:51.104
throughout the entirety of the organization, and it's called Drive Peak
448
00:20:51.164 --> 00:20:55.144
Performance. It is the North Star of RSM's talent
449
00:20:55.204 --> 00:20:56.884
function, Drive Peak Performance.
450
00:20:57.244 --> 00:21:01.014
Because you have to have an environment of peak performance,
451
00:21:01.504 --> 00:21:05.344
truly, for a firm to continue to, which is what we do,
452
00:21:05.614 --> 00:21:09.604
dominate in the modern middle market, as the number one firm in the modern middle
453
00:21:09.664 --> 00:21:12.954
market, and you got to continue to dominate, and we will.
454
00:21:12.964 --> 00:21:16.674
But you got to have an environment where people can look up and
455
00:21:16.744 --> 00:21:18.144
say, "I have a North Star,
456
00:21:18.964 --> 00:21:22.184
compelling, digital, global. I also have a North Star that's going to help me be
457
00:21:22.284 --> 00:21:26.084
that, and excel as a professional at RSM,"
458
00:21:26.844 --> 00:21:29.844
because RSM is all about driving peak performance.
459
00:21:30.284 --> 00:21:34.234
And what that means, Chris, is that as an organization and
460
00:21:34.304 --> 00:21:38.124
as a talent function, we understand we have a responsibility to
461
00:21:38.184 --> 00:21:41.904
create an environment where people can operate at their
462
00:21:41.924 --> 00:21:45.344
best. We understand we got to have a foundation, like a platform.
463
00:21:45.744 --> 00:21:46.804
So we got to have
464
00:21:47.944 --> 00:21:51.924
stretchable goals. We have performance descriptors and
465
00:21:52.464 --> 00:21:55.584
partner sketches that, it's not easy to get to.
466
00:21:55.844 --> 00:21:57.544
You got to stretch yourself.
467
00:21:57.704 --> 00:21:57.764
Yeah.
468
00:21:57.804 --> 00:22:01.304
And we create this foundation for you to first have
469
00:22:02.464 --> 00:22:06.364
this mindset around, at RSM, "I have to perform." The
470
00:22:06.404 --> 00:22:10.304
other thing is, "Oh, at RSM, they're going to help me do that." So then you
471
00:22:10.344 --> 00:22:14.224
got to have an environment and a platform, and a foundation that says, "Listen, all
472
00:22:14.244 --> 00:22:17.644
the tools and leadership support that you
473
00:22:17.724 --> 00:22:20.884
need, we are going to invest in that. We're going to build it out.
474
00:22:20.924 --> 00:22:24.824
We're going to make it so strong that you have no choice but to operate
475
00:22:24.844 --> 00:22:28.684
at your best." So we've even invested in, for example, getting to practical,
476
00:22:28.744 --> 00:22:28.984
Chris.
477
00:22:31.164 --> 00:22:34.844
Organizations have performance advisors or advisors, or performance
478
00:22:34.924 --> 00:22:36.824
managers. Everybody has something, like a different term.
479
00:22:36.864 --> 00:22:40.064
We call it performance advisors. And we did a
480
00:22:40.124 --> 00:22:43.264
complete revamp of what that means at RSM.
481
00:22:43.684 --> 00:22:46.204
We actually told people at RSM, "You know what?
482
00:22:47.164 --> 00:22:51.074
We're going to help you operate at your best, and you being a performance
483
00:22:51.144 --> 00:22:55.014
advisor for others is not your thing." And we just got to be okay with
484
00:22:55.064 --> 00:22:57.234
that. Some people are really good at-
485
00:22:57.244 --> 00:22:57.254
That's true
486
00:22:57.254 --> 00:22:58.304
... being performance advisors.
487
00:22:58.384 --> 00:22:58.774
Yeah.
488
00:22:58.824 --> 00:23:02.764
Some people are not. But we're not upset or put
489
00:23:02.804 --> 00:23:06.664
down those people, that that's not their thing. That gets in their way.
490
00:23:07.044 --> 00:23:10.144
So the people that are good at performance advising, we provide
491
00:23:10.544 --> 00:23:13.564
monthly, as a matter of fact, it's bi-monthly,
492
00:23:14.084 --> 00:23:17.924
ongoing training to help them be at their best, because we need them to
493
00:23:17.964 --> 00:23:21.844
help our people be at their best. We completely revamped all of
494
00:23:21.884 --> 00:23:25.584
our performance descriptors and all that stuff. We redid all that.
495
00:23:25.624 --> 00:23:29.264
Why? Because we want to position everybody to be at their peak.
496
00:23:29.664 --> 00:23:33.484
And then the other thing is continuous development, continuous education.
497
00:23:33.524 --> 00:23:37.064
We have a requirement around it. Now, we have a certain piece of our business
498
00:23:37.964 --> 00:23:41.244
that is regulated. We provide audit-
499
00:23:41.324 --> 00:23:41.454
Sure
500
00:23:41.454 --> 00:23:45.234
... services and all of that. But even outside of that, we have an expectation that
501
00:23:45.324 --> 00:23:49.144
our people will be energized around their continuous
502
00:23:49.164 --> 00:23:52.684
development. So the entire environment at RSM around people
503
00:23:52.764 --> 00:23:56.524
development, talent development, the foundation we've built, is all around helping
504
00:23:56.534 --> 00:23:58.984
people perform at their peak. Here's the other thing, though, Chris.
505
00:24:00.324 --> 00:24:02.444
It's your peak and my peak.
506
00:24:02.864 --> 00:24:03.164
Mm.
507
00:24:03.644 --> 00:24:07.404
That's the magic sauce. The magic sauce is
508
00:24:07.824 --> 00:24:09.964
you got to understand that everybody have different peaks.
509
00:24:10.944 --> 00:24:11.164
Yeah.
510
00:24:11.704 --> 00:24:14.664
Our goal is to get you to perform at your peak
511
00:24:15.684 --> 00:24:17.964
Your peak may be higher than my peak. And you know what?
512
00:24:18.264 --> 00:24:21.884
Your progression opportunity may look different.
513
00:24:22.144 --> 00:24:24.764
Your compensation may look different. Okay, fine.
514
00:24:24.964 --> 00:24:28.704
Our goal is to get you to perform at your peak. Now, get me to perform at my peak.
515
00:24:28.944 --> 00:24:32.484
Okay, it might not be yours. My progression opportunity may look a little bit
516
00:24:32.504 --> 00:24:35.984
different. My experiences may look a little bit different, but the talent
517
00:24:36.024 --> 00:24:39.764
experience overall that we both have because the firm has invested in us to
518
00:24:39.844 --> 00:24:41.924
operate at our best, that's there.
519
00:24:41.984 --> 00:24:45.184
So this North Star of ours, Chris, it's a big thing.
520
00:24:45.474 --> 00:24:49.084
Again, it's permeated throughout the firm because it's just an easy statement.
521
00:24:49.484 --> 00:24:50.724
We're going to drive peak performance.
522
00:24:50.994 --> 00:24:54.764
And in everything we do from a talent function, you understand that that's the
523
00:24:54.804 --> 00:24:56.824
reason we're doing it, is to help you
524
00:24:57.724 --> 00:24:58.664
perform at your best.
525
00:24:58.884 --> 00:25:01.284
Yeah. Wow. There's so much to unpack there.
526
00:25:02.264 --> 00:25:03.984
As you were going, I had a million more questions.
527
00:25:05.464 --> 00:25:09.204
As someone who's worked in a high-pressure environment, and
528
00:25:09.224 --> 00:25:13.144
professional service is kind of known for that, how do you balance that focus
529
00:25:13.194 --> 00:25:16.844
on high performance, but also making sure people still are
530
00:25:16.884 --> 00:25:19.084
engaged, they feel valued, they're not burning out-
531
00:25:20.024 --> 00:25:20.244
Yeah
532
00:25:20.384 --> 00:25:21.204
... as well?
533
00:25:21.504 --> 00:25:25.274
Yeah. And we put this on the
534
00:25:25.304 --> 00:25:28.264
forefront, too. So one of the, I call it the fuel.
535
00:25:28.624 --> 00:25:31.704
The fuel of our peak performance
536
00:25:31.764 --> 00:25:35.614
environment is, to your point, you cannot
537
00:25:35.664 --> 00:25:39.614
lose sight of the fact that we're dealing with humans, and we're dealing
538
00:25:39.644 --> 00:25:43.124
with humans who have more than just
539
00:25:44.144 --> 00:25:47.824
a work personality. They're not just RSM employees.
540
00:25:48.304 --> 00:25:50.164
A lot of these people have families.
541
00:25:50.204 --> 00:25:54.004
They got kids, spouses, they're taking care of parents, they're whatever.
542
00:25:54.664 --> 00:25:58.344
So they have a whole life. So we have this concept of being a
543
00:25:58.404 --> 00:26:02.344
whole person, and our talent experience got to be focused on the whole person.
544
00:26:02.364 --> 00:26:06.064
Well, with respect to that, and with respect to your question, one of the
545
00:26:06.144 --> 00:26:09.704
fuels of driving peak performance is the fact that we
546
00:26:09.724 --> 00:26:13.694
believe it is fueled by our culture, and our culture has a
547
00:26:13.704 --> 00:26:15.514
foundation of what we call the five Cs.
548
00:26:15.564 --> 00:26:18.884
Now you know most organizations, they have something called whatever.
549
00:26:18.954 --> 00:26:18.954
Yeah.
550
00:26:18.964 --> 00:26:21.384
They call it the five Cs, the five Bs, whatever.
551
00:26:21.394 --> 00:26:21.394
Yeah.
552
00:26:21.404 --> 00:26:22.934
And ours, I'm not going to go all through them, but
553
00:26:23.784 --> 00:26:26.744
courageousness and being curious and being collaborative and all that.
554
00:26:27.204 --> 00:26:30.964
So we have that. So when we talk about, at the enterprise level, when we talk
555
00:26:31.004 --> 00:26:34.504
about driving peak performance, we actually have a picture
556
00:26:35.164 --> 00:26:39.124
of our desired behaviors that is the pillar of
557
00:26:39.164 --> 00:26:42.804
our culture to remind people that when we say drive peak
558
00:26:42.924 --> 00:26:45.144
performance, we don't mean work you to death.
559
00:26:45.824 --> 00:26:45.964
Yeah.
560
00:26:46.764 --> 00:26:48.164
We simply mean we're
561
00:26:49.344 --> 00:26:53.084
making a place for you to perform at your best, and it's fueled
562
00:26:53.164 --> 00:26:57.024
by the fact that we have a culture and environment
563
00:26:57.084 --> 00:27:00.904
that truly respects you as not just being
564
00:27:00.944 --> 00:27:04.644
an RSM professional, but you having a personal
565
00:27:04.654 --> 00:27:08.344
life and a home life that you also need to have time to cater to as
566
00:27:08.404 --> 00:27:09.364
well. And so it's a
567
00:27:10.624 --> 00:27:13.324
mesh of the two persons, if you will.
568
00:27:13.384 --> 00:27:17.184
And we just say, hey, this is one person, a whole person, and their whole life
569
00:27:17.244 --> 00:27:18.364
can't be RSM.
570
00:27:18.464 --> 00:27:22.074
Yeah. Many organizations talk about that, but how do you make sure that those are
571
00:27:22.104 --> 00:27:24.484
not just words on the wall and just lip service?
572
00:27:25.044 --> 00:27:28.684
How do you ensure that that actually is embedded?
573
00:27:28.824 --> 00:27:32.104
Because you talk about culture, but that has to also be embedded in the work, in
574
00:27:32.144 --> 00:27:35.924
the processes. If that's not reflected there, then you can have the best posters
575
00:27:35.944 --> 00:27:38.094
and the best acronyms in the world-
576
00:27:38.164 --> 00:27:38.173
Mm-hmm
577
00:27:38.173 --> 00:27:39.244
... but it doesn't translate, right?
578
00:27:39.344 --> 00:27:43.164
Yeah. No, that's a great question. So, it starts at the top.
579
00:27:43.654 --> 00:27:46.904
And I'll answer this question practically, too. It all starts at the top.
580
00:27:46.944 --> 00:27:50.524
So when you say, hey, we have a culture, we have an environment, we don't work
581
00:27:50.564 --> 00:27:53.724
people to death, although sometimes, we got peak seasons where-
582
00:27:53.764 --> 00:27:53.834
Sure
583
00:27:53.834 --> 00:27:56.904
... everybody know they got to have hands in a huddle. But it starts at the top.
584
00:27:56.964 --> 00:27:59.044
So all of our partners of the firm,
585
00:28:01.004 --> 00:28:04.204
they understand the culture and environment we have.
586
00:28:04.244 --> 00:28:07.794
They understand it is their responsibility to cultivate that
587
00:28:07.844 --> 00:28:11.414
culture. So much so, Chris, that part of their
588
00:28:12.564 --> 00:28:16.524
performance descriptors includes cultivating our culture.
589
00:28:17.154 --> 00:28:17.154
Nice.
590
00:28:18.164 --> 00:28:22.024
Yeah, right. We actually have a category that our
591
00:28:22.064 --> 00:28:25.144
partners are actually rated on called the talent experience.
592
00:28:25.464 --> 00:28:25.964
Right.
593
00:28:27.244 --> 00:28:30.704
Because if you don't start at the top, you're right, it's just words.
594
00:28:31.684 --> 00:28:34.784
And so we constantly preach this to our partners. They get it.
595
00:28:34.844 --> 00:28:38.614
They understand it. They know that the culture we want and have
596
00:28:39.844 --> 00:28:42.864
can't be cultivated by the CEO. It's them.
597
00:28:43.264 --> 00:28:45.084
They have to drive it. And again,
598
00:28:46.324 --> 00:28:46.544
if it's
599
00:28:48.284 --> 00:28:51.564
hard to be successful on things not measured, and so there is a performance
600
00:28:51.624 --> 00:28:53.094
measurement as it relates to that.
601
00:28:53.234 --> 00:28:55.804
And then I mentioned to you before about our performance advisors.
602
00:28:56.104 --> 00:28:59.424
The exact same thing. They understand and
603
00:28:59.484 --> 00:29:03.144
have a talent experience expectation
604
00:29:03.764 --> 00:29:07.644
that they are constantly hearing about in terms of
605
00:29:07.724 --> 00:29:11.624
this is how our culture comes to be, and this is how it
606
00:29:11.704 --> 00:29:14.884
is maintained with people who are in
607
00:29:14.944 --> 00:29:18.674
leadership positions to make sure that our
608
00:29:18.704 --> 00:29:22.184
people have the talent experience. We, as an organization, we preach to them.
609
00:29:22.204 --> 00:29:25.054
And then there's all the other stuff, too, like the benefits and
610
00:29:25.744 --> 00:29:29.304
the fact that we do make a place for our
611
00:29:29.344 --> 00:29:33.284
people to take time off. In fact, we're upset when we find out
612
00:29:33.304 --> 00:29:34.444
people are not taking time off.
613
00:29:34.514 --> 00:29:34.514
Yeah.
614
00:29:35.144 --> 00:29:37.484
This is all part of the performance advisor training.
615
00:29:37.544 --> 00:29:40.584
Make sure your people are taking some time for themselves and things like that.
616
00:29:40.624 --> 00:29:44.564
And then the last thing I'll say, Chris, the last thing I'll say is,
617
00:29:45.004 --> 00:29:48.204
I was going to mention at the start of this, if you hear noise
618
00:29:48.484 --> 00:29:49.864
in the background,
619
00:29:51.624 --> 00:29:54.694
forgive it, and I'll tell you why. Because at RSM, we have this thing called
620
00:29:54.764 --> 00:29:57.144
high-performing environment. We don't have a mandate.
621
00:29:57.544 --> 00:30:00.164
Some companies going back mandate everybody come back to the office.
622
00:30:00.704 --> 00:30:04.184
We're not doing that. We're not telling everybody to come to the office.
623
00:30:04.204 --> 00:30:08.134
But we do have an expectation that people have this physical
624
00:30:08.204 --> 00:30:12.084
agility. We do want you at our client sites.
625
00:30:12.124 --> 00:30:15.864
We do want you in the office. We do want
626
00:30:15.924 --> 00:30:18.534
you to work from home. We want you to do all of those things.
627
00:30:18.884 --> 00:30:22.444
So we have an expectation that you are engaged in our
628
00:30:22.504 --> 00:30:26.484
culture. We have lunch and learns. Yeah, we want you to come.
629
00:30:26.864 --> 00:30:29.984
We have employee network group events. Yeah, we want you to come.
630
00:30:30.684 --> 00:30:33.404
So that is also part of-
631
00:30:34.704 --> 00:30:38.684
... the environment and the space we give our people to not
632
00:30:38.744 --> 00:30:39.704
just be burned out.
633
00:30:39.844 --> 00:30:40.003
Mm-hmm.
634
00:30:40.064 --> 00:30:43.944
We want you to be comfortable in the work environment that we
635
00:30:44.004 --> 00:30:46.854
have, that allows you the space to say, "You know what?
636
00:30:47.024 --> 00:30:48.764
Today, I'm going to work from home.
637
00:30:48.804 --> 00:30:51.294
Tomorrow, I'm going to go to the office for this reason.
638
00:30:51.744 --> 00:30:54.624
Then the next day, you know what? I'm going to work from home." That's all part of
639
00:30:54.704 --> 00:30:54.944
this-
640
00:30:55.784 --> 00:30:55.884
Yeah
641
00:30:56.124 --> 00:30:59.824
... this... Right? It's just all part of the space we provide for
642
00:30:59.864 --> 00:31:02.544
people to be their peak self,
643
00:31:03.504 --> 00:31:06.324
but also be in an environment where they're not just burning out.
644
00:31:06.744 --> 00:31:10.614
Yeah. No, I think, for me, coming into the office personally,
645
00:31:10.664 --> 00:31:13.264
that's where I get my energy. That's where I get to recharge.
646
00:31:13.864 --> 00:31:13.874
Mm-hmm.
647
00:31:13.874 --> 00:31:14.294
Which may sound...
648
00:31:15.264 --> 00:31:19.144
Again, sometimes I love being at home, and leave me alone, I can
649
00:31:19.184 --> 00:31:22.764
focus more and do work, right? And other times, I'm like, I want to be surrounded
650
00:31:22.784 --> 00:31:26.744
by my team, and the different ideas, and the debate, and even disagreements.
651
00:31:26.884 --> 00:31:30.534
I was talking to my CTO last night, and we had a four-hour Zoom call.
652
00:31:30.564 --> 00:31:33.814
And I don't suggest anyone ever does a four-hour Zoom call, but it was the most-
653
00:31:33.864 --> 00:31:33.874
Yeah
654
00:31:33.874 --> 00:31:36.644
... exciting four hours, because we was talking about the release of a new product,
655
00:31:36.704 --> 00:31:39.124
and it was disagreements and ideas-
656
00:31:39.163 --> 00:31:39.174
Mm-hmm
657
00:31:39.174 --> 00:31:40.914
... and we're solving problems. It was then
658
00:31:42.564 --> 00:31:45.984
executing in real time on those, and there's the energy, and I'm like, "Oh my God,
659
00:31:46.024 --> 00:31:49.964
it's 2:00 AM. I need to go to sleep." But I get
660
00:31:49.984 --> 00:31:53.004
the energy from my team. Every time we come in on a Monday-
661
00:31:53.044 --> 00:31:53.114
Yeah
662
00:31:53.284 --> 00:31:54.664
... it's intentional, to your point.
663
00:31:54.824 --> 00:31:54.954
Mm-hmm.
664
00:31:55.024 --> 00:31:58.464
One thing I did want to ask, going to go back on is, how do you identify
665
00:31:58.524 --> 00:32:02.484
mentors? And when you do identify
666
00:32:02.524 --> 00:32:06.124
them, what's in it for them? Because they're obviously busy
667
00:32:06.144 --> 00:32:09.004
delivering also on their own day-to-day.
668
00:32:09.014 --> 00:32:09.024
Mm-hmm.
669
00:32:09.064 --> 00:32:12.304
So how do you make sure you make space for those...
670
00:32:12.544 --> 00:32:14.684
I know you, what's the word? You didn't use mentors.
671
00:32:14.714 --> 00:32:14.774
Is it-
672
00:32:15.264 --> 00:32:15.354
Performance advisors?
673
00:32:15.404 --> 00:32:16.484
Yeah, sorry, performance advisors.
674
00:32:16.504 --> 00:32:17.284
Yeah. Yeah.
675
00:32:17.384 --> 00:32:19.884
What does that look like? Can you just break that down a little bit more for me?
676
00:32:20.224 --> 00:32:24.204
Yeah, and that's a great question because there is a balance there, right?
677
00:32:24.344 --> 00:32:28.183
So our performance advisors, they do have, I'll call it, day jobs.
678
00:32:29.164 --> 00:32:32.574
And they have client service expectations,
679
00:32:32.624 --> 00:32:34.404
and all of those sorts of things, right?
680
00:32:34.844 --> 00:32:37.924
But one of the things we did as it relates to that role, Chris,
681
00:32:38.364 --> 00:32:42.164
is make it so that their performance advisor
682
00:32:42.544 --> 00:32:46.444
duties and responsibilities is actually part of, it's like in the flow of work for
683
00:32:46.504 --> 00:32:46.684
them.
684
00:32:46.804 --> 00:32:47.024
Okay.
685
00:32:47.224 --> 00:32:51.054
It's not a side job. We actually lined
686
00:32:51.084 --> 00:32:54.844
this out as a leadership role, whereby they're acknowledged,
687
00:32:54.924 --> 00:32:58.764
they're recognized. And also, Chris, the
688
00:32:58.824 --> 00:33:02.564
move I told you about where some people, we said, "Hey, maybe performance advisor
689
00:33:02.584 --> 00:33:05.074
is not your thing." It's not a bad thing that it's not your thing, but it's just
690
00:33:05.124 --> 00:33:08.644
not your thing. That was intentional because our performance
691
00:33:08.684 --> 00:33:12.314
advisors, they are those people that this is one of the things that
692
00:33:12.384 --> 00:33:15.164
energizes them. They're energized about having a
693
00:33:15.184 --> 00:33:17.324
responsibility to-
694
00:33:17.604 --> 00:33:19.294
I think maybe responsibility. It's an opportunity
695
00:33:19.704 --> 00:33:21.884
... Yeah, it's an opportunity. That's right. It's an opportunity.
696
00:33:21.904 --> 00:33:23.844
Now, and let me make this clear, though.
697
00:33:25.284 --> 00:33:27.764
Everyone has a responsibility to develop our people.
698
00:33:28.544 --> 00:33:32.484
So if you're not a performance advisor, that doesn't put you in
699
00:33:32.504 --> 00:33:35.624
the category of, well, you don't have no people development responsibility.
700
00:33:35.664 --> 00:33:38.604
No, you have people development responsibilities. You still have that.
701
00:33:39.104 --> 00:33:42.484
It's the performance advisors, though, they take it to that next level
702
00:33:43.024 --> 00:33:44.344
of those true,
703
00:33:44.684 --> 00:33:48.184
the consistent
704
00:33:48.244 --> 00:33:52.084
conversations, the culmination of all the feedback
705
00:33:52.164 --> 00:33:53.924
coming in throughout the firm,
706
00:33:55.024 --> 00:33:57.564
putting this person in position to succeed.
707
00:33:58.224 --> 00:34:00.544
Having a beeline understanding of, you know what?
708
00:34:00.624 --> 00:34:04.264
They're in this role, but based on my constant conversations with this
709
00:34:04.324 --> 00:34:08.225
employee and what really energizes them and jazzes them up, maybe this role
710
00:34:08.284 --> 00:34:12.124
over here is best. That's just a different interaction model for
711
00:34:12.144 --> 00:34:15.225
performance advisors, but make no mistake about it, everybody has-
712
00:34:15.714 --> 00:34:15.984
Sure
713
00:34:16.004 --> 00:34:17.995
... talent development responsibilities, but-
714
00:34:18.265 --> 00:34:18.314
Yeah
715
00:34:18.324 --> 00:34:20.413
... we put that in the flow of their work.
716
00:34:20.685 --> 00:34:24.674
Okay. Great. I think also with those advisors, what I've learned is
717
00:34:25.144 --> 00:34:26.725
they get just as much back.
718
00:34:27.604 --> 00:34:27.765
Mm-hmm.
719
00:34:27.984 --> 00:34:31.804
Whenever you're mentoring somebody, I learn so much
720
00:34:31.904 --> 00:34:32.245
more.
721
00:34:33.265 --> 00:34:36.304
I feel like I'm almost like I'm the one getting the value because I get to interact
722
00:34:36.324 --> 00:34:36.524
with these-
723
00:34:36.534 --> 00:34:36.534
Yes
724
00:34:36.544 --> 00:34:39.044
... people every day. I get different insights and perspectives from different
725
00:34:39.084 --> 00:34:40.044
generations, even-
726
00:34:40.154 --> 00:34:40.765
Mm-hmm. That's right
727
00:34:40.784 --> 00:34:44.124
... that's fueling me and making me a better leader along the way.
728
00:34:44.174 --> 00:34:44.174
Mm-hmm.
729
00:34:44.185 --> 00:34:47.955
But one of the things I can see, though, based on what you're saying, is
730
00:34:48.004 --> 00:34:51.455
that I think that obviously, and I'm sure you probably measured this, is the direct
731
00:34:51.464 --> 00:34:54.844
correlation between why you have such a strong bench of leaders coming through the
732
00:34:54.884 --> 00:34:55.265
ranks.
733
00:34:55.884 --> 00:34:56.935
Mm-hmm. That's right.
734
00:34:56.944 --> 00:34:59.084
Because this is something embedded from the beginning-
735
00:34:59.804 --> 00:35:00.304
Mm-hmm. Absolutely
736
00:35:00.504 --> 00:35:01.944
... all the way along. Would you agree?
737
00:35:02.804 --> 00:35:03.184
I would
738
00:35:04.164 --> 00:35:07.944
absolutely, totally agree. And Chris, and I say that, and
739
00:35:08.104 --> 00:35:11.284
it's not to say that we don't have a... We still have a lot of work to do.
740
00:35:12.044 --> 00:35:15.464
It's not perfect, right? We still have a lot of work to do, but the
741
00:35:16.624 --> 00:35:17.624
foundation,
742
00:35:18.584 --> 00:35:22.064
the commitment, the groundwork, it's all
743
00:35:22.184 --> 00:35:25.944
there for us to continue on this path and trajectory we
744
00:35:26.084 --> 00:35:30.014
have around having a strong bench of people that
745
00:35:30.024 --> 00:35:33.884
are well-supported, they're energized, they understand the
746
00:35:33.904 --> 00:35:36.984
North Star, they see the opportunities for themselves.
747
00:35:37.014 --> 00:35:40.824
And even if they don't, they are connected to a leadership role called
748
00:35:40.864 --> 00:35:44.524
performance advisor that can help them get to the places
749
00:35:44.584 --> 00:35:48.264
and experiences they would like to have at the firm, right?
750
00:35:48.424 --> 00:35:51.844
So yeah, we still have a lot of work to do, but man, I love the
751
00:35:51.884 --> 00:35:52.904
trajectory we're on.
752
00:35:53.304 --> 00:35:54.564
Yeah. As you
753
00:35:55.944 --> 00:35:58.054
look ahead, what are you most excited about?
754
00:35:58.664 --> 00:36:02.344
Oh, man, I tell you. So first of all, like I said, I've been at the
755
00:36:02.384 --> 00:36:05.804
firm for a while, 25, 28 years, whatever.
756
00:36:05.824 --> 00:36:09.464
And so I've seen the firm when it was 800 million in
757
00:36:09.524 --> 00:36:13.424
revenues, and then 1.2 billion, and then it was like, "Ooh, one day we're going to
758
00:36:13.444 --> 00:36:17.094
get to 2 billion in revenues." Like, "No way." And then we got to 2 billion- ...
759
00:36:17.094 --> 00:36:18.924
and then we were, "And then we going to get to three bill..." Right?
760
00:36:19.174 --> 00:36:23.004
And I'm just most excited about the firm continues
761
00:36:23.044 --> 00:36:26.864
to transform itself to relevance to the modern
762
00:36:26.904 --> 00:36:27.414
middle market.
763
00:36:28.144 --> 00:36:28.724
Yeah.
764
00:36:28.844 --> 00:36:29.244
And
765
00:36:30.524 --> 00:36:34.184
so the transformations we're going through as a firm from a lot of
766
00:36:34.224 --> 00:36:37.384
different angles is just exciting, man.
767
00:36:37.424 --> 00:36:38.464
It's just exciting. And
768
00:36:39.624 --> 00:36:43.494
so I can see out into the distance where I would say,
769
00:36:43.564 --> 00:36:47.264
"You know what? I remember when RSM was X." We always say that, "Well, I remember
770
00:36:47.284 --> 00:36:48.094
when we were this, and now we're this."
771
00:36:48.094 --> 00:36:49.344
That means you've been there way too long.
772
00:36:50.004 --> 00:36:53.234
Yeah. Right? And so I remember we were there, and now we're going to be this other
773
00:36:53.344 --> 00:36:53.874
place, and-
774
00:36:54.204 --> 00:36:54.254
Yeah
775
00:36:54.304 --> 00:36:56.834
... we continue to grow and I'm just
776
00:36:57.784 --> 00:37:01.344
excited about the trajectory the firm is on-
777
00:37:01.424 --> 00:37:01.564
Yeah
778
00:37:01.584 --> 00:37:05.424
... and in terms of how we continue
779
00:37:05.484 --> 00:37:09.124
to be very compelling to the market that we
780
00:37:09.164 --> 00:37:09.664
penetrate.
781
00:37:09.774 --> 00:37:09.774
Yeah.
782
00:37:09.784 --> 00:37:10.744
That's what I'm excited about.
783
00:37:11.164 --> 00:37:14.524
When you think about your own team and everything you've just discussed and
784
00:37:14.564 --> 00:37:17.954
what you've achieved so far, how
785
00:37:19.004 --> 00:37:20.144
does that make you feel personally?
786
00:37:21.904 --> 00:37:25.264
I'm very
787
00:37:26.044 --> 00:37:29.904
proud of my team. I'm very happy for them
788
00:37:29.964 --> 00:37:33.764
in terms of all the opportunities that they've helped create for
789
00:37:33.824 --> 00:37:36.084
people in the firm, and then including themselves.
790
00:37:36.464 --> 00:37:39.984
I'm very excited and happy about how they
791
00:37:40.044 --> 00:37:43.984
have courageously stepped into a
792
00:37:44.044 --> 00:37:47.004
different way of bringing value to the firm.
793
00:37:47.364 --> 00:37:51.284
I'm very excited about the courage it
794
00:37:51.324 --> 00:37:55.114
took for them to understand that sometimes you need to get
795
00:37:55.164 --> 00:37:58.884
in front of the people you serve. You need to get in
796
00:37:58.964 --> 00:38:02.844
front of them because you're the subject matter expertise, and you actually
797
00:38:02.864 --> 00:38:05.624
know a lot more better for them than they do.
798
00:38:06.124 --> 00:38:06.344
Mm-hmm.
799
00:38:06.364 --> 00:38:10.264
But you've got to courageously step into such a position
800
00:38:10.684 --> 00:38:14.364
and make it so that your value to them is so
801
00:38:14.384 --> 00:38:18.244
compelling that they don't even want to look at you
802
00:38:18.284 --> 00:38:21.894
as an order taker. They know they can't be successful
803
00:38:21.894 --> 00:38:25.074
without you. And so now they're coming to you for your
804
00:38:25.124 --> 00:38:28.804
input, your insight, your suggestions, not just
805
00:38:28.814 --> 00:38:32.734
asking for you to complete a task. That's what I'm excited about,
806
00:38:32.804 --> 00:38:34.464
man, because at some point,
807
00:38:35.983 --> 00:38:39.534
I'm going to be doing something different, or I'm going to retire, or I'm going to
808
00:38:39.584 --> 00:38:42.924
whatever. And I'm going to look back and I'm going to say, "Ty, what you proud of?"
809
00:38:43.124 --> 00:38:47.044
Man, I'm proud that I completely transformed a talent function with extremely
810
00:38:47.084 --> 00:38:50.904
talented people who I know is going to take it yet to another level,
811
00:38:51.204 --> 00:38:51.304
right?
812
00:38:51.344 --> 00:38:51.404
Yeah.
813
00:38:51.464 --> 00:38:52.624
That's what I'm proud about.
814
00:38:52.684 --> 00:38:54.424
Listen, man, I could talk to you forever.
815
00:38:56.024 --> 00:38:57.264
I feel like me and you could talk forever.
816
00:38:57.944 --> 00:38:59.144
But before I let you go,
817
00:38:59.964 --> 00:39:03.924
where can people reach out if they want to say hi to
818
00:39:03.984 --> 00:39:05.914
you personally, and connect with you,
819
00:39:06.944 --> 00:39:08.024
and then we'll say goodbye?
820
00:39:08.524 --> 00:39:12.064
Yeah. So, LinkedIn, Ty Beasley on
821
00:39:12.124 --> 00:39:15.804
LinkedIn, and then email. You can reach out to me via email too,
822
00:39:15.844 --> 00:39:18.004
ty.beasley@rsmus.com.
823
00:39:18.284 --> 00:39:18.404
Yeah.
824
00:39:18.484 --> 00:39:18.933
And I
825
00:39:20.104 --> 00:39:24.014
welcome any conversation and anything you heard here, we can continue on
826
00:39:24.044 --> 00:39:24.834
the conversation.
827
00:39:26.224 --> 00:39:29.764
Any input, perspectives you would like to get in terms of talent
828
00:39:29.864 --> 00:39:32.664
strategy, anything like that, I'm certainly open to it.
829
00:39:32.704 --> 00:39:35.254
Yeah. Well, listen, man, I appreciate you, and
830
00:39:36.684 --> 00:39:37.884
congratulations to the team
831
00:39:38.804 --> 00:39:42.384
so far on the journey. And I think everyone listening
832
00:39:42.444 --> 00:39:45.244
or watching right now can feel the energy and the passion
833
00:39:46.084 --> 00:39:49.324
that you have for the work that you do, and may it
834
00:39:49.364 --> 00:39:50.444
continue. And
835
00:39:51.244 --> 00:39:53.744
I really appreciate you taking the time to share your journey with us.
836
00:39:53.844 --> 00:39:55.844
Thank you for having me, Chris. I really appreciated this.
Ty Beasley, Chief Talent Officer at RSM US LLP.