Ist jeder lernfähig? Eine kontroverse Sicht auf Skills

0:00You have a very controversial view that I haven't been able to square. >> Okay. >> And the idea that you could teach somebody culture and teach somebody personality, personality traits versus skills versus hard skills. >> Uhhuh. >> Have you ever seen that executed outside of acquisition.com? And how do you teach a 50-year-old how to change their behavior? >> Oh, so okay, a couple couple things here just for defining terms. So hard skills, soft skills, I see those the exact same thing. They are just words that people use, but they are fundamentally changes in behavior. So, across the board, thing number one. Um, and how do you change a 50-year-old's behavior? It will take longer. They're less plastic. Um, but nonetheless, they're still still teachable. Um, on a long enough time because the thing is some people So, everyone is teachable. The question is, is it worth it? And that no that's that that's actually the real that's the organizational question is like buyer build is an ROI decision right like should I buy this and what's the likelihood of success and and and somebody coming in uh or immer you know immersion into the business uh versus me you know building this capacity internally how much is it going to cost in both time and money right um and a lot of that's going to come down to your efficacy at transferring skills at teaching somebody else how to do something and so um what what part so what part was controversial I'm like I'm so

1:18>> the controversial part is is you don't work so at acquisition.com you recruit for people that want to develop themselves. So you have a very special culture. >> But for the average business, if somebody if CFO comes to me and I want to put them in a public company >> and I start telling them like you should smile more, you should wave more, that's going to be a very difficult conversation. >> Yeah. >> Is that practical or am I missing something? And how do you go about changing somebody's what I would call soft skills, which you would call just another type,

1:48>> just a bucket of term bucket of Yeah. It's like here's 28 small, you know, things that you can do differently that will increase the likelihood of people will like you. Um, so I think it would be awkward if I demanded every single person does this. I don't demand that everybody smiles. If if somebody has a problem where people are not listening to them and I think that they do have the base skill set, but they're have like they're having difficulty with influencing their co-workers, then I would probably say, "Okay, well, let me give you a remedial course on influence, which is here's six things that you're currently doing that decrease the likely they listen to you. So, if we reverse these six things, we'll increase the likelihood that that the the desired outcome happens." Like, and the the the the most difficult part about this is actually the observation.

2:33Um it's people will use a bucketed term to describe somebody else, right? They'll say this guy has a lot of charisma, but if you ask them why does he have a lot of charisma, that is where people get in trouble because there's so many things you notice that you don't put words to typically, right? Like we have a lot of good pattern recognition, you know, for like this guy's a threat. This guy I don't know, he just gave me the wrong vibes, right? It just really means that he did things that remind me of other people who have wronged me and I don't like and so being more conscious about it and this is where like watching game footage and things like that um become incredibly valuable uh because you can say like he blinked a lot and he was you know ringing his hands. Now, if somebody comes in and a lot of people in the office are saying, "I don't know. This guy doesn't seem trustworthy." The question is, is this guy trustworthy or does he behave in ways that remind them of other people who are untrustworthy, which are two different questions? And so, if I just want to teach somebody how to act in a way that that decreases the likelihood that people call him untrustworthy, then I could say, "Hey, put your hands in your pockets and do this instead." Right? And so, um, we always hire for the smallest skilled deficiency. And so, the public CFO for sure is going to have to have a massive, you know, skill set that's going to take many, many years to develop, right?

3:51If I'm picking between two candidates and I've got a nice guy who doesn't know finance and a guy who's a killer at finance and he's not a nice guy, I can teach somebody to be amenable not that long, right? But teaching somebody finance is going to be a much bigger a much bigger boost. this guy, the guy who's really good at finance that might not you rather hire a nice guy that's really good at finance, but if he's the guy you have, there is a way to change him. >> Yes. And then again, all the the thing about this is like I think people hear this and think, oh, like Alex has a soft like let's go train everybody up. No, 100% not at all. It's it's an ROI decision. Every So I see the the chief role of the entrepreneur is allocation of resources period. That's what we're supposed to do. And I see strategy is prioritization of resources. So like how are we prioritizing what we got? We have limited resources, unlimited stuff and be able to make the decisions where we get the most bang for the buck. And so if we can have somebody who has, you know, tremendously, you know, deep finite soant, okay, great. Um, is the deficiency that he has in the interpersonal department something that's going to cost us our culture? And how little do I need to do to improve uh where he's at to make it at least not a negative,

4:56>> right? And so that's that's the I think there's the basic calculus there um that happens. Now, if somebody has like a massive ego, it's going to be tough >> because they're not going to be receptive to anything, which means what you see is what you get. And you've got to be really happy with that person. >> There's also a difference between somebody that's lack self-awareness and somebody that knows that they're an and is basically doesn't care, thinks they're so good that they're not going to change. >> Yeah. Some people are like, I am an and they have accepted that about themselves. And some people had no idea that people thought they were an and would love to change that.

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