Transforming Teams: How HR Huntsman Builds High-Performance Cultures Through Immersive Consulting & Modern Leadership

Summary

Podcast Summary: The Amazing Authorities Podcast

Episode: Transforming Teams: How HR Huntsman Builds High-Performance Cultures Through Immersive Consulting & Modern Leadership
Host: Mitch Carson
Guest: HR Huntsman, Founder of Leaders Edge, “The Total Immersion Strategist”
Date: November 28, 2025

---

Overview

In this episode, Mitch Carson welcomes HR Huntsman, known as "The Total Immersion Strategist," to discuss his unique approach to organizational consulting, leadership development, and how deeply immersive consulting methods drive sustainable results. HR shares how his company, Leaders Edge, transforms company culture, boosts retention, and elevates performance by integrating strategic business systems with high-EQ team building and leadership coaching.

---

Key Discussion Points & Insights

1. What Sets “Total Immersion” Consulting Apart

[01:08–03:37]

• HR Huntsman emphasizes the difference between surface-level consulting and his approach:

  • He becomes part of the team ("we call them we, they call us we"), building relationships at all levels.
  • Value is delivered through personal touch, deep diagnostic work, and ongoing involvement—some clients stay for 7-8 years.

• Quote:

  “We become part of their team… We get to know your story, we get to hear your heartbeat, we get to check your pulse, we get to know your team by name. That personal touch is one of our differentiators.”
  — HR Huntsman [02:58]

• Emphasizes strong balance between business process excellence (strategy, logistics) and high emotional intelligence (EQ), listening, and team-building.

2. The “Business Physical Therapist” Metaphor

[03:37–05:07]

• Mitch and HR compare immersive consulting to physical therapy:

  • Not just prescribing a solution, but working closely over time to build capability and resilience.

• Quote:

  “I have no desire to be the prescription writing consultant that just comes in and spends a few hours on the factory floor… I think that’s ridiculous.”
  — HR Huntsman [04:29]

• Client results are tied to a “diagnose, prescribe, test, adapt” approach.

3. HR’s Proprietary Six System Framework

[06:00–08:42]

• Outlines a methodical, year-long process, spending ~2 months per system:
  1. Foundation: Purpose, mission, vision, values, “three agreements”—sets culture.
  2. Team Building: How to attract, hire, onboard, and elevate the right team.
  3. Strategy: Developing a true organizational strategy beyond just a business plan.
  4. Performance: Defining and measuring key metrics; building accountability.
  5. Process: Documenting and optimizing business processes.
  6. Profit: Ensuring financial health, margins, and cash flow.
• Highly customized—not a “one size fits all” playbook.

4. Leadership Development and Elevation (Years 2–3)

[08:51–09:41]

• Second and third years focus on training “doers” and “producers”—often top salespeople or technical experts—into effective leaders.

• Quote:

  “The biggest mistake businesses make is they promote producers and doers into leadership—they never empower them, they never teach them how to do actual leadership.”
  — HR Huntsman [08:51]

• Leadership coaching includes meeting structure, coaching/correction, EQ, communication, and vision.

5. Leveraging AI as a Supplemental Tool

[09:49–12:28]

• AI is heavily integrated into their process:

  • Used for research, brainstorming, and accelerating SOP (Standard Operating Procedure) development.
  • Never a replacement for human intuition, empathy, or leadership.

• Quote:

  “It’s never going to replace the human component where the human needs to do the more intuitive… especially when it comes to connection.”
  — HR Huntsman [12:28]

• Both agree: AI is a powerful assistant, but background and context remain essential.

6. Generational Differences and the Leadership Communication Gap

[13:47–15:23]

• HR describes the need for Gen X/Boomer leaders to adapt their style for Gen Y/Z employees:

  • Younger generations value purpose, meaning, and connection more than previous generations who were more results-driven.
  • Quote:

    “Connection before direction. Connection precedes direction and certainly precedes correction for both Gen Y and Gen Z.”
    — HR Huntsman [14:44]

• Modern leadership is about weaving in meaning and explaining the “why.”

7. The Death of Autocratic, Old-School Leadership

[15:23–20:33]

• Long gone are the days of “my way or the highway” management.
  • Companies now compete to attract and retain top talent—not the other way around.
  • Employees, especially young talent, will shop for better culture and leave quickly if dissatisfied.
• Notable Quote:

  “Talent is what’s in demand… making sure people are treated with value, heard, and seen… if you don’t, they’ll just leave.”
  — HR Huntsman [18:23]

8. Attraction, Development, and Retention of Top Talent

[21:08–22:40]

• High-performing, reliable, proactive employees are increasingly rare.
  • Leaders need to build cultures that attract, develop, and retain these “diamonds in the rough.”
  • Retention is built through strong onboarding, ongoing coaching, and empowering people to contribute from day one.
• Quote:

  “Developing the kind of culture where we can create those high performers and… create superstars out of them.”
  — HR Huntsman [21:08]

9. Rethinking Employee Tenure: The "College Coach” Mindset

[22:57–24:17]

• Employers should expect 3–4 years of tenure, not lifetime loyalty.
  • Leaders must think like great college coaches: constant recruiting, developing, and empowering top talent.
• Quote:

  “You’re a training organization that specializes or excels in manufacturing or law or spinal surgery or whatever it is. But you are a training organization.”
  — HR Huntsman [23:06]

10. Dealing with Attrition & Exit Trends

[24:38–26:33]

• Individual departures may not offer clear learning opportunities, but leaders should look for patterns.
  • “So good, you’re impossible to ignore” should be the goal.
  • Exit interviews often don’t reveal the true reasons; continuous improvement is necessary.

11. Case Study: Reno Manufacturing/Construction Success

[26:53–29:27]

• HR shares a hallmark case:

  • Family-owned company in Reno, NV, hit revenue and leadership ceiling at $36M.
  • After 18 months: $36M → $50M revenue, drastically improved leadership, onboarding, retention, and reduced turnover.

• Quote:

  “First year, $36M to $50M, that’s a good year.”
  — HR Huntsman [28:37]

• HR credits the company's willingness to “do the stretches” and “put in the work.”

12. Profile of an Ideal Client

[29:53–30:17]

• Typically works with organizations in the $20–$100M revenue range, though occasionally engages with smaller startups.
• Immersive, in-person workshops are combined with ongoing virtual follow-ups.

13. Holistic Approach: “Soup to Nuts”

[31:03–31:23]

• Services cover the entire value chain: Marketing, sales, process optimization, logistics.

---

Notable Quotes & Memorable Moments

• [02:58] HR Huntsman:
  “We get to know your story, we get to hear your heartbeat, we get to check your pulse, we get to know your team by name. And that personal touch is one of our differentiators.”

• [04:29] HR Huntsman:
  “I have no desire to be the prescription writing consultant that just comes in and spends a few hours on the factory floor… I think that's ridiculous.”

• [08:51] HR Huntsman:
  “The biggest mistake businesses make is they promote producers and doers into leadership—they never empower them... The best widget salesman… knows nothing about how to lead salespeople.”

• [14:44] HR Huntsman:
  “Connection before direction.”

• [18:23] HR Huntsman:
  “Talent is what’s in demand… making sure people are treated with value, heard, and seen…”

• [23:06] HR Huntsman:
  “You are a training organization that excels in civil engineering. You’re going to win. But if all you think of yourself is your trade, you’re going to struggle.”

• [28:37] HR Huntsman:
  “First year, $36M to $50M, that's a good year.”

---

Key Timestamps

• 01:08: Start of discussion on the “Total Immersion” approach
• 02:58: Differentiators in the consulting methodology
• 04:29: Physical therapy metaphor for consulting
• 06:00–08:42: The six systems framework explained
• 09:32: Focus on leadership development (years 2–3)
• 10:03–12:28: The role (and limitations) of AI in consulting and leadership development
• 13:47: Generational differences in motivation and communication
• 14:44: “Connection before direction” principle
• 17:06–19:41: Old school vs. modern leadership mindsets
• 21:08: The war for talent at all organizational levels
• 22:57–24:17: Rethinking employee tenure and the "college coach" mentality
• 26:53–29:27: Case study: Transformative results at a Reno manufacturing/construction company
• 29:53: Ideal client profile

---

Tone

The conversation is engaging, direct, and laced with humor and real-world metaphors. Mitch and HR's tone combines practical wisdom and warmth with a results-oriented focus, offering both actionable strategies and “aha” moments for leaders and entrepreneurs navigating today’s evolving talent landscape.

---

Final Takeaways

• Sustainable culture change and business performance require deep, ongoing immersion—not quick fixes.
• Balancing robust business systems with high-EQ leadership is essential.
• The best organizations today are talent magnets, constant “training organizations” that empower, develop, and constantly elevate their teams.
• The “connection before direction” mantra and adapting leadership for new generations should be top priorities.

For listeners aiming to foster high-performance cultures, HR Huntsman’s methods present a compelling, proven roadmap.

Transcript

[Mitch Carson]

Welcome to the Amazing Authorities podcast, where game changers, visionaries and category leaders share how they built their brands, platforms and global influence. Your host is Mitch Carson, international speaker, media strategist, and creator of the Instant Authority system. If you're ready to learn from those who've done it and want to become the go to expert in your space, you're in the right place.

HR Huntsman is here today. I'm calling in from Bangkok, Thailand, and he's in the usa. I still have an American accent because I can't shake it. And he's a guest today on the Amazing Authorities podcast. Welcome to the show, HR Mitch.

[HR Huntsman]

Thank you so much for having me. I really appreciate your time.

[Mitch Carson]

Yeah. And you know, the question that comes to mind first is, is it Home Run Huntsman?

[HR Huntsman]

I like to keep people guessing. I never say what the real name is. I've gone by HR My whole life. So you make. I've heard home run, horses, rear end. I've heard it all.

[Mitch Carson]

Oh, no, I'm going to say home run because you're known as the Total Immersion Strategist, the business strategist that comes in, diagnoses and prescribes and implements for at least a year. You told me you've got some clients that have been working with you for seven, eight years. So obviously you dispense value. Break it down for us because I, you know, what makes you different and what I like before we started this recording today was the fact that you totally get involved. You become part of the organization, you're an appendage and makes a difference when you have a third leg to move that momentum down the road of progress.

[HR Huntsman]

I started my first company when I was 28 and I didn't know what the crap I was doing. I had vision and passion and nothing else and built it over 25 years to quite large. And I learned a lot of things along the way, a lot of mistakes, did a lot of good things, and so I wanted to give back. So I started Leaders Edge. And yeah, Total Immersion Strategist is right. We care very deeply about helping the company succeed. We become part of their team. They call us we, we call them we. And we'll spend. Usually the first year is called Engine and we work on all the different systems. Six systems of business that I've kind of developed my own proprietary system to. The next two years are called Elevate. It's all about leadership development. So you ask what makes us different? Certainly the immersion part makes us very different.

[Mitch Carson]

But I like that, by the way, I Mean, I get it where many people who come in who call themselves consultants or strategists or what have you, they come in and charge a big fee and they work with. Then they disappear onto the next.

[HR Huntsman]

We're on your team. We get to know your story, we get to hear your heartbeat, we get to check your pulse, we get to know your team by name. And that personal touch is one of our differentiators. The other one is we're very good at the strategy side, the logistics of business, the process and systems of business. But our EQ is also really good. And we're very good at the team building side, the human side, the human component, the listening side. So we combine both those two sides, the strategy side and the human development side. And it helps us be really successful with our clients, and it helps our clients really win on a regular basis.

[Mitch Carson]

I just had this visual metaphor that came to mind, and this comes into my background as a copywriter. That's why I came up with Total Immersion Strategist.

[HR Huntsman]

Yeah.

[Mitch Carson]

Instead of going to a doctor, someone comes in and the doctor very quickly diagnosed prescribes, and you may not see them here, take this meds and go out and do it and take it later. You're much more of a diagnostic physical therapist who works with the patients, clients, companies, helps them move that, that limb again, get it back in shape, strengthen it and continue and be able to walk again, be able to do that. I know what I went through when I had my knee reconstructed. It was a year recovery. You're more of a physical therapist, a business physical therapist.

[HR Huntsman]

That's a great metaphor, Mitch. Yeah, that's right. I have no desire to be the prescription writing consultant that just comes in and spends a few hours on the factory floor and says, here's what you should be doing. I think that's ridiculous.

[Mitch Carson]

Doesn't work.

[HR Huntsman]

It doesn't work. You're right. Your metaphor is right on. We work with you, test those muscles, test the bones, get the joints working, listen to the story, spend a lot of time, and that's why we see so much. I'll use your metaphor. So much greater mobility and health and strength when we're done. For sure. You're right on.

[Mitch Carson]

Yeah. Because I've interviewed quite a few people in my years of doing this and also my background in television. You know that I also have a show on NBC 3 in Las Vegas. Very few consultants. And there are some good coaches. I'm sure they're great coaches and they know how to throw a Hail Mary because that's what it is. It's a Hail Mary. When they come in for three hours and hope that they catch the pass, it might be a good pass, might have a great spiral.

[HR Huntsman]

Yeah.

[Mitch Carson]

You actually lay out the play. And I probably would liken it to you. Use your running backs. If that doesn't work, then we throw to the wide receiver. If that doesn't work, you've got a strong quarterback that'll take it into the end zone. He has that ability to run.

[HR Huntsman]

Yeah. We have a framework of best practices that I've built over the years I've been doing.

[Mitch Carson]

Sure, tell us about it.

[HR Huntsman]

Yeah, some best practices of things that we do. But it's always going to be built around their systems, their people. I mean, like I said, we have our six systems. We go through the purpose system, vision, mission and values, and the team building system. We interrogate their interviewing and hiring and onboarding. But everything we do, we don't just come and pitch our playbook. It's, here's some good frameworks of best practices. What does that look like at ABC Inc? What's that look like at EFG Inc? It's very, very personalized. And again, your metaphor of the physical therapist is right on. The strategy for this particular manufacturing company may look very different than this other manufacturing company because of their passions, their dreams, the people they have on the team, their ideas for how they win. So we come in with the ideas around how to build a true organizational strategy. But for two companies, it could look very different because of the nuances and the details of the people involved.

[Mitch Carson]

What are some of the steps?

[HR Huntsman]

So, six system. The steps are we methodically go through each of the six systems of business. We got your foundation system. That's your purpose. What are you really about?

[Mitch Carson]

That's the mission. Is that their mission statement?

[HR Huntsman]

Mission, yeah. So mission, vision, values, and what we call three agreements. Okay. That's really about developing culture. You got to start with culture. That's your foundation. So step one is all about culture, vision. Step two is all about team. So why comes first? Who comes second? How do you get a fantastic team on board? How do you elevate the team that you have? So you got the team building system, Then we go to strategy. That's your what? That's your how that you do this? Only 12% of companies have a true organizational strategy. They'll all say, no, no, we have a plan. I'm not talking about a plan. I'm talking about a true strategy of how you approach business from beginning to end, from Your value prop all the way through your value chain. Then your performance system. How do you. Everyone has to have a number. How do you measure those numbers? What's your cadence look like on reporting? We build all the accountability structures. Then you have all your processes. So the process system, all your systems and processes need to be documented, well thought out. And then your profit system, like, what are your margins? How are you doing on ar? What's your aging report look like? And all those systems making sure that we're making the money that we should be making. So we go step by step through all those six systems. Takes about two months each. And that's why it takes a year because we're very thorough and we do an intensive deep dive, very methodical, just like a good physical therapist would.

[Mitch Carson]

No. Okay, good. Diagnose and prescribe. And then if you something's not working.

[HR Huntsman]

You keep coming back to it again and again.

[Mitch Carson]

All right.

[HR Huntsman]

Years two and three are all about elevating your. The leaderships themselves. We teach meeting structure, how to do coaching, how to do correction stuff. They. Because normal businesses, the biggest mistake they make is they promote producers and doers into leadership. They never empower them. They never teach me how to do actual leadership. They asked us to come in and say h, can you help these producers become actual leaders? Because they took the. The best widget salesman and made him leader of the sales team. He knows nothing. He has no EQ skills, He has no communication skills. He has no vision for the. He's a great salesman. He has no. Knows nothing about how to lead salespeople.

[Mitch Carson]

So we Totally different skill sets, aren't they?

[HR Huntsman]

Totally different skill set. So we come in year two and, and really elevate the leadership infrastructure.

[Mitch Carson]

Now let me ask this. There are two letters that might have affected your consulting over the years.

[HR Huntsman]

Okay.

[Mitch Carson]

One starts with an A and the second letter is an I has that. Okay, how do you erase it today? Does it shorten your processes or it.

[HR Huntsman]

Helps us develop them for sure. So we work with the teams and we could be taught. We'll be on the manufacturing floor and how do we get from A to B to C to Z and run it through AI and it spits out some ideas for us that we may not have thought of or it took us a lot longer to think of. We use AI all the time as a tool. It's never going to supplement. It's never going to replace the human component. But it's a great research tool. It's a great tool.

[Mitch Carson]

Bravo.

[HR Huntsman]

We use it probably every day. Of our lives with clients.

[Mitch Carson]

I'm in it, I'm in Chat GPT every day. Every day looking for the Manus, you know, as a, as a tool which seems to give greater output of content if you program it or you know, input it with the right prompt. Mana seems to exceed that of chat GPT which is limited by 800 words. And Manus can go is much more expansive. Just found this out recently.

[HR Huntsman]

Yeah, we like, I just use it today with the client as an attorney running a law firm and he wanted to create discovery processes for his growing legal team. So he, he gave me the basic framework. We ran it through chat. It came up some really good ideas that he's going to nuance and massage and just like that. So we use it all the time.

[Mitch Carson]

Yeah, it's a great time saver, I would say. It's not a be all end all edit, but it, it certainly saves time. As I mentioned, I, my background was a copywriter and I went to blank page. This saves so much time and it was for you.

[HR Huntsman]

Gosh.

[Mitch Carson]

However, however, I want to bring this up. If you don't have the fundamentals in your background and you rely specifically or entirely on Chat GPT or another AI to, to solve your problems, you don't have context, you don't have an understanding. How do you go through and learn long form arithmetic? How do you learn to geometrically understand what goes on on a factory floor which you're involved in if you haven't done it and been immersed in it? So your background allows you to be better and use some of these tools to shorten. But if without the proper background or experience. Yeah, I mean, if someone comes in, I'm an AI consultant. Last week I was digging ditches. Well, I don't think they could replace HR Huntsman.

[HR Huntsman]

Right. Yeah. Like I said before, it's a good tool in your toolbox. It's very supplemental. It's never going to replace the human component where the human needs to do the more intuitive, especially when it comes to connection, when it comes to connecting other humans and EQ skills and interpersonal style, it's just never going to replace humans. Certainly not in my lifetime anyway.

[Mitch Carson]

No, I, I, and I agree wholeheartedly. I mean, it's just, it's just not, I think we're in agreement there. And it doesn't teach interpersonal skills, which the younger generation seems to be challenged by either. As I mentioned, some people are averse to even getting on a phone call, much less a podcast interview like this. They would rather Chat or hire a voice agent to replace them to do this. And where do you see that going? Are you finding the younger generation of your clients? Let's say you deal with the CEO and he or she is 55 or plus roughly. Let's just call. I'm generalizing. Could be 40 plus, but then they've got middle management that is 40ish or younger. Are you finding a communication gap or a way to penetrate their barriers, to engage them?

[HR Huntsman]

Yes, for sure. So that first age group you talked about, our age group. Well, you're actually. You're in the boomer group. I'm first generation. First year of Gen X. We are. I'll just speak for myself. We tend to be all about results. Just get stuff done, plow through the wall. Millennials and Gen Z, they're far more. And we can learn from this. They're far more about purpose and meaning and they have a better work life balance than we do. And we have to learn. So Gen X at the top of the leadership funnel now has to learn to have those conversations slow down a little bit. Connect on a human level. It can't just be about getting from A to Z anymore. Connect on a human level. Get to know the person. And so the way I teach it now is connection before direction. Connection before.

[Mitch Carson]

I like that. Remember, write that down. Connection before direction.

[HR Huntsman]

Connection precedes direction and certainly precedes correction for both Gen Y and Gen Z. And you have to weave in purpose and meaning there. Gen Z especially is looking for purpose and meaning in their work. Tell me why. Tell me why I'm making these widgets. What's the end result of this going to be? Are we damaging the environment by making these widgets? And who's it going to help? And how are we giving back to our community? And so the Gen X and Boomer leaders have to learn to speak the meaning of purpose or speak the language of purpose and meaning and connection a lot more.

[Mitch Carson]

That is valuable information, right? There is a key takeaway from this interview because I have found it increasingly difficult and I am a boomer. I was born in 1960, right. And I grew up under the management style of my uncle who was a tyrant. He was an absolute he. The lawsuits today would be out the window of what people would do and respond to his way. He was a Harvard graduate who was a World War II veteran. You know, he flew in World War II in the Mariana Islands. He only knew military. He still. You could eat off the floor. And he was like that all the way until his Passing and that type of. I mean, he was extremely successful in business, but his way of management. Just to explain, I couldn't even imagine him today because he called me every name in the book. I can't even repeat it on a podcast. Sure, and he was a Harvard graduate, but that all went out the window. He made sailors look clean and called me every name in the book. And I was. I was right under him running one of his large manufacturing companies. We were, you know, ISO, and I knew all of. So I knew about manufacturing. But, oh, my gosh, was he a challenge. That would be lawsuit crazy. You know, Joe Goldberg, attorney at law, would be all over that case with the. With the employees suing. Is that a dinosaur today?

[HR Huntsman]

Oh, goodness sake. Well, think about how much the labor market, the talent market has changed in his day, in your uncle's day, there was a line of people standing out every business trying to get work. So you could just be like, hey, if you're not cutting mustard, you're out. There's fired. You're fired. The talent market is the opposite. Now there's a labor shortage, so the demand for people is high. So now Gen Y and Gen Z, they shop for good companies like you and I look for good restaurants. They'll try one for six months. If they don't like how they're treated, if they don't like the benefits or the flexibility, they'll just go someplace else. It's no big deal, because they're looking for companies that will meet the things they're looking for, for the lifestyle they're looking. And so our generations have to understand that the talent market is in demand now, not the jobs themselves. Talent is what's in demand. And so making sure people are treated with value, they're heard and seen. Like your uncle, his toes would cur. If I told him and said, you need to make sure, you, Honor, see and hear all of your employees, he'd be like, screw you.

[Mitch Carson]

Well, he just. He wouldn't. He just wouldn't get it, you know.

[HR Huntsman]

Because he wouldn't get it.

[Mitch Carson]

He was a survivor of the Depression.

[HR Huntsman]

Yeah, right.

[Mitch Carson]

And that type of mindset is like, there isn't enough food. These people ought to be grateful to have a job.

[HR Huntsman]

Yeah. And.

[Mitch Carson]

And I got to say, in my own management style of. When I took two companies public in, and I was a latent learner of his style, I thought screaming at people was cool. Up until about the age of 33, I replicated his style, yelling and demeaning until I realized this didn't feel good. I was sick about it. And then I had people quitting realized the most expensive line item is payroll. How do you retain good people? And I had to learn the hard way by losing incredible talent that I had trained. And they left because I was an autocrat. And then I softened immensely years later, you know or no during the process. And you learn through pain, I think. And do you, do you coach the execs that you work with or help reframe a lot of that to identify or how to relate to these other generations who live in their phones all the time.

[HR Huntsman]

We're coaching all the time on how to develop really good culture, good onboarding. 80% of retention is linked to onboarding. Like how does a person treated day one week, one month, one quarter one. So helping develop those culture pieces, onboarding pieces so people are teed up for success. So they know, they're seeing, they know when and how to raise their hand and say I have an idea. And we create the culture where gen Y and Gen Z can say, hey, I have an idea. And they don't have to wait till 10 years of tenure to say I have an idea. So we teach our leaders all those things to make sure that your uncle's tactics don't slip through because that is not going to work today. In fact, that's a good way to sink your ship. Is that kind of leadership style today? Because they'll just, they'll just leave like that if you.

[Mitch Carson]

Yeah, but it's so today. So the whole. When you're referring to these numbers, let's just talk about joblessness in, in the U.S. i don't live in the U.S. anymore. So I'm not there except when I come and record my shows and then I come back. So I. My footprint is America for the, or out of America for the last 15 years. Today you mentioned it's, it's, it's flipped where it was you were grateful to have employment. Today you have to be grateful to have employees. Is that at all levels or is that more skilled labor and above?

[HR Huntsman]

No, that's at all levels. No, that's, that's blue collar, white collar, entry trades people, middle management. You, if you have a reliable, hardworking, proactive, initiative thinker. That person used to be normal. Now that is fundamentally a high performer. So developing the kind of culture we can create those high performers and train or attract those people. Those are the businesses that are winning at a high rate because that is a rare thing now. So what we teach is how to create cultures that attract and retain top talent and build, take those diamonds in the rough and create superstars out of them. So we are all about doing that.

[Mitch Carson]

Interesting. So you have to really develop these people that are showing performance.

[HR Huntsman]

Yes. Because they've never been taught. Remember a lot of these kids grow up and everybody gets a trophy and they get to business and everybody doesn't get a trophy anymore. No, there's only a handful of trophies. So there's some latent potential out there. And developing the systems, developing the culture, developing the brand that says we are attracting high performing potential and talent. We help leaders create that culture.

[Mitch Carson]

And what is the amount of time? Because in the old days, let's just say when you, you got a watch after 25 years of service, your employee for life for Ford Motor Company, for IBM Corporation, Xerox, that doesn't exist anymore.

[HR Huntsman]

That's not a thing.

[Mitch Carson]

No, no, it's out. So what is the amount of time an employer can anticipate a worker to stay or hopefully.

[HR Huntsman]

Yeah. Here's what we teach. We tell them we want you to think like a good college coach. You're going to have this high talent for three to four years and they're going to help you win a national championship. So you better have a good recruiting, training and empowering system. That's what. Because you have to reload, you have to reload every four years. Now you're going to have some that stay, but you, you have to think differently. So I teach all these people. You got to teach, you got to think like a good college coach. Four years and you just have a system that just trains recruits and trains these high end athletes, if you will. So we have to think more like that. So here's what we say. You're a training organization that specializes or excels in manufacturing or law or spinal surgery or whatever it is. But you are a training organization. If you can, if we can get people to think like that, you're a training organization that excels in civil engineering. You're going to win. But if all you think of yourself is your trade, you're going to, you're going to struggle.

[Mitch Carson]

And how do you keep somebody three to four years? I had a personal assistant. The reason I'm asking this is a little bit selfish is because I had a personal assistant was with me a year and nine months. She was terrific. September 2nd, she never returned to work again. And I still don't know to this day why. Yeah, I have no Clue. She was 26 years old in the Philippines.

[HR Huntsman]

Frustrating.

[Mitch Carson]

And I have no clue Why I never got an exit, never understood. I reached out to her, she read my message on LinkedIn and I said, what happened? She's with somebody else as an employee and I have no clue why. Yeah, well paid, well appreciated, acknowledged, but I have no understanding why.

[HR Huntsman]

So each of those one offs. So there's going to be a particular story there and she can have some of her baggage there. So I won't address each one off. But what I can tell you is here's what we teach all our people. You have to be so good, you're impossible to ignore. That's your job as a leader in a company. So good, because the person who's coming to work for you and with you, they could shop around and it's your job to make sure when they shop, they go, okay, no, I'm at the best place there is in my industry because they're going to be shopping. It's your job as an employer. Is your job as an organization to be the top of the food chain? So when people shop around and where they could work, your name keeps coming up. That's your job. And if they leave you, if they fire you because you just got fired.

[Mitch Carson]

Yep.

[HR Huntsman]

Right? You got fired.

[Mitch Carson]

Yep.

[HR Huntsman]

When we get fired, we have to analyze what am I doing that people are firing me and you know, the one offs, not a big deal. But if there's a pattern here, if I keep getting fired at a high rate, I gotta look in the mirror, it's me.

[Mitch Carson]

Well, it, I think it could be a combination of factors, I'm guessing, but I never got it. I never got clarity, I never got an answer. I would love to learn from it and sure, yeah, but it's, it is what it is. And I have other friends who just say you just don't know, but it's that, that's partially cultural sometimes.

[HR Huntsman]

You don't know.

[Mitch Carson]

Yeah, you don't know. Even if you do an exit interview, you don't, you may not get the real answer. Will you.

[HR Huntsman]

100. 100. Yeah. It can't be each person. It's going to be trans. You're going to be looking at trends is what you're going to be looking for. Each, each individual could be, I mean, who knows, it could be family, it could be health, it could be any number of things for each individual.

[Mitch Carson]

So what, Tell me, tell me a great case study that you're most proud of.

[HR Huntsman]

Oh, goodness. So many.

[Mitch Carson]

Yeah, but let's get your. Let's. How about a recent one that'll make it more, more Easily access your brain. Hr.

[HR Huntsman]

Let's go with a manufacturing construction company in Reno, Nevada.

[Mitch Carson]

Okay.

[HR Huntsman]

They came to us and they were, they were hitting a ceiling. That's where everyone who comes to us is some ceiling. And they have reached the limit of their own leadership. They've gotten them to where they've gotten them, and for this company is about 36 million a year. And they were at about 100 employees or something.

[Mitch Carson]

How old are they?

[HR Huntsman]

How old are they? So it's. The company itself was handed down from dad to kids.

[Mitch Carson]

Okay, that's what I suspected. All right.

[HR Huntsman]

General. Yeah, yeah. It's a generation. So it's the second generation. And the kids have far surpassed their dad, but they've hit this leadership ceiling. And so I was speaking at a conference and they pulled me off stage and they said, hey, can you help us? Anyway, long story short, 18 months later, we've. They went through the whole engine process. They're halfway through the first elevate year, and in the first year, they went from 36 million to 50 million in a year. Wow. And we helped them rewrite all their value chain, all their processes. Leadership development, onboarding is radically different. Retention is way up. Turnover is way down. So big success story. Now. Is everything perfect? Absolutely not. I mean, this is, you know, this is a good sized company. We're headed toward 100 million. This is going to be their second best year ever. And so there's still work to do. But first year, 36 to 50 million, that's a good year.

[Mitch Carson]

That's a huge increase. And do they give you some credit for that?

[HR Huntsman]

Oh, 100%, they say, is all us. Bravo.

[Mitch Carson]

Bravo. I mean, that's, that's gotta make you proud.

[HR Huntsman]

And sure. I mean, it's them doing the work right. Again, let's go back to physical therapy. I can tell you, Mitch, you got to do these stretches, you got to do this stuff, and you get to choose whether you're going to do it or not. So if you follow through, and they do a great job of following through, you're more limber, you're more flexible, you're stronger, you're healthier, and you're ambulatory.

[Mitch Carson]

You get to walk.

[HR Huntsman]

You're ambulatory. Yeah. So all credit to them for putting in the work. But yeah, they took the leadership, they took the principles and made them personal. And like I said, we're in year two and it's even better. I mean, they've outgrown their facility. We're having to build on their facility. And look at, you know, buying extra stuff. Anyway.

[Mitch Carson]

Where are you based?

[HR Huntsman]

I'm in the Seattle area.

[Mitch Carson]

You're in Seattle. Okay. Because you mentioned Reno, so that's not too far of a jump.

[HR Huntsman]

Yeah, we have, we have people all over the country.

[Mitch Carson]

Oh, okay. So that, and what is the typical profile of a company that you work with? You mentioned this company. 36 to 50 million. And is that the range? I mean you don't work with somebody with a million in sales. That's too small. I would imagine that's usually too small.

[HR Huntsman]

Now we have helped a few startups get started. I like, I've started, I've started two companies of my own. Okay, I know, I know it's like to start up. So I'm not above rolling up my sleeves and helping a startup. But we're usually in the 20 to 100 million range. Okay.

[Mitch Carson]

Yeah, that's what I suspected.

[HR Huntsman]

So that for the big engine, for the big deep dive, the immersive strategy, that's going to be in the 20 to 100 million range.

[Mitch Carson]

And how much involvement do you, do you take or I would imagine you have a team that works with you in there. How much involvement is the team? They in there on a weekly basis. Monthly basis.

[HR Huntsman]

How does that work monthly basis? They usually do the follow up coaching with the different executives on the leadership team.

[Mitch Carson]

Physically there.

[HR Huntsman]

No, no, zoom. It's all virtual.

[Mitch Carson]

Okay. Okay.

[HR Huntsman]

Now the workshops we do are all in person, so we fly to them. I'm deeply passionate about being in person. So those are all in person. Then our follow up coaching and all the different team calls, those are going to be virtual.

[Mitch Carson]

Oh, okay, Outstanding. And you, and you also help them with their sales and their marketing.

[HR Huntsman]

Everything. Everything from soup to nuts. So everything. And the entire strategy line, what we call the value chain, from marketing all the way to closure, we help the strategy along. Every piece of that Sales, marketing, everything. Wow, wow. Logistics, everything.

[Mitch Carson]

Well, hr, I would say that's a home run. I'm not gonna, that's been a run today.

[HR Huntsman]

Yeah.

[Mitch Carson]

Well, maybe even a grand slam because a couple of these nuggets I took out. It's not just a, you know, Willie Mays coming up to the plate or let's bring or Mark McGuire and let's keep going current. I don't know who the home run hitters are today. I've kind of lived in the path.

[HR Huntsman]

But yeah, the little dumper in Seattle or big dumper in Seattle.

[Mitch Carson]

Yeah, I'm, I'm out of, out of America. So I, I'm not current some of the sporting I still call follow my college football team USC Trojans because I'm a, I'm a proud alum. So I still say on top of that, look, I don't get to watch the games, but I stay connected.

[HR Huntsman]

Very good.

[Mitch Carson]

All good. Well, hr, you've been a fantastic guest today. Thank you. And we'll have you back again when your book comes out, which includes all of these methodologies and the six pillars of business, the six steps to creating this. So when that comes ready, we'll give it a nice little boost and and a fire to to to serve as a bestseller catalyst.

[HR Huntsman]

Thank you, Mitch. I appreciate you having me on, my friend.

[Mitch Carson]

All right, thanks for tuning in to the Amazing Authorities podcast. If today's episode inspired you, take a moment to subscribe, rate and leave a review. It helps more experts like you rise to the top for behind the scenes access and free resources to boost your authority. Head to MitchCarson.com until next time, stay amazing.