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- All right, step number 11. If they make it through the shadowing, then you provide your new team member with the operations manual company overview. - Now, I have that, it's a downloadable template. It's an operations manual. If they make it through it, the shadowing process, then you wanna sit down and give them the handbook, the operations manual, okay? - You're still sifting through. That's good because you don't just on-the-spot hire them and then 24 hours later, regret it after the first day of work. - Job posting, group interview, shadow, first 72 hours, then we get into the operations manual. The operations manual clearly defines every expectation for the job, and you want them to initial every page so that in your different states, some states, if you fire people, it requires an act of congress. Some states are right to hire, right to fire where you can fire people quickly. But the point is, you need them to initial every page of your handbook so that you know, and they know, that they understand everything. Don't just give them the book, make sure they understand it. - And you had some interesting questions to the operating manual to be sure that people read them. It's pretty cool, what you guys do here. - I will give you a copy of or Thrive15.com on boarding document. You can read it, and there's questions in there so that I know you're reading it. If someone doesn't come up to me, let's just say, and asks me, "Why do you wanna know my opinion "of the mullet?" Then I know they didn't read it. - Or your son's middle name? - Yes, exactly. - Okay, step number 12. Provide your new team member with a career or skill path outline. - Super important. People need to know if they do well, what's the next step? So, you wanna give them a career path outline. Again, Thrivers, if you want a downloadable, we have this for you. This is a career path downloadable, it's a template so example, if you start here working as a barista and you do a very good job, soon you could become a manager, or sorry, an assistant manager. If you do a very good job as assistant manager, then you could become a manager. If you do a very good job as a manager, then you can become a district manager. If you become a great job as a district manager, then you can become a regional manager. If you do a good job as a regional manager, then you could become an area supervisor. If you do a great job as an area supervisor, you can become a vice president. If you become a vice president, you could then become, you know? People know, these are the steps. But you have to have a path. - Well, there you go. Step number 13, provide your new team member with their daily checklist. This is the systems and skills they are expected to be able to perform with excellence on a daily basis. - Thrivers, we have downloadable templates for you on this as well. You have to have a checklist of all the skills that each person needs to know. If you do not have a downloadable checklist of the skills they need to know, they're not going to be successful and therefore, you cannot scale your business. You have to be able to have a master document you refer to saying, "Here are all the skills "you need to know. "You need to know how to make this kind of coffee, "make that kind of coffee, make this kind of coffee, "deal with conflict, run the cash register, "being able to open, being able to close, "being able to run the till, being able to "process credit cards." You wanna show mastery. You want them to know that. You want to know that they can demonstrate mastery in every area, and they need to show you. So, don't just hear what they're saying, go visually and verbally, and verify that they can do it. Make sure that you've seen with your own eyes that they have totally mastered that skill. - Which flows to step number 14. Schedule weekly times to train your new member until they cannot get it wrong. - Yeah, mastery is all about practicing until you can't get it wrong. You wanna practice until... What you wanna do is, you wanna practice perfect until you can't get it wrong. You don't wanna practice until you get it perfect, you wanna practice perfectly until you can't get it wrong. - That's deep. - You keep practicing over, and over, and over. So, here's the process. This is how we actually train people. This is the brass tax, okay? So, one, is I review the documentation with you. I'm giving you a piece of paper and I'm reviewing it with you. You're with me, I'm with you, I say, "Now, this is how we make a coffee." And I'm reading it to you. The second is, I'm gonna demonstrate. Now, this is me actually doing this. What I just read to you, I'm now gonna do, and I show you. Step three is, I ask you to explain to me how to do it. So, you tell me how to do it now. And they're usually going, "Oh, I didn't quite get it." Because people very rarely learn by just hearing. Very rarely do people learn just by seeing or hearing, they learn by doing. Then we have them demonstrate that they can do it. So, now, you go ahead and make that coffee. And at that point, it starts to get real because they're going, "I really don't know how to do it." And then you keep having them demonstrate it until we get it perfect and keep practicing perfection until we can't get it wrong. Then, you keep a note of which skills they've mastered and if not, mastered on a team member skills mastery checklist. There's a master checklist, and we have a downloadable for this. And you basically, just fill in all the skills they need to know, and you don't move on. It's like a report card. You don't let the student pass on, the team member pass on to the next grade until they've mastered the skills. Until someone has learned to read, you don't wanna move it on to the next class, to the next skill. It's like a prerequisite. You don't move onto Spanish two, until you've dominated Spanish one. That's how that works. - That's saying you'll master Spanish level one, - I am actually a Jedi of Spanish, and so, therefore, I understood, not only what you said and what you meant, and I understand the root of the word and where the language developed. - Man, wow.
- So we're talking about developing the system for interviewing and on-boarding. We're going to step number 15, which is verify that you control every aspect of the new recruit's first 72 hours. Why is this, I mean is that being super controlling like a control freak? - [Clay] Yes. No, you wanna be a control freak, in fact. - [Jose] Okay, break it down, man. - The founder of, one of the founders of Intel. - [Jose] Okay. - His name is Andy Grove, great notable quotable. - [Jose] Sure. - He says that only the paranoid survive. Only the paranoid, people who worry like, is there a black helicopter? They're the only ones who make it in business, okay. So what you do is, step one here, you wanna connect them with people. You wanna figure out, on this checklist for their first 72 hours, who do they need to meet? Do they need to meet the CEO? Do they need to meet the lady over here in accounting, the guy over here in accounting? Do they need to meet the guy in sales, the lady in sales? Do they need to meet the HR team? Do they need to go out to eat with the manager? Do they need to, who do they need to meet, who? Because the people they meet at the job will determine whether they wanna be there or not. The people make the workplace. The second thing what you wanna do is you wanna make sure that they stay from the weird dude. We all have a weird guy who works in a business - Yeah. - whose really really the guy you're like, this guy's super negative and we need to fire this guy. Don't, make sure they don't sit by them and shadow the weird guy on day one. Furthermore, you don't really wanna have a weird guy there, but you wanna make sure that they, that their first experience is not shadowing somebody who doesn't wanna be there. It's super super important that you keep them away from people that are going to be negative during those first 72 hours, I mean forever, but especially in those first 72 hours. And the final thing is you don't want to make their first day your worst day. - [Jose] Yeah. - I see so many businesses, they bring on somebody, and they come to work their first day, and they're super disorganized, their hair's on fire, nothing goes right, there's no plan, and the employee comes to work going, the potential employee says, I would never wanna work there, it's too crazy. - [Jose] Yeah. - So you really need to make sure that everything goes to plan, there's an actual agenda for the first day that somebody comes to work somewhere. - Yeah, there we go. And finally, step number 16, you wanna be the kind of person that you would want to work for. - There's all sorts of statistics, and we'll put up the stats on the screen again from Gallup, - [Jose] Yeah. - but it shows why, you know, what percentage of people want to work somewhere, and 71% of people said they do not want to work at their job. They're disengaged, they don't wanna... - [Jose] Seventy-one percent? - Don't wanna work where they work, yeah. - [Jose] Wow. - And the number one reason when they ask people, why don't you wanna work there, they always talk about how they just don't like their boss. Their boss just doesn't connect, their boss just doesn't care, their boss doesn't have a vision, their boss is perpetually late, their boss is disorganized, their boss doesn't appreciate them, their boss doesn't care about them, their boss doesn't have a schedule, their boss doesn't have a path, their boss doesn't have a compensation plan, they just don't buy into their boss. So you have to be the kind of person, check it out, this is what boss stands for. - [Jose] Okay. - Bosses can overcome Big, this is what they do, a boss can make a Big Obstacle Seem Small. - [Jose] Mm-mm. - So a boss can make a Big Obstacle Seem Small, a Big Obstacle Seem Small in like your career. They're like, hey if you wanna get here, buddy, this is how you get here, from here to here, this is how you do it. They make this big career goal you have seem very simple. Big Obstacle Seem Small, no big deal. - That's powerful, man. - Boss can go, hey you know, you're having some personal problems, a big boss can say, hey, here is where you're at personally, and this big obstacle that you see, I can make it seem small, I can help you get over that personal hurdle, I can help you get over that income hurdle, I can help you get over that career hurdle. But that's what a boss can do, and people who can't do that, they can't inspire people, they can't possibly hire enough people to keep the right people. - [Jose] Wow. - So it's very very very important that you try to implement, not try but you actually do implement these 16 steps. I encourage you to watch this video 16 times if you have to. - [Jose] You have to. - Implement all 16 steps. - There you have it, these are the 16 steps for developing your interviewing and on-boarding process. As always, if you have any questions, never hesitate to press the button on the bottom right-hand of your screen. Ask us any business questions. Email us at email@example.com, and in this course here, this segment that we've been sharing with you, we have a lot of downloadables, email us, call us, 1-800-594-4457, and just remember, we are here to see you succeed, and your success is our success, have a great day. - Aw, yeah, until next time. - Adios.
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