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This business coaching episode is about the steps to take when it comes to hiring great people for your organization.

Results-Focused Training, Tools, and Workshops from Expert Business Coaches.

Featured Coaching Excerpt - Notes & Transcript, Part 1
  • Only 13% of employees worldwide are engaged at work. - Gallup, State Of The Global Workplace
  • Lesson Nugget: If your vision is small, you will only attract people who have very low expectations for their work and their life.
  • "You want to set a goal that is big enough that in the process of achieving it you become someone worth becoming." - Jim Rohn (Best Selling Self-Help Author)

[MUSIC PLAYING] amazing.com for human resources, management training

-My name is Caleb Taylor, and one of my favorite things to do here at Thrive 15 is to sit down with the visioneer and CEO Clay Clark and pick his brain. And that's exactly what we're doing today. He will be explaining to us the importance and the specific process of how to hire quickly and effectively in this management training.

Here at Thrive15.com we believe that knowledge without application is completely meaningless. So always be asking yourself, how can I apply what I'm learning here specifically to my business or my personal life? If you don't, today's episode could be more meaningless than writing Pig Latin as a second language on your resume.

All right Clay, it is always a joy just to sit next to you in your presence, to get that nice shine off your pale skin to mine. I love it. I just look forward to this.

-To quote the great Paula Abdul, "straight up now tell me, do you really want to love me forever? Oh, oh, oh."

[LAUGHING]

-I love when you incorporate these wise mentors.

-I was a DJ. These come through my head all day.

-Good.

-Other people are quoting proverbs and great quotes from famous people.

-Socrates.

-Like Socrates.

-Please.

-I'm like, whoa, no. We're going to be quoting Paula Abdul.

-Good.

-That's who I'm going to quote.

-Good, good.

Well today we're going to be talking about HR, the human resource umbrella, and specifically how to find quality people quickly. And Clay, I know you're good at this. I mean I work here at Thrive and I see that you follow these systems religiously so that you always have the best people here at all times.

-I honestly have to say this. In my career, I've never had a hard time personally finding people to work with me. It's always been easy. It's that next level, delegating finding people that's been harder.

And so if you're watching this management training and you find it very easy to attract people, of if it's harder for you, either way we're going to be helping you in some areas here. Because this is super important, because ultimately the quality of the work that you produce is determined by the quality of the people producing it. And the quality of your paycheck is determined by that work that you're creating. So you need to have quality people producing quality stuff to get a quality paycheck. It's huge.

-That makes sense. According to recent Gallup research from October of last year, 2013--

-Gallup?

-Gallup. That's nice. I like how you did that. Go ahead and do something fun with that, guys.

[HORSE NEIGHING]

-So Only 13% of employees worldwide are engaged at work, 13%. That means only 13% of employees even care about trying.

-This statistic when I looked it up, if you're one of these people that feel like, whatever, stats lie, just Google it. Just look it up. Just type in 13% Gallup engaged employees. You'll find out. I thought it would be higher for teachers, people that teach our kids. Oh, no.

-Really.

-I thought it would be higher for people who are leaders-- no. 13% of employees period care about their job.

-So how do you-- if you're a small business owner-- how do you confidently go out and continue to hire more and more people if you know that one eighth of these employees you hire is even going to work hard?

-Well, what you do is we have a five step system that we're going to teach you and specifically find quality people quickly. And if you'll implement these five steps you're never going to have a problem finding quality people. Promise.

-Good. Let's do it then. Step number one, Clay, that step is casting a big vision. What does that mean? What does that look like?

-There's one business owner that I know, I'm going to change what he does for living, I'm going to come up with--OK, let's say he installs, he does something that relates to insulation.

-OK.

-And I'm talking to him and I say, what's your goal? Well, I'd like to probably put in about $100,000 a year my account. OK, well what about the person who works for you? I mean, because if you make $100,000 that means that person, based on what you're paying now, could make about $20,000 because they make commissions.

-That's not very big.

-Well, that's all my wife and I need to get by. And I'm like, well what about him, though?

-Right.

-The guy working for you? Well, you know, that's all our goals are. Well, OK, well I said to him, wouldn't it be depressing if I read a help wanted ad and I go to apply and I'm like well, so tell me sir, what's the vision for the company? What's our plan? Well our goal is to make $100,000 a year, me personally. You make $20,000.

And then I looked around the office and I said, have you noticed that your office has no decor at all? The carpet hasn't been replaced in years? He says, well, it's profitable.

-Nobody can get pumped, though, nobody can get behind that vision.

-You're in a work truck that sucks.

-Right.

-You're in a office that's terrible, it's beige walls, nasty carpet from the '70s. Your boss wants to make $100,000 a year. There's no goal.

-No.

-No one wants to be a part of that. And where there is no vision the people will perish. People do not want to be a part of a small vision. It's terrible. And I'm telling you, in America today, in America today, think about this. Over 90% of all the jobs that are created are from small businesses.

-Right.

-So think about this. I believe that 90% of the jobs that we're creating are stupid, horrible, terrible jobs that no one would want.

-Right.

-I wouldn't want to work there and you wouldn't either.

-Right.

-We quit that job to start our own business. Don't make a personal hell for somebody just because you don't have a vision. You need to sit down right now and you need to strap on a thinking cap.

-Do it, strap it on.

-And say, what is my vision? I want to do something big. Because you can be the next Walt Disney. You can build the next Walt Disney World. You can do it.

-Right.

-You can build the next space shuttle. Space X, this is Elon Musk, he's doing it. You could be the guy who reinvents the way that America communicates or the way America is transported from here to there. You can be that guy or gal. You can do it.

-And Clay, if you don't have that vision, what kind of people are you attracting?

-You're attracting people who are attracted to mediocrity.

-Right.

-You're attracting people who are like, small vision, I'm in. You got, you got small vision, I'm in. You got one? Because I'm in with that. You got it?

-So with a small vision you're attracting those people that have mediocre goals themselves.

-I'm in with a small vision. I mean, whatever. What time I can I show? Well, I can sleep in, that's cool. I'm off on Tuesdays and Thursdays, that's fine.

-Practical steps here.

-I work 30 hours a week, is that cool? I get $10 an hour?

-That's good. If that's what you want to hire right here, then keep doing what you're doing.

-Small vision, I'm in.

-But if not, what's a practical action step?

-You gotta have a big vision. You gotta think big.

-So you gotta sit down and articulate a big goal?

-Yeah. I mean, have a goal that's inspiring. When you finish writing it, it should scare you. And if it scares you-- I'm going to read you a quote here. Jim Rohn--

-Do it.

-Best selling author, he says, "You want to set a goal that is big enough that in the process of achieving it you become someone worth becoming." Let me repeat it again.

-Do it again.

-"You want to set a goal that is big enough that in the process of achieving it you become somebody worth becoming."

-Good.

-Bam! Jim Rohn, thank you, sir.

-I love it, that's the practical action step. We gotta sit down, write down a big enough goal.

Featured Coaching Excerpt - Notes & Transcript, Part 2
  • Steps To Finding Quality People Quickly: 2. Consistently Post Job Opportunities Even When You Are Fully Staffed.
  • The Fab 5 To Effectively Attract Top Talent In Your Job Postings - 1. Vision, 2. Mission, 3. Learning Opportunities, 4. Job Atmosphere Description, 5. Community Impact Potential
  • "The Ultimate Sales Machine: Turbocharge Your Business with Relentless Focus on 12 Key Strategies" - By Chet Holmes
  • Steps To Operate Interviews: 1. Ask all candidates to bring their resumes. 2. Pre-script out all questions. 3. Steer all interviews towards these two set times. 4. Host interview at a table big enough for everyone.
  • Steps To Operate Interviews - 5. Ask the same question to everybody in the room. 6. Collect candidate's name, number, and email. 7. Place a star by the ones that you like.

-All right. Let's go to the next step here, number two. Consistently posting job opportunities, even when you're fully staffed.

-I'm talking to this guy. Again I go back to this-- and I'm from Oklahoma.

-Yeah. Part of America.

-So I try to always imitate stereotypical Oklahomans. And if you're watching this, and you're from Oklahoma, and you're like, we don't talk like that. It's fine. But this-- this is what he says. He goes, well, you know, we posted the job, and we didn't get a response. You posted the job like a one-time event? That's stupid.

-Right.

-That's like saying, I took a shower and now I still smell weird. Well, a shower. Take one every day, bro. Post this every day.

-Right.

-OK. Motivation, showers, job posting have to happen every day. All right. It's the daily grind that's going to produce those fruits you want.

-And in that post, can you just outline real quick for us what that post looks like, to effectively attract top talent?

-Do the fab five. The fab five. Here we go. It's like Michigan. Long shorts, Chris Webber, call a timeout.

-Stop.

-OK, here we go. One, vision. We want to cast a big vision.

-Cast a big vision.

-Two, have a mission. Tell people what your mission is. What specifically you're going to do. Three, learning opportunities. Tell people, if you work here, you're going to learn something.

-Good.

-No one wants to be caught in a cage, a wage cage, where you don't learn anything. Four. You want to have a job atmosphere that's awesome. Hey, we bring in free lunch. We do back massages. Our office smells like wood. Something.

-Yeah.

-OK. Every company has their own perks. Our company, people can use equipment for their own projects and stuff. We're, pretty much it's like a culture where it's like high energy. There's things you can offer people. OK, so you have fun decor, there's inspirational pictures everywhere. And the final thing is you want to have community impact that people get excited about.

-Right.

-People don't want to know you make all the money in the world, and then take that money and you just invest in yourself. No. People want to know you're doing something worthwhile. Met my main man Dr. Joe [INAUDIBLE].

-Yeah.

-He just gave $8,000 to foster kids who have never had their birthday acknowledged in their lifetime.

-Man.

-Could you imagine being a 13-year-old kid, and never, your entire life, having one person, even one time, acknowledge your birthday? And to have a guy who doesn't know you come out to you and to pay for your camp. And then to give you a birthday present that he has wrapped, for no other reason than because he cares? You talk to me about wanting to work for that guy?

-Yeah.

-People want to work for that guy.

-And you do that all in that post.

-All in that post. Explain what you're all about.

-Good. You know, one thing that I like. Chet Holmes has the book "Ultimate Sales Machine," and he outlines this process of posting for jobs really well in that book. So I'd recommend checking that out as well.

-"Ultimate Sales Machine," Chet Holmes, boom. I agree.

-Do it. So now let's move on to step number three. Conduct group interviews twice a week.

-Well, if you're in a small business, you don't have time, OK. You have very little time, very little money. So you don't want to spend a lot of your time interviewing individual people.

-Right.

-I'm going to throw this out here for you. A little over half of all people that apply for a job don't show up on time or don't show up at all.

-Half?

-Half. So don't waste your time meeting people who show up late or don't show up at all. Just have a cattle call and tell anyone who applies, 5:30 on Tuesday we're going to have the interview. Don't tell them it's a group interview unless you feel some need to do this.

-Yeah.

-But they all show up at one time. And then magically, half of them already sift themselves out. Anyone who shows up late, you're like, hey, guess who's not hired? You. And then you're down to your final half. And then you interview the people, and it saves you time. Have a group interview every single week.

-And I, like I said at the beginning of this, I love that you really live by this. You preach it but you live by it. I mean you-- you have group interviews every Tuesday and Thursday.

-It's awesome.

-And, I mean, we've got a team here. But you want to make sure you've always got the best team possible.

-Hey, real quick. I'm not going to use his last name, but we interviewed a guy named Best Buy Blake.

-Yeah.

-Best Buy, that's you. You're probably not watching, because you're not very proactive. And so Best Buy Blake, though, he shows up late the first day. Spends his whole day texting, talking about are we getting paid for lunch right now or what? Well--

-When is lunch?

-I think we fired Best Buy Blake in about four hours.

-Yeah.

-You know why we could? Because we have new people coming in.

-Yes. So Clay, we're casting a big vision, OK, we're posting for the jobs every week, and we're now doing this group interview. Why-- we're doing the interview twice a week-- why is it we have to do this, though?

-Because you want to have-- it's like a pond.

-Even if we already have our team in place?

-It's like a pond or a river. If you're a pond, you get the water that comes in and it gets stuck in this pool of water. And it starts to get scummy and you get that pond foam. You know pond foam, lake foam? Oh, it's just gross. You're like, this is gross. This is lake foam, it's like fish poop floating around in here. It's gross. Well, then you have a river, and the river flows. And a lot of times, if you go in the Rockies, you'll see crystal clear water and it's flowing over the rocks. You might not want to drink it. You could get a little sick, a little bit there. But the thing is, it looks clear.

-We want that.

-And you want a fluidity. You want a rushing wave of new people coming in and out of your business. So a healthy turnover. A healthy turnover.

-So the best way to operate these. You've got some steps for us--

-I've got seven steps here.

-Do them.

-Seven in honor of Kevin Mitchell who played for the San Francisco Giants. 1989-- hit about 47 home runs that year. Awesome.

-Love it.

-One. Ask all the candidates to bring their resumes.

-OK. So these are the steps of how to run these interviews.

-Put Kevin Mitchell on the screen for Dan Nicks. Ask all the candidates to bring their resumes. Bring your resume. Second, print the script out of all the questions. You want to have a script of questions you ask people around the horn.

-Physically have it with you.

-Like you'll say, what are your goals? Where are you from? What qualifies you for this job?

-Good.

-And if anyone can't answer it, they might not be your person.

-OK.

-Three. Steer all the interviews towards these two set times. You just set two times a week. You don't want to be telling everyone, well, I suppose I could meet you at Tuesday at 4:00, maybe 3:00. No. You have a life. Because small business, very little time, very little money. Optimize your time and money. OK.

-There we go.

-All right, here we go. Fourth. You want to host the interview at a table big enough for everybody.

-Yep.

-Don't make it weird, where it's like at your apartment.

-Yeah. That's fine. We do it on two different tables sometimes. You gotta push them together. Just do it.

-I've done this. I invited a bunch of dudes for a group interview at my apartment that was gross. People were like, do we want this job? I don't think I want this job. This job is gross. This is a-- he doesn't have AC.

-OK. So get a big table.

-You want to just have a place that's aspirational where you can fit everybody there, OK. Point number five. Ask the same question of everybody in the room.

-OK.

-Why should you work here? Why should you work here? Why should you work here? Why do you want to work here? Ask the same question of everybody. Collect everybody's name, number, phone number, email.

-Makes sense.

-Their name, number, email. Collect it all. And the final one is just do the little star method. Anyone who is awesome, put a star by them.

-I love it. Note to self-- talk to that guy.

Featured Coaching Excerpt - Notes & Transcript, Part 3
  • Steps To Finding Quality People Quickly: 5. Create A Step by Step Onboarding Process
  • Steps To Finding Quality People Quickly: 4. Offer Trial Period Employment To Vet candidates
  • Lesson Nugget: You have to have a clear, inspiring vision. People will buy you and your job opportunity based on that vision.
  • Steps To Onboarding Process: 1. Share Your Mission 2. Clarify Expectations 3. Explain Accountability 4. Explain Evaluations

-And the next one, the next point here, is step number four. This is one of my favorites, and it's the one we used with Best Buy Blake. Offer a trial period employment to vet candidates. What does that look like, real quick?

-What you want to do is you want to say, hey, I think you're a good fit. I don't know if you're good fit. I think you're a good fit. I don't know if you're a good fit.

-Right.

-What I'm going to do is I'm going to pay you for 10 hours on the job. I just want to see you work for a day. And if you can hold your own, you have an opportunity.

-That's the smell test, right?

-Yeah. And I'm going to commit and I'm going to pay you for at least one week. You can bet on it.

-Yeah.

-But if you're not working out, I mean, we can cut ties, really, before we get too attached.

-And why is this so hard for people, often? Business owners keep people around they shouldn't.

-Sometimes it's hard for me to grasp. I don't know. I think a lot of times is that we care so much about people.

-Yeah.

-And the best way I could describe it, is that like Dr. Zellner, one of our venture capitalists, he explains this. If somebody-- if you're a parent, you can relate to this. If somebody comes up and punches your baby.

-Ooh.

-You are instantly going to go Jumanji on that person.

-Right.

-You are going to attack them, and you're going to be like, get off my baby!

-Yeah, oh.

-That's what happens. There's all sorts of research that shows moms who were able to lift cars off of kids. Crazy stuff. That adrenaline gland gets going.

-Yeah.

-If somebody's messing with your business--

-Which is your baby.

-Which is your baby. It feeds you. This is like, it's like this is your golden goose. This is what lays the eggs that feed you. This is--

-That's where the analogy gets weird, where the baby's feeding you, but it's OK. Just keep going with it. Go with it.

-OK. Three guys walk into a bar. No, I'm just kidding.

[BEEP]

-The point is, if somebody is attacking the source of your sustenance, the area that provides for you, you have to fight back.

-Good.

-So if somebody is not helping you grow your business, they're helping you shrink your business. So fire quickly.

-Eradicate that.

-Eradicate that.

-Boom.

-It's like a garden. Pull the weeds.

-Right out of there. Pull it out. Step number five. Create a step by step on-boarding process. Clay, quickly walk me through this ideal on-boarding process.

-Somebody comes and works for you, you've got four steps you want to do. One. Share with them, again, hey I don't know if you remember, but on our application, on the job post, in our meeting, we've talked about our mission. Craig-- the new guy-- Craig, can you explain to me what our mission is? And if he's like, I don't know.

-Yeah.

-Well, that's maybe a bad sign. You want to go over the mission. You want to clarify the expectations. What is expected of you? What do you have to do? What is expected of you? What if you don't do it? What happens if you do it? What happens if you don't do it?

-Right.

-Then accountability. This is how I'm going to follow up with you to make sure you're doing what you're supposed to do and not doing what you shouldn't be doing. And then I'm going to do evaluations. I'm going to be following up with you at this consistent time.

-Yeah.

-Now how I do evaluations, it's a little different than other people. And everyone has their own philosophy. There's just two you want to go with.

-OK.

-One is you want to have set dates where you say, hey, on your 30 days working here, I'm going to evaluate you. 60 days, 90 days, 120 days. And people can set their watch by it. But what I have found for some businesses is they don't get any candid feedback until that time.

-Sure.

-So they just sandbag it all to that meeting. I personally like to give candid feedback immediately, good or bad, on the spot.

-That makes sense.

-So mine is kind of like a daily evaluation, where I'm like that's weak sauce, that's awesome. That's-- and the part I can do better at, is I need to do a better job of providing direct feedback even quicker to everybody. Or making sure the managers are doing it.

-Well, this sounds a lot like what Lee Cockerell was explaining in his mentor sessions. If you haven't seen it, he managed Disney World Resorts. Managed 45, 40,000 people.

-Forty thousand people.

-So he understands how it works, OK. And he also describes this ideal on-boarding process, and talks about how Disney casts that vision so well. So for more details on that, go check out those episodes.

-We need to dwell on this a little bit here.

-Yeah.

-We need to hammer this, because when I started my first company, I remember I was at Panera Bread.

-Right.

-And Willie Kopp, I hope you're watching. Willie, I hope you're-- Willie use the force, Willie. Use the force, Willie. But anyway, I'm talking to Willie, and Willie says, well, how many people work for your company? And it's just me.

-Right.

-And I said, we're growing. And he says, it's just you, isn't it. And I said, uh, yes it is. And he says, well, what's your vision? And said, I want to completely redefine the way people are entertained. I want to take events from ordinary to extraordinary. I believe that a wedding reception will never have to be boring again if I'm at it and you're at it.

Now Willie was an engineer at the time. Willie Kopp. Google that guy. He was an engineer at the time, and Willie's like, I'm in. You're in? Yeah, I'm in. So we have a 50-year-old guy teaming up with a 21-year-old guy with no staff to build something.

-And that wasn't because of the benefits you offered. Because it was--

-It had no benefits. It was all commission. Then I met another guy named Josh Smith. It's like we're building the band. Like from "Blues Brothers," we're getting the band back together. I go meet Josh. Josh is working at Golf USA. Never DJed in his life. His friend says, Clay's talking this crazy mess about this big vision. Josh, you should call him. I think you would love working for him. Just hearing the vision.

-Yeah.

-So Josh is like, are you trying to build a DJ company? I don't DJ. And I'm like, let's meet. So we meet at Panera. He says, I'm in. Now when people say, how many people work for you? Three.

-Right.

-And people say, well, what's, you know, what's the upside? What's the goal? And people buy, they buy you. They buy your mission and they buy your vision. So you have to have a crystal clear inspiring vision. And if it doesn't scare you, it's not big enough.

-And you've got to communicate, then, at the process of hiring them. And then once they actually join, again, you've got to hammer that home. Make sure they understand the culture you're building and the mission that you're trying to achieve.

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