Many aspiring entrepreneurs believe building a wildly successful business will just happen with a snap of the fingers. However, vision without execution is hallucination. This course will teach you the step-by-step process of building a successful business.Sign Up to Watch
- Alright, welcome back. We are on phase six of Business Startup 101. We're talking about developing your interviewing and on-boarding process. Clay, what are, obviously, other than what we're talking about, what is the goal of this training here today? - The goal is, a lot people struggle, I mean, a lot. Not like, some. I bet you nine out of 10 thrivers I talk to really struggle with, "What do I do once I've hire somebody?" - [Jose] Hmm. - I mean, "What do I do? "Like, how do I on-board them? "How do I train them? "How do I get them equipped to be successful? "Am I doing a good job? "Am I doing a bad job? "What's the way, what works, what doesn't work?" - [Jose] That's important. - And these are all things I used to struggle with and we have a system that works great now. It scales, it's duplicatable, you can do it to scale your company, it just works. - Yeah, there we go. So, you know, before interviewing anybody, before you interview anyone, you know, be sure you determine whether the group or individual interviews are right for you and your company. And as we talk through this training today, you'll be able to find out what is the best style for you to on-board someone as you're interviewing them for whatever position you have available in your company. So we have 10 steps that we're gonna go through. I'm gonna read each step one-by-one and after each step, Clay is gonna give us a download on that specific step. - [Clay] Awesome. - Alright, step number one: create the right emotional state in your office for interviewing. For example, your decor, your sound, your sight, your smell, your apparel, appearance. What's the mojo for your company? - Well if you came in for a group interview, and let's just say this was the scenario, okay? - [Jose] Okay. - So you walk in and let's just say this is the kind of music you hear. - [Jose] Oh, yeah. - So you come into the building, by the way, this is out is at 5:15. You walk in, and you'll hear music kinda like this when you walk in and imagine it smells really good. - [Jose] Mhm. - So it smells really sharp. You go, "Smells like fresh coffee, got this music going." And you look around and there's inspiring pictures and imagery and quotes and graphics and it just looks inviting. - [Jose] Yeah. - And it looks like the place you wanna be. You're more likely to want that job. If it's a place where you feel like you're going to the middle of a really sketchy area to apply for the job, a lot of times companies lose good people before they even interview. - That is so true. - Because it just visually looks gross. There's no sound. There's no intentionality to the mojo, the sound, the atmosphere, the apparel. The person interviewing the person, you know. The person doing the interviewing needs to look sharp. They don't have to wear a tie or anything but they need to look sharp. They need to look like they're presentable, like they are dressing to impress, they are dressing the way they want to be addressed. A lot of times companies are letting the most slothy, slothy, that's a word, a lot of companies are allowing the person who looks the least inspiring... - [Jose] There you go. - And the person who cares the least do all the interviewing. They're like, "Hey, hey, go on down there and interview some people, I'm busy." So they almost like, send the worst and least inspirational person down to interview. But the people are your lifeblood of your business. - [Jose] Yeah, there you go. - Your most important assets, check that out, they go home every night. - [Jose] Mhm. - Think about that. The most important assets, your people, go home every night. You need to make sure that you have a system in place to inspire. - [Jose] Mhm. - To hire and to retain these people. - [Jose] And keep 'em. - Yeah, you've gotta inspire 'em, you've gotta hire 'em, you've gotta retain these people. So, super super important that you have a system to create the right atmosphere for the hiring process. - Perfect. Step number two is: share your company goals. - People have to know where you wanna go or they don't know if they wanna go there with you. - [Jose] Okay. - So, it's kinda like, "Hey, Jose, man, you wanna hang out?" And you're like... - [Jose] Where? - "Where are we going?" - [Jose] Yeah. - That happens a lot, right? So people say... - [Jose] Somewhere. - "Hey, we should go out and hang out tonight." And you're like, "Okay, where are we goin?" "I'll tell you when we get there." That's usually not a good thing, you know what I mean? So you wanna make sure that you can share the vision of your company. Where, you know, again, Proverbs, I'm not trying to get too biblical with you, but Proverbs says "Where there is no vision, "the people perish." - [Jose] They do. - But maybe you're not into Proverbs. I would just say in a business where there is no clear, crystal clear vision, people don't, the goals are like, the soul of the company. - [Jose] Yeah. - And if people don't know where you're going, they can't say, "Yes, I wanna go there too!" So you have to inspire people and it's hard to inspire people if you have no goal. So the best thing I can tell you is examples. Best practices would be, Tom's Shoes. - [Jose] Yeah. - They are focused on trying to equip the world, giving these third world countries shoes. They're trying to give shoes to other people in third world countries to help them. - [Jose] Yeah. - Whole Foods is trying to provide a healthier way to eat and live. Starbucks is trying to provide a third place. - [Jose] Yeah. - A place that's not home, it's not work, it's the third place. Southwest Airlines is trying to make airfare and traveling affordable. - [Jose] Mhm. - They're trying to make it where you're free to fly anywhere, you're free to move about the country. Quick Trip is trying to make an unbelievable convenience store experience. Disney is trying to be the most magical place on Earth. Apple's trying to think differently. I mean, all these companies, this is what they're doing. UPS is trying to make it such a prompt service delivery that you can basically almost set your watch by those guys. Fedex and UPS are both trying to offer this unbelievably prompt service. So they start to attract people who buy into that. That's why a lot of people who work at Starbucks are super relatable. - [Jose] Oh, yeah. - They're all like, very relational. They're very, "Hey, bro. How you doin? "You want a frappuccino, bro? You want a..." And they wanna relate to you. And they wanna, "How are you doing today? "You doing good, are you goin through some stuff, "are you okay?" People at Starbucks wanna talk to you. - [Jose] Yeah, yeah. - So you've gotta attract the right kind of people for your culture. And you have to share with them your goals. - [Jose] There you go.
- Step numero tres. You've got to determine your applicants goals. - If you don't know what they want to do, how are you going to help them get there? Remember, your job as a boss is to help the company achieve their goals, while helping your teammates achieve their goals. Ooo. So you have to help your teammates achieve their goals. I mean, work today is kind of like a tour of duty, where people don't keep the same job for 20 years. But while they're working with you, you need to make sure that when they work at your business, they're moving closer to their goals. That way they feel like they're moving ahead, and you're moving ahead. You're working together in a partnership of some such. If the people who work for you get the impression that you don't care about helping them achieve their goals, it's very hard for them to care about your goals. - There you go. - Very important you find out their goals. - Perfect. Step number four. Discuss job roles and expectations. Why is this vital? - Get them out early. We did a job interview yesterday. I explained to the person in the interview, I said, Hey, you're a great person, I don't have any animosity, but at Thrive we require you to have natural hair color. It's purple, I'm seeing your hair's purple right now, I'm assuming it's not a natural hair color. You're a great person, and if you want to work somewhere else where you can have purple hair, you can. But here you have to have natural hair color. You need to do that. And by being upfront with this young lady, she was able to decide. She goes, So you're okay with everything, you just want me to change my hair color? And I'm like, Yeah. And for her, she goes, Okay I'll do it. Now other people though, they're like, I'm not doing it. You can't make me. Nope. So some people value their hair color and individuality more than they value your potential job. So you just have to be clear about your expectations, what hours you want them to work. We actually have a downloadable for the Thrivers, okay? - [Host] Okay. - It's our Thrive15 Handbook which we'll make available, kind of a templated handbook. And in that it explains all of the expectations. So as an action item, every Thriver needs to make a handbook for your team. And in there, it explains your policy for being late, your sick policies, your policies for calling in, your policies for apparel, your policies for how you look, your policies for how you address things, your policies for how you get paid. Everything should be addressed in that handbook. - Perfect. Step number five. Clarify payment and expectations of performance based pay. - Yeah, if people do a very, very good job, it's very important that they know what their reward is going to be for that. If they do a bad job, they need to know what their penalties are going to be. And so, if you work in a business where there is no reward or penalty for doing a great or bad job, why would you want to do either? - [Host] There you go. - Right? I mean if there is no reward at all. And some people say, Well because it's the right thing to do. Oh yeah, really? So I'm just saying, if you do an awesome job and there's no potential ever for a bonus or potential to be promoted or you don't see growth in the company, and also if you do a horrible job, there's no penalty, then you usually won't have a lot of success. So top companies are implementing this system called the service-profit chain which is from the book, The Service-Profit Chain, and it is written by Harvard, and it talks about merit-based pay. So Southwest Airlines, UPS, Disney, they all pay people based off of their performance, not based on the hours they work. So they get some kind of salary, or some kind of hourly, but on top of that, they earn bonuses based off of their performance. So you need to outline those expectations and you need to make sure the compensation lines up with that overall expectation. So again, the compensation has to line up with the achievement of those expectations. And that's how you do it. It's merit-based pay. - There we go. Excellent. Step number six. Explain how to get fired. - Yeah, go ahead and fire people in advance. I like to fire people before I hire them. Say, these are the things you would need to do to get fired. And if you explain that, then there's no hard feelings if it happens. And I'm just being blunt with you, I probably have to fire somebody every four days within all the businesses I have. You know, every four days, someone gets fired. And it's because if we have a business, if you're supposed to be on time every day, and you're not, I have to fire you. If you have a job where you're supposed to do a good job at a wedding and you don't, I have to fire you. If we have a drone company, we have a company that does drone video of buildings, and if you keep running into the side of buildings, or not shooting the video properly, you're going to be fired. I mean, that's just how it is. You have to set up those expectations clearly going into it, so people know what they need to do to not get fired. - Sorry. - Seriously, there's people that just... - I can see a drone just... - I know of a young man who literally was fired from his company for continuing to crash drones into the sides of houses. That's why there's... - At night, UFOs. - That's why the government's trying to regulate that stuff, because you have all these crazy drone pilots running around crashing into stuff.
- Step number seven, sorry. - [Clay] No problem, no problem. - Explain the on-boarding process or first steps. - Okay, what you wanna do is you wanna explain to your new hire, this is the on-boarding process. So step one, you're gonna shadow for a day. I recommend that every single person watching this, if you hire someone, that they shadow your best person during the first 24 hours. I recommend that they shadow the person who is the best at their job during the first 24 hours, 'cause that'll set the expectation. - [Jose] What does shadowing entail? Do they have to take notes, do they just have to look, what does that entail when you shadow someone? - For me, it's dress to impress, - [Jose] Okay. - and follow me around and take notes. - [Jose] Okay. - And then day two you explain to them, okay these are the things you need to learn, day three, here are the things you need to learn, day four, here's when you start working on the floor or in front of customers or on the phone or whatever it is. But you need to set up a system so that you clearly have defined the on-boarding process, and we also have a downloadable for that, by the way. So we have that available for Thrivers, just email us, firstname.lastname@example.org, and request the on-boarding downloadable template, we have that for you, it's a great visual to walk new hires through this process. - Excellent. Step number eight, you gotta open up the floor, the interview for questions. - Yeah, if you have a job interview and you're not at liberty to ask questions, then what you tend to do is you tend to say things that you're asked that aren't actually right. - [Jose] Okay. - So they'll say, "Well tell me, "what's your biggest weakness?" And during the interview you're like, "Well it's really, for me I'm more of like way too organized, "and so I find that my organization is too much "and a lot of times I just need to dial it back "'cause all I care about is profit and organization "and doing a great job for my boss." - [Jose] They're giving all the quotables. - It's all these bogus, it's these bogus answers. So when you let them ask you questions, you can hear their heart, - There you go. - and you can now decide whether what they're manifesting out of their heart is what you wanna hire. - That's perfect. Step number nine goes hand in hand with what you share earlier as well. Schedule shadowing before committing to employ someone. - I would never commit to a long-term hiring agreement or any hiring agreement at all until I had someone shadow me for a day. Because in the interview a lot of people will say what they think you want them to say. - [Jose] Mm-mm. - But then the first day they'll do weird stuff. We had a guy, I'll call him Sir Talks-a-Lot, he shadowed me two weeks ago. - [Jose] He talks a lot? - Oh, this guy was amazing. And he was like, literally every single time somebody around him in authority would make a statement, he would go, "Well I kinda disagree, "one thing you wanna think about is..." And I'm like, dude, you don't do that till like a CEO or the COO, or you know, you're a brand new hire, who previously worked in big-box retail and you're a good guy, but nobody's asked you for your opinion. So I pull him aside and I say listen, I really don't want you to share your opinion unless someone asks, because your job is to shadow today, and he's like, "Okay, well in my opinion though, "I don't think the shadow process is very fair." And you're just like, there we go again. I'm not even kidding, I had to send the guy home about three hours into the first day of shadowing. But he looked great on his resume. And he looked great in the interview but he just was awful in person. - Wow. - Yeah, true story. - Wow. And the final step, Clay, try to fire within 72 hours if you believe you will ever have to fire at all. Assume people are going to lie, cheat and steal. Break it down. - Well when you hire somebody, you really have, when you hire somebody, you literally are, you don't wanna have a heart string attachment where you are super connected to the person, and yet you can't fire them because now they're emotionally invested into the job. It's better to bring them on, have them shadow, and really try to decide whether you're gonna commit to them for the long-term to empower them and to train them and to coach them and to become their friend within 72 hours. - [Jose] Okay. - Because if you have somebody that's terrible and you keep them on board for a month or two or three, you develop heart strings, the person begins to develop a dependency on the job, you start to develop a false relationship and firing them becomes a really bad thing. In fact, you're being kinda cruel if you keep people on a job they're not going to be successful in. So those first 72 hours, very very critical. - Perfect. - And I wanna highlight this here as we move into step 11, very very important, okay. - [Jose] Yeah, yeah. - It's so, so important that you don't view firing someone within the first 72 hours as mean. - [Jose] Mm-mm. - It's more of view it as like releasing them on to do something else. - [Jose] Yeah. - You just don't want to keep someone captive whose not going to be successful in the job. - Having the best interest at heart for your company and for them. - Absolutely. - There you go.
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