The Secret Sauce Podcast
Helping people build big businesses & live big lives - one ingredient at a time. That's our mission. Welcome to the Secret Sauce Podcast.
The Secret Sauce Podcast
The Top Hiring Mistakes Thriving Businesses Avoid
Making the right hiring decisions transforms your business while avoiding costly mistakes that can derail your growth and work-life balance. We share our hard-won insights from years of team building across market cycles.
• When to hire: recognizing the signs including burnout, revenue plateaus, and spending too much time on low-value tasks
• Common hiring mistakes: unclear job descriptions, inadequate training plans, hiring without ROI tracking
• The difference between responsibilities (what to do) and expectations (how and when to do it)
• Hiring people who complement your weaknesses rather than mirror your strengths
• Using multiple interviews to avoid bias and assess culture fit
• Building effective onboarding with 30-60-90 day training plans
• Temporary solutions including virtual assistants and shared help
Don't let fear hold you back from growing your business. Take the leap, do it right, and you'll find that building a team is one of the most rewarding aspects of growing your business.
If you are thinking about making a hire, adding to your team this year or in the near future, or if you have adds people to your team in the past and made some bad mistakes that you don't want to make again, you're going to want to listen to this episode. This is the secret sauce podcast with Chad Reese and Lacey Moores, where we want to help people build big businesses and live big lives, and we think that there's not a magic bullet for doing that, but there is a secret sauce.
Speaker 1:So a lot of these are going to be just the ingredients that can help you make up a secret sauce to build a big business and live a big life. Let's get into it. Welcome back everybody. I'm Chad Treese here with Lacey Moores. Today we're talking about making your first hire, or maybe just adding people to your team. What mistakes to avoid? How to make the right hire and not have to do it. Not have to fire people because that really sucks, is that?
Speaker 2:good, yeah, yeah, yeah, I think it's great, but also when, like when to hire?
Speaker 1:So I think that that's a valuable piece that you, piece that we want to share. On when do you know it's time to hire, when to hire, who to hire, why to hire, how to hire, what not to do?
Speaker 2:Let's actually break the ice there and start with mistakes, because you and I have both been doing this for a long time built a team, been through the craziest, busiest time we've ever seen to the slowest time we've ever seen all within a couple of years swing. I mean, it's been fun. It's been real fun, that's one way to put it.
Speaker 2:Yeah. Yeah, it's been a learning experience, Sure, but in that we have definitely. You know when we were talking about this podcast and mistakes you can make. I'm sure you felt it too, but I've made every single one of them.
Speaker 1:Yeah, when we went through this list of mistakes I was like check, check, check, check, yep, many times, yep, yeah, and you get better, but you're never going to be perfect.
Speaker 2:But as long as you know we keep always talking about that we fail forward. We learn from it. So let's talk about the mistakes. You want to go first. You want me to tell you about a mistake I've made? Yeah, why don't you kick us off? So one recently, and I've been coaching on this to some students who are going through hiring. But one thing I've told I would tell you I've learned is I'm a pretty generous person and I have always felt like I want my team to make a lot of money and as I make more money, I want them to make a lot more money and I just what I want. Sure and great concept, full of heart. But that can backfire, and I didn't think through all the things, because as you grow, you need more people and you move responsibilities around. But what I've also learned is if you pay people too much money out of the gate, you can't take it away.
Speaker 2:You can't go back. You can't go back and it doesn't matter if you justify it or if you explain it, all people here is they're not, they're no longer worth it. And it is hard, hard, hard, hard. And, um, you know, I got a student right now who's just slinging money around cause he wants to, you know, do more loans, do more loans, I'll pay. I'll pay anybody like and and I'm like whoa, whoa, whoa, calm down. It's, I mean the big mistake you know that I've made and it's, you know, going through so we just said that going through a really busy market to a not so busy market. I mean when our, you know we were doing four times the amount of loans there for a while than we are now.
Speaker 2:You don't need as many people you don't need. You don't have as much work to do, and it's a hard thing to do. You don't need, you don't have as much work to do, and it's a hard thing to do. Um, so that would be one that I have learned from and, um, I got great people and I you know. So it's a hard balance, but just to be careful and to always get advice from people who have already done it before you before you open your mouth and start throwing out. You know numbers so you can think about things that you don't see coming yet.
Speaker 1:Yeah, absolutely. I just think being prepared overall right, it's kind of making sure you have all your ducks in a row, making sure you don't promise too much, um that there's a.
Speaker 2:There's a whole bunch of mistakes uh, hiring too soon or too late.
Speaker 1:done which almost everybody does, You're not going to time it perfectly Like. It's probably going to be a little. I mean try, this whole episode is going to try to get the timing as right as possible, but at the same time, um, it's really tough. It's like trying to buy a stock at the right time. We're trying to lock a rate at the perfect time. Um, there you're. You're doing a little bit of guesswork, but you're going to. Now. We're going to make sure that you're able to take a very educated guess, right, right.
Speaker 2:Yep, and if you do it too soon you're going to be paying for it. If you do it too late, your business is paying for it, you know. So yeah, trying to narrow that in this is probably the biggest one that I see. Everybody makes the most mistakes period with hiring is not having a clear job description and processes for them. People just hire for a Bandaid hire, for a fix hire, for I need a body.
Speaker 2:I know I need somebody, but I don't have that full job description written out and they don't know what to do. They're too busy, right, they're doing too much to sit down and make that. So they're like I'm going to get a body and then I'm going to have this body do this and this, and it's all over the place and that's the biggest disaster for a fail, for an employee and for yourself. Like you're, you're sitting both people up for complete failure, right, and I have seen that so many times from people over the years.
Speaker 1:Yeah, I make that mistake a lot, just kind of thinking, oh well, they will figure this out, how they'll? They'll know what to do, uh, or I mean, even the best person in the best has experience in a role that you're hiring for isn't necessarily going to have the confidence to come in and be like, ok, we're going to do things this way. That's a very tough person to find. They're going to want to integrate into your team the way that you do things. You're the leader. They're going to want a bunch of a bunch of advice from you. They're going to want a bunch of advice from you.
Speaker 1:They're going to want a bunch of direction from you and if you're not prepared to give that direction, then you're setting them up for failure Sure.
Speaker 2:That's the next one Expecting someone to fix everything without direction. Yeah, so you already said that one. I like this one a lot too Failing to track ROI. So every single hire should create leverage and companies. This is where and you and I worked for a company like they didn't want us to hire because they didn't have systems and processes in place to make sure, when they hired, it would create more ROI, right? Or?
Speaker 2:I'm sorry that it would pay for the ROI, meaning that if I needed somebody and I'm going to hire him, does it make my business grow? Because if it doesn't, then there's no reason to do that. And I think that's a really big piece that people forget to look over is once I take this stuff off my plate, how much more revenue am I going to be able to generate? And then the last one was not having a 30, 60 and 90 day training plan. You can't vomit and throw everything on somebody and have them learn it all you know. So breaking it up over that 30, 60, 90 days is a huge thing. That totally propels success rate.
Speaker 1:Even having a training plan at all period Most people don't is just like we're going to wing this thing as we go. What's really nice is, as you start adding people to the team and they move up, uh, or if they leave, um, if you can create a training manual as you go, but then they can train the replacement.
Speaker 2:Right.
Speaker 1:Right, Um, and so have. Make that person. You're creating that training manual. It's a living, breathing document that you can use in the future and that they can then train their next person, not you having to do it. So, um, and have them kind of tweak their training manual then, as they go, so you have to create the first one, but once you have that, they can, they can really take, take it from there and then it becomes much, much easier easier, way easier, yep.
Speaker 1:All right, so let's transition for a second. Let's talk about when, uh, what are some signs that it is time to hire?
Speaker 2:Okay, let's do it. Well, obviously a good sign would be if you're feeling very overwhelmed or if you're dropping the ball right, like if you are constantly missing phone calls or forgetting to follow up, because follow up is obviously the most important thing that we can do or if you're just struggling to keep up with your transactions and whether you're an agent, whether you're a lender, insurer, I mean whatever it is right Like if you are always feeling overwhelmed definitely a sign.
Speaker 1:Right, either you got a time management problem or if you're, if you're, if you're feeling pretty efficient, like you're getting as much done as you can, but you still can't keep up with it. Because I think there is just as a caveat to that there is some people that just feel frazzled all the time, right, and they don't have a good follow up system or whatever. That's not necessarily it. You don't necessarily need to hire somebody, but if you are burning the midnight oil kind of like burning the candle at both ends and you still can't get it all done and you're starting to slip, sure starting to slip.
Speaker 2:Sure, right, I you know, I I'm glad you said that actually with time management because, um, in all of our coaching, um summits that we go to, there's always a time management class, always, and you know, the best of the best are always in the time management class. Guilty.
Speaker 1:Always. I'm always there.
Speaker 2:But it doesn't mean that you're awful. It means that it's something you always have to work on, right, right, and you can always get better, even if you're really good at a team and you have an amazing team. Because every time you add, hire, change, the market shifts. Anything you have to recalibrate Right. So I think that's a great thing just to bring up. Next would be is your revenue plateauing or declining? So have you hit this ceiling? You know there's a place that only you yourself, but even if you have a team of one or two, there's always a ceiling that you're going to hit, and that's a good way to know. Like for us, I don't care how good of a loan officer you are, the best of the best, if you don't have a team, you can't do more than eight or nine loans a month, and that's if you're really good.
Speaker 1:Right, I mean really good Right, not consistent, not with any consistency whatsoever or ruining your marriage or, like you know, not being around for your kids or whatever your service level.
Speaker 2:I mean all of the things like you can't provide the same service. Once you hit that, that's your ceiling right, and there's a ceiling for every industry or every person. So you got to figure out what that ceiling is. But once you're hitting that ceiling if you're hitting it like it's going to start declining, all those things are going to start happening. So that's a really good sign that you need help, you know.
Speaker 1:Definitely. Uh, I think probably maybe a little bit before, even is when you want to start to at least recognize it Right. So you can. Uh, because then we're going to fall into that category of hiring too late. Uh, because typically once you've hit that plateau, uh, and you've maybe hit it three months in a row, it's too late.
Speaker 2:It's probably too late, yeah Well it's not too late, but you don't get out. You can't hire in one day, right, like there's a process to do it right, or you're going to make a bad hire and that part takes time. So you're exactly right on that. This next one is too much time. Or on low value tasks.
Speaker 1:Right.
Speaker 2:And this one is so.
Speaker 2:I had a coach teach me this years ago who had me figure up what my hourly wage was and had me put it on a big sticky note above my monitors and he said for two days, I want you to go through every single thing that you do and I want you to write it down on this piece of paper next to you and we're going to look at it and we're going to decide on the task you're doing on a daily basis, if it is at the wage that you should be earning.
Speaker 2:And it was a really good exercise to start figuring out how many things I mean early on. I was the type of person who's like I'm not going to ask somebody to copy my papers. I'm not going to ask somebody to scan my documents, I can do that. To ask somebody to copy my papers, I'm not going to ask somebody to scan my documents, I can do that. And I felt like I was being like pushing it off on somebody, right or when it was something that I could do. And this exercise was so good for me mentally to realize I'm actually robbing somebody of a job right like that could have a job that I could be helping provide, because I don't want to do that.
Speaker 2:So it allowed me to change my mindset to this is not a good use of your time once I started really figuring out that dollar detail.
Speaker 1:Totally, and I think a good way to look at that, too, is just that every minute or every hour of your day is a zero-sum game, right? So like, if you're doing those things, you are taking time away from. The things that you could be doing that do are higher revenue activities, right? So defining what the high revenue activities are, what the things aren't that are high revenue is just another way to kind of look at it. I think you're saying the same, we're kind of saying the same thing, right, but what could you pay somebody else to do? What tasks could you pay somebody else to do at?
Speaker 1:whatever whatever that rate is that keeps you from doing your high dollar tasks? Because we all know there's certain things and you need to identify what those things are. Try to fill your day with those things and let all the other things let other people do and yeah, you're create jobs.
Speaker 2:So it's a win-win. It's good, um, really good. What about if client experience is suffering? So we've already kind of covered that above. But you know, you're, you're. You're not getting back to clients as quickly. I mean, in our industry you're not getting back to people quick, they are moving on to the next thing.
Speaker 1:Totally. Um speed to lead?
Speaker 2:Yeah, and so you know it's you. If you could really stop and look at what business could I? Am I potentially losing because I'm not efficient enough or because I don't have a team efficient enough? I mean that one's pretty clear. You know, lack of proactive communication will hurt anybody, especially, you know, in fast-paced industries.
Speaker 1:Absolutely.
Speaker 2:Turning away business. I mean, I don't know if I've ever done that. I'm the person who I'll take it, but I'll figure it out, which sometimes is not great.
Speaker 1:Yeah, there's probably not a lot of people out there right now in this industry or in this market that we're in that are turning away business, but if you are, it's definitely time, well, you?
Speaker 2:know we could back up and think you know back when I mean rates dropped into the threes right.
Speaker 1:Right.
Speaker 2:Like we. We, no matter what we did, we couldn't help everybody that wanted help. Like I always talk, use the analogy about us fishing like fish were jumping in our boat, like you know we couldn't even stop it.
Speaker 1:We weren't actively turning away business. But we were inactively turning away business because we weren't uh marketing to our entire database, like we could have sent during that time could have sent out a blast to our entire database.
Speaker 1:Hey, rates are in the twos, you should refinance. Get on my calendar and then you know my database is like over 3000 people at that point, that probably over half of them at least should have taken advantage of that, and you don't have the capacity, you don't possibly have the capacity to do it. So, yeah, we weren't actively turning away business, but now, yes, subconsciously or whatever we were, we were absolutely turning away business.
Speaker 2:That's so true. That's so true. Um, and then the last one we've already talked about too, but burnout and no work-life balance. So you know when you, you know when your personal life is suffering and you're constantly exhausted. That could be a good sign. Now, I do think that's part of the grind in the beginning, you know.
Speaker 2:I have seen people get into this business and they're like really early on, okay, I'm ready to hire. And I think that is sometimes the too early part. You know, I think there is something to be said with having to do that and go through that and grind for that. But so I'm not just saying that just because you feel like you're burned out, you should go out and hire somebody. But it could be a sign. I mean, it definitely could.
Speaker 1:Well, yeah, I think that not necessarily grinding, but you need to do all of the roles right as a maybe as a solo, as a one man show, one woman show, whatever. You need to have done all those roles to be able to effectively train who is coming in to do that stuff. So, yeah, I think you, you definitely need to grind for a while so you know exactly how to train that next person anyways.
Speaker 2:You know it's interesting. You say that I don't think a lot of people do that anymore and you and I've done business for such a long time. Um, I mean back when we would, you would be your own processor, you would be your own. I mean you did it all. And nowadays people come in our industries both on real estate and mortgage, you know where they'll just be a showing assistant without knowing how to do anything else, so that you know that piece has changed. But I do think you know that's very kind of eye opening on the differences, right, like the differences in the experience and what people can get, because we have done all of those. So I think there's some value to doing that.
Speaker 1:Definitely. I think that's more probably prevalent in real estate than it is in lending, because processing is kind of its own separate thing right. Like I'm not skilled to be a processor, whereas a realtor can. They can list, they can show they, they can do the transaction coordination.
Speaker 2:Is it the best use of their time? Not necessarily, I mean yeah, but it's not the best use of your time. Sure sure.
Speaker 1:I'm not a marketing guru or you know those things where realtors, I think, try to wear all the hats at the beginning, yep, and I think that that's okay for a little while, and then now let's figure out, okay, how do we start to grow this thing beyond the one man, one woman show?
Speaker 2:Yep, so you know. The next would be like who to hire, and you and I have been talking about this, because this is obviously just like we were talking about completely different with our industry real estate side. I mean, I got a good friend that's an insurance agent and him and I have worked together as he's built his team and what that looks like. So it's definitely going to be different whenever we're talking about depending on the industry, but knowing who to hire is very, very important.
Speaker 1:What role to hire for. That's what we're talking about, right and I think we decided that we don't need to spend much time on this really, because if you do everything else right, I think this will kind of become pretty crystal clear in what role you need to fill.
Speaker 2:Yes.
Speaker 1:If we do the thing we talked about before, right, where you're looking at your high value, high dollar tasks and your lower stuff that you could pay somebody else to do, then it's going to start to present itself as far as like okay, what role do I need to fill?
Speaker 2:Sure, but I will say, if you don't find the right person and put them in the right seat of the bus, that's probably another big mistake you know that's made is when you hire somebody for a role that they don't fit for, and so going through.
Speaker 1:Yeah, square peg, round hole situation.
Speaker 2:Going for a role that they don't fit for and so going through a square peg round hole situation, going through those types of steps, and we're going to kind of cover the steps to ensure you know that you are making the right hire.
Speaker 1:Yeah.
Speaker 2:So let's move over to that, and we've kind of already talked about it when we talked about the hiring mistakes. But so the first step whenever you're looking to make the right hire is defining the role first, um, and then what that success, how that role is successively filled, like if you were to hire somebody, clearly outlining their responsibilities, the expectations, before you even hire who it is.
Speaker 1:Yeah, I'm going to show, I'm going to hire a showing assistant, like that's what I've determined that I need, right as an example. And these are these are the exact things that I want them to do. This is how this is like the metrics of which what kind of I want to be able to expect from them those things is that that's yeah.
Speaker 2:I will say clearly, though responsibilities and expectations are two different things, and especially if they're not spoken right and so many people are good at responsibilities but not expectations. I struggle with expectations because I think people should know and that's not the case what somebody else expects and what I expect are two different things.
Speaker 1:Yeah, so if you define those things a little bit right, just to make a clear example here, like if you give somebody, you outline their responsibilities, right, they understand their job duty, their details, but they don't necessarily know that your expectation is that they answer the phone. You know within two rings, right, or what to say, yep, what your expectations are for how to perform.
Speaker 2:Yes, all those things, yeah, it's so huge. And so you know, people will define the responsibilities, think they're all good, and then I talked to them later and they're like, oh, I'm struggling, this person doesn't do this. This is well. Do they know? That's what you expected.
Speaker 1:Yeah, it's just a failure on the leader part at all. Put it in that responsibility.
Speaker 2:That's, responsibilities and expectations are two totally different things, and I think people are really good at defining the job roles, really good at the responsibilities and really bad at expectations.
Speaker 1:Right.
Speaker 2:And I I am too Like. It's a skill I have to constantly work at. I tell my team, if I ask you to do something, what I'm bad about telling them, even to this day. I'm bad about telling them when I need it by what the expectation is, and so they're trying to help train me to be better at that. So what they're supposed to do if I ask them to do something and I don't give them the expectation of when I need it, they have to respond to me and say I'd be happy to. When do you need it? By?
Speaker 1:Gotcha yeah.
Speaker 2:Because I need to create the habit, because I'm not good at the expectation piece. I'm aware I don't have a team for years. It's just where I don't. I'm not great at it. So they want, I want them to teach me that and I want to be better at it, because then once they know when it's needed to be done by, they're good, they fit it in their day accordingly and they're not guessing. But what they think it is in mine is always different. So if I'm not telling them, they feel like a failure or they feel like they can't please me and I'm feeling like what's wrong. I clearly asked you what to do.
Speaker 1:That's just a life lesson in and of itself. By the way, it's not just for leading people. Marriage kids life, everything. Make sure that people know the expectations, because then when you're disappointed in in people but you didn't give them what your expectations were, then it's really your fault. Your fault, yeah, and that hits home for me. Uh. So we're very, very uh guilty of that ourselves. It's a human.
Speaker 2:It's a human thing, I think for sure, but I do think you can do things to work on it oh, for sure, yeah, that's what I was saying, like with my team, like, figure out how you can be, try to be better at it, and I asked them to push back on me because I clearly I mean still do it. So, um, another step to ensure the right hire is assess their strengths and weaknesses. Um, this one, you know, there's all kinds of um, um tests out there. Like, I love the disc mainly because it's what I was trained on, and there's a bunch of them out there and all that stuff, all of that stuff, um, so those are great.
Speaker 2:But you know, when you go to hire somebody, people do not talk about weaknesses. Why would you like, like you're trying to get a job, you show up and you say all the great things about yourself. But when I go through interviews with people, I help interview for a lot of other people, for their teams, because I've done this so much and I love to just go straight. For what do you suck at? And it's okay, like there are, and I'll share some things I suck at'm sure I get expectations. I suck at organ is like what they are and that's fine. I'm still a really good, successful person. But what do you suck at? And and letting them talk about that, um, I think it's a hugely missed part of hiring and sometimes they're not always going to be honest, let's be.
Speaker 1:I mean yeah, most people are like oh yeah, my biggest flaw, you know, is that I work too hard, or my biggest flaw is that I care too much, you know, so you can see through that but you know robin's always taught us to why, why?
Speaker 2:right, so if you explain it, take it a couple more steps deeper, you can actually unpeel that onion a little bit and find out what those are. Listen, everyone's going to have weaknesses, but if we know those upfront, like I don't want to waste your time, chad, if I'm trying to hire you and you don't want to waste mine if this is a really bad seat for you, like this doesn't isn't your skillset. Let's figure that out sooner, right?
Speaker 1:Right.
Speaker 2:Because if it doesn't work out, you feel like a failure. If it doesn't work out, I feel like a failure because I hired the wrong person. Like, let's just be honest at this interview, um, and figure out is it a good fit, Right? You don't want to. If it's not, either, you know.
Speaker 1:Well, especially when you're making that first hire, because you need to one assess within yourself what, what are you, what are your biggest weaknesses to you? Um, not just what can make you more money, Right, but also like what uh drains energy from you that you do or that you just suck at doing? Um, drains my energy to do stuff I suck at, for sure, but um, and then filling gaps in when, in that hire, is you're looking for people that that's really what they?
Speaker 1:excel at right Because they could be really good for, like, an amazing human. They could be really good at certain things. But if you hire somebody that is good at the same stuff that you're good at and they also suck at the same stuff you suck at, that you're probably gonna be pretty good friends, but that doesn't make them a great hire.
Speaker 2:Right, well, no, it messes everything up.
Speaker 1:Makes a pretty shitty hire yeah.
Speaker 2:I mean, the people that I hire are specifically to fill the needs where I lack. Yeah, and that's how you get to have that beautiful team and the longevity, and because you get the right pieces, you know, or the right people on the right seat of the bus is what I always say.
Speaker 1:Definitely, and it seems like when you're saying it out loud, you're like, of course, like that seems so simple, but these are mistakes that we have all made, because you're going to interview somebody that's like oh my God, they're so great because they're so much like you and you're not hiring to replace you.
Speaker 1:You have a job to do. You're hiring to fill gaps, that stuff that you suck at or you don't want to do. So it is a trap that people fall into. A lot I've been guilty of. That for sure is hiring people that are more like me versus people that fill fill the stuff that is unlike me.
Speaker 2:Yep, the the other one too, and we just said that is making sure you're not the only person interviewing. You know, um, making sure that you have a couple of different interviews set up. Either if you have a team, let them interview, or somebody outside of your group, have them also interviewed to look for things that you're going to miss and that that, that tech that is so powerful and a lot of you know groups have that where they're like, okay, you have to go through a three interview process or whatever. There's a reason for that, and like I fall in love with people, like I fall in love with people, I find I look at all the things they could be great at.
Speaker 1:I just see the best in everybody. It's just your default setting.
Speaker 2:It's my default setting, and so I have to have people who know that about me, who are a little bit better at finding the weaknesses and finding the things because I'm like, oh, I'll look past that. They're so good at this, Right, you know um they can be a good reality check for you.
Speaker 1:And that's actually a really good interlude into the next one, which is all about culture, right, Uh? And that's actually a really good interlude into the next one, which is all about culture. Yep, right, you need to make sure that, even if they're really good at filling those roles, that they're also going to be a culture fit if you are already have an existing team or you're just growing one.
Speaker 1:Right Culture is so important. You end up spending more time A lot of times. You spend more time with the people that you work with than you do with your family.
Speaker 1:That's kind of sad, but that is the sad reality, because we're spending eight hours sleeping, eight hours at work, you know, and then the rest of it we're apparently at home. But you know, kids are all over the place. They're not necessarily you're not spending every waking hour together, so you are spending a lot of time with these people. So you got to make sure that they're a fit, not just with you right.
Speaker 1:But with the whole team and, um, yeah, not everybody's going to be exactly alike, but you want to like, you want to make sure there's not people that come in that have completely different values or beliefs.
Speaker 2:Um, or or negativity right Like. I mean you can get somebody so, so skilled. But when they're negative, I mean it's a cancer and it, it is so hard on the entire team, um, and it is. I mean I always say it's a buzzkill, but it will just eat at anything. You've built, everything you've built. You know, if you don't see that early, early on, yeah, if you bring somebody negative in that.
Speaker 1:There's a study just recently I remember hearing about, but it's like if you set people um with negative people like one negative influence, and you put it like a team of people around them, that performance comes down like immediately at a much greater percent. That if you put everybody around like a really positive person, like that definitely helps. But the negative outweighs the positive like two to one like the Delta, yeah right.
Speaker 1:Exactly Like the the work performance coming down versus work performance going up around a positive person. The negative one is truly a cancer. So you got to weed those people out. Hopefully you weed them out before you hire them, but if you do hire that person, like when that starts to present itself, you got to make sure you can fix it or they just don't belong on the team.
Speaker 2:Right, that's the stark reality. Well, you know, they say slow to hire, quick to fire.
Speaker 1:Yeah.
Speaker 2:And that is hard, but it is. It's so. I've seen myself and I've seen so people, so many people struggle with it, but when you finally do it, you're like, oh, I should have done that a long time ago.
Speaker 1:And then your whole team comes to you and it's like God, well, I think you we've been, we've been biting our tongue about it. So, yeah, be real careful about that.
Speaker 2:So, and that is one right, use an effective interview, interview process right Like so, go through and it's a little bit different, obviously through Um, and it's a little bit different, obviously, depending on the industry that you're in. But I always say more than one to you know, one to three different interviews for sure, um, and don't hire out of desperation. I think that is where you know a bad hire is more costly than waiting for the right person and right.
Speaker 1:People fall in that trap a lot, a lot because they're like oh my God, I'm so crazy busy and you know my wife's about to file divorce because I'm not around enough and like things are going crazy and I'm a bad dad or a bad mom.
Speaker 2:You think that just a body is going to fix it. And man, the wrong hire is.
Speaker 1:So there's temporary help for that right. So nowadays it's so easy and we could do a whole podcast episode on virtual assistance or sharing help with people Like there's so many ways to go about doing that that you don't have to commit to, you know, a full-time hire just out of desperation. Yes, so while you're lining getting your ducks in a row and everything, and you're doing going through all these other steps to make sure that you get the right person, um, you know, tap into some part-time. You'd hire part-time help. Um, you know, with the ability to then come full time if they prove themselves or whatever.
Speaker 1:Uh, you can do virtual assistance. Uh, there's local and overseas virtual assistance that are cheap. Uh, for temporary help and really good.
Speaker 2:Yeah, Like we're learning. You and I are going through all of that right now and it's mind blowing.
Speaker 1:Yeah, there's plenty of teams out there. They're probably in a similar situation. Talk to your you know the groups inside your office as a realtor and ask them, like, are you on the verge of needing to hire somebody? Do you want to look at possibly sharing some help for a little bit? Um, like, I think there's interim solutions that people just don't think about and then they just, yeah, they get desperate and they throw the wrong offer to the wrong person for the wrong amount of money and it's ugly.
Speaker 2:And then we fast forward and they're they're complaining on why? Why am I building a team? This isn't for me. And they're going through all those emotions just because we made a step. We did one step wrong.
Speaker 2:Yeah yeah for sure. So how do we avoid that? You know, I think we've already gone through most of it, but it is the setting up, the clear onboarding, the clear training, the clear responsibility list, the clear expectation list. You know, making sure that we have all of that lined up and that they're aware of it. You know before you, before you hire them, that this is what this process you know, some of the people that I hire for, like I break down.
Speaker 2:That's why I like that 30, 60, 90 myself, because you're only going to learn this amount in the 30 day. I'm not going to teach you everything up front and hope you do well at it. We're going to teach this part for 30. And then, once we get to the 60, you're going to now take on this much. And then, once we get to the 60, you're going to now take on this much. Once we get to the 90, you're going to like you remember going to the dentist when we were little kids and they would have them like beads, them like syllabuses that you could like move.
Speaker 1:Oh, yeah, so.
Speaker 2:I think of training like that.
Speaker 1:An abacus.
Speaker 2:Abacus yes, but you'd move these over Like that's what trainings don't look like. I expect 30 days and this much at the 60 days. Um, and you'll learn, you know, some will be faster than that and you can, you know, change that timescale. But really having that plan once I've I've done it many times without and a lot more times with, and the width has way better success rate. Um going through these steps and longevity, where people stay with you and they feel like they're part of something.
Speaker 1:Yeah, that's great. Um, I think we, I think I think we've hit covered it all. Yeah, right, was there anything else that you wanted to touch on on this topic?
Speaker 2:No, I'm good.
Speaker 1:Uh, I just hope it helps.
Speaker 2:You know, I hope people it's, it's hard. It is hard growing a team's hard. People are going to come, people are going to go.
Speaker 1:But there's resources out there. I mean, these are not things that we've come up with on our own. Like, we've followed certain systems and processes, and I need to do way better. I think you are better at this topic than I am, uh, for sure, uh, and I, like I've come to you for advice on this stuff and so I would say reach out to people that you trust. Uh, reach out to us If you have. If you're thinking about doing this, uh, there is a huge amount of value in doing it right, um, rather than just throwing, uh, throwing an offer out to somebody.
Speaker 2:So yeah, we'd love to help you not make some of the same mistakes.
Speaker 1:Yeah, yeah, exactly so please reach out to us. Um, but yeah, hopeful, great good luck with your uh next hire.
Speaker 2:Um, I guess we will see you uh, just say, take the, take the, the leap, do it. You know um, go through the steps right, but man it will really. It's, it's so much fun.
Speaker 1:Yeah, don't be afraid of growing. For sure, take the leap, do it, but do it right. So hopefully you've got some good value on how to do it right with this episode. That's it for now. We'll see you guys next time. Thanks, guys.
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