Welcome back to another episode of the Reseller's
Mindset Podcast. My name is Mike, also known
as the Used Book Guy on YouTube, along with my
friend and fellow full -time reseller, Johnny
B. We help people start and grow their reselling
businesses from the ground up. We also have a
weekly Zoom call and private Discord for all
YouTube members. Head on over to youtube .com
backslash usebookguy to join the channel and
gain access to the full -length podcast, Zoom
call, and private Discord today. Let's get into
this week's episode. What is up, everybody? Welcome
to another episode of Reseller's Mindset Podcast.
I'm right next to Johnny. delegation is the topic
maybe we should have got two other people to
do the podcast and then we could have said hey
we are delegating this episode to these two other
people for so we don't have to do it and then
we could just sleep instead see that would require
planning and we don't have that no not at all
uh delegation is you know you have an employee
i Unfortunately, when I list my items on Amazon,
there's a little box that says listed by. And
every single time it says Mike. I think it'd
be cool just to have one time have somebody list
something and come over and type their name in
a little box. And then when it sells, I can say,
hey, I delegated that work and I didn't have
to list it. And my counterpoint is I have seen
Deb help you. Have. There's video proof even
on a few of your videos. I think you need to
have a certain percentage of skin in the. game
to even be eligible to be in that box all right
so it's automatic disqualification uh it is it
is tough though man because it's it's a slippery
slope when it comes to maxing ourself out and
just not getting help but you also have the other
side where people like they'll hire somebody
and they haven't even sold 100 things on amazon
or ebay and i'm like why the hell are you hiring
somebody for amazon or ebay you only have like
any type of volume to justify i see both sides
of it i of course fall on the stubborn side of
i don't need an employee it's just me to hell
with it i'll run myself into the ground now if
i ever was to change my business model and maybe
go more to a bulk model like uh i need help like
guaranteed like along with paying for the gay
lords i need to pay for at least one person to
help me get through them i would not be that
stubborn if uh i did ever decide to go the bulk
route because you won't make it on your own in
bulk well we're going to tap into your old cvs
days because you used to have to delegate there
so let's go first with how to give somebody instructions
i'll let you go well i'll go first I have found
that if you give the instructions, they will
do no more, no less. So you need to be extra
articulate when you explain how a task needs
to be done and also include the things that you
don't want done that could be done in that same
task. You don't want them to go necessarily the
extra mile because that may be a waste of time
when it's a very simplistic task. And then again,
you don't want them to do it incorrectly because
you didn't. verbally say don't do this don't
do it this way or show them so i also think showing
is very very important you show them exactly
how it's done at least the first run through
then you make them do it make sure they fully
understand what the heck you just did it's a
it's a balancing act honestly because nobody
wants to work for somebody who's a pain in the
ass to work for right like I'm not going to be
motivated to come into work if my boss is a douchebag
and just some crazy, like, I need things done
exactly this little way, every single thing.
Like, no one's going to tolerate that, right?
So my big thing when I was a store manager with
CVS and I had to delegate work was, let's do
it right the first time because we don't want
to have to do it a second time. That was my biggest
thing. I don't care how you get it done as long
as it's done. the way it's expected to be done,
so we don't have to come back and do it again.
That was my biggest pet peeve in the universe.
Now, some would say I was the greatest CVS manager
ever. I probably won't argue with that. But there
were times where I have had to pull all my supervisors
in the office and be angry, Mike, and yell about
things because it's just human nature. They just
lax all sometimes. And you got to it's a balancing
act. You can't be the super like military leader
and everything needs like your sheet needs to
be folded exactly to the corners or like something
like that. But you can't also be the person who
just like, yeah, go do whatever the hell you
want today. Right. Like you've got to find the
middle ground. And I think with reselling, it's
a it's a balancing act because when we hire somebody.
Think about like if I hired somebody, right?
My big thing would be for them is that you can
work whenever you want, right? You basically
make your own schedule. I have work for you to
do. I don't care whether it's done between 12
and two, six and eight. So that's a huge benefit
to them, right? You gotta see it from their side.
Like what benefits do you give that person? And
what are you gonna delegate to them? That's another
thing. Some things should never be delegated
to employees. Other things should probably always
be delegated to employees. So figuring that out,
I think a lot of people, When they hire somebody,
it's just like, hey, I can just do the whole
damn thing. And I'm just going to sit back and
collect a check. And it's like, man, don't worry
about that. No, no, it doesn't. I've also found
if the employee messes up a task, it's my fault.
I didn't explain it right, usually. I have had
people where they just have no common sense.
They no longer work for me. But I understood
with those particular kinds of people that I
had to be. extra particular in my explaining
and showing. And it was work to get them to work,
if that makes sense. It was like real effort
to explain something. And it can be very simple
from like, move this pile of books to that pile
of books. And if there's something in the middle
of the floor and you see them walking around
it constantly, you're like, yo, just move the
thing in the middle of the floor and stop walking
around the stupid thing. It'll save so much time.
They don't understand that. They're doing exactly
as instructed. I told them to move it from point
A to point B. I didn't think about move the thing
in the middle of the floor. You're constantly
walking around making this take an hour longer
than it should. But that's my fault, right? I
didn't think to explain this, but I should have.
And that's my fault. Yeah, because they're thinking
Johnny's dumb ass has got this pile of books
in the middle of the floor. I'm getting paid
the same amount of money no matter what. He's
not paying me to think. He's paying me to do.
And they're right. It's my job to think. I mean,
well, and even that, right, maybe they think
you have that pile of books there for a reason
and they don't want to touch it because Johnny's
going to throw his hot three liters of coffee
on them because they touch the pile of books.
But like that's we don't think about that, right?
It's it's a completely different business when
you have employees. I think a lot of people think
you just hire your best friend. They show up
and all of a sudden you're getting 10x the work
done. That is not the reality. You know, it's
it's. defer this thing from it so you gotta you
gotta balance all right you know this is an employee
even if it's a friend or family member you still
have to have expectations right i always like
to have expectations when it came to you know
my supervisors and giving them a task hey this
needs to be done tonight right this needs to
be done during this shift or we have x amount
of time to get this done um and everything you
gotta have conversations you can't you can't
just be a uh owner of a business that has employees
and you never talk to them. You know what happens?
You wind up on like you getting scanned by your
employee for time. They start stealing from you
or the employee just doesn't know what to do.
So they show up and they just kind of meander
around. And like Johnny said, that's not their
fault. That's your fault for not staying on top
of things as a business owner. I think we just
like, well, we got an employee. Yeah. Show up
to the storage unit. Yeah. You know, like. scan
that stuff right and i'm like oh how can we be
more efficient i had this conversation with somebody
last month he does bulk so he's got gay lords
of books right so they show up and he cuts open
the side of the gay lord for them so they can
easily get the books because he doesn't have
any of the fancy stuff i said well i want to
challenge you on this instead of them cutting
open the gay lord and having to do the extra
step of getting the books out of the gay lord
and and you know scanning them what happens if
you cut open the Gaylord, stack them barcode
up. So when they show up, all they're doing is
scanning. So the whole idea of this is, can we
scan more books by you getting in there, spending
an extra 30 minutes to an hour and prepping the
inventory for them to scan? Now you got to weigh
in. You're spending one hour of your time that
you otherwise weren't spending. But what happens
if your one hour is equivalent to like five hours?
extra of them scanning because now they don't
have to get in the Gaylord and scan it. It's
all there. All they're doing is showing up and
literally scanning. There's always ways you can
do different things and kind of try different
things instead of just having your employees
show up and expecting them to kind of just know
it all and do it all. That's a whole nother thing
is like a lot of people, they hire somebody that
never resold. And if they did resell, it wasn't
on the scale that we're talking about, right?
Because you're not going to hire someone. I guess
people do. People hire people and they're not
making them money. But we're assuming here that
you're making money you can cover having an employee.
So these people you hire, even if they resold
before, they've never been at the scale you're
currently at. So you have to train these people
on what the expectations are from you and the
platform and explain to them, like, why do they
have to take the extra photo of the copyright
page or something? So they understand the business.
What's up, Amazon sellers? We wanted to take
a second to talk about GoToLister, the software
me and Johnny both use to list and manage our
inventory and grow our businesses. With the fastest
listing speeds out there and built -in profit
analytics, it's a no -brainer. Easily and quickly
have items available for sale using 2D barcodes
and get more for your items with its built -in
smart pricing. Make sure to check out the 30
-day free trial at gotolister .com backslash
Mike or using the link in the description below.
Yeah, I mean, you're so right in that helping
them understand the business and its importance
of why it is that important is very key. And
I find if I don't do that, they care less because
I cared less. You got to kind of lead by example
or at least explain the importance of doing something.
And I also think it's subconscious a little bit
in the goal setting. And you've set the goal
setting. This photo is important. Okay, so when
they do a photo of a book every time, the goal
is to do this because it is important. It matters.
I think another key thing you said is when dealing
with the employee, or even if it's a temporary
worker, doing the preparatory work to get them
to do the work. Like laying everything out in
advance. Very important. Or at least having,
I used to do this with one of my employees. I
used to print out for her the today to -do list
or the week -long to -do list because she would
come in every day. Like, I don't care what order
you do these things in. None of these things
have a priority order. You can do them in whatever
order you want. And that gives them a little
bit more flexibility and power. I didn't do this
off the start. At the very beginning, it was
me. This is what we're doing today. This is what
we're doing today. Over and over and over again.
So we got to the point where she could do everything
I could. And it's like, okay, you're good enough
now. Here's your to -do list for the week. Just
make sure it's done. I don't care how you do
it, when you do it, as long as it indeed gets
done. And that takes a little bit of time. But
if you're dealing with a seasonality type person
or a one job type person, it's pretty much this
is how you're going to do it. And this is why
we're going to do it. And then you just... move
it along because they're either for a day or
a week or maybe a month for seasonality. Yeah,
I think you also have to look at motivating them
monetarily, whether that's like having some type
of performance -based bonus. CBS used to do these
yearly bonuses, right? It was 100 % rigged, right?
So you would have a bonus pool every year and
it'd be X amount of dollars. And at the end of
the year, you have your review. Well, at your
review, you can get deducted points from your
bonus pool and every point is X amount of dollars.
It sounds horrible. Yeah, 100 % a scam. But the
messed up thing was like, it would only be for
the store managers. So like, I'm one person and
I probably had about 10 or 12 employees, right?
So it's like. You know, whenever I got a bonus,
I would literally just split it up amongst everybody.
I would literally just go take cash out and just
give them cash. But I think people are also motivated
by money. So if you can have something in your
business, whether that's how many items they're
listing, how many photos you're taking, how many
items they're packing, whatever it may be, if
you can have. Something that's trackable so they
can track it. We would see our bonus pool. Even
though you get ripped off at the end of the year,
you still could see how much potential you could
have. The potential dollars you never got. Yeah,
the potential dollars you never got. But I think
having something like that will also help when
it comes to having somebody motivated. I think
I don't want to hire somebody to just come in
and be miserable and just get paid to get paid.
Those people are out there. But I think you want
to have somebody that's like, hey, you know,
I'm excited about what we're building here, maybe
down the road. You know, you've talked about
it before when you had your space and your employees
like you, you train somebody to be almost like
you and you can step back and have like they
basically get a part ownership of the business
and whatever that may be. Maybe in reselling,
if you make, if we sell more than 10 grand this
quarter, you know, you get 2 % of whatever our
profits were, something like profit sharing type
thing. Yeah, either for the team as a whole or
for the manager as a whole, because they'll manage
better because you've just transferred them to
hourly to, well, pretty much unlimited potential.
And I think people are very motivated by unlimited
potential of how much money they can make. It's
kind of like in sales, right? They'll give the
person like half of what it's sold for. Because
they want that sales team to sell. You got to
motivate them with dollars. Now, I think the
other big motivator is time. I think you said
it earlier on. Flexible schedule. Design your
own schedule. Come in when you want. Leave when
you want. Don't care as long as the work gets
done. I'm very much for that. Even in a bulk
scenario where you do pretty much need to come
in every day. Sorry, Charlie. There's too much
work in the weekly quota to get done. If they
want to come in at nine instead of eight and
then leave at nine, if they're doing 12 hours,
that's fine. And they just adjust for their schedule
accordingly. They're adults most of the time.
So they should be able to, I don't know what's
the best way to put it, be responsible enough
to accommodate how to adjust their schedule.
If they're not, you and that person need to have
a talk. Yeah, I think another big thing, too,
if I had employees, because I've experienced
this working in retail all these years, like
life happens. Sometimes you got to just accept
the fact your employees not going to be able
to make it today. You're being a complete douchebag
towards somebody. I don't care what it's for.
It's just not my not my job. So if I did have
all these employees and, you know, something
happens, whatever it may be, they're sick, their
kids sick, something goes on with a loved one.
You've got to be flexible. Nobody wants to work
for these people. Maybe I'm too lenient of a
boss and maybe I never ran a tight enough ship
at CVS. But I understood what it was like when
I was sick and I had to show up to work or when
something happened, a loved one passed away and
you got to still be at work. It absolutely sucks.
So if I ever were to have employees, I would
definitely allot them sick time. And I definitely
want to have. conversations with them so they
would feel comfortable enough to come to me and
say, hey, Mike, here's what I have going on.
I might need a day or two off. I used to have
a shift supervisor. She was terrified of the
snow. So if it was going to snow, even flurries,
she was my main supervisor. I knew for 100 %
I was going to cover that shift. But she also
knew that when it wasn't snowing, she would come
cover one of my shifts. If you don't have that
conversation ahead of time, I'm always going
to be pissed off because I got to go every time
it snows. Well, when I know it's going to snow
and it was literally to that point, me and Deb
knew, hey, there's going to be snow tomorrow.
She's working. I'm planning to be there. And
then at the end of the week when it's not snowing,
she would just take one of my shifts. But these
are conversations. I think a lot of people hire
people and they just look kind of just. Cut them
loose and forget about them. I had conversations
every day. Everybody felt comfortable coming
to me and saying, hey, here's what I have going
on. And when you have employees and you have
work that needs to be done because you're held
accountable for that work that needs to be done,
you've got to be able to have these conversations.
Now, here's an interesting one. I've always gone
back and forth on this particular one. The person
that comes in three to five minutes late and
still gets paid for those three to five minutes
as a. As a coworker, didn't care. As an owner,
totally cared because if you three to five minutes
times 365 or whatever the work schedule is, that
adds up a lot, right? Do you say something or
you just let it go? Me personally, I'm on the
mindset to say something, but I can understand
the flexibility of not saying something. It's
only three to five minutes, but I think it's
correctable on their end, but they may not be
aware that it needs to be corrected unless you
say something. That's me. What do you think?
Yeah, I mean, I would probably say something
jokingly like taking you an extra three minutes
to get your socks on in the morning, dude, or
what? Like, you know, like I think if you approach
it as you're going to be here no more three minutes
late or you're fired, you already lost that employee.
You might as well fire them right then and there.
That's what I'm saying, right? So like you got
to understand you have to have conversations
with people in a manner where. you can possibly
change their habit or just be like, yeah, dude,
you're always three minutes late. Like what the
hell are you doing in the morning? You know,
like what's going on, right? Now, if they tell
me they're running their kid to daycare and the
daycare doesn't open to 745 and they have to
be at my shop at eight, but it's 20 minutes away,
that's understandable. We'll adjust your damn
schedule. Exactly, right? I mean, you fix it
right there. I'll be like, hey, let's just push
your start time back half an hour. Yeah. You
don't have to feel rushed in the morning. You
know, like there's, There's so many different
ways you can go about this. But the way you don't
want to go about it is like you need to be here
on the dot or, you know, like that. It's just
toxicity. Then they're not producing results
for you because nobody's going to be motivated
to work for somebody that treats them that type
of way. Unless they're making trillions of dollars,
which unfortunately we can't afford to pay these
people. I think another poor part in delegation
is to challenge them at points like here's the
project. Here's the end goal. How you go about
it, I don't care because you kind of want to
see what they're capable of to also sidingly,
you don't tell them this, to see if they're management
type material, like how do they approach a task?
How do they accomplish the task? Maybe they come
up with a way you never thought about that's
way better. And carrying that forward, I always
ask employees and I try to do it frequently.
I probably need to do it more than I do. How
do you think we can do this better? What's a
better way to approach this? And sometimes they
won't say anything because either they haven't
thought about it or they have no idea. They'll
never have an idea. Maybe you stop asking those
people. But I think giving everybody a chance
to be a part of the business, like you're going
to make an impact. You're going to impact the
workflow if you come up with a better idea. That
may mean getting a better tool. That may mean
instead of sitting, we stand. That may mean.
while we're doing this redundant task, how about
we take out the redundancy to speed it along?
Or is that redundancy needed? And giving them
the opportunity to nitpick and play with it,
I think lets them appreciate their own job a
bit better. I think another thing too, like when
we do have employees, they all have different
strengths, right? So I probably have like five
supervisors underneath me, right? Like if you
ask me about each one of them, I could tell you,
hey, this person is really good at doing resets,
planning grants, right? This person is really
good at putting away truck in the back half of
the store, the front half of the store, dealing
with the photo machines, right? So like, I think
you, if you try to plug somebody into something
and maybe you're not getting the results, maybe,
you know, maybe they're doing photos on eBay.
Maybe they're really good at packing orders or
maybe they're really good at actually doing the
actual listings on eBay. Like, I think you got
to find your employee strength. And figure out
how you best can use their strength to help your
business. Now, because if you just hire somebody
and say you're looking for somebody just to take
photos, well, like, what is really, like, try
to think about, like, what the hell do you even
ask somebody if they're just going to take photos?
Like, how many photos in an hour can you take?
But that really doesn't matter because what's
the quality of the photos they're taking, right?
Like, there's so many things that go into this.
You really don't know until you. basically give
them a trial run and in any job space you have
a probationary period right like you got 90 days
and we'll see how it goes from there and then
we'll decide we're going to bring you on full
-time part -time i think you really got to figure
out what your employees are really good at is
that something we can use in this business today
because maybe unfortunately this person if you
if we need them to take photos and they suck
at photos then unfortunately you got to move
on to greener grass and i think that's another
thing people hire their You hire your friend
or family, right? You hire your mom or your dad,
and they suck at their job. You got to fire your
mom or your dad. Hey, get out of here. You're
fired, mom. I don't ever want to see you at this
damn storage unit again. And I'll be at Sunday
dinner for lasagna, right, mom? No, it's so true.
And you've also got to set the expectation. My
employee is here right now, and they're listening
to all of this, and they're probably taking mental
notes. If you set the bar at an unattainable
level, that motivates them to do a little bit
extra more so when they're starting out. Because
I remember early on when he was doing maybe 30
to 40 units a shift of book photos, and the number
was 100. It took him a minute to get there, but
he got there. But because he was chasing the
bar of 100, which he wasn't obtaining for a while.
Now, there are variables that he understands.
Some books just take longer. Like if you've got
a book with a dust jacket and it's got a ribbon
or maybe it's got all that plus a slip case,
there's more work involved. But he's at the point
now where doing 100 on a shift or close to 100,
it's very doable versus when he started. When
they start, you're going to tell them 10 ,000
things. They're going to remember two. And then
each week you kind of make these adjustments.
Or here's an example of what you're doing. And
here's what I would like. Because they have an
abstract idea. Because they're not seeing you
do the listings. They don't know what you're
looking for. And you're trying to explain this
verbally without visualization. So sometimes
I'll say, hey, come over here and look at these
photos. You tell me what's wrong with them? No?
Okay, great, I'll explain it to you. And then
you explain it to them and they have a fuller
comprehension of what's really going on and what
you want as an owner. And again, that goes back
to what I was saying earlier. It's your fault
for not explaining the instructions correctly,
but sometimes you can't explain everything and
you have to explain them as time goes on. Because
sometimes they're one -off weird circumstances,
especially in the photos. Pack and boxes, there's
very rare circumstances where you have to explain
that. in the intricacies uh opposed to like photos
though so it also depends on the job task that
they're doing yeah and you know when i was a
store manager um and i was the few times where
i did you know multiple of us were working like
uh kind of like what you're saying like go list
next to them right like do double the work for
a day you go over there kind of i think people
appreciate when they see the quote -unquote owner
or manager actually doing the work they're doing
And you'll be amazed at how much more efficient
they get when you're actually out there working
right next to them side by side. And it's human
factor. I think people hire people thinking it's
just going to be like a robot and you're just
going to replicate yourself. It's never going
to happen. We're dealing with human beings. They
have good days. They have bad days. That is just
the reality of life. You can't always expect
somebody to be doing 10 ,000 things every single
time they come in for your business. It's just
not the reality of it. And I think if you can.
Find the balancing act of, all right, here's
our expectations. Are we hitting them? Is there
any room for growth? What's next for this person?
Having these ongoing conversations with employees
is how you're going to keep the good ones around.
And it automatically weeds out the bad ones because
if you have enough conversations, you'll realize
that this person's not a right fit for your business
and what your plans are moving forward. Right.
And here's another thing, and I'm very guilty
of this. I'm constantly thinking about the business.
And sometimes I think they've been thinking about
the business while they're away. No, that's not
the case. So this great idea that you've had
and you had a one -off conversation that lasted,
I don't know, three minutes last week. And then
you bring it up again. They have no idea what
you're talking about, but you've been thinking
about it constantly. The gears have been turning.
And when you're having conversation and you're
expecting some kind of feedback and they have
nothing to give you, that's your fault. You cannot
expect them to do that as an employee versus
an owner. Owners care way more than employee
ever will. Now, don't get me wrong. There's 100
% shit people that you're going to hire, right?
Like, we're not sitting here saying it's always,
you know, whenever there's a problem, it's probably
the owner's fault. But more times than less,
it's going to be your fault versus the employee's
fault because they weren't trained properly.
You know, there was no SOPs, anything like that.
It's tough. I think delegation, I don't know,
man. I'd probably say more people fail. after
hiring somebody then succeed as crazy as that
sounds like if i just had to take your average
ebay reseller who decides to hire somebody at
any point there's no criteria just anybody that
decides to hire somebody on the help your ebay
business i would say more of those people fail
than they actually succeed and make more money
or i guess and my definition of failure is they
are making less money than they were prior to
having an employee right because i don't think
they do this An employee costs X amount of dollars,
and they bring them in, and they do the same
amount of listings or sending in boxes. They
do the same. They don't account for the cost
the employee through the course of the week,
month, and or year. It means you need to do more
to compensate for them to break even, and then
you need to do even more than that to make more
money with an employee just like you were without
an employee before. So they don't take that into
account. They're maintaining the same amount
of work. Then even if they adjust to make up
for the employee's hours, they're not growing.
They need to be the hours plus whatever amount
you want to grow that year to justify that employee's
work. So either that means bringing more inventory
or you jump in, shift when they leave to make
up for the loss of revenue you would have had
for having them in the first place. And it's
number accounting. We mentioned this on, I think,
our other podcast. We just knowing your numbers,
knowing how much it costs to send in a box with
the employee cost added in or with doing the
eBay listing. How much does it cost per listing
with them doing it, even if they're just doing
photos, not listings? You got to account for
all of that. Yeah, I mean, you have to. I think
a lot of people just try to. pay their way out
of work right it's like you hire somebody and
you just pay them so you don't have to do it
and there's no gain on the back end it's just
you quote unquote don't have to do the work now
and sure if you're profitable enough and you
say the hell with it i'm fine with spending three
grand a month so i never have to take another
photo for ebay i ain't got nothing i'm not i
got nothing wrong with it it is what it is let's
take over to me of hiring the maid to do made
things that i don't want to do I could do them
myself. I could, but I'm not gonna. That's what
the maid's for. Yeah, yeah. So it's like... That's
fine. But most people don't hire somebody with
those intentions. They hire somebody with the
idea that they're going to grow their business
rapidly now that they have an employee. And you
can if it's done right. And just know in the
beginning, there's always going to be a struggle.
No, your first employee is probably not going
to be your last employee. Right. Like it's going
to be a revolving door, even if you have the
best benefits, the best pay in the universe.
At the end of the day. You got the human factor.
These people have to show up. Are they capable
of doing the job? You're not going to know these
things until you actually have them in there
doing the actual work and you actually having
the process. Even if you have everything laid
out perfectly, you have everything they need
to do. You even have. CBS, they hire somebody
to watch these shitty VHS tapes. How to print
somebody's photos, right? Even if Johnny's got
all of his VHS tapes for training to be an eBay
guy. Yeah, that doesn't mean they're going to
be successful. And you have to realize that delegation
can be a great thing in the business, but it
also can be terrible for you. It can literally
eat up your cash and create headaches because
the human factor, if you're not willing to. understand
somebody's other side of a conversation just
because they're your employee, you're never going
to be a good boss. No one's ever going to want
to work for you just because people want to be
cared about. That's why they don't want to go
work these shitty jobs where corporate don't
care. They want to, especially a small business,
close -knit type, I don't know, man. I always
would take, if I were to hire somebody, I would
take care of them financially. whatever it may
be, so they can have a good life. And I don't
want to be a pain in anybody's ass because I
remember me and Deb joke about it all the time.
Store manager at CBS, don't matter what time
of day I'm on call. I've taken conference calls
when we're out walking in the park. No matter
where I'm at, if there's a conference call, I
got to be on it. I know what it's like to have
a pain in the ass boss, but I also know what
it's like to have somebody that doesn't perform.
So you got to get rid of the bad performers.
You've got to hold people to standards, but you
also have to give them some benefits, some motivation
to actually keep working for you and be excited
to show up to your storage unit to list your
stuff because it's not the most exciting thing.
Right, and let's go into more of the part -time
hobbyists or just somebody who needs help every
now and then. So they call, like you were saying,
mom or dad, brother or sister and or Uncle Joe
and maybe some friends. And this isn't an ongoing
thing. This is maybe like a week -long thing
that you've asked them to help. They've said
yes, those fools. They've said yes, and they're
coming anyway. You cannot yell at these people,
one, because you have a personal relationship.
Two, they're going to want to tell you how to
run whatever you're doing their way, and you've
just got to breathe in and out and say, that's
great, but we're not going to do it that way.
We're going to do it this way. You need to explain
that in a way that doesn't offend them. Because,
again, you're going to do this. You're going
to get so much work at some point. You're going
to have a big haul. You're going to need help.
And you decide to ask these people. And it's
usually your inner circle who you ask because
favor exchanging, right? You can't yell at them.
They're going to do it wrong. And you've got
to be okay with them doing it wrong. Now, either
you fix it yourself or, again, you explain very
nicely and politely. This is great. I like what
you did here. But I think we could do it a little
bit better if we did it this way. You do that
over and over and over and over again. And then
by the end of the week, you're either going to
kill them or you're going to figure out how to
make, you're going to be a master at instruction
explaining. That's the end of it. And I really
emphasize the don't yell. You'll want to. Every
ounce of you will want to yell. But you got to
kind of restrain yourself. And I think that's
important too. Learning when to restrain yourself
and now is not the time. And you can punch a
pillow later, screaming in the void later. But
you got to be calm on site. I agree. I'm going
to wrap it up here. My last thoughts is I would
hire and fire all my family members besides my
grandparents. And I would do it. I would do it
like Johnny just said not to do it. I go in,
I flip tables and tell them, get out, get the
hell out of here. You're fired. No back pay,
no forward pay. And they'd be yelling at me that
I quit before you fired me. Put the toilet seat
down. I don't even care. I would fire them all.
Delegation can be a great thing. Just understand
there's a lot more to it than just hiring somebody.
And then all of a sudden the money starts multiplying.
That's going to do it for this week's episode.
We'll talk to you all next week. Thanks for listening
to another episode of the Reseller's Mindset
Podcast. Today's full episode and all previous
episodes are available to all YouTube members
along with the weekly Zoom call and private Discord.
Head on over to youtube .com backslash the used
book guy and consider joining for as little as
$2 .99 a month.