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How do you track and define outcomes for your hiring systems?

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Oh, that's a great question, Harry.

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Well, as far as tracking everything goes, remember, it's all automated.

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And so the software tracks all incoming applicants.

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When they apply, time of date, time and date when they apply, we know if they're applying

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in the middle of the night, we know what regions they're applying from relative to your business

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location.

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We know their strengths and talents.

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We know the time and distance from their location to your business.

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We know how long they're planning on staying in the area.

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There's a whole bunch of information.

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So all of that is automatically tracked.

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This is not, you know, it's the opposite of done on index cards and notes written on

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a resume, right?

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But as far as the outcomes, that's where we get really excited.

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The outcomes are generally driven by the candidates' strengths and talents.

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And so when you're hiring them for a position and you expect them to need, you know, X,

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Y, Z strengths and talents, and we present candidates who have those, then the outcomes

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are far better and higher than what you're used to.

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And the simple reason being is you're asking people to show up for work each day and be

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themselves.

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These are A players, B plus players that we bring to the table.

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And by doing that, you simply get a better outcome in every conceivable aspect of that

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word than than resume based hiring.

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There's a follow up question on that.

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The A players and the B players.

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I think so.

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There's only a certain number of limited A players, according to my understanding, and

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that might be my limiting belief.

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I do not know.

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But I'd love to hear that.

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But let's say some let's say 10 companies hire you and you only have five A players

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to support.

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What happens in those scenarios?

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And let's say you also run into B players in that case or B plus players.

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What's the other?

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That's a fascinating question as well.

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You're in your game today here.

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Holy cow.

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So I think remember the way that we do things is we are not pulling from a candidate pool.

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We are fresh posting a brand new position each time, and we have the widest possible

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funnel at the top.

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We want as many applicants as we possibly can.

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These are not people generally with experience.

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We are looking for folks who can do the job based upon their natural strengths and talents.

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So our approach is to cast the widest possible net that we can because we're going to eliminate

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almost everybody.

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We run them through our mindset assessment filter.

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We make sure they have the right mindset for the position.

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Then we do their strengths or their speed of learning.

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We're going to make sure that they learn fast enough in order to do a great job for your

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business.

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And then we look at their strengths and talents.

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And then when that's all said and done, we look at what we call knockout questions.

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And those are all the reasons why they wouldn't be able to do the job.

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So when still past that, we have a one way video interview.

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And so when all of this work is done, we end up with A players and B players, but they're

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not coming from where you think they are, Harry.

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These are unknown folks.

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These are not people who generally are presented 10 different jobs to begin with.

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They might be presented with a couple because they don't look like an A player a lot of

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times.

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They know they are.

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They know they have no problems getting a position and being offered positions.

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But they just aren't folks that are out there with these resumes that are glowing, that

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have incredible work history.

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You are dying to get them in your business.

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You look at their resume and you say, huh, what are these guys talking about?

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When the real solution to the problem is this match that we're able to do.

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So we know they're an A player or a B plus at around a 97% level on average.

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That's why the outcome is so great.

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They stick to these positions.

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They stay a lot longer, much longer.

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All of this happens because they're a natural fit for the position.

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This is another deep level of that question.

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Throughout your process, how are you identifying the A players and B players?

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What are you looking for specifically that this is someone is an A player?

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How do you even check for that in a hiring or even shift?

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I would say shifting process.

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It's not one thing.

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That's what makes this special.

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Depends on the position.

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Quite simply, an A player for position A might be a C player for position B.

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Your A player is not an A player across all positions because it completely depends on

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their strengths and talents.

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That's a little bit of a difficult thing to replicate any other way.

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With these folks, the natural strength and talent approach is how they're an A player

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for that position, but it is all relative to the position.

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Each position requires different strengths and talents, different capabilities.

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Let's say stress management.

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That's a really easy thing for everybody to understand.

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If you're in a concierge type service-based business, low volume, everybody is really

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focusing on high quality interactions, then that requires a lower stress tolerance.

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That's something we measure.

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Whereas, let's say you're in a super busy doctor's office working at the front desk,

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which is in a high stress position for arguably just about anybody.

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If you have a really high stress tolerance, that's no big deal for you.

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A player quality for that position.

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You have a low stress tolerance, that is not going to work out.

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That person put in that position will leave very, very quickly.

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It's counted in days.

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Imagine if you will, there's a big algorithm for each of these positions.

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Each position has different things that we want in a candidate and things that we don't

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want in a candidate.

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They're prioritized and they're structured.

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That's where we're able to identify these folks.

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It's not a simple process behind the scenes.

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Imagine the iceberg.

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What we're showing clients is the tip of the iceberg.

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Behind the scenes, it's the rest of the iceberg.

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We make it easy.

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That's why you can hire somebody through Build My Team in under an hour's worth of work total.

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We do this all day long throughout North America.

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Wow, that's awesome.

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Next question for you, I think it's something similar to what we've been talking about.

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What are some of your strategies for reducing turnover in the teams you build?

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This gets down to culture.

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Boy, another great question.

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Culture is one way to describe this.

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Really the turnover comes from both areas, around the team member and from the top down.

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What is the average workday like for the team member?

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I should say three things internally.

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The internal side of things is are they utilizing their strengths and talents?

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With the Build My Team approach, yes, that's a given.

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If you're not doing that, then you've got to make sure that they are working with their

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natural strengths and talents.

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That's a real challenge.

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The second thing would be who are they surrounded by?

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You have an A player or a really awesome, fantastic employee.

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Who are they working with?

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Are they awesome, fantastic employees or are they working with the C player, the D player

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or the proverbial boat anchor that never gets any project off the ground?

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They just are not in any way a performer.

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You want to reduce turnover, make sure your great team members are working only with other

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great team members.

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That's an enormous way to do it.

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The third part, of course, is the cultural side.

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You want to improve your culture, reduce turnover for your team members.

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It's very simple.

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It's all about reducing the C and the D players from your team.

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Remove them.

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They have to go.

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They are causing the turnover for your fantastic people.

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Remember, C and D people, they might be great folks.

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They are working in the wrong job for them, by definition, because they're not performing.

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They are a repellent to talent, to top talent.

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They are absolutely a repellent.

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You're talking about magnetism, a positive and a negative.

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You are talking about oil and water, all those types of things.

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Those are the strategies that can be used by any business to dramatically reduce the

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turnover.

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Michael, now we're talking about culture.

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I think a culture can't be stated enough without talking about leadership.

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To you, what's the definition of a great leader in terms of maybe leading teams, building

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teams, or being a supervisor, or a company owner, or a team builder?

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Well, I've got a fellow that I work with.

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His name's Frank.

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He runs both our practice and Build My Team.

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He's a great example of a great leader.

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One of the things that stands out about him is clarity of communication.

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Crystal clear communication.

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This is not a person who, well, maybe we'll get to this.

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I'm not sure.

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Not like that at all.

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It's definitive.

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This is what we're going to do.

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This is how we're going to do it.

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This is when we're going to do it.

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And he gives the proverbial marching orders to the team, and they march.

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Working with a person like that is a luxury.

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It is a fantastic honor to work with a person like that.

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From my standpoint, I know that the goals are going to get achieved and that he will

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do so in an extraordinarily respectful way for the team.

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He protects the team.

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Everyone needed.

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And he is absolutely terrific, again, at the communication side of things.

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So those are the things that pop to mind.

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Of course, we've all read the books on leadership.

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We've all done those things.

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I always like to suggest that maybe people take a look more at the basics, the infrastructure

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of leadership, if you will.

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Crystal clear communication is one.

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Decisiveness is another.

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Ethical, honesty.

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I mean, you can't be pulling fast ones on your team.

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They're out the door if you do that.

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Good grief.

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The list goes on and on.

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But I would say those are the top ones that kind of pop into my head.

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Next thing, going into a layer deeper, what tips would you have for leaders?

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I think that goes back to the previous question in a lot of ways.

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If you're struggling with your teams, entrepreneurs especially, and I think we're all susceptible

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to this on the entrepreneurial side of things, I would suggest that we take a look at the

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communication that you're giving your team members.

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Crystal clear communication.

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Entrepreneurs, like all of us listening, have this innate ability to think that people are

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reading our minds.

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And you don't understand what I'm saying.

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I've said three words and you don't get it.

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Those types of things.

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So developing a skill set as a leader that allows you to communicate in a crystal clear

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fashion is incredibly helpful.

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There's a company called Strategic Coach that built a tool for this.

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It's called an impact filter and anybody can Google it.

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Wonderful, wonderful help for entrepreneurs if they're looking for an immediate improvement

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for something along those lines.

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So I do think the communication side of things, I think you have to live up to what you say

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you're going to do and you do it.

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Show up on time, be respectful of people's time.

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I mean, those are the things that kind of come to my mind outside of what the general

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leadership books all say.

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Along the lines of the same thing, do you have some stories that you like to share where

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you had great experiences with the leadership that you worked with or the leadership you

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were under that probably inspired you?

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Or on the other side, would you like to share some horrible or not so impactful leaders

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that you came across that didn't bring you up or put you down or didn't help your talents?

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I'd love to hear some of those stories.

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So long time ago, I was in a program called Army Cadets in Canada, not part of the military,

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but the motto was something called Acer Acer Pori.

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As the maple, so the sapling is what it meant.

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And it basically is a glorified way to say lead by example.

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That is core for any leader.

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If a leader is practicing do as I say, not as I do, best of luck with your team.

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You're going to repel talent worse than oil and water.

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You can't do that.

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There's a reason why so many of those marvelous movies that we've all seen have the general

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leading from the front, that type of thing.

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So I think from the story standpoint, I've seen terrific leaders, I've seen horrible

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leaders.

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The horrible leaders, they generally don't tend to be leaders for very long.

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They're just not successful in the position.

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And you can't get great economic results in a business as a horrible leader.

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You might get good, you might get even better than good, but it's not sustainable.

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Truly outstanding business results require, let's call it highly correlated, incredibly

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well correlated to the leader's ability to be a great leader.

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Thank you for being here today.

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I'm really happy that you tuned in to Vision Pros Live.

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I'm looking forward to seeing your reactions as these episodes continue to move forward.

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This is going to get more and more fun.

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We'll have more and more engagement as well.

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I invite people to participate in the show and thank you for giving us your time and

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attention.

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I hope you have an excellent time building out your vision and becoming a Vision Pro