Awesome. All right. I am here with Rob Broadhead,
fellow podcaster and business consultant, founder
of RB Consulting and developer. We got to know
each other last week. We had a great time. I
was like, you know what? We need to dive in deeper.
So we came up with an episode titled From Doer
to Multiplier. hiring the right people to scale
your impact this is one of the greatest challenges
for business owners is most most young and new
business owners think they can do so much alone
and by themselves and uh let me just hand you
10 tennis balls and let me watch you juggle for
a little bit um right that's that's it you know
you don't need more than three minutes to realize
just how overwhelming it is and under prepared
you are well the same is true with business but
just because you bring three people in to help
you juggle those tennis balls doesn't mean they
know what they're doing and know how to do it
and might be great friends and family, but they
might not be as capable of running the different
systems, procedures, resources, templates, et
cetera. So Rob and I are going to break that
down. We're going to look at different angles
and see what can we do to empower visionaries
with what it is you're doing to try to scale
your vision because it is so hard to create something
that is truly sustainable. So Rob, thanks for
coming on to Vision Pros Live, man. It's going
to be awesome. Thanks for having me. I'm looking
forward to this. It's going to be great. Yeah,
absolutely. So I'm going to start with your background
a bit, Rob. Tell us about the decades of wisdom,
the decades of good, bad, and ugly that you've
gone through to learn about business and scale
and multiplying. Well, I started very big. I
started out of college. I started in a big six
consulting firm, so got to see. the big boys
and and what that looked and very quickly uh
just because of how my career went i ended up
sort of moving into more i was in a boutique
consulting company briefly and then spent a lot
of time in startups and smaller companies where
you really get to see that uh the integration
and the cogs moving together about like because
now you don't have departments and all of these
things that are sort of vague and a little bit
you know smoke and mirrors of how stuff gets
done you have you know, one person and they have
to integrate with a second person. So I got to
see how businesses work in all of it, not just
the, you know, not just like the technical side
or not just the C -suite or something like that,
but like, how do you get marketing and delivery
and fulfillment and sales and the technology
side and the, you know, the HR and accounting
and all of those pieces and how they work and
how they integrate. And again, it's. all of the
facets of business. Business is not, you know,
we think too often, we even as entrepreneurs,
as leaders, we'll think about, we get a little
bit too focused on our business. Like we are
about, you know, selling a specific product or
providing a specific service. And we don't always
think about like all of the other things that
we know are part of business, all of those things
that make a business run, all of that team that
is behind getting that, whatever our why is getting
to that goal. And that is part of, I think, what
and sort of what we want to talk about here is
like how you grow is you it's great when you're
i say it's great it's great when you're one person
if you're a solopreneur which i have i've gone
through that i spent many years in that and learned
all of the pieces of running my business and
part of it i thought i had to uh because of budget
and everything else and i was like well i can't
i can't run a business if i don't know all of
the pieces that work even though i had an mba
i had all those things so theoretically i should
have known all of it but i still felt like I
had to do it and I think that's a trap a lot
of us get into is that we we either can do it
and we do it or we probably the hardest one is
we like to do it even though we probably shouldn't
and we do it right or we just feel like I have
to do it because there's no one to do it I don't
have the time a lot of times I hear is it I don't
have the time to go train somebody else which
I think your your analogy of the juggling the
balls is is a very good one because if you see
professional, think of, if you've ever seen professional
jugglers when it's jugglers, when it's a team,
you don't have somebody start out and they're
doing one and two and three, and then they get
up to something. And then the key is the transition
when they start actually moving that on to somebody
else. And I think that is what scares the heck
out of all of us. And it is actually a very difficult
thing because now we have to, we have to define
it. We have to think about it. We can't just.
It's not just rote. It's not just automatic anymore.
Because now I can't just tell you, do what I
do. I mean, I can, but you're not going to be
able to do it very well. You're going to say,
well, what is it you're doing? And so now I have
to actually put that to words. And a lot of times
that's a lot harder than it sounds. I always
use the example of telling somebody how to tie
a shoe. We just know how to do it. But when you
actually try to put that into steps and say,
this is how you tie a shoe. And it's like our
heads explode because there's so many things
we're like, well, you just do it. It's like,
no, you don't. That's not how you get it done.
so important for so many pieces of business.
I think it is one of the most important things
for an entrepreneur to learn. It's one of the
things that I learned the hard way sometimes
when I said, gosh, I'm doing this and I'm spending
too much time. I'm wasting what should be valuable
time elsewhere with the company doing this thing
that I feel is, you know, I'm being busy, but
I'm not actually producing in the direction I
need to for the company. I love that. We actually
did a men's group. I led an exercise where I
had the guys tie each other's shoes, but based
on the verbal instructions of the individual
who had the shoe on his foot. And so he couldn't
touch. All he could do was say and the guy had
to follow exactly what he was saying. It was
obviously hilarious and a bit of a mess. And
it was hard for people to come up with the right
words for something so simple and rudimentary.
It is much harder when it comes to business and
systems. So you also inspired something else.
You talked about how we like to, it's hard to
move on from the things that we like. It's also
hard to move into the things that we. don't like
or that scare us um you know and so we'll find
ourselves doing busy work and there's a quote
that i love busy is broke and i know it's a painful
quote but when we are busy and we are not productive
then we're not necessarily producing results
i learned that from i learned the quote i learned
the principle from adam christopher the founder
of first class i'm sorry the founder of the founder
of restaurant connect um so he was I became a
junior co -founder at Restaurant Connect in my
early 20s. And this story absolutely changed
my career. I was trying to do all the marketing
stuff and sell stuff. And I was face of the company
and also on quality assurance. We all had a ton
of hats on. There's four of us trying to run
this company. A couple hundred restaurants as
software clients. It was a very hands -on experience.
So here comes Adam, and I'm about to tell him
about a marketing plan, and he stops me, and
he tells me a story of when he was an executive
chef. And he was an executive chef at a James
Beard restaurant, and he was working with Carl
Bergermeyer, rest in peace, one of the greatest
restaurateurs of all time. And Adam, as the sous
chef or executive chef, I can't remember which
one he was in this moment, but he knew that they
were going to run out of onions. And so he went
to the back and began, when he would get busy,
he would go to the back and chop onions because
he knew they were going to run out. And Carl
Burgermeier ripped him a new one. came and started
screaming at him, yelling, cussing. A lot of
people know what hell's kitchen is like. He's
letting him know, what are you doing in the back
cutting onions when you need to be on the front
lines directing everybody, telling everyone where
to go. You're hiding from the storm. You're being
a coward. He let him know everything he didn't
know about why he should not have been. Anybody
could have gone and chopped onions. Anybody who
was the chef on the line could have gone and
done that. But the leader, because he knew. It
was quiet. There was no stress. He didn't have
to deal with the chaos of what was going on.
He would go and cut onions. And so he looks at
me and he goes, Jackson, stop chopping onions.
And I was like, oh, oh, man, you did it the nice
way. It's far more painful, but I felt so bad.
There are lots of ways. Jackson, I don't want
to see another research report or idea regarding
marketing. If you want to do something in marketing,
plan the whole thing out. I better not have a
single question left to ask when you bring the
plan to me. If you don't, then go back to doing
the things that are going to move our company
forward and that are going to make us productive.
You have a bad tendency to be busy, but not to
produce. You need to produce. So with that, I
want everybody to take an opportunity to think
about that. We take a little break. Rob and I
are going to come right back and we're going
to talk about hiring the right people to scale
your impact, the people who weren't acting like
young Jackson or hiring people. and making sure
that we empower them with the training necessary
to help them be truly productive. We'll see you
guys on the other side. All right. Welcome in
to Vision Pros Live. With Jackson Callum, I'm
your show host. We'll be doing interviews for
visionary entrepreneurs and guest leaders who
are building fantastic visions out there. what's
up everybody welcome in to another episode of
vision pros live i'm your show host jackson callum
founder of first class business and i'm so excited
to have rob broadhead on the on the show today
we're going to be talking about making sure that
we hire the right people to scale our impact
and you know every one of us as leaders we reach
a point where it's just it's so much harder to
grow and when we're trying to do it all ourselves
and we can't you can't just work harder in order
to drive growth if you want to scale something
responsibly and if you want to keep your sanity
so we're going to talk about what actually limits
progress which is infrastructure having structure
having a sustainability having a foundation underneath
yourself it's not the amount of effort that you
put in you can't just hustle and grind your way
to success you can try it if you get there by
doing that i'm sorry for you um that's just not
a fun way to live i hope so but kudos to you
if you did it if you have the opportunity to
scale smarter rather than only work harder than
i highly recommend listening to what we're going
to talk about we're going to be talking about
why hiring more people doesn't actually automatically
mean scaling and you guys know that but We're
going to dive in a little bit deeper into how
you still fall in that same rabbit hole or how
to identify talent that truly amplifies your
vision. We're going to give a guide as well for
how to recognize talent that can amplify your
vision. Also, we're going to talk about the most
common hiring mistakes that leaders make during
growth stages. I guarantee that 99 % of you are
making some of these mistakes, which means there's
a huge opportunity to bridge this gap. You can
do it by yourself, or you can also do this with
Rob Broadhead or myself. I do highly recommend
having team members and not just one. I felt
bad for the people who say I have a coach. I'm
like, what coach tricked you into thinking you
only need one life advisor? Like, that's not
a good thing. We want to have more than one.
And so I look at it this way. One plus one, you
take people and you put them together, it equals
11. And if I find another great person, I'm not
going to tell them, hey, I don't need you, I
don't want to know. If I can get the other person,
one plus one plus one. That's 111. Why? Because
it's a compound effect when great people come
together. So the last thing we're also going
to talk about is a mindset shift that's required
to move from doer to multiplier. I said the mindset
shift. There's a couple. We're going to try to
hit the highest and the most important ones for
both of us, and we'll go from there. So before
I bring Rob back on, I do want to shout out another
couple of resources for all of you. We're going
to start with Journey to Wellness with Dr. Shannon
and Dr. Justin Pierce. This is a power couple.
I've known them for just over... eight years,
got to meet them in a conference where I was
teaching chiropractors how to scale, and they
were one of the greats who was already in that
process. And Journey to Wellness, I've sent three
people, at least, I think four, but I know three
that I can think of their names, to Shannon because
these individuals had certain diseases. or illnesses
that no other doctor could provide for and i
heard she could work some miracles so i sent
one and they came back to me just raved they're
like i've never heard what shannon told me before
this helped so much i could see the transformation
so i said another same thing happened i sent
a third person same thing happened so shannon's
like my go -to wizard if i know somebody that
has a health problem and they don't know what
to do i'm like you gotta talk to dr shannon she's
amazing and i let her take over from there so
i'm not a scientist But I do recognize great
people. And I do know how to find people who
get the job done. I highly recommend checking
out Geriatric Wellness. Then there's Practice
Makes Permanent with Jennifer Reed. Jennifer
Reed has been working at the IRS for a couple
of decades. I can't imagine a place that's harder.
what am i trying to say culture department organization
to create great culture and to exercise emotional
intelligence with ease i think it would be hard
there personally but jennifer's been there for
a couple decades she's come out with some superpowers
for emotional intelligence and spiritual intelligence
as well she does facilitations for corporations
and for companies that want to learn how do you
improve your culture how to improve your leadership
so i highly recommend checking out what she's
doing as well i've gotten to know her over the
last six months And it's been an awesome process
seeing what she's capable of, how she goes about
this and her personal story. I highly recommend
you ask her about why this is so important to
her. It will likely move you to tears. And then
lastly, the water project to keep the tears flowing.
I've never been thirsty in my life. So when this
came across me, I had to actually like pay attention
and say, well, wait, what is this? And so the
water project. that is exposed to me. There are
millions of people in Africa who do not have
access to clean drinking water. And if you think
about your own families, what would happen to
your work if you had to leave work to go find
water for your family? Or if your kids had to
leave school to go find it, you don't know if
they're going to come back because of dangers.
There's so many things that we can consider regarding
this. But I watch these kids celebrate water
like my own kids celebrate Christmas Day. And
I'm like, well. We can we can do something about
this. Yes, we can with the water project They
allow you to pick the community that you want
to help and then when you contribute to it They
add you to the list of people who receive updates
about how they're pulling together Either the
borehole well or the sand dam things that never
heard of before It was really neat to learn about
how they do this and then to consider and meditate
on okay This town now has this access to clean
water and they're gonna have access to this for
more than a decade with training on how to build
it from there we get to make generational impacts
by giving simple contributions and so my last
hope is if you don't have the financial capacity
to provide the water project then simply share
it with your friends and family because we never
know how far the ripple effect will go of the
good that we do and that can also come in the
form of simply sharing and talking about what
could be done so we've got eight billion people
to help in this world my friends my hope is that
if you have another cause that you'd like to
support drop it in the comments I will personally
take a look at it, and if I'm inspired by it,
I might put it on here as well. I'll definitely
share with other people, and we'll do what we
can to help everybody out. With that said, it's
time to help each and every single one of you
with hiring the right people to scale your impact.
Rob Broadhead, again, thanks, man, for being
on Vision Pros Live. Thanks. Glad to be back.
So where do you want to be? There's so many things
to go through. There are, and I'll narrow it
down for us. So, you know, we, we talked about
structure and not having to put in the effort,
but let's start with the simple one. Why hiring
more people does not automatically mean scaling.
And let's, let's try to go, obviously, well,
you can hire the wrong people. Okay. But why,
why do we have a tendency to hire the wrong people
to begin with Rob? I think it's, I honestly,
I think a lot of times I find that when I, when
I talk to people, my personal experiences and
I've talked to other people that have gone through
that and they've sort of gone back and done a
retrospective, I think it tends to be a little
bit of a rushed kind of thing is that we, we
hire at the last second, you know, so like now
we need them. if you find that the organizations
that are really good they actually have like
pipelines they actually sit there and will have
some people that they've talked to and they're
like i don't have a job for this person right
now or maybe position but this is somebody that
i want to be able to reach out for and maybe
they're maybe they're gone by the time you get
there maybe they've got something else but it
If you've got a pipeline, if you've got some
people to go out to, if you've actually planned
for growth before you have to grow, then you're
going to be able to grow smarter. It's just like
the old saw of if you're looking for a job, the
best time to do it is when you have a job, not
when you don't have it, not when you've just
lost your job. Huge. I love that. And then back
to the water concept, same thing. You want to
water well, not because you're thirsty right
now, but so you have it at all times. And so
supply and demand. that's one of the greatest
principles of business and if supply is not in
your favor in terms of recruiting in terms of
workforce then when the demand comes you're going
to be desperate you know and you're just going
to you're going to cut corners and you're not
going to do reference checks maybe like well
i already know this person and i trust them in
in this reality but we end up we end up often
hurting our relationships through that type of
a process so i love that you said pipelines we
have systems to create funnels and to create
pipelines. And we often do this for the sake
of prospects. Very few businesses start to build
their pipelines for the fulfillment of their
clients, which is also why they struggle to scale.
And as you're pointing out, wait a second, what
if we had a landing page? What do we call this
when we're hiring? Oh, a careers page. This is
the one that 99 % of businesses do not have.
on their website i can tell you if i look at
a website and i see there's no careers page um
or meet the team page that business is probably
struggling to scale and probably not making a
whole lot of revenue because they don't even
have a public vision about where they want to
go so these are these are opportunities where
it's like okay then i need a careers page i need
job descriptions if i need job descriptions i
need the benefits if i have benefits i have to
know what types of salaries i might provide and
i know it can feel overwhelming but that's why
i'm not a solopreneur It's a really bad idea
to try to juggle all that by yourself. But it
is a fantastic thing that we can all start preparing
for one day at a time and with finding the right
people to help us out. So, Rob, way to hit that
so clearly so fast. Let's dive into the next
one. We've got to always come back. So if we
want to bring people on and we want to be more
responsible about how we're looking at the workforce
and who might work with us, how do we identify
talent that truly amplifies the vision itself?
How do we do that? I think too often we look
at, when we think of talent, I think we look
too much at a resume, a CV. There's boxes we're
checking that are basically, they know this,
they know this, they know this, they had this
experience and this experience. And I've found
too often that is not the biggest indicator.
I think there's a... there was a study of successful
people, and it was not the straight A students.
It was the C students. It was the ones that had
to work hard. And it goes to, you know, that
talks about effort and ethics. But I think more
importantly for us when we're hiring is it is
a culture fit. It is a chemistry, a personality
fit is going to be. as big a factor as anything,
but that goes back to assessing that goes back
to having the time to do so. That means that
you can't just like run through resumes and go
like, oh, that's exactly who we need. You have
to actually spend the time, invest because. Employees
are not just something you put in a box. These
are relationships. And the better you have the
relationship, the stronger that is. The more
that you connect with them, the more that you're
going to be able to figure out. This goes back
to the example of juggling a bunch of balls.
The more that you're going to be able to have
that chemistry to be able to transition from
10 balls that you're juggling to get them juggling
a couple. And now you can do something that is
much more suitable and much more achievable even
by yourself. Absolutely. I'm going to give a
formula for this too, that any of you listening
can apply and you can adjust, you can tweak it
to your own liking, just like a stereo system.
You can change the volume and the dynamics of
what you want to hear. So with that, when I,
and I learned this at Lifetime Fitness, the area
manager called me into his office, wanted to
know why I wasn't on his sales team. I had just
applied for birthday party coordinator. I'd gotten
turned down by sales and he's like, can you shut
the door for me? And I said, sure. And he said,
look, I shouldn't do this. He's a total HR pal,
but you're Mormon, aren't you? You're LDS? And
I said, yeah. And he said, I've hired a bunch
of you, and you work hard, you're diligent, you're
honest. I want you on my sales team. And he said,
I can teach you how to sell, but I can't teach
you integrity. And so that really resonated with
me. And could he have gotten it wrong based on
the religion? Sure. But I realized that his principle
of looking at people who have integrity, And
realizing that people have integrity can be taught
almost anything. I could start to apply that,
but how do I recognize integrity? So here's my
formula. The first class business, our core values
are not just paper on a wall. They're what we
strive to live by every single day. I'm very
much committed to that. I'm going to fail in
certain ways every day on that, but I'm going
to continue to get better. So my big five, our
foundation is love. I look for people who are
loving. That's the greatest all -encompassing
value for me and my life. Yours might be honesty.
Again, you got to think through these for yourself.
Mine are love, patience. I want people who are
patient in tough times. I want people who are
persistent when they know matters and to be professional.
I want people who are consistent or they need
to be able to show up day in and day out without
me worrying about them. And I need them to be
reliable and being able to do the job. And so
if I can find people who have those five virtues,
and who are willing to expand on those five virtues
again i can teach them anything um and i know
that they will also teach themselves anything
by having those principles so those are those
are big indicators and we actually have systems
on our front end that allow us to start recognizing
how do we identify those types of behaviors and
the talent so i'm not looking at the the transactional
addiction that we have as as business owners
in the united states where we're often and you
can ask chat gpt what questions are transactional
when we're in an interview and what questions
are transformational and if you see that the
list of transactional questions are the exact
list that you're using in your interviews don't
hide from it own it you're okay you're a human
being you're learning along the way just like
me it was a very embarrassing process when i
started i was like dang well i'm always asking
well you know how are you going to do this um
you know how did you do this at the last job
um right as rob talked about you articulated
it well we get stuck on that but if we can start
moving towards transformation we create better
and i'm going to put one more thing out there
in our processes for instance yes our our recruits
have to go through at least three interviews
why it's one of the greatest ways to see are
they consistent and are they reliable because
if they're not showing up on time or they're
making excuses or they're not following up in
their emails we can also see if they express
gratitude which shows us some of the other virtues
and in that process as well we uh you know you
can you always want to ask for resume resumes
aren't that i never read the resume personally
i don't my team members do i've taught them little
things about checking it out but we're mostly
looking for grammar mistakes We're looking for
their professionalism. Do they really care? Do
they just put it together last minute? We're
okay if they use AI. I don't mind seeing the
dash. The AI dash means that they're smart enough
to be efficient and to use something like that.
So all of these aspects, though, I'm trying to
tie back what was done to who they are, who are
they becoming as a human being. Rob, feel free.
Further thoughts on this? Because I think this
is one of the most different realities. Oh, it
is. And there's so much in there. I will say
from the value of the resumes as part of this
connecting is that if it's done right, and this
partially is what I look at, is there's going
to be stories in there. There's going to be something
about... It's not going to be just, you know,
I know this and I did this. It's going to have
something that's going to be like, we solved
this problem or we struggled through this. And
sometimes you'll find that in the oddest places.
You may be hiring for an HR manager, but they've
got something in their history that says they
were, I don't know, like a Boy Scout at some
point. And they mentioned that, oh, we, you know,
we, I got this specific award or something like
that. And you can go talk to those kinds of things.
And especially in the interview and get. the
personal side around and get to how they think,
get how they react and how they work through
problems, because that's going to give you those
that you're five basically that you're looking
for. And I a hundred percent back that. And I
think it's, it also goes to the Simon Sinek of
like finding your why. I think that love is exactly
it. If love is the number one thing, if you are
loving your customers, you're loving your job,
you're loving your coworkers, then your why is
this big glowing thing that just is going to
keep you going forward all along. So when you
can find that, when you can find those people
that you're like, I want to just, this is even
somebody that I would want to hang out with,
then this is somebody that I find interesting,
this is somebody that I want to invest in, that
I now care about their future, then you're going
to. you're gonna get a lot out of it you're gonna
those are gonna be your your stars now not everybody's
gonna do that you can't you know everybody's
gonna be your like you know your platinum higher
but you want to make sure you catch those and
the nice thing is that stuff will trickle down
is that as you start building that then the culture
starts to attract its own you start seeing people
that like wow i would have hired that person
because you hired somebody that hired somebody
and all of those traits carried through and now
they're just It's not a photocopy of you or anything,
but they are drawing those same traits. You're
crushing it. You're crushing it with this, Rob.
And it's something that, again, I hope more and
more business owners and visionaries begin to
implement. When we build with businesses, we
have a layer foundation. And the four bottom
rungs of the foundation, one is you have to have
a clear vision. When my vision for first -class
business wasn't clear and when people go to the
website and they get confused, Naturally, they'd
come back with confusing conversations. They're
like, what is it that you really do? I get that
question so, oh my gosh, it was driving me insane
in year two and year three. It's on the website.
They're like, yeah, it's on the website. I'm
like... freak it's my fault oh you know it's
not their fault and so that was so we finally
you know as part of that we're also building
out the culture at the same time and so we got
the culture before we got the vision correct
um and so people would feel good with us but
they'd still be confused it's like oh and we
thought we'd go back and fix that foundation
so we gotta get the vision clear we got to build
a great culture where people want to belong that's
the one of the greatest secrets of life um at
least it was a secret to me i heard a ted talk
a couple years ago that everything we know about
addiction is wrong and he talked about how belonging
is the main mechanism to overcome bias and addictive
behaviors because once you belong you don't need
things that hurt you to help you so it's like
okay belonging is this huge virtue and then the
third layer is that you do have a phenomenal
vision that's clear and you have a phenomenal
culture where people want to belong, guess what
happens? You attract great leaders, right? The
leaders want to be part of it. So exactly what
you're talking about, Rob. Those are the big
three. And the next layer for us in the foundation.
is marketing not marketing first and what do
you market not the product or service or the
offer nobody really cares about they get that
anywhere they want to know that there's a vision
with a culture with great people where they want
to belong and if they know about that and that's
the focus of the marketing it can create expansion
like tesla did with a car that didn't exist selling
that to 180 000 people from stage when they would
get into three years they didn't care about the
car they cared about the vision and belonging
as part of the process. So to go to the next
point on this Rob, we've got the most common
hiring mistakes that leaders make during growth
stages. Let's hit some of those. I've got some
ideas myself. I want to hear on your side. yeah
i'll go i i can't go without re -mentioning that
it it's the rush is to get that growth stage
and then you don't look to it but i think the
i wanted to double down on that earlier so guilty
of rushing things so i'm so guilty of it but
i think from there i think the next one is the
I think it's trusting the process a little too
much is that when you start going through a growth
stage, what happens is you're not able to, it's
like any process. Now you're starting to hit
it a lot more often. And so if it's a broken
process, the more often you hit it, the more
likely it is to break. Or if it's something that's
weak, the more likely it is to give. And I think
that's what it does is it's not so much that
the speed is necessarily the problem. It's that
we didn't. actually spend time beforehand and
we didn't nail down the process. And with a lot
of times what that is, is we haven't defined,
you mentioned having a, you know, having something
on our website that is like, you know, for careers
or our team, or here's where we're going. Yes,
it goes back to even vision and making sure that
you have a consistent vision. You know where
you're going, you know what you need before you
get there. Because otherwise what happens is
you have this broken process. You know that you're
growing, you know that you need resources and
you may know to a very good detail sometimes
what those resources need to look like. But because
you don't know how to do it, because you haven't
figured out how to go find those, you're maybe
scattered a little bit, you're rushing a little
too much. It's like anything else, that you're
going through stuff too fast, and when you do,
then you're more likely to trip, you're more
likely to miss something. If there's any kind
of flaw in the system, it's going to highlight
that. So it is, again, instead of, it's, what
is it, fire -ready aim, instead of... Take that
deep breath, take that, you know, that white
space, that pause and assess what you're going
to do. And then let's step into it instead of
like, okay, we got to hire, we got to grow. We've
got to do all of this and letting it lead you.
You need to lead the process. I love that. We're
going to talk about a few more mistakes. We're
also going to bridge the gaps as we go with these.
So Rob, you hit me right in the face again. um
you know on something that i've messed up and
and dan martell punched me in the face gave me
a haymaker a few years ago on this dan martell
sas academy major shout out to one of the best
coaches in the world and he said jackson you're
being effing selfish you're too good at what
you do to not scale and the first thing you need
to do is work with a great recruiter um like
it and so that's kind of like being told like
telling an alcoholic you just got to stop drinking
um you know no i'm sorry like dan wasn't trying
to be rude but man it is so hard to find recruiters
um it is so hard to find talent acquisition agencies
that as a startup you can afford that you can
trust and that like actually follow processes
that's one thing to present that they do have
a process another actually follow it so i'm open
and i need to repent of this for my own business's
sake and put because i put some other things
in place i put the careers to join our team button
in place and the careers and that's helped a
ton and the job descriptions are there and it
helps with the process but if we were to wisely
lean further into the recruiting agencies that
already have a talent pool that have the background
checks that have made lots of mistakes along
the way and that would that would help us bridge
the gap without having to do it ourselves so
that's one of the next things i need to do on
my end for first class business to make sure
that i'm not rushing as we talked about rushing
rob i thought of the the general context but
i know that i might have overlooked this in past
interviews where i tend to go well i'm not i'm
not at a crazy pace i'm not i'm not grinding
and hustling it out but rushing often looks peaceful
when you become wise, right? Your wisdom can
trick yourself. So what does this actually look
like? I'm going to give an example, and Rob,
I'd love to give you the same opportunity to
try to give an example of what rushing really
looks like. So one way that I rush is I'll come
in pleasantly to my team and be like, hey, how
are things going? And I'll know there's a problem,
right? I'll want to go right to that problem,
but I'll discipline myself to be like, you know,
I think they'll say things are good. Okay, so
why haven't we addressed the problem and tackled
it yet and now the stress in the room goes up
because i didn't really care about what was good
i just wanted to talk about the problem but i'm
smart enough not to move into the room and go
why is everything broken you know why it's broken
like i'm not that dumb i'm not rushing out of
control but in the hiring processes we skip interviews
or if we say well they have good references so
i don't need to call the references It'll be
okay. We need to move this piece forward. If
we don't move this piece forward and hire this
person to help us, I'm not being responsible
because we won't be able to get this done. And
they seem fine. So let's just go ahead and hire
them since they're ready and available. Those
are some of the elements of rushing that don't
feel like rushing that I think most of us are
guilty of doing. And while I wouldn't say, well,
I'm not rushing, Rob. It would be easy to defend
myself. Oh, yeah. i'm i'm rushing what's another
what does another element look like what does
it look like when a business owner is rushing
and skipping phases or processes and the hiring
in order to acquire great talent and empower
them in fact i'll put one more final seat first
job and that's having an onboarding process so
you know at sonic i was slipping burgers but
i watched eight hours of videos in 2003 how the
heck did they produce that was expensive back
then to produce that many hours of videos and
teach me like the red handle is for burgers the
yellow handle is for like i mean they taught
me everything about what i needed in order to
be successful in that and i there's so few companies
who have processes close like with even within
five minutes of onboarding instructions so that's
another big one that we gosh go ahead rob your
turn wow you just punched me in the face with
that one that is definitely one of those areas
that But I'm going to give you, gosh, I'm going
to be beat up here, but I'll give you a good
example that actually was just earlier today.
And actually, of all people, my wife punched
me in the face with this one, is that I was actually,
I was having a conversation, some of this, and
we were talking about, you know, a little bit
different. We were talking about just getting
things going and having projects in general and
where things go off the rails. And one of the
things is that she said, wow, you sound so much
more, you know. when you talk about that than
what you actually do. we miss things is that
we do, we rush things. And I think, I think I
had a perfect example of that that came into
this is that we have these things. And especially
as, as leaders, as entrepreneurs, as owners,
we have these things that we just know that it's
like, we've done this. We know this, this is
what we need to do. We have these 10 steps we
need to do. Like you said, sort of laid out,
like we know when we need to hire somebody, we
need to do this. We need to this, we need to
send out a resume. We need to review it. We need
to look at it, you know, talk to them. We need
to check the references. We have all these things,
but. when we're rushing, what we tend to do is
I think we will, we will fall back on that and
say, like, I know that. And so we're going to
move forward to because this happens so much,
especially with entrepreneurs, we want to move
to the new problem. It's we have that problem.
And to us, we've already solved it. We know the
10 steps that need to be done. The challenge
here is that Those are not muscle memory steps.
There's a difference between knowing that you
need to do it and just doing it automatically.
And that's why we have other people. We have
other sites. This is where I love your growth
thing. It's like if you're one person. you could
easily miss that. And I don't know how often
everybody else does it, but I know I've done
it several times. I'm like, oh yeah, I did that.
But then if you look back and like, oh wait,
no, I did. It's like you said with your website,
it's like, oh, it's there. Oh no, it's not. Darn
it. I got to go fix that. Having that extra person,
another perspective in there, having somebody
just, and again, this is now we're not rushing.
We're taking a second. We're going to let somebody
else. you'll follow through give us a little
a second set of eyes a review now we're not rushing
now we're laying it out and saying this is what
we need to do and somebody's saying yes we're
doing that we're verifying the steps and now
we're we're actually doing the things we know
we should do and not skipping things which to
me those are the worst ones when you knew you
were supposed to do it and then you end up getting
burned by it you go oh i can see exactly where
i made a mistake and That was my bad. I made
that mistake. I should not have done that. I
know better. And I've, you know, we live and
learn. We get bruised. We get beat up. And so
we're like, well, next time I'm not because that
hurts so bad. But maybe there's another step
that we haven't been hurt by yet. So we need
to slow down and make sure that we don't assume
we're ready to go. visionaries that are listening
in right now what rob and i are revealing are
again all the ways that we've got punched in
the face in this process so that you don't have
to go through it and you will if you don't listen
to these things and so i have easily consulted
with and tried to make business with and get
clients with over 3 000 companies okay probably
probably over a thousand per year um i'm always
in in acquisition mode and discussion mode and
seeing who i might want to work with etc and
i can i can say that out of those maybe five
to ten percent of all of those and they're usually
the giant great companies include one person
or more in their evaluations of my services that
is not a good thing No, it's not a good thing
when the founder is the one making the sole decision
on hiring and not including anybody. It's awkward
at this point because I've been in this for 15,
16 years. And so when I'm talking to founders
and I'm like, cool, do you have a team? And like,
there's this arbitrary team or like some VAs
or something that you never really hear about.
They don't mention names. They don't tell you
who does what. And I'm just like, why do you
think you're convincing me or what do you think?
You know, why do you think that I would trust
or believe that you're doing anything successful
when you don't even have a basic process? You
don't even follow the basic process. Like you
said, Rob, we've all kind of heard about it,
but we don't we don't I don't see it happening.
I see there's like I said, five to 10 percent
of the ones I talk to, guys, I'm really particular
about who I talk to about business. If I can
tell somebody I don't know anything about business,
I'm going to talk to them about lunch, or I'm
going to talk about something fun, something
that uplifts us, but I'm not here to destroy
people. Out of all the businesses, I think less
than 1 % realize that when you're talking to
an executive, you're talking to somebody who
might be great for growth, it's very appropriate
to say, that's a great question. Why don't you
email us at HR? at firstclassbusiness .io. And
let's open a discussion with the team about what
working together might look like. And again,
I've got at least two people who get involved
in that before I do. Not because I don't want
to be involved. Not because I don't like the
person. Because if I don't give them the chance
to go through a stable process and experience
the infrastructure and understand how it works,
they're either going to feel entitled or they're
going to feel unimpressed. And either way, that's
not a good thing. I don't want somebody coming
in who's entitled because they're going to run
all over us and act like we don't know anything.
And on the other side, if they're unimpressed,
they're going to go away and be like, why would
I want to work here when there's no structure
and no process and no stability? I know where
that's leading me in three to six months. I don't
want to be searching for another job. So those
are other mistakes that exist is how do you answer
the question for great people that you meet that
you might want to consult with or might want
to hire when they ask responsibly? what does
your hiring process look like i hope you have
a great answer for that so now mindset shift
what what mindset shifts are required to move
from doer to multiplier rob i've been a multiplier
most of my life i was raised by my mom and five
older sisters i was a spoiled brat um you know
i got to ask them for i didn't know how to get
a glass of water for myself until i was like
eight years old and so i i went through this
extreme process of being able to delegate everything
um and yeah i'm still a tenacious doer but i
really don't understand the challenge of the
mindset shift Also, the Men Are From Mars, Women
Are From Venus book. I'm reading that right now.
Great book, by the way. And I didn't grow up
in the Martian or in the men environment where
it's like you just do and you don't ask for directions.
It was raised by women who were like, men never
ask for directions. You got to ask for directions.
And so I got all this weird training. What is
it like being a doer that doesn't do the multiplier
thing? And how do we help people move towards
the value of multiplying efforts by delegating?
What's the mindset? The main mindset of it is
that you are alone. You have to do it. That you
don't have a community. You don't have the village
or anything like that to do it. That you've had
to do it. And part of it, I think there's a couple
different things that factor in this. Part of
it as an entrepreneur is that you feel like you
can only add people in once you've got some level
of momentum. You can't just... bring a bunch
of people in and then have an idea. You've got
to have an idea and then bring people in. And
also there's budgetary constraints. There's also
just your wiring a lot of times as an entrepreneur
is that you are a problem solver. And by a problem
solver, you're probably more of a, I know, I
have experience, I do these things. And so now.
i'm going to go you know grow that into a business
and this may even be a lot of times your product
if you create a product is based off of your
experience what you did how you know it if you're
a service provider then obviously it comes from
your skills your experience so that's where it
starts and that's where the mind shift is is
i think we have to shift off of the i have to
do it and even it's my company which a lot of
times solopreneurs and entrepreneurs start with
that and realize that That's not really the point.
The point is your customers. The point is serving
the customers. And I think the easiest way to
me, I think that for that mind shift is to basically
like. in your mind open the the doors to that
and say okay what if my customer saw me doing
this and a good example goes back this is going
to circle back to your cutting onions is if you're
a if you're the head chef you're a four michelin
star you're this you know you're gordon ramsay
or somebody like that and they're coming in to
they want your meal what you prepared and they
catch you out there cutting onions in the back
they're going to hit the roof. And that's, I
think, one of the mindset shifts that we can
do, besides learning how to speak English better,
is for us to be able to go through and say, hey,
is this something that I should do? Is this something
that brings value to the company and to my customers?
And that is going to help us to scale. And I
think if... you're very blessed to have that
naturally to be able to just delegate and do
that but i think so many people it's just that
that entrepreneurial that leader mindset is so
often a i've got to lead i've got to be the one
i've got to have the answers all of this iii
that's almost some people refer to it he was
like a hero kind of thing is i got to be the
hero i got to go do it my my the people i've
hired aren't good enough and it's not degrading
them it's just saying hey i'm really good at
this and i think that's that's what you have
to do is change it realize that you can't you
can only do so much if you can't scale you're
always going to be limited huge every every blessing
is a curse too every strength is a weakness um
you know and that a tree as strong as the tree's
root system is it can't jump just can't um you
know and so there's always limitations that come
on both sides and so i i am i'm grateful for
the delegation skills that i was blessed with
it also led me to be less of a doer and less
of a leader by example um you know and so i learned
the hard way that oh you know you still have
to learn the things and do the things and inspire
people with those um but one of the one of the
mindset realities that i think um one of the
things that can help with this is this ted talk
of this crazy guy that's dancing in a field um
and like doing all sorts of weird moves and next
like finally somebody goes and joins him and
then because that person joined him like other
people come another and this scientist breaks
down the the reality of like why this occurs
um and how you create a mo how you can create
a movement um and he uses this funny video in
order to showcase that through ted talk so um
you you can it is uncomfortable um i like stephen
bartlett says um you know embarrassment is the
gateway to success um you you have to be willing
to embarrass yourself you can't become a great
musician without playing the instrument poorly
um you can't become a great actor without you
know really actors they just constantly they
have to be willing at all times to embarrass
themselves um and so as entrepreneurs we too
kind of have to dive into that but i do want
to caution that didn't mean i was perfect or
great at delegation this is why i have to go
back to and learn the side of the doer more because
if if you're if you're one -sided if you're not
harmonious in reality you're gonna you're gonna
find yourself in a polarizing situation which
doesn't typically create stability when it comes
to building relationships so my hope is to the
the doers out there um one one final thing i'll
share about that is uh it's okay to to ask people
to help it's also okay to realize too it's not
people people who are bought into your purpose
who share a why with you they don't necessarily
need monetary value as a form of compensation
for helping you and moving forward with you walt
disney's a great exam a lot like him like in
the early days where and i just i hired so badly
not because the people were bad because i didn't
know how to do it i didn't really know what we
were building if you watch the documentary for
walt disney it's kind of depressing um you know
he really struggled and like hurt his relationships
through a process where he was just he was trying
to figure it out and he didn't know how and he
was trusting people and people are trusting him
and the next thing you know he can't pay people
and they're mad but many of those people stayed
by his side in spite of the lack of payment and
while it wasn't pleasant and they were in the
trenches you know of war trying to move this
brand forward they weren't there because of the
payment They were there because they loved the
vision and they really believed that he was going
to be able to pull it off. It was disappointing
when he couldn't. And they loved the culture,
like the aspect of camaraderie that they had.
They knew they were going to be able to improve
that with the value that they were able to create.
But I think one of the great mindset shifts,
too, is to remember that building a vision is
not all sunshine and roses. There's lots of dirt.
There's lots of things that have to get done
in order for us to get to that level where it
comes to fruition. And so if we can learn to
appreciate those difficult times, appreciate
the people who are by our side, help them learn
to appreciate how we're doing, vulnerability
goes a long way to help people realize like,
okay. you're not living a high life we know while
while we're building this you're right here with
us there's so many different things that we can
do to help our team and i think our one of our
greatest opportunities as visionaries is to be
able to remind people like hey i'm feeling the
pain of this too and i'm not losing sight of
the purpose i know why we're building what we're
doing and i'm so grateful for you and i'm so
grateful to be building this with you and there
you know it's not gonna rain forever We will
have our days of sunshine. We will have the opportunities
to come out of it. So that would be one of the
big mindset shifts that has really helped me
throughout the years become better at inspiring
my team and helping us not just withstand the
hard times, but appreciate the storms as they
come. Rob, I'll give you the final thoughts.
So all things talent acquisition, hiring, helping
businesses move forward. Feel free to give us
your best on our way out the door. The best thing
I go back to is really is have a plan, have a
vision. You have a vision, most likely. If you
don't, then you need to back up and have a vision.
But your vision includes a culture. Now, you
actually had a great point where you talked about
that you had a great culture, you had a great
team, but you guys were trying to figure out
the vision. But people loved you. And I think
that points to the value of having the culture,
of having the right team that even... It's one
of those things like if you love somebody, like,
you know, think of your family member or spouse
or something like that. If you love them and
they make a mistake, it's a lot easier to forgive.
You're not looking, you know, they've got your
best interests. And that's part of what you get
out of a good culture is you have something.
When you have a good hire, you've got somebody
that is now joining you. You're working with
them. They're working with you. They feel that.
And now this, granted, very much is only works,
initially works at a small scale, but it is.
it is something that will carry to a larger scale
because when you've you know sort of infected
that person with you know somebody else with
your goals and your your excitement about what
you do they're going to do that to the next person
and the next person it goes exactly to that ted
talk where you know you could be sitting there
crazy dancing but then when somebody else does
it A couple of people are suddenly, now you're
not crazy. Now it's like, well, what are those
people doing? Maybe that's pretty cool. Now you
start to get the draw. And what may have initially
even pushed people away starts to pull people
in. That's exactly what it talks about. It's
how there becomes a point of inflection where
you're now the outlier. You didn't want to be
one of the ones who was noticed. But once you
become one of the only people dancing, and because
everybody that's not dancing, because everybody
else is now dancing, you jump in. because you
don't want to be the one who's noticed does not
participate it was a really oh it's such a cool
ted talk um so rob again thanks thanks for bringing
the positive energy thanks for bringing your
insight as well visionaries we wish you the best
as you continue to build your visions out we
hope that you understand that i hope you got
as much out of this as i got out of this i got
a ton out of this session rob you're a great
mentor you've become a great friend already i
hope we continue to build things together we're
looking at potentially launching something called
first class podcasts we have the frameworks for
it all built down we're looking to build community
to connect podcast hosts and podcast guests and
and for sure expand the industry but also improve
the quality of standards and the experience for
everybody so we can all have sustainable experiences
together so vision pros if you want to join us
in the show in the top right corner you're going
to see a button that says be our guest come be
my guest come talk to me about what your vision
is and what you're up to and how you're bringing
it to the world that too i'll leave as my last
mindset reality is now that i have a team and
i've had a team for several years at this point
as rob talked about it's so helpful to be able
to have a soundboard to be able to have people
who can also hold me accountable to have people
who can help me see how do we implement things
even better degrees and when we go on a podcast
like vision pros it gives us the opportunity
to state things that we then feel more compelled
to bring into fruition and so it can be a great
way to to jump into life and to take full advantage.
So we'll see you guys all on the next episode
of vision pros live. Thanks for being here, Rob.
You are phenomenal. Thanks. Thanks so much. Pleasure
to be here. We'll see you guys. Thank you for
being here today. I'm really happy that you tuned
in to Vision Pros Live. I'm looking forward to
seeing your reactions as these episodes continue
to move forward. This is going to get more and
more fun. We'll have more and more engagement
as well. We'll invite people to participate in
the show and thank you for giving us your time
and attention. Have an excellent time building
out your vision and becoming a vision pro yourself.