Hiring. It is one of the most difficult subjects in business. In fact, hiring is one of the main reasons the term “solo-preneur” has been coined. Selecting the right teammates is perceived to be hard. If you’ve been in business 3-5 years or more you’ve experienced what I’m talking about. We hired our first employee because we were overwhelmed with work and had a surge so we hired someone to help. If you’re like me, this didn’t turn out to be a good experience and created more work.
Here are the problems you’re probably having with hiring:
1. No Revenue: You aren’t sure if you’re “stable” enough to support another person. This is code for “I have no sales” which is code for “I have the wrong data about selling”. If your revenue cannot yet support employees it means you haven’t maximized your capabilities yet. Go promote and market your product. Get sales. Do that all day every day for 3-6 months and you should be able to hire your first employee. While you’re doing all of this you need to list out what you do daily that is not productive for your time. These are the first tasks you are going to hire out. I want you to ask yourself two questions: “What is an hour of my time worth?” and “Which tasks am I doing that I could hire out for significantly less than that?” Whichever are the lowest hourly rate compared to the value of your time are the ones that gotta go!
2. Hiring the wrong people: I don’t mean personality types or character traits. Yes, those are important, but they come in later. What I am referring to is hiring for the wrong roles. When I began in business, I had call reluctancy, apprehension about sales, and I did not like asking people for their business because I was afraid they would think I am “pressuring” them. Instead of handling my mental locks surrounding these subjects, I just hired someone else to do it for me. Yup, my first hires were sales people. Now follow my track here. Because I hired sales people, I did not hire administrative people. Because I did not hire administrative people there was nobody to perform administrative tasks. So, when administrative tasks came up because my 3-sales people started closing business, guess who did them? Me! And I not only dislike like administrative work but I am truly bad at it. I didn’t like sales but at least I was good at it when I applied myself. Hire administrative staff first. If you are the founder you need to continue selling your company. Forever. At a certain point, you may not be directly involved in selling clients and closing but you must always be selling your vision and what you’ve built. You cannot do that behind a stack of paperwork from your desk.
3. Finding motivated people: Man, this one is huge! In fact, there are hundreds of personality tests, behavioral assessments, books, and courses on how to identify motivated people who have the right personalities and skillsets. We know it’s a real problem if there are this many products attempting to provide the solution. There are a few different degrees of this. The first is personality. Introvert vs. extrovert is ultimately what this comes down to. It took me quite some time to learn that this is a non-issue. I don’t hire introverts. Period. For sales, admin, or executive roles. To me, being introverted simply is a symptom of being overly self-conscious and self-obsessed and I don’t want that person in my culture. Extroverted mean focusing outwardly on other people and things and by default means a smaller degree of focus on self. If someone is introverted I just don’t hire them. Now I use 2 simple things within my hiring process to determine if someone is the right fit for me. The first thing is their behavior. Behavior is bred from mental programming. Whether someone is a positive or negative person, their mental capabilities, etc. The top threshold of programming involves a high level of enthusiasm, a high level of confidence, capability, and big thinking. As we progress down we become more reserved, down to lack of focus, down to lashing out at others, and all the way down to paralyzation due to what others may think (introvertedness). So, I start at the top and begin conversing and asking questions that are expansive and enthusiastic. If I get a response I know that this person generally resides at this upper threshold. If I do not get a response I simply incrementally work my way down in conversation level. Wherever I get the most interaction from a person is where they generally reside. This helps me identify their behavior. If they respond to a more reserved conversation this means that they will be generally reserved in most things. If they nervously & quietly respond at the very bottom (an introverted conversation) I know they generally live with fear of what other people think and this will bleed into their role if hired. Another way to do this is be very conservative and quiet during the interview. Let them lead. Whatever topics they voluntarily begin conversing on will tell you a lot about their behavior and mental programming. Thing number two is simple: Can you duplicate orders 100%. I’m not expecting a new hire to be creative in their first 3-6 months with my company. In fact, I do not want them to be creative I want them to follow my systems. Until they’ve done that, creativity will have no basis and therefore no credibility. So, I give them tasks that are very detailed and I have them perform all those tasks. I review their work and look at whether the task was completed and more importantly were all the little details acknowledged and performed as well. If someone can be detailed to the degree I’ve communicated, this is a very good sign for me.
Is this everything for me? No. There are many more topics I could cover here. I recommend becoming an expert at hiring. After all, people will always be your greatest asset. If you’d like to learn more about hiring, I highly recommend checking out my friends at The Hiring Academy. This is an interactive online course that will equip you to hire right every time.
My company specializes in incentivizing your hires to perform and produce through benefits and compensation plans. Right now, we can save you 30-50% in annual health insurance premiums which could free up enough cash to make that next hire. Click here to talk with an Expansion Strategist from A.G. Capital Group!
Own Your Potential!
Jerry Fetta
Jerry Fetta is a husband, son on Yahweh, Entrepreneur and owner of 5 privately held companies. Jerry lives in Alaska with his wife and 2 dogs. His no-nonsense approach to business, finances, and life speaks truth and provides clarity to his clients and followers. His personal mission in life is to empower millions of leaders to own their God-given, ultimate potential to begin creating a life by design.
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