Talmar Anderson – Boss Actions

What is a company, if not a collection of employees doing great things.  If it isn’t a collection of employees, it’s a job, and if the employees aren’t doing great things, well, it isn’t much of a business either.
One of the biggest problems entrepreneurs, managers and leaders of all types run into is keeping their employees engaged, trained, happy and loyal.  With help wanted signs littering the landscape more than lite beer cans, your employees clearly have options.
So what is a boss to do?  This is where Talmar Anderson of Boss Actions comes in.  She has set up a plan to get, keep and improve your employees.  Listen as she explains some tips and tricks for you to be the boss that your employees love to work for.
Enjoy!
Visit Talmar at: https://bossactions.com/
Authentic Business Adventures Podcast

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You have found Authentic Business Adventures. The business program that brings the struggles, stories,

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and triumphant successes of business owners across the land. Past episodes of course can be found at the podcast link at drawincustomer.com

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We are locally underwritten by the Bank of Sun Prairie. My name is James Kademan and today we’re welcoming/preparing

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to learn from Talmar Anderson,
the founder and CEO of Boss Actions.

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Helmer, how are you doing today?

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I am doing great.

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I have a little voice thing.
I apologize.

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We were at a conference for four days,
but I’m excited to be.

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I sound way sexier and deeper
than I normally do.

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So it’s really not a bad thing.

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Now you got the Stevie Nicks
thing going on.

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That’s awesome.

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So I was interested when I think
Susie Moon introduced me to you.

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Yes, she is the bee’s knees I love her.
Yeah.

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And I checked out your website.
I saw what you have going on.

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I’m like, oh, my goodness.

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There is not an entrepreneur out there
that does not have employee issues.

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If you don’t have employee issues

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that just tells me they
don’t have employees.

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Probably.

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That’s a statement I probably should make.

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But you are correct.

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So how about we start off, what is
Boss Actions and what do you do?

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I love that.
First of all, James, thanks for having me.

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I really appreciate it. Literally,

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I’m just trying to let people know

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that they don’t have to figure
this stuff out by themselves.

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So it’s always any time I can get people
answers faster than I’m in my lane.

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And I appreciate that.
Fair.

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The Boss Actions, hiring strategy and boss

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best practices for business owners
and entrepreneurs because it’s a process.

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It’s a system.

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It’s not magic to find good people.

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You don’t have to be
lucky to be a great boss.

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And so I’m trying to make it as easy as
possible for people to quickly

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find the answers they need and start
building their kick ass team.

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Right?

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It’s got to be specific to you, your
industry and what your business needs.

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Nice. How long has
Boss Actions been going on?

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So in 2018, Boss Actions was
the big shift, if you will.

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I had an operational
consulting company since 2011.

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It’s called Talmar It Up because
I’m all about action verbs.

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Then we shifted to Boss Actions when we

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identified that literally,
no one is out there helping people learn

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how to hire the right people and help
them be successful in the company.

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It’s interesting.

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I had

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Calls on Call,

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my main business has grown quite
a bit in the past few months.

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That’s exciting.
Yeah, it’s very exciting.

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But that just means you’re hiring more.

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And in hiring more,

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sometimes you drop the ball
on the people that you hire.

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You don’t know how good they
are until after you hire them.

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Okay.
Those are two different things.

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The boss dropping the ball and not knowing

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if they’re the right
person before you hire.

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Well, I guess in the end, I as the boss,

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take responsibility for an employee
that I hired messing up.

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I get it.

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So

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you have to tell me if that’s correct
or not, but I believe it’s at the top.

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You look at the top.

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Well, okay, James.

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So I have, like,
100 questions I want to ask you about

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that particular hire,
but let’s go high level first.

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Sure.
So, yes, I fundamentally believe that it

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is up to the boss to learn how
to identify what the business needs.

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So, yeah, it’s on the boss.

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But don’t take it so
hard on yourself because

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I’m not exaggerating when I say,

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as far as I know, I’m the only business
with a process that is really

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giving people the ideas
of how to step through it.

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So you just didn’t know that there was

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somebody or away,
whether it’s my way and you magically find

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somewhere else, but that there’s
a way to learn how to do this.

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You can develop your own skills.

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You can understand
there’s a process to it.

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So I would tell you
to give yourself a break.

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However, now that you know
the answer, shame on you.

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If you do this for the next three years

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and you end up in what we call a hiring
loop, you’re slowing your growth,

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and you’re not going to serve as
many clients as you want to impact.

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Guaranteed if you can’t get
this piece into your tool belt.

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Yeah.
It’s interesting when you think about

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the opportunity cost of a bad
hireful and honestly.

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The stress and the energy.

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So what happens to a lot of small
business is they try to hire, right?

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They do the best they can what they know

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to do what they think
they’re supposed to do.

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And they just keep getting these people
that take advantage of them or literally

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steal from them or don’t
show up and can’t deliver.

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And they’re like, is this good?

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I literally had somebody hire me
at our highest level package.

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First question he asked me was, tell me,

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you just have to tell me,
are my standards too high?

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Am I expecting too much from these people?

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And that’s what I’m doing wrong.

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And my heart totally broke again.

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And I was like, no, man,
it doesn’t have to be this.

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It’s just that you want to learn how

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to set the expectation so that you can
make sure you’re getting what you need

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and matching it to what
the business needs for success.

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And then we have to learn how to attract
and how to make people prove to us that we

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have a reasonable expectation, they will
be able to bring those success markers.

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And we do that with a lot
of different steps.

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All right.
Does that help?

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So tell me how when you first started boss

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actions, did you have a system
in place with before no clean slate.

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Let’s figure this out.

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Yeah.

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Before I was on my own
business owner, entrepreneur.

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I make the joke, but I used
to boss around attorneys.

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I ran law firms.

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And so I was always
the operational COO type person.

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They call it a firm
administrator and law firms.

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And so I would run these
million dollar companies.

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And I handled the business
side of business, right.

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Accounting, marketing it.

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And, of course, HR.

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And then the deliverables
the process and all that stuff.

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I had internalized the process,
but I had never thought about it.

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So then when I went on to be

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an operational consultant, I was like,
just answering whatever they need,

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meeting the business owner where
they were to give them answers.

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Consultants tell you what to do.

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Coaches help you figure it out.

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Way too impatient to be a coach.

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I could never do it.

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I want to tell you the answer.

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You can act on it or not.

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But let’s just get to the heart of it.

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This is how we can do it successfully.

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After several years,

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there was a dearth of business coaches,
which I was often compared to.

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And I was like, I feel like
there’s something speaking to me.

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So I went back over all of my cases

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for seven years, and I found
out very interesting thing.

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Every single client,

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whether I worked with them for 1 hour or
one year, had the same two questions.

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How do I find good people and what
do I do if I have to fire them?

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And so I was consulting on that, like,
consistently with everything else.

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So I thought I can’t be
inventing the wheel here, right?

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That imposter syndrome thing hanging over

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my head telling me, there’s got to be a
thing out there, but I couldn’t find it.

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What I found was that business owners only

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got information on organizational
structuring and really internalizing these

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processes from the kind of people like,
when they could join $100,000 a year

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masterminds,
they would fly in an organizational

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structure person who would just do it
for you because you’re paying 100,000.

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You got to do that.

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So I was like, I want to get to this
growing entrepreneur market,

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the business owners that are like,
I want to deliver this beautiful idea

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concept service to people,
but I can’t do it myself.

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How do I get the people?

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And it’s kept the businesses small for so

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long that I was just like,
I had to figure it out.

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So the first year, once we identified it

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was a need, and it was something
people were going to pay for.

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The first year we delivered it
and developed it in person.

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We only had one on one client.

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And then the second year in 2019,
we created the digital version,

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and then 2020 was going to be
the year of the conference.

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But I’m happy to say it’s 2021.

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And we just had our first conference
and it was a huge success.

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So I’m really excited to get
the mission out there.

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So you had a conference?

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Oh, no, I did say the wrong word.
I attended.

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I am not interested
in hosting a conference.

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Okay.
I’m not that I would go insane.

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That would not be for me.

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But I love to go to the conferences.

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I speak all the time.

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And it’s just the energy of being around

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the people that are so excited about their
businesses, hearing all their ideas.

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I know you get it right,

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because what you do, man, you get to talk
business with business, about business.

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It’s so energizing.
I love it.

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Yeah.
I totally love it as well.

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I know that.

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So when you came up with your system,

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was it you learned from, I guess,
dealing with the attorneys and all

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that kind of stuff which had
to be challenging.

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Yes.
But I like working with egos,

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and that’s why I went to business
owners and entrepreneurs.

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Right.
I can’t tell you what your business needs.

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I can tell you how to build
it for your business.

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I can tell you what kind of people are
going to be successful in that business.

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But I want you to know what’s
driving your business, right?

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Interesting. And so how things been
going so far with your business?

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Holy Batman.
Really?

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Well, I will tell you the first
two years, we’re hard, right?

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When you’re developing something new

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because it wasn’t like I could go out
there and take eight different hiring

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process programs and bring it in and try
to create my own twist on it.

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Right?
Literally.

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It wasn’t out there.

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The SBA tells you to start with this
template of an employment ad.

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And I would tell SBA Small Business
Association administration my brain.

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I didn’t mention four days talking, right.

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Small Business Administration.

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So they tell you to start
at the employment ad.

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And here’s a template.

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But Boss actions,

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we believe that it starts so many more
steps before that,

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because otherwise you’re just
attracting somebody else’s people.

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And the employment ad
is an attraction tool.

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By the way, it is not a management tool.

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And so you have to learn how to write one
that will get you the person for what you

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need right now in your business
that will serve your clients.

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Does that make sense?
It does.

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Yeah.

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So I imagine this is a process
that has been refined and probably

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refined.
Yeah.

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Definitely.
In fact, this last year,

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the beginning of the year, last 2020,
we went deep on messaging.

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Since we couldn’t be out there,
we started doing more and more and more

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market research just in the community
of entrepreneurs and business owners.

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And then 2021,
we started by going into our client base

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and the people that were really working
the program and buying the program.

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And we wanted to get a better, bigger
version of what we were delivering.

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And so our program is called Bossification

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and so we just were like,
tell us your pain.

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Tell us what you want.
Tell us what you need.

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Tell us what you don’t like what you do.

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Like, tell us the pain.

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Bring on the pain.

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And it was easily my favorite project
that I’ve worked on in years.

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It was so fun.

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We talked to 50 different people very

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specifically about their pain
and their hopes and dreams.

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And that was just fun to get to spend

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the time doing that, learning all about
what they really wanted from a team.

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Interesting.
Yeah.

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I want to ask you about something that’s

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been bugging me, and it’s probably
been bugging me, at least to a point.

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Okay.
Tell me.

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I get a lot of resumes when I throw an ad

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out there, and I would
say at least 50% of them.

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The people in that 50%

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pocket have held any job that they
have had for less than six months.

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There have been many
jobs that they have had.

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They feel like they have to list every

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one, even the ones that they spent
two days at put them on their resume.

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I’m thinking I see a common denominator

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here when I was off
working for other people.

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If I were to put a resume out there,

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if I was ever at a job for two days,
I don’t believe I was.

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I’ll never put it on my resume.

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They’re trying to just look good, right?

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They want to show experience.

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The reason most people put a lot is so
that they’re hoping you’re going to go.

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Oh, I used to run a deli shop, and they
looked they worked at a deli shop.

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At least they’re going to know
my vernacular, my vocabulary the way.

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Like, if I say Ham on Swiss,
they’re going to know what that means.

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So I think that that’s
what they’re looking for.

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But if the question is longevity, really,
you worked at three jobs for six months.

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There’s a couple of things
to be thinking about there.

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The first one is going to hurt
a little bit, everybody.

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So hang on.

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The truth of the matter is in our current

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climate, 2021 that’s we’re talking
in the fall,

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and I would tell you that small business
can expect a good tenure from a really

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good employee because
they’re all out there.

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There are great people that want
to work for all of you.

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For you, James, for me, for everybody,
a good tenure is 18 to 36 months.

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Wow.
That’s sink in for a second.

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Yeah.

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I’m going to do everything
I can to make that longer.

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On my end, I’ll be
the exception to the rule.

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Okay, well, that’s okay.

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There’s totally ways you
can affect that, right?

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Create tenure and loyalty.
Absolutely.

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Showing up as the best possible boss.

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It’s who we hire and how we hire 100%.

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But it is equal parts to affect

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that tenure and loyalty that comes
from the way we show up as a boss.

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The way we manage them now.

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That can be longer, right.

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You can get like three because
1836 months is three years, right?

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Three to five years you can expect
from a manager type or a supervisor type

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or somebody that’s kind
of like at that layer.

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And they really are helping you
with all the machinations, right.

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The movements in your business right now.
Yes.

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You know, someone that had someone
that worked for them for 15 years.

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But I will tell you
this that’s the rarity.

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And while we will look for that,

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we can’t hire for that,
what we need to do is we need to look

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at our business, identify what we need
right now, learn how to attract

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that to us, and then put them through
a vetting process that makes them prove

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they can do the job we need right now,
not hiring for potential.

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So hear me clearly,
stop hiring for potential.

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Small business owners do not have the time
or the resources or the energy to grow

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a business with people that are
learning to do their jobs.

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Yeah.

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One of the businesses I sold,
I remember selling to this guy.

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And one of the best pieces of advice
that he gave me is that when it comes

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to employees, no projects,
never hire a project.

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I know.

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But in good or bad, business owners and
entrepreneurs are just so darn hopeful.

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Like my clients all have
the biggest hearts.

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They just want a team that gets along and
loves what they do as much as they do.

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And that’s okay.
And that’s great.

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But if we are taking the time to hire

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people, we like to teach them how to do
a job that your business needs already.

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Your business is not being
served by this time.

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And then by the time we could
possibly train them up.

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Let’s magically say six
months was the time.

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By the time.

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Then if we’ve got them trained,
your business doesn’t need it yet because

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you hired somebody else to do that,
or it’s the other way.

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They’re trained and ready.
That would work out.

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Yeah.
So our business doesn’t need them

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at the same time as they’re ready
to take on the full responsibility.

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And so now we have a disconnect, right.

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So we’re still underserved because we

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don’t have the right person or they’re
ready for the job and they’re going to go

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to the place that’s going to give them
the bigger bang now that you train them.

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And that just creates this horrible,
horrible cycle in your business.

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That was great.
Advice is what I’m saying.

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Yeah, I like it.
That’s very true.

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It’s interesting.
I read another article.

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Oh, my gosh.

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I can’t remember where or who it was
written by, but essentially, the Gist was

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speaking on businesses in general,
small, big, whatever.

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But essentially said that the goal

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of business is not to create jobs,
even though we, as a society,

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want to feel that it is the goal
of the business is to be profitable.

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I agree with that.

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I am a capitalist.

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I believe that a business has

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a responsibility to create profit,
even not for profits.

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Create profit.

[00:17:06]
They use it differently.

[00:17:08]
And if your business isn’t creating

[00:17:10]
the kind of capital that lets you get
the resources inside your business

[00:17:15]
to begin to start to create a profit,
it’s not going to grow.

[00:17:19]
Yeah.
Interesting.

[00:17:21]
I want to ask you if you have ever run
into a manager or pain in the butt boss

[00:17:26]
of some kind that you just are like,
oh, you’re the problem.

[00:17:30]
Oh, yeah, a lot.

[00:17:32]
But

[00:17:34]
honestly, a lot of my clients will say
that they think they’re the problem.

[00:17:39]
Usually, again, it’s just something
that they don’t know, right.

[00:17:43]
So they might be I’m too friendly.

[00:17:49]
I let them decide their own schedule,
whatever the thing is that’s oftentimes we

[00:17:53]
worry we’re being too friendly,
and that is a big deal.

[00:17:57]
It’s trying to create this
culture of being liked, right.

[00:18:02]
And we think we’re being empathetic.

[00:18:04]
There’s a book called Radical Candor
by Kim Scott, and so she has a great

[00:18:08]
difference of explaining
compassion and empathy.

[00:18:11]
And that’s a really big
thing for business owners.

[00:18:14]
We think empathy is the thing
that will get us a great culture.

[00:18:19]
Oh, I know.

[00:18:20]
I’m so sorry in that moment and feeling
that pain with them instead of saying,

[00:18:25]
I can understand your pain,
but compassionately.

[00:18:28]
I’m sorry you’re in that pain.

[00:18:30]
However, my business how
we would say boss actions.

[00:18:33]
My business has needs,

[00:18:35]
and so those have to do with fulfilling
the expectations you and I laid out.

[00:18:40]
Now, we teach you to say it
in a more conversational way.

[00:18:42]
If you need to, we teach you
to say it in a very stark way.

[00:18:45]
Every boss has to learn that there are

[00:18:48]
a lot of people that are trying to be
a great boss,

[00:18:51]
but are not stepping into that boss role
of being the business champion

[00:18:56]
and a business owner entrepreneur
must protect that business.

[00:19:01]
You’re in charge.

[00:19:03]
You’re the champion.

[00:19:04]
No one’s going to fight
for that company like you.

[00:19:06]
And that means you have to take

[00:19:07]
responsibility for the people
and the actions that you let influence.

[00:19:10]
Yeah.
I love you saying that because I am

[00:19:13]
a person that does not have
a whole lot of empathy.

[00:19:15]
So when I have an employee that’s like,
hey, my cat is sick.

[00:19:18]
I’m like, I don’t care well,
and that’s okay.

[00:19:22]
It’s also okay to not care.

[00:19:24]
However, I don’t say that I don’t care.

[00:19:27]
I’m just like, great.

[00:19:29]
That’s hilarious.
I love cats.

[00:19:31]
I totally give a cat story, too.
When I’m talking with the clients,

[00:19:33]
I say things like, I’ll be like, Look,
yes, you don’t care that they had to make

[00:19:38]
Miffy the cat, Cook their
dinner for them and shred it.

[00:19:42]
And Miffy hardly ate anything.

[00:19:44]
But we do need to create the space to
allow them to share that moment with us.

[00:19:47]
Because it’s creating trust,

[00:19:49]
and it’s creating an opportunity
for us to continue as a team.

[00:19:52]
Right?

[00:19:54]
Compassion comes from understanding
the person that is doing the job.

[00:19:59]
So we do need to offset that.

[00:20:02]
But the job needs this

[00:20:03]
with an understanding
for the humanity side of it.

[00:20:06]
And there is a way to be that, boss.

[00:20:08]
And I think it’s in the fun of small

[00:20:10]
business and creating your own team
that you get to decide how much

[00:20:13]
of that compassion you led to, like,
my people, if somebody comes in today,

[00:20:17]
even at the conference, as I imagine,
we were at the conference with my team

[00:20:20]
and somebody that day woke up like
just throwing up and sick and horrible.

[00:20:26]
I needed people working,

[00:20:28]
but I also want them to feel I’m like,
I want you to just go right.

[00:20:32]
And I guess that was a little harsh,

[00:20:34]
but I was trying to think of something
else where they just

[00:20:37]
maybe they had lost a family member
a month ago and it was just a day they

[00:20:41]
woke up and they literally
couldn’t stop crying.

[00:20:44]
If you’ve ever lost somebody,
you know, it hits you out of nowhere.

[00:20:47]
Sure.

[00:20:47]
As a small business owner,
I get to do my team the way I want to.

[00:20:51]
And what I know is I wouldn’t care if I

[00:20:53]
got five more sales because
that person was on the floor that day.

[00:20:56]
I get to Bosco.

[00:20:58]
I really want you to go
to your room and just relax.

[00:21:01]
It’s okay.

[00:21:01]
Everybody has that human moment and small
business you can build that in.

[00:21:07]
If that’s a company thing, you can build
that kind of compassion into your team.

[00:21:11]
But it has to start from defining what

[00:21:14]
success is and consistently holding
people accountable for that success.

[00:21:18]
You have a successful employee
and they have a compassionate need.

[00:21:23]
You get to take advantage and be
that awesome boss that you dreamed about.

[00:21:27]
And that’s where it’s a sticky wicket.

[00:21:30]
So you do have to learn the steps
in the dance a little bit.

[00:21:33]
Yeah, it’s interesting.

[00:21:34]
Maybe I’m an anomaly or something like
that, but I have a very hard time.

[00:21:39]
I think one of the worst things that I
have to suffer through is listening

[00:21:42]
to somebody else tell me about their
problems when it comes to something that I

[00:21:45]
don’t find relevant to the
relationship that we have.

[00:21:51]
Let me ask you this.

[00:21:52]
How are you going to get them
to give a crud about your business?

[00:21:56]
If you can’t give a crud about them,

[00:22:00]
I told you it’s going to hurt, man.

[00:22:03]
I know the issues.

[00:22:05]
We don’t want them to just show up and do

[00:22:07]
the job because they’re not
going to do a good enough job.

[00:22:09]
We need them to like the job and want

[00:22:11]
to serve the business or complete
the project or build the widget.

[00:22:15]
They have to be invested in the product
and the people you’re serving.

[00:22:19]
And that implies compassion,
caring consideration for them.

[00:22:22]
And if you can’t give them the Grace

[00:22:25]
of that time, I’m sorry I
told you it’s going to be.

[00:22:27]
I’m like, this is the boss.

[00:22:29]
Oh, this is cool, because this works out.

[00:22:31]
This is all my relationships, right?

[00:22:33]
Employee?

[00:22:36]
I don’t care.

[00:22:38]
Our relationship doesn’t address
or doesn’t come near that.

[00:22:42]
Ask you about that.

[00:22:43]
I don’t want to know about that because

[00:22:45]
you just want them
to care about your stuff.

[00:22:46]
But you don’t want to care about theirs.

[00:22:48]
No, because I don’t have a cat.
I’m not a cat person.

[00:22:51]
But if I did my cat puked this morning,

[00:22:53]
I wouldn’t be like, hey,
tailmar my cat puked this morning.

[00:22:56]
I know.

[00:22:57]
But you do care about your business
and you care about your clients, right.

[00:23:01]
So you want to get on in that conversation

[00:23:04]
where they’re talking about the cat, the
thing they care about, you want to get.

[00:23:08]
Yeah.

[00:23:09]
Can we get to the point where we’re
talking about the thing I care about?

[00:23:11]
Right?
This is given to what we pay them for.

[00:23:14]
Yes, it is what we pay them for.

[00:23:15]
But again, you can have
a team that just does it.

[00:23:18]
And you can be that guy or that girl.

[00:23:20]
Whoever it is where you’re just like,
look, just get the Ding work done.

[00:23:25]
Why are we having this talk in circles?

[00:23:27]
I don’t know why I have
spent the time and energy.

[00:23:29]
You will still be able to build a team,
and they will still do an okay job.

[00:23:33]
Okay.
But if you can find a way to understand

[00:23:36]
that when you have the right person
who cares about all this helps, too.

[00:23:41]
But when you have a person that cares

[00:23:43]
about what you’re doing and why you’re
doing it and how the people on the other

[00:23:46]
end are receiving it,
you actually do start to care.

[00:23:49]
So one I would challenge,

[00:23:51]
do you have a team that you
trust and like to do the job?

[00:23:54]
Very much so.
Oh, do you that’s fantastic.

[00:23:57]
Yeah.
We have a fantastic team.

[00:23:58]
I love that.
We fought hard to get there.

[00:24:00]
Like it’s been over ten years.

[00:24:02]
We fought hard, but the culture has been

[00:24:05]
something that I have
worked extremely hard on.

[00:24:09]
And I feel like the crew has
worked extremely hard on as well.

[00:24:12]
So you’re probably then not as harsh

[00:24:14]
on the employees as you’re
making it sound in this example.

[00:24:16]
No, I wouldn’t say harsh. I feel like,

[00:24:22]
how do I want to say this when somebody

[00:24:24]
mentions that they’re having a problem
or otherwise?

[00:24:28]
Yeah, it’s a great example.

[00:24:29]
The crew as a whole is able to address
that, and they do it very well.

[00:24:34]
Fantastic.

[00:24:34]
I have to just ignore that communication
channel because I’m like,

[00:24:37]
why aren’t you working?
And as long as I ignore that communication

[00:24:41]
channel, I essentially consider
it outsourced empathy.

[00:24:47]
First of all, outsourced empathy
is totally going into my program.

[00:24:50]
But it is exactly that right.

[00:24:52]
I remind people you can hire the human
resource part, the hiring part.

[00:24:58]
You can bring in people to handle this,
but it’s going to take the boss first

[00:25:04]
learning what is success
in the business, right?

[00:25:07]
What does a successful customer service
representative need to bring with them do?

[00:25:13]
Because your customer service
representative and my customer service

[00:25:16]
representative surely would
never be the same person.

[00:25:19]
And that’s okay.

[00:25:20]
But we have to learn how to write

[00:25:22]
the employment ad and do the interviewing
and the reference checks and all

[00:25:26]
the things so that and how to manage those
people so that they can be successful.

[00:25:30]
But we have to attract the people

[00:25:33]
that will care about the job
and can work with us.

[00:25:35]
Right.
So my big thing is, I talk too fast.

[00:25:39]
I don’t know if you’ve noticed that yet.

[00:25:41]
You and me both are coming 3 hours worth
of stuff here in less than an hour.

[00:25:45]
I love it.
Right?

[00:25:47]
So when I interview, I have to look
for team members that can hear quickly.

[00:25:52]
Now.

[00:25:52]
They don’t all have to be able
to speak as quickly as I do.

[00:25:58]
And some of them even need to take

[00:25:59]
the information and go
away and come back later.

[00:26:01]
They’ll be like, okay, I got it.

[00:26:02]
I’ll let you know what my thoughts are
later, but I found I can’t when I hire

[00:26:07]
somebody that needs me to slow down,
it’s not successful because

[00:26:13]
I want to heck with me.

[00:26:15]
I want to keep moving.

[00:26:16]
I want to talk quickly,

[00:26:17]
get you my information,
and I want to go to the next thing.

[00:26:20]
I like operating at that high frequency.

[00:26:22]
So like, you

[00:26:25]
know, if I have a need for somebody

[00:26:27]
to take over that outsource piece,
whatever it is for me,

[00:26:30]
a big part of its marketing because I
market like, I talk too many words.

[00:26:34]
So then I bring in my marketing person
and they coordinate all this stuff.

[00:26:38]
So yes, you can outsource the HR,

[00:26:41]
but the person you have in charge
of that you trust, you know, you like,

[00:26:44]
you’ve vetted and they’re great
with the team that you want.

[00:26:47]
They’re building a team that you like.

[00:26:50]
They’re conversing.

[00:26:51]
They’re doing that time and energy
that you don’t want to do.

[00:26:54]
And that’s exactly what
building a team is about.

[00:26:57]
But you had to take the time to define
what that culture was going to be like,

[00:27:00]
what you cared about and what you didn’t,
whether you worked with experts

[00:27:04]
and coaches and peer groups
and masterminds to define that culture

[00:27:07]
before you build it or you brought
in an employee that was the person

[00:27:12]
that was the expert and then
you internally created it.

[00:27:15]
You the boss, took the time to understand

[00:27:17]
what was needed and that’s the only way
a business can grow a successful team

[00:27:22]
because it’s always going to come back
to you and how you operate and how you

[00:27:26]
communicate and what your clients
were attracted to you about.

[00:27:30]
Your team has to be able
to deliver on in a lot of ways.

[00:27:33]
So if we’re not hiring people that can

[00:27:36]
work the way you work, at least in some
way, it’s going to be a disconnect fair.

[00:27:41]
Totally fair.
Yeah.

[00:27:43]
In regards to the whole culture thing,
I would love to say that I had

[00:27:47]
the fourth Hunt, I guess, to bring
on somebody that knew what was going on.

[00:27:51]
But what happened was we ended up
with a less than great employee.

[00:27:54]
That was just a dark cloud smart girl.

[00:27:58]
But just she was a dark
cloud everywhere she went.

[00:28:00]
I understand exactly what
you’re talking about.

[00:28:02]
And that brought the whole culture

[00:28:04]
of the business down to a point that I
noticed I was like, wait a second.

[00:28:08]
This isn’t good.
Yeah.

[00:28:10]
You figure out like, okay, well,
as soon as we hired her,

[00:28:12]
it was essentially like a light switch
where all of a sudden it’s dark Gray.

[00:28:17]
One person can do it.

[00:28:18]
It was crazy.

[00:28:21]
In a small office like that
caused that much damage.

[00:28:25]
We got rid of her, and it still took
us six months to recover from that.

[00:28:29]
It’s a hard shift, right?

[00:28:30]
Oh, my gosh.

[00:28:32]
It was crazy.

[00:28:33]
Well, so there’s a couple of things,
sometimes the dark cloud part.

[00:28:37]
It’s funny that you say
that I make a joke.

[00:28:40]
I’m militantly positive.

[00:28:42]
So when I hire, I like,

[00:28:44]
you only want to be surrounded by people
that are positive and hopeful,

[00:28:48]
and that’s a big part of what we give our
clients that you can build this team,

[00:28:52]
and you will find people that are
awesome because they’re out there.

[00:28:55]
The big thing with that is that person was

[00:28:58]
likely misaligned with either
the industry, the way you serve the people

[00:29:02]
you serve or misaligned
with what they were doing.

[00:29:05]
So somebody can be an expert
in something and hate their own job.

[00:29:09]
Somebody can be an expert at something and
hate the kind of people you work with.

[00:29:16]
And it’s going to absolutely affect

[00:29:18]
everybody else who loves
the people you work with.

[00:29:20]
It’s going to affect everybody
else who loves what they do.

[00:29:23]
And that is where that kind of some people

[00:29:26]
are unhappy because they don’t
like this kind of job, right?

[00:29:30]
If I’m stuck in, if I was in marketing
and I had to format things and make it

[00:29:33]
perfectly centered, I would lose my mind,
and I would not be a happy person.

[00:29:38]
So I know that about myself,
and I would not go for that job.

[00:29:41]
So most bosses then say, so,
why are they trying for the job?

[00:29:44]
Because they do not know that they
can take control of the situation.

[00:29:47]
They’ve never known anything
outside of being an employee.

[00:29:50]
And somebody once told them that they were

[00:29:52]
good at what they’re doing
so they can pay the bills.

[00:29:55]
So they just keeps.
And trudging along.

[00:29:57]
We can’t fix everybody, and that’s okay.

[00:29:59]
It’s not our job,
but you can start to bring that alignment

[00:30:02]
into your hiring process,
and we can create ways to vet out the way

[00:30:08]
they’re going to connect
with the team on a hole.

[00:30:11]
So we want to connect them with the team

[00:30:13]
with the industry or your
audience or who you serve, right.

[00:30:16]
And then also with the position itself.

[00:30:18]
These are really critical.
All right.

[00:30:20]
Yeah.

[00:30:22]
I like to think that we’re
following those steps.

[00:30:24]
But so far, it sounds great, man.

[00:30:27]
Well, we didn’t know at first it was like,
hey, you sound good answering the phone.

[00:30:32]
And are you smart enough
to figure out where to go?

[00:30:35]
A to B.
Yeah.

[00:30:37]
You’re hired it’s all good.

[00:30:38]
And they probably did go to A to B.
Really?

[00:30:40]
Well.

[00:30:44]
Some people’s idea of being able to work
independently, and our idea of being able

[00:30:47]
to work independently are
two very different things.

[00:30:49]
Yeah.
Absolutely.

[00:30:51]
And we didn’t find those out with a lot
of people until after we hired them.

[00:30:55]
I’m sorry, not what goes on,
but that’s the big key.

[00:30:59]
That’s the big thing we built.

[00:31:02]
The reason we had to do so much time
on messaging is we built this hiring

[00:31:06]
process and we thought it was the sexiest
beast in the universe, and we’re like,

[00:31:09]
everybody’s going to want
this, and they did.

[00:31:11]
But it wasn’t the thing that was
the buy now situation, right?

[00:31:14]
They’re like, I do,
but I’m not really hiring yet.

[00:31:17]
Well, let me tell you people, you are.

[00:31:19]
You hired a vendor bookkeeper.

[00:31:21]
You hired an independent contractor

[00:31:24]
through your attorney
that did your contracts.

[00:31:26]
You have a social media person that’s

[00:31:29]
either through independent contractor,
you have a team as soon as you are letting

[00:31:33]
people influence your business,
and that success.

[00:31:36]
And the way you show up or deliver,
you are now a manager.

[00:31:40]
You are now a boss.

[00:31:41]
And so it’s about learning the steps

[00:31:43]
of only letting the right
people into any of those roles.

[00:31:47]
We created that step by step process so
that we have more control of the kind

[00:31:52]
of successful person
we’re letting in before.

[00:31:55]
We don’t want to say you’re hired.
Now prove it to me.

[00:31:58]
Now we say, prove it
to me before I hire you.

[00:32:00]
Right.
Interesting.

[00:32:02]
Yeah.

[00:32:02]
I see
what have been some of the challenges

[00:32:05]
that you run into with this
whole boss business.

[00:32:09]
That’s one of the big things, right.

[00:32:10]
So we thought everybody was going to want

[00:32:12]
a hiring process, like, originally,
we did not do the management piece of it.

[00:32:16]
In 2018.

[00:32:18]
We were just all about the hiring.

[00:32:20]
But as we were working with one on one,
we found that we were consulting

[00:32:23]
on managing with them because
we were still developing.

[00:32:28]
But we kept leading sales
with hiring, right.

[00:32:30]
You can learn to hire, right?

[00:32:32]
You can learn to hire, right.

[00:32:34]
And it was okay.

[00:32:35]
But when we really went to

[00:32:39]
adding the management piece
into the whole program, right.

[00:32:42]
Because there’s a process to that,
and we used to sell it separately.

[00:32:44]
Do you want the managing
or do you want the hiring?

[00:32:47]
All right.
It was separate.

[00:32:49]
We put it all together,
and we really need to look,

[00:32:53]
if you’ve got an underperformer and you
have to have that really difficult

[00:32:56]
discussion,
look, it’s time to step up or step out.

[00:33:00]
That’s what we call it

[00:33:02]
as a boss still have to step
back and identify things again.

[00:33:05]
We have to decide, are they going to stay
or are they going to go?

[00:33:11]
All right.
And it’s about what I want.

[00:33:14]
Do I the boss want them to stay or do I
the boss want them to go and really

[00:33:20]
truthfully, 90% of the time,
I ask you to tell you this, ask yourself,

[00:33:25]
do you trust that they
could do the job again?

[00:33:27]
Right.

[00:33:27]
Maybe they made one little mistake many
times, and you’re frustrated by that?

[00:33:32]
Like they just can’t show up on time.

[00:33:34]
Maybe they’ll never care.

[00:33:35]
Maybe they will.

[00:33:36]
But is it enough to say, I don’t
trust that they’ll ever be on time?

[00:33:41]
And if you don’t, then that means it’s
time to terminate and let them go.

[00:33:45]
All right.

[00:33:46]
There’s more to it
in conversation and stuff.

[00:33:48]
But that’s my little tip for everybody
writing down actionable steps today.

[00:33:53]
If you’ve lost that trust,
I don’t believe they can do it.

[00:33:57]
They have to go now,

[00:34:00]
if you know, in your heart or hearts,
it’s not going to come back.

[00:34:03]
Don’t believe they’ll ever do it.
Right.

[00:34:05]
Get them out.

[00:34:06]
You know, it’s interesting.

[00:34:07]
I can totally see that

[00:34:10]
when I find myself pausing before I have
a difficult conversation with an employee

[00:34:15]
like that, I do the math to figure out
how much is an employee costing me.

[00:34:19]
If I keep them.

[00:34:21]
How much more will it cost me
and then add in stress and energy?

[00:34:26]
It’s not just money.

[00:34:27]
I mean, it really is the chaos
that comes from waiting.

[00:34:31]
Yeah. We’ll call it goodwill, right?
Yeah.

[00:34:33]
Goodwill.
Whatever.

[00:34:36]
There’s the stuff on top of the cash.

[00:34:38]
They’re just like, okay,
we’re having this conversation right now.

[00:34:41]
It’s accessing before it spreads.
Well.

[00:34:44]
And so let’s go back
to the very nice boss, right.

[00:34:47]
Which we agree.

[00:34:48]
Both of us are more of a get
it done kind of people.

[00:34:51]
We get it.

[00:34:51]
But the majority of bosses
out there want to be nice.

[00:34:54]
And that’s why they don’t want
to have the conversation.

[00:34:56]
And they think to themselves,

[00:34:59]
I’m going to give James one more chance.

[00:35:02]
I’m going to let him go.

[00:35:03]
I’m going to give him one more chance.

[00:35:05]
I’m sure he’s going
to figure it out on his own.

[00:35:07]
And then here’s a couple of things
in that whole thought process.

[00:35:11]
If you really want to give your employees
a chance, if you really want to help your

[00:35:15]
team be successful,
you need to let them know immediately when

[00:35:20]
they make a mistake because
they cannot read your mind.

[00:35:26]
They don’t know that they
weren’t successful.

[00:35:28]
So if you really want to give your people
a chance, you have the conversation

[00:35:33]
immediately, because once we tell
them what success looks like.

[00:35:37]
Hey, James, I meant
to talk to you about it.

[00:35:39]
You wore your blue shirt on Wednesday,
and we wear white shirts on Wednesday.

[00:35:44]
So next Wednesday,
what color are you going to wear?

[00:35:47]
Blue?
Right.

[00:35:48]
Tell him immediately.

[00:35:50]
Now he has a chance of being successful
in the future, waiting for him to figure

[00:35:55]
it out because it’s obvious to you or
you feel like you’ve said it before.

[00:35:59]
Whatever happened in that communication,
they didn’t get the message.

[00:36:03]
But if we walk in Wednesday morning
and you’re wearing the white shirt and I’m

[00:36:07]
like, Jane, let’s come have
a conversation with me.

[00:36:10]
And I just say, I think you know that we
have the different kinds of shirts.

[00:36:15]
And I noticed that you’re
wearing the wrong shirt today.

[00:36:17]
This is a shirt I need you
to wear on Wednesdays.

[00:36:20]
Do you have any questions?
All right.

[00:36:22]
Do you feel like you’re going to be
able to do this next Wednesday?

[00:36:24]
Excellent.
All right.

[00:36:25]
I’m giving you the chance
to be successful.

[00:36:28]
So it works.
I like it.

[00:36:31]
Well, let me back up a step here.

[00:36:34]
Have you ever given
somebody a boss advice?

[00:36:36]
They’ve taken it.

[00:36:37]
And the employees, for whatever reason,
just didn’t follow suit.

[00:36:41]
Absolutely.
Yeah.

[00:36:43]
And I’ve hired badly,
and my clients have hired badly.

[00:36:46]
So here’s the horribleness of my industry.

[00:36:50]
People are human, and it’s not
that they’re horrible humans.

[00:36:55]
So hear me out for a little bit.

[00:36:56]
So the main thing is the day you hire

[00:36:59]
somebody, all they want to do
is be the world’s best boss.

[00:37:03]
They’re like, I’m going to get in there.

[00:37:05]
James is going to love me.

[00:37:07]
He’s going to be like,
I never had anybody as good as me.

[00:37:10]
He’s so lucky I’m going to rock his world.

[00:37:12]
The priority is to make the boss happy.

[00:37:15]
I swear, the first day,
all they want is to be successful.

[00:37:18]
However we’re people.

[00:37:20]
So our priorities change.

[00:37:21]
So right that day, make the boss happy
is above pick up the kids from school.

[00:37:27]
It’s above, go to the grocery store,

[00:37:28]
it’s above, go to Vegas
and gamble whatever it is.

[00:37:31]
Right.

[00:37:32]
And so as life goes on,
their priorities shift, right?

[00:37:36]
Maybe it’s pick up kids from school one

[00:37:39]
day, make the boss happy because it’s just
the kid was sick that day or whatever.

[00:37:44]
Their priority shift.

[00:37:45]
But major priorities can shift.

[00:37:47]
And that’s where we start to see
a difference in how they show up.

[00:37:50]
Right.
So we need to make sure that we are

[00:37:53]
thinking about what could
be changing for our team.

[00:37:57]
What else is going on?

[00:37:58]
Right?

[00:37:59]
In 2019, I had to move my mom
in and walk her through end of life.

[00:38:03]
So you got to know I wasn’t showing
up as the best me every day.

[00:38:06]
My priority was my mom.

[00:38:09]
The second priority was my clients,
but I took less clients.

[00:38:12]
I delivered, of course, for my clients,

[00:38:14]
I made myself available, and I was
transparent at what was going on, right.

[00:38:18]
Because I’m fortunate
enough that I can do that.

[00:38:20]
And that’s my part of my business model.

[00:38:22]
Not everybody gets to do that.
I get it.

[00:38:24]
But your employees are
doing the same thing.

[00:38:27]
So when their priority shifts,

[00:38:28]
and now they have a sick kid or
a family member or whatever.

[00:38:33]
If we’re in communication,
we can understand the likelihood

[00:38:37]
that they’ll be able to come
back and reengage with us.

[00:38:40]
What kind of time period is that?
Right?

[00:38:42]
My mom was passing,
and it took six months.

[00:38:46]
If I had an employer,

[00:38:47]
I would not have been able to tell
them how long this would drag out.

[00:38:50]
And so if you’ve got the relationship
and you can value your employees,

[00:38:54]
you can understand whether your business
can survive to have somebody in or out.

[00:38:58]
We don’t always get to be
the empathetic boss.

[00:39:01]
We have to protect our business.

[00:39:04]
Small business.

[00:39:06]
If I didn’t show up at all for six months,
I would have lost a job.

[00:39:09]
I would have lost my clients for sure.
Right.

[00:39:12]
But somebody needs to prioritize their
family, their health or something.

[00:39:15]
It’s okay.
It’s a choice, but it’s okay to ask them

[00:39:19]
to make that choice because you need as
the boss to protect your business fair.

[00:39:24]
Is that helpful?

[00:39:25]
Yeah, absolutely.

[00:39:26]
We have to protect
the business and doing so.

[00:39:29]
Protect the other employees
and the other team.

[00:39:31]
Your clients, your opportunity
for helping others.

[00:39:34]
Yes.
You’ll make profit.

[00:39:35]
That’s not the only reason
you’re in business.

[00:39:38]
You’re in business to serve your clients

[00:39:40]
and your customers and help them get what
they need because they still need it.

[00:39:44]
Whether we deliver it or not,

[00:39:45]
you need to be there for them so
they can get what they want right?

[00:39:49]
There’s a lot going on behind the scenes,
and I know those big,

[00:39:52]
heavy moments can scare bosses, and that’s
why we’re always around for our clients.

[00:39:57]
It’s interesting when
you say scare bosses.

[00:40:00]
The main concern that I have is
that I’m not breaking some law.

[00:40:05]
Well, there are laws, so let’s be clear.

[00:40:07]
Don’t break them.

[00:40:10]
Don’t ask about whatever health, whatever.

[00:40:13]
Yeah.

[00:40:16]
Don’t ask them about their health.

[00:40:17]
But to my point, in my example,

[00:40:19]
it was your employee is sharing
with you that they have a life change.

[00:40:24]
And when they do that during that call,
when you’re doing your one to one

[00:40:29]
and they’re talking about their cat,
their cat is a family member.

[00:40:32]
James, that one that they were
upset about because they died.

[00:40:37]
You don’t have to agree
with their priorities.

[00:40:39]
You don’t have to have the same values.

[00:40:41]
But you do have to know that they have
a painful thing they’re going through.

[00:40:46]
And you have to decide
whether that’s worth it.

[00:40:48]
To you to keep this valued employee,
or if it’s the kind of thing that’s going

[00:40:52]
to interrupt your business so much
that you can’t offer anything outside

[00:40:56]
of compassion, understanding
and a choice for them.

[00:40:59]
Does that make sense?

[00:41:00]
Absolutely.

[00:41:03]
It takes me a lot of times.

[00:41:06]
It’s just a challenge, just like trying
to slow yourself down in communication.

[00:41:11]
You’re trying to consciously like, oh,

[00:41:14]
what would a compassionate person
with empathy say about this tap?

[00:41:19]
I have to think

[00:41:22]
lower person talk.

[00:41:24]
So here’s something.

[00:41:25]
And I’m going to be shocked if you
don’t actually have the same issue.

[00:41:29]
All of my emails start
with do the thing, James.

[00:41:33]
Do the thing.
Do it now.

[00:41:35]
Do it yesterday.
Like we talked about do the thing.

[00:41:37]
And then I stopped and I go back and I go,
James, How’s your day going, man?

[00:41:45]
I’m so sorry about your cat.

[00:41:46]
I hope he feels better.
Exclamation Mark,

[00:41:48]
exclamation Mark excellence,
and I go to the end and I throw in this

[00:41:51]
and that, and then I’m like, okay,
man, let me know what you need.

[00:41:54]
I’m here for you, right?

[00:41:55]
Or whatever I need to say.

[00:41:56]
But I am that communicator.

[00:42:01]
My brain is.

[00:42:03]
I’ve already quickly
identified what we need to do.

[00:42:06]
I’ve already identified that we
haven’t done what we need to do.

[00:42:09]
I’ve already identified that.

[00:42:10]
I’m disappointed that it’s not done,

[00:42:12]
but I’ve got to just write
out to do the thing.

[00:42:15]
And then every email I have to go,

[00:42:19]
and then I go back and I put in,
I guarantee you people that know me

[00:42:24]
that have worked with me are surprised
that that’s the way my emails go.

[00:42:27]
Maybe not all the people,

[00:42:30]
most of my clients, for sure,

[00:42:31]
they think of me as this compassionate,
understanding person, which I am.

[00:42:35]
But in my business, my first
thought is do the Dang thing.

[00:42:38]
Why are we talking about this, right?
Yes.

[00:42:40]
So I write that out,

[00:42:41]
and then I go back and I that’s your
moment where you’re thinking about it.

[00:42:46]
I totally understand that.

[00:42:47]
And I think a lot of people would
like to think my business has a need.

[00:42:51]
It needs the thing to be done.

[00:42:53]
Why is it the thing done right?
It’s okay.

[00:42:57]
Don’t give yourself a break.
It’s not a big adding that sugar coating.

[00:43:01]
I hate that.

[00:43:02]
No. What’s so painful about it? What’s so

[00:43:05]
painful about it? And why is it sugar
coating to be nice and civil to the people

[00:43:09]
that are serving you and your business and
your clients? Why is that sugar coating?

[00:43:14]
I always think of the stand up comic. I

[00:43:16]
can’t think who it was,
but they’re just like,

[00:43:17]
you ever hate it when somebody answers
honestly to the question, How’s it going?

[00:43:22]
You’re like, I didn’t really
want to know the answer.

[00:43:27]
I could be wrong, but I know
the date you’re talking about.

[00:43:30]
I love comedians, too.
Yeah.

[00:43:32]
How’s it going?
It’s great.

[00:43:33]
I know it’s good.
And here’s the thing.

[00:43:37]
The more you put that stuff in there,

[00:43:38]
the more you actually do put
the niceties in there, the civility.

[00:43:43]
Let’s dare to call it respect
for the human people.

[00:43:47]
I’m giving you a hard time.

[00:43:48]
James, just because, no, it’s cool.

[00:43:51]
But if we put that in there, they hear
what they want to hear in those emails.

[00:43:55]
They hear the words that you say means
something different to them, right?

[00:43:59]
That’s communication.

[00:44:00]
Your intent is let’s get to do the thing.

[00:44:03]
Their meaning that they put into it is,

[00:44:06]
he cares about my cat, he cares about me,
he cares about my pain.

[00:44:10]
Then you guys can get
to an understanding that.

[00:44:13]
Yes, we’re working about.

[00:44:15]
And I want us to work together, and I want
us to care about each other’s things.

[00:44:18]
Now let’s talk about
doing the thing perfect.

[00:44:21]
I like it.
I don’t like it.

[00:44:23]
I’ll talk to you.
No, I know.

[00:44:25]
I’m telling you, man.

[00:44:27]
First of all, I don’t think
you’re as bad as you’re saying.

[00:44:29]
And second of all,

[00:44:31]
I would tell you that it just makes such
a shift if you can just take the time

[00:44:35]
and the meaning to really be
there for them, and it doesn’t.

[00:44:39]
And I know, I’m sure I read it.

[00:44:42]
You’ve been in business so long.

[00:44:43]
You’ve got such a great team.

[00:44:44]
You are there if one of them came
in because a devastating thing happened,

[00:44:48]
I don’t believe for a second you’d be
like, but you’re not doing the thing.

[00:44:51]
So I get the no.

[00:44:53]
I more just solve the problem.
Yeah.

[00:44:56]
I’ve helped employees with busted

[00:44:59]
radiators where I just
replaced stuff on their car.

[00:45:02]
Yeah.
Solve the problem.

[00:45:04]
Solved the problem.

[00:45:05]
A lot of times I’ve had employees that are

[00:45:08]
super cool, but they just get
stuck in a trap of, oh, my gosh.

[00:45:12]
We got this problem, and I’m just like,
problems are meant to be solved.

[00:45:16]
It solves the problem.
We want their lives,

[00:45:18]
and they’re just like, oh, but can we
stare at the problem a little longer?

[00:45:22]
And I’m like, no staring.

[00:45:23]
We’re fixing you’re, my man.

[00:45:25]
That’s totally how we
roll here at boss action.

[00:45:27]
So I get that 100%
progression moving forward.

[00:45:30]
We can learn from our mistake, but that
should be a finite amount of time.

[00:45:34]
We can’t live in that mistake, right?
No.

[00:45:37]
Learn from it.
Resolve.

[00:45:38]
Move forward.
I agree.

[00:45:39]
I want to ask you about something.

[00:45:41]
As far as shifting gears in regards
to entrepreneurship, bring it.

[00:45:47]
Typically, I won’t say every
typically many entrepreneurs.

[00:45:51]
The goal is you start your business,

[00:45:52]
you build your business,
and then you either sell your business or

[00:45:56]
you build your business to the point
that you’re not needed anymore.

[00:45:58]
That is correct.
All these things are possible.

[00:46:00]
Now let’s just take that fork in the road
where it’s like, I’m not selling,

[00:46:04]
but I don’t want to necessarily
be needed in my business anymore.

[00:46:08]
How do I.

[00:46:11]
That’S what we should all be doing.

[00:46:12]
We should all be just like.

[00:46:13]
You’D be surprised how many entrepreneurs
don’t seem to be headed down that road.

[00:46:19]
All you got to ask them is, do you
have the people you trust around you?

[00:46:22]
They’re going to say, no, I don’t.
That’s why I have to be there.

[00:46:24]
And then you say, Let me
introduce you to boss actions.

[00:46:27]
So interesting story.

[00:46:29]
Just side tangent here.

[00:46:32]
We have answered the phones for clients.

[00:46:34]
I believe that they were the only one
that could do what they could do.

[00:46:38]
The customers, I can talk
to a garage door opener guy.

[00:46:40]
We answered the phones for him.

[00:46:42]
Super cool guy, but he’s moving.

[00:46:45]
So I’m like, hey, why don’t we
just take calls for your grunt?

[00:46:47]
You still have clients?
Yeah.

[00:46:49]
You could send it over
to one of your competitors.

[00:46:51]
They give you a little nut.

[00:46:52]
You make money in your sleep,
and he’s like, oh,

[00:46:55]
when my callers call, they want me
to go out there to fix a garage door.

[00:47:01]
What the hell they do?

[00:47:05]
If you got hit by a bus, it would be like,
no more fixed garage doors ever.

[00:47:09]
Yeah.

[00:47:11]
And I will tell you that that was
a big part of what we do, right?

[00:47:16]
I think that that’s a sweet spot for us is
working with the person who thinks that.

[00:47:21]
I know there’s more.

[00:47:22]
I know I could do more clients if
I could just get myself out of it.

[00:47:25]
But I can’t imagine how I could get myself

[00:47:27]
out of it because I’m the only
one who cares enough can do it.

[00:47:32]
Whatever.

[00:47:33]
And so that shift, we remind them that’s

[00:47:36]
the shift from moving from an overwhelmed
business owner to a thriving boss.

[00:47:46]
I really believe in my heart of hearts.

[00:47:48]
Every business can be scaled,
and it is 190,000%.

[00:47:53]
That’s not math.
But you get my point.

[00:47:55]
I do on the team that you develop,

[00:47:58]
you can build a whole business,
step back as the CEO,

[00:48:03]
bring on a new CEO and just be
a chairman of the board or the owner.

[00:48:07]
You don’t actually have to be in there.

[00:48:09]
But you would have to know how

[00:48:11]
to identify, attract
and really get in there.

[00:48:14]
The kind of CEO that will rock
the business to give you the results

[00:48:17]
you’re looking for,
you have to learn how to do that.

[00:48:21]
And that’s about building
a team you trust.

[00:48:22]
I’m telling you that’s all that it is.

[00:48:24]
If you are honest with yourself today,
if there’s somebody that you’re having

[00:48:28]
a problem with,
it’s because you’ve lost trust.

[00:48:30]
So now we have to learn how to attract

[00:48:32]
the kind of people that you can trust
for whatever role we’re trying.

[00:48:35]
Now, there’s more to it.
Sometimes

[00:48:38]
if it’s okay, I don’t
know where at the time.

[00:48:40]
Sorry, but we call it Frankensteining.
A role.

[00:48:44]
Right.

[00:48:45]
So let’s imagine I’m building a new role.
We’re scaling.

[00:48:48]
When you scale, you have
to create new types of positions.

[00:48:50]
And so I’m like, okay,

[00:48:52]
I need somebody in my marketing company,
and I start with my list of what I want.

[00:48:56]
And so I want them to handle my editorial
calendar for posting social media.

[00:49:00]
And I want them to create beautiful Canva,

[00:49:05]
which is a software
branding specific imagery.

[00:49:09]
And I want them to write my content
and post so that it looks amazing.

[00:49:13]
And I’m going to ask them to do some

[00:49:15]
receipts because I don’t think
that will keep him busy enough.

[00:49:17]
So I’m just going
to Frankenstein this role.

[00:49:19]
I’m going to put everything
in the kitchen sink in there.

[00:49:22]
And what that means is you are guaranteed
to never have a fully successful person

[00:49:28]
because you will only ever
see the thing they don’t do.

[00:49:31]
And the creative mind that is creating
beautiful imagery and gets the branding.

[00:49:36]
And the person who’s going to be hugely

[00:49:37]
successful at that has no chance of being
successful at getting those receipts.

[00:49:42]
Right.
And the person who’s great at content

[00:49:45]
writing is highly unlikely to be able
to be the person that is great

[00:49:50]
at editorial calendars and deadlines
and making that kind of stuff happen.

[00:49:53]
Now, can you find somebody who’s great

[00:49:55]
at all those things
and every boss out there?

[00:49:58]
I hear you, you’re rolling
your eyes and saying, I do it.

[00:50:02]
No, you don’t.

[00:50:02]
First of all, you don’t do it as well
as you think all four of those things.

[00:50:06]
But the truth of the matter
is you also don’t want you.

[00:50:09]
If you hire a bunch of mini knees,
they’re going to go and do their own

[00:50:14]
thing, which means they’re never invested
in the role you’ve hired them for.

[00:50:17]
It just isn’t going to be true.

[00:50:19]
Don’t Frankenstein, learn to identify,

[00:50:22]
learn how to structure businesses,
business positions that you can attract

[00:50:27]
a type of person to be successful
in. Does that make sense?

[00:50:30]
Absolutely.
Hiring is about planning for success.

[00:50:33]
That’s all that we teach business owners

[00:50:35]
how to imagine what if
everything goes right?

[00:50:37]
And everybody says, yes, that means
we need more people successful.

[00:50:42]
You’re going to always be hiring.

[00:50:43]
And that’s a good thing, not a bad thing.
Yeah.

[00:50:46]
It’s interesting.
I didn’t realize this until now that you

[00:50:50]
and I are essentially
after the same client.

[00:50:53]
Probably tell me about your clients.

[00:50:55]
We’re essentially after business owners

[00:50:57]
that are interested in growing
their business 100%.

[00:51:00]
And

[00:51:02]
interesting,

[00:51:04]
we traditionally work with business owners

[00:51:07]
from, like, as far as revenues
500,000 up to 50 million.

[00:51:11]
But the real thing is the number
of people on the team.

[00:51:14]
Again, team independent contractors,

[00:51:18]
vendors and employees.
Right.

[00:51:20]
So it can be any shape in there.

[00:51:22]
But really, they usually have less
than 20 employees or 20 team members.

[00:51:27]
Right.

[00:51:28]
You might have a marketing consultant
that has six different independent

[00:51:33]
contractors because they are full service
agency, but they never really sat down

[00:51:37]
and got structured about how they’re going
to hire in the roles and stuff like that.

[00:51:41]
So that’s a client.

[00:51:43]
But they know that their business could be

[00:51:45]
so much more, so much bigger,
so much more profitable.

[00:51:49]
They just had the right team.

[00:51:53]
That’s the problem we solved, but very
much about growth, just like you.

[00:51:56]
Name a game.
I love it.

[00:51:57]
Tell me, where can people find you?

[00:52:00]
Thanks for asking.

[00:52:02]
You can find us at bossactions.com.

[00:52:05]
And we’re on all the face place,
Insta, Twitter, LinkedIn.

[00:52:11]
You can also find us as The Boss Actions

[00:52:14]
on those places because there was
a squatter on boss action.

[00:52:19]
The website is bossactions.com.

[00:52:22]
Everything else is The Boss Actions.

[00:52:24]
And I would love to connect
with anybody that has questions.

[00:52:27]
Make sure you let us know.

[00:52:29]
I know James can point you to me at any

[00:52:31]
time, but I’m really grateful
to be here with you, sir.

[00:52:34]
Yeah.
So final thing.

[00:52:36]
What is one step that you can think of
a business owner

[00:52:38]
that would be great for them to do

[00:52:40]
to start going down the road
of having a successful team?

[00:52:44]
Okay, so the first we dropped,
like all my favorite rules, right?

[00:52:49]
Stop hiring for potential.
No more of that.

[00:52:51]
That doesn’t help you give people a chance

[00:52:53]
by telling them immediately
what’s going on

[00:52:55]
the two big ones hiring, ones management.

[00:52:59]
But the thing I would tell you is you need
to be aware that you need to be ready.

[00:53:04]
Do it sooner than you’re ready.

[00:53:07]
You’re going to get more
and more overwhelmed.

[00:53:10]
And if you try to push it off and think

[00:53:12]
I’m going to hire it when I have so many
clients that I can easily pay for it and I

[00:53:17]
can do this,
you’re still going to have to take

[00:53:20]
the time to hire and you’re not
going to want to do it correctly.

[00:53:23]
So here’s my hint.

[00:53:25]
I want you to identify what your next hire
is, and if you need help with that,

[00:53:28]
you can find me, but identify
what your next hire is.

[00:53:31]
And I want you to take their salary or
monthly rate and break it down into it

[00:53:35]
because you might be hiring an independent
contractor vendor,

[00:53:38]
break it down into a monthly amount
that you would have to outlay right again,

[00:53:43]
if it’s salary, you’re not paying the
whole salary the first day, everybody.

[00:53:46]
So just a monthly amount.

[00:53:47]
And I want you to add that line
into your budget wherever it goes.

[00:53:51]
If you hit it for three months,
you start hiring immediately.

[00:53:55]
Now, you should be confident
that you can cover it right?

[00:53:59]
The other time is when you’ve got the big

[00:54:00]
contract and you’re
trending your sales up.

[00:54:03]
That’s when you should be hiring again.

[00:54:05]
Never let three months
in a row scaling business.

[00:54:08]
You should be hiring.

[00:54:11]
It’s only going to get more overwhelmed.

[00:54:13]
At what point of overwhelm will you take

[00:54:15]
action to start building a team
that you can depend on interest?

[00:54:19]
It’s going to start now.

[00:54:20]
That’s a great question.

[00:54:21]
I love that one.
Thank you.

[00:54:23]
That’s mine, at what point overwhelm?

[00:54:25]
Because that’s
what my clients feel usually.

[00:54:27]
They wait till they’re
so stressed out and overwhelmed.

[00:54:29]
The business is successful.

[00:54:30]
The clients are coming in,
but now they’re having to start to turn

[00:54:33]
things away because they don’t have a team
they fully trust where they can fully

[00:54:37]
deliver or just the right
people or enough people, right?

[00:54:39]
Yeah.
Overwhelmed.

[00:54:40]
That’s fair.
Interesting.

[00:54:42]
I think we were there in the first
seven years of business.

[00:54:44]
Well, that’s fantastic.

[00:54:46]
Not that you were overwhelmed, but that
you were able to scale and grow so fast.

[00:54:49]
Yeah.
It was just one of those where we were

[00:54:51]
just like, I’m embarrassed to offer what
we have for sale for sale on any great

[00:54:56]
scale because we’re still working
on our team kind of thing.

[00:55:00]
We just spend so much time on the team

[00:55:02]
instead of selling because we
got to mop up after the team.

[00:55:07]
And ideally, a business owner doesn’t get

[00:55:09]
fully out of the sales,
whether it’s the face or they’re doing

[00:55:12]
speaking or however,
the business model works.

[00:55:15]
I don’t think you can really step out

[00:55:17]
of sales fully until you’re
at least at 5 million in revenue.

[00:55:20]
That’s my impression,
what I’ve seen in small business.

[00:55:24]
So the more we can get space by
turning you more into that CEO of I manage

[00:55:30]
my team that manages the results,
and I’m out there in front of the people I

[00:55:34]
need to be in front of to make sure we’re
still getting the leads and the business

[00:55:37]
is doing that’s the ultimate
CEO that we want for everybody.

[00:55:41]
I like it awesome.

[00:55:42]
Talmar, thank you so much
for being on the show.

[00:55:45]
Thank you, James.
I really appreciate being here with you

[00:55:47]
and your audience and man,
I love that you’re out there helping them

[00:55:50]
because small business is just
the best thing out there.

[00:55:53]
It’s pretty awesome.

[00:55:54]
It’s pretty cool.

[00:55:56]
Can you tell us that
website one more time?

[00:55:58]
Absolutely.
bossactions.com.

[00:56:01]
That is not www.

[00:56:04]
Just bossactions.com.

[00:56:05]
bossactions.com

[00:56:06]
Easy, super simple.

[00:56:09]
You’ll find Talmar, awesome.
This has been

[00:56:11]
Authentic Business Adventures,
the business program that brings you

[00:56:15]
the struggles stories and triumphant successes of business owners across

[00:56:18]
the land we are underwritten
locally by the Bank of Sun Prairie.

[00:56:21]
If you’re listening to this on the web,

[00:56:22]
if you could do us a huge favor,
give us a thumbs up, subscribe,

[00:56:26]
and of course, share it with all your
entrepreneurial friends,

[00:56:29]
especially those that have employee
problems, which, let’s be honest, it’s all of them.

[00:56:36]
Employees are people.
What are you going to do?

[00:56:38]
I know, but that’s why people want to work
for you and they want to be successful.

[00:56:41]
We just as a boss,

[00:56:42]
we need to give them
the tools so they can do it.

[00:56:45]
There are steps we need to take.

[00:56:46]
That’s all there is to it.

[00:56:47]
My name is James Kademan

[00:56:49]
and Authentic Business Adventures is
brought to you by Calls on Call,

[00:56:52]
offering call answering and reception
of services for service businesses

[00:56:56]
across the country
on the web at callsoncall.com

[00:56:59]
As well as

[00:57:02]
Draw in Customers Business Coaching, offering business coaching services

[00:57:03]
for entrepreneurs looking
for growth on the web at drawincustomers.com

[00:57:07]
And of course,
The Bold Business Book, a book

[00:57:10]
for the entrepreneur in all of us
available wherever fine books are sold.

[00:57:13]
We’d like to thank you our wonderful
listeners as well as a guest.

[00:57:16]
Talmar Anderson,

[00:57:17]
the founder and CEO of Boss Actions
and it’s found at bossactions.com

[00:57:23]
Talmar, thank you so much
for being on the show.

[00:57:25]
Thank you so much, boss on everybody.

[00:57:28]
You can do this.

[00:57:29]
Absolutely past episodes can be found

[00:57:31]
morning, noon, and night.
Podcast link found at drawincustomers.com

[00:57:35]
Thank you for listening.

[00:57:35]
We’ll see you next week.

[00:57:37]
I want you to stay awesome.
And if you do nothing else,

[00:57:39]
enjoy your business.

 

 

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