WEBVTT

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And so the reason I tell this story is because I just missed out on a bunch of revenue that

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I should have been able to make because we were solving the wrong problem.

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The wealthiest people in the world see business as a game.

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This podcast, the game, is my attempt at documenting the lessons I've learned on my way to build

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a acquisition.com and to a billion dollar portfolio.

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My hope is that you use the lessons to growing your business and maybe someday soon partner

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with us to get to a hundred million dollars in beyond.

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I hope you share and enjoy.

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I was sitting in my quarterly leadership meeting where everyone had flown into Vegas for two

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days to talk about the next quarter in our goals for the company.

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And I stood there and I was listening to what they were saying and I wanted to light my

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head on fire.

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What transpired next was a problem solving process that I want to share with you because it's

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unlocked 10 million to 12 million dollars in annual revenue for us that we had not been

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able to unlock for two quarters because of one simple misdiagnosed problem.

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And so the purpose of this is to hopefully get you to one avoid making that mistake, but

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to be able to use this framework so that you can solve the right problems in your business.

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So inside of our quarterly meeting for two quarters in a row, my sales manager set the

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goal that they wanted to add six more outbound routes, two quarters in a row.

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Quarter came quarter left quarter came quarter left.

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This is the third time that I've been hearing them make this goal and everyone was nodding

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their heads and writing them down and it seemed like everything was hunky-dory.

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And I stopped and I was like, guys, we've had this goal for two quarters.

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Why do we expect it to be any different this time to set the same goal and nothing's

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going to happen?

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And for context, the reason I said 10 to 12 million is because every outbound rep generates

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about $2 million a year in revenue for my business.

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And so for me to have six more reps is about $12 million, so I'm not just pulling that

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out of nowhere.

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That's where it comes from.

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I asked him, I was like, why weren't you able to do this?

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It's like, well, you know, we lost a couple of reps this last quarter, even though we hired

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some new ones and we pretty much have the same amount as we we had before.

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And I was like, and is that what happened the quarter before that too?

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He's like, well, yeah, I was like, then how are you going to solve this problem?

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It's like, um, I don't know.

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And then it hit me.

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I had been driving this guy and putting my pressure on this guy when he was not the

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constrain of the system.

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Let me explain.

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In every system, you have potential and you have constraints, most entrepreneurs spend

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all their time trying to add potential to their business thinking that they are solving

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the constraint, but we will always grow.

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Any system will grow up to its constraint and no further.

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And so right now your business has a constraint.

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You have to identify it.

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And what makes macro speed happen is not is not the frenziness and the frenetic energy.

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It's knowing which problems to solve in what order and the example I'm going to give

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you is showing you exactly why that didn't happen for one of my companies for this

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specific channel we were marketing on, which is outbound.

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Had we identified this problem two quarters ago, we would have added 10 million to our

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top line for this year, which we won't have.

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So instead, we're going to get one quarters worth of that.

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So maybe add two million or two and a half million to top on when we should have

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added 10 or 12 because of this one problem.

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And from the outside, people are going to say, Oh, well, it's because of X, Y and Z,

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but they didn't diagnose the real problem.

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Do you know what it was?

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I'll tell you.

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So I then turned to my HR director and I said, how many, how many people are you

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sending the sales manager per week?

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She was like, well, I sent him about one qualifier.

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I did it a week.

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And I was like, okay, how many interviews is it take you to send one qualifier?

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And she said, it takes five.

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I was like, okay, manager, how many of these final interviews is it take for you to get

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one person hired?

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And he was like four.

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And I was like, so it takes us 20 people that we got to get through to get one new

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up on it.

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He's like, yeah, it's like, okay, now given the churn that we had in the last quarter

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and two quarters, because just FYI for everybody, frontline positions in general

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tend to turn more than manager and leadership positions, just his name of the game.

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And I was like, okay, so what is our churn in that position?

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He was like, it's about 20% of quarter.

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I was like, okay, I understood.

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Now, simple matter here, if we have 10 people who are working up on that's not the

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number, but let's just say it's 10.

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And we lose 20% that it means we're losing two people a quarter.

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If right now the process that you have gets us one new up on rep per month and we're

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losing two a quarter, that means we would net one new person per quarter.

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That is going to be very short of our goal of six.

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So what do we need to do?

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We need to fix the actual hiring process in order to meet the goal.

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Most of the nation real quick, if you are a business owner that has a big

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old business and wants to get to a much bigger business, going to $50, $100,000 plus,

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we would love to talk to you.

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And if you like that, we'd like to hear more about it.

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Go to acquisition.com and you can plan anywhere on the page and talk to one of our team

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and see if we can help you get there.

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And so what we did was we actually asked the HR director.

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I said, why are we doing these one-on-one?

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She's like, well, I thought we had to do that.

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Miscommunication, right?

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It's all it was.

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It's a miscommunication.

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So we don't need that for this position.

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What she now did, the solution to this problem was that she's setting up,

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she's still running the ads, she's still organizing the interviews,

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but she set them all up for the sales manager to do group interviews.

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And now he can do five group interviews for one hour per week.

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And now he can pick one or two of those people and get them onboarded quickly.

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And he can start hiring.

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He will be able to hit his goal in that way.

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And so the reason I tell this story is because I just missed out on a bunch of

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revenue that I should have been able to make because we were solving the wrong

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problem.

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All of the focus was on the sales manager and who he was bringing in and how

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he was training them rather than because that wasn't the constraint of the system,

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rather than what is the acquisition process for talent?

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And so I'll give you a framework that I wrote down somewhere that I'll

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probably share in another, but it's something called the quad marketing calendar.

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Most people have no marketing calendar.

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Smart people have one or two marketing calendars.

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So the first marketing calendar and you can draw this, you know what?

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I'll do it for you right now.

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All right.

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So the quad marketing calendar looks like this here.

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You've got internal and you've got external.

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So here you have employees and you've got prospects internally, which is this

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way, you should be marketing to your employees so that you tell them about the

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vision and about the mission, about why you do what you do.

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This has to happen all the time so that people continue to want to work for you.

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Internally to your prospects, which are now customers over here, you need

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to continue to market them to get them to buy again and again, right?

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We need to keep them to keep buying.

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Over here, in external for prospects, you need to get people to become customers.

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So we're marketing externally.

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Most people understand this one.

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This is the one that most people do.

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Most people don't do this one.

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Most people definitely don't do this one.

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And I'll tell you the one that people miss the most.

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This one is that they don't have an acquisition process for getting new talent.

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So just like you run ads, generate leads, nurture leads, set appointments, sell,

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fulfill, you should be able to run ads for new employees.

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You should be generating leads.

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You should be working those leads.

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You should be setting interviews, which are sales.

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You make job offers just like you make normal offers.

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And then the onboarding experience that you have for a customer is the

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onboarding experience that you have in parallel with an employee.

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And then just like you continue to ascend and resell your customers,

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you ascend and continue to manage your employees.

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These are parallel processes that happen in every business.

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And most people don't know about it.

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And you heard about it here first at the world's best YouTube channel in the world.

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The handsomest and most sickly now, Rhona,

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and YouTube are out there.

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And this is called the Quad Martin calendar.

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And it was because we were missing this framework,

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my HR director did not understand this framework that we lost out on 10 to 12 million dollars

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revenue. And I don't want you to do that.

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All right.

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And so the reason I made this is so that you can recognize which of these four

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in the Quad Martin calendar you are not using so that you can shore up that part

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of your business and ultimately scale it and make all of your wildest dreams come true.