WEBVTT 1 00:00:00.000 --> 00:00:04.560 Good morning, everyone. Happy Thursday, hope you guys are starting your days off on the right 2 00:00:04.560 --> 00:00:10.720 track and having a great start. I wanted to continue the most frequently asked questions that we 3 00:00:10.720 --> 00:00:14.400 get at round tables and one people are like, I have this dying question that I need to ask you. 4 00:00:15.040 --> 00:00:18.800 And so this may be you in your business right now and you're trying to make a decision 5 00:00:19.600 --> 00:00:23.040 and you want some insight on that decision. And so the decision that I'm going to hopefully help you 6 00:00:23.040 --> 00:00:29.680 make is about that employee that you're not sure about, right? You're not sure if you 7 00:00:29.680 --> 00:00:34.240 onboarded them well because you're kind of busy. You're not sure if you set proper expectations and 8 00:00:34.240 --> 00:00:39.120 kind of the world list changed a little bit. You know, you like them, but sometimes they don't 9 00:00:39.120 --> 00:00:43.280 buy into some of the things that you've said that you want to do in terms of the vision of the 10 00:00:43.280 --> 00:00:49.760 business. And you're just not really sure what to do with them. You know what I mean? And so 11 00:00:52.000 --> 00:00:58.320 I want to hopefully give you some context for how to make these decisions because we have hired 12 00:00:58.320 --> 00:01:03.520 and fired a lot of people at gym lunch and you know, the nice thing is that we have had very, 13 00:01:03.520 --> 00:01:10.640 very, very few people quit. Like very few. I think we've had under, under eight people quit and we 14 00:01:10.640 --> 00:01:21.440 fired probably a hundred and probably 160, 180 people. And so we let people go, right? And we do 15 00:01:21.440 --> 00:01:27.360 that for a variety of reasons and I will break them down for you. So a saying to kind of set the 16 00:01:27.360 --> 00:01:34.160 tone for this. I heard from my good friend, Bart Miller. And he said, I've never fired someone 17 00:01:34.240 --> 00:01:40.880 and not found someone better. Interesting thought. So if you think about it right now, the fear is, 18 00:01:40.880 --> 00:01:45.680 well, will I find someone better? He is never, and this goes for me too. I've never fired someone 19 00:01:45.680 --> 00:01:49.680 and not someone found someone better to replace them, right? It's typically because we don't want 20 00:01:49.680 --> 00:01:55.680 to go through the cost of the time to find someone new. When in reality, the employee that we have 21 00:01:55.680 --> 00:02:00.800 is costing us more than the cost of finding the new employee, right? That would come to replace them. 22 00:02:00.880 --> 00:02:07.200 And what I have found over time is that if I think about firing someone, I always eventually fired them. 23 00:02:07.200 --> 00:02:12.720 And so the time between me thinking about firing them and actually firing them since we've had 24 00:02:12.720 --> 00:02:17.360 more experience in business has just significantly shrank, right? Because at the end of the day, like, 25 00:02:17.360 --> 00:02:22.400 now, as soon as I think into myself, I'm like, yeah, yeah, they're just not a fit, right? Like they're 26 00:02:22.400 --> 00:02:27.440 just, or they're just not good enough, right? And so this kind of reflects back to the zero tolerance 27 00:02:27.440 --> 00:02:32.240 mentality of how you need to run the business or your department or whatever it is, which is like 28 00:02:32.240 --> 00:02:37.680 how much will you tolerate, right? Like how how poor of performance will you tolerate before you 29 00:02:37.680 --> 00:02:42.720 say no, right? And like the reason Steve Jobs and some of these huge entrepreneurs were so successful 30 00:02:42.720 --> 00:02:47.120 is because they just wouldn't put up with that. And so they're like, don't bring that shit to me. 31 00:02:47.120 --> 00:02:54.480 Like they knew they set the bar so high that like people had to just do everything to measure up 32 00:02:54.480 --> 00:02:59.920 to their standards. And anyone who wasn't was cut immediately, just like that, right? And so 33 00:03:00.480 --> 00:03:04.880 one of the other things that's kind of big in terms of like making these decisions is that like 34 00:03:05.760 --> 00:03:11.920 there's a time to let someone go and there's a time to re-onboard, okay? So I'll try and parse out 35 00:03:11.920 --> 00:03:18.320 the difference. If someone questions your authority or disrespects you or disrespects you in front 36 00:03:18.320 --> 00:03:24.080 of your team or is not bought into when you want to make changes, things like that, they're not. 37 00:03:24.720 --> 00:03:29.520 Right? And the reason for that is because that's an that's an attitude thing. That's a character thing. 38 00:03:29.520 --> 00:03:34.960 That is not going to change, right? And not anytime soon. And they're costing you more in the cancer 39 00:03:34.960 --> 00:03:40.400 that they exist in the business and the doubt and the seeds they're selling in your business that 40 00:03:40.400 --> 00:03:44.400 are negative. Like seeds of doubt that they're selling in the rest of your clients, the rest of your 41 00:03:44.400 --> 00:03:49.920 employees, the whole organization, right? So if it's a character issue, boom, they should be gone 42 00:03:50.400 --> 00:03:55.600 immediately, right? Now, if it's a performance issue, there's typically three reasons why the 43 00:03:55.600 --> 00:04:01.760 performance won't get either they don't know what you want. They don't know how to do what you want. 44 00:04:01.760 --> 00:04:07.440 So they know what you want, but they don't know how to do it or they do know what you want. 45 00:04:07.440 --> 00:04:11.840 They know how to do it and they're not motivated, right? So there's really three pieces. It's the 46 00:04:11.840 --> 00:04:17.040 communication piece, it's the skill piece, and then there's the motivation, right? And so trying to 47 00:04:17.120 --> 00:04:21.920 figure out which is the missing link with them is kind of the next piece. So assuming they have the 48 00:04:21.920 --> 00:04:27.040 character traits in terms of they have, they are a cultural fit, which for a small business, 49 00:04:27.040 --> 00:04:31.520 typically the skills that you need to teach someone are not overly complex. And so when you're 50 00:04:31.520 --> 00:04:35.680 hiring for a small business, you're really just looking for personality traits, right? You're 51 00:04:35.680 --> 00:04:40.320 looking for a cultural fit. And one of the key components that looking for cultural fit is not 52 00:04:40.320 --> 00:04:44.880 saying, I'm going to find people who are just like me, because then you hire a super scattered 53 00:04:44.880 --> 00:04:50.800 trained ADD semi entrepreneurial people who can be a pain in the ass, right? And so instead, 54 00:04:50.800 --> 00:04:53.760 you don't need to find people who have personality traits that are similar to you, 55 00:04:53.760 --> 00:04:58.800 but have similar values, right? There are people who are very quiet, who are very reserved, 56 00:04:58.800 --> 00:05:04.240 who don't like selling of the same values as I do, right? And so understanding the difference 57 00:05:04.240 --> 00:05:07.440 there, because you don't want people exactly like you, because then there's two of you and one of 58 00:05:07.440 --> 00:05:12.640 you isn't needed, right? And so especially when you're bringing people on, making sure that they 59 00:05:12.640 --> 00:05:17.360 have the cultural like that they're bought into the same values as you is makes all the difference 60 00:05:17.360 --> 00:05:22.320 the world. So right now, if you haven't written down your values of what you stand for and these 61 00:05:22.320 --> 00:05:27.920 values should be the few, the five, maybe six values that you live your life with inside of work 62 00:05:27.920 --> 00:05:31.680 and outside of work, because you should never be different, right? And so if you have these values, 63 00:05:31.680 --> 00:05:35.920 you can speak them to people and people will either say like, yeah, I'm down for that or like, no, 64 00:05:35.920 --> 00:05:40.880 I'm not. And your value should be things that people disagree with, right? The more polar they are, 65 00:05:40.880 --> 00:05:45.760 the more they are your real values, right? And what happens is when you make your values polar, 66 00:05:45.760 --> 00:05:50.640 you bring people in who do actually have your beliefs, right? And then it's not the fake beliefs, 67 00:05:50.640 --> 00:05:54.640 but the real beliefs that you have. And then all of a sudden when they're presented with information, 68 00:05:54.640 --> 00:05:58.800 the same information you're presented, they make the same decisions. And that's ultimately how 69 00:05:58.800 --> 00:06:05.600 you can scale service by scaling your culture, by scaling your values, right? So back to the back to 70 00:06:05.600 --> 00:06:11.920 the decision of like, should they stay or should they go, right? If they're not a cultural fit, 71 00:06:11.920 --> 00:06:16.880 they're an asshole. They undermine you. They, you know, they talk bad behind your back. They, 72 00:06:17.680 --> 00:06:21.440 you know, they go, you want to release a new program and they're whispering to the clients like, 73 00:06:21.440 --> 00:06:25.280 nah, it's not going to be that good or like they roll their eyes to meeting like, here we go again, 74 00:06:25.280 --> 00:06:32.320 like that kind of thing, gone, gone. I don't know how to say that gone, right? And you need to do that 75 00:06:32.320 --> 00:06:37.920 to set the fucking tone, right? Because like, this is your business and people need to know that, 76 00:06:37.920 --> 00:06:42.560 all right? Now that being said, it doesn't mean being a dick, right? But like, there is a tone 77 00:06:42.560 --> 00:06:48.800 that needs to be set. I am, I worked with a person for a short period of time who ran trainers 78 00:06:48.800 --> 00:06:54.160 fairly well. And I remember he's like, he's like, we need to do a trainer meeting and I was like, 79 00:06:54.160 --> 00:07:00.080 okay, cool. And it was at like, I can't remember, it was like 8 a.m. or 9 a.m. or something, whatever. 80 00:07:00.080 --> 00:07:05.040 And it was at one of the locations that was further away. And so we drove there and at 9 o'clock 81 00:07:05.040 --> 00:07:11.520 on the dot, he locked the door to the gym. And there were trainers outside, Bane, right? And 82 00:07:12.240 --> 00:07:15.440 all he did, he just went outside, he's like, all of you are fired. 83 00:07:17.680 --> 00:07:22.000 Real quick guys, if you can think about how you found this podcast, somebody probably tweeted it, 84 00:07:22.000 --> 00:07:26.480 told you about it, shared it on Instagram or something like that. The only way this grows 85 00:07:26.480 --> 00:07:30.880 is through word of mouth. And so I don't run ads. I don't do sponsorships. I don't sell anything. 86 00:07:30.880 --> 00:07:35.040 My only ask is that you continue to pay it forward. Whoever showed you or however you found out 87 00:07:35.040 --> 00:07:39.680 about this podcast that you do the exact same thing. So if it was a review, if it was a post, 88 00:07:39.680 --> 00:07:42.560 if you do that, it would mean the world to me and you'll throw some good karma out there for another 89 00:07:42.560 --> 00:07:49.120 entrepreneur. And then we went in upstairs to the meeting who everyone was on time. He's like, 90 00:07:50.160 --> 00:07:55.440 he held the meeting and the fucking tone in that room was like, oh shit, right? And it was like, 91 00:07:55.440 --> 00:08:00.720 oh my god, like this just got real, right? And so that's the point here is that like you have to 92 00:08:00.720 --> 00:08:04.240 have authority in the business. If someone is undermining your authority, they're gone, right? Now, 93 00:08:04.240 --> 00:08:07.760 if someone is not that, they are, they are our culture. So if you're in that, you're like, oh, 94 00:08:07.760 --> 00:08:11.520 they're kind of like, like just be done with it. Let me help you make the decision. It's over. 95 00:08:11.520 --> 00:08:15.200 If you consistently thinking about firing them, you're going to fire them anyway. Stop dragging 96 00:08:15.200 --> 00:08:20.400 you up. Now, if you have someone and they're, it's a performance issue. It's either because they 97 00:08:20.400 --> 00:08:24.400 don't know what you want, which honestly happens all the time because you're typically, especially 98 00:08:24.400 --> 00:08:27.680 a lot of small businesses aren't good at communicating things, our firms in general, 99 00:08:27.680 --> 00:08:31.120 tend not be good at communicating. They say one thing, they walk away, they expect someone to know it, 100 00:08:31.120 --> 00:08:35.520 right? Happens all the time. I think Layla says the biggest myth of communication, 101 00:08:35.520 --> 00:08:39.520 the biggest myth in communication is that someone thinks it occurred, right? You say something, 102 00:08:39.520 --> 00:08:43.600 you think you communicated it and they have no idea where we're talking about, right? So one, 103 00:08:44.240 --> 00:08:49.440 do they know what you want? Two, do they know how to do what you want, the way you want them to do it? 104 00:08:50.240 --> 00:08:56.800 Three, are they motivated, right? And so how do you tell them what you want them to do? 105 00:08:56.800 --> 00:09:01.600 It is telling them and it is always documenting what you want them to do in writing. 106 00:09:02.560 --> 00:09:08.480 So for us, if it's not written, it doesn't count. That's how we believe things work. 107 00:09:08.480 --> 00:09:13.920 If it's not written down, if it's not an email, if it's not a summary of a conversation that follows 108 00:09:13.920 --> 00:09:18.240 up a conversation, it didn't happen, right? And we don't even expect people to do it because we 109 00:09:18.240 --> 00:09:22.560 just know people, we know better than that, right? And so if you have a system like a sauna or 110 00:09:22.560 --> 00:09:26.000 something like that that you may not have passed in, then it would even further follow up into 111 00:09:26.000 --> 00:09:31.120 tasks that they need to be, need to be done, right? And so one, do they know what you want? 112 00:09:31.120 --> 00:09:34.720 And if they, if you communicated that to them, you say it and then you fall up in writing. 113 00:09:35.600 --> 00:09:39.920 Next, do they know how to do what you want? Do they have the skills to do what you need them to do? 114 00:09:39.920 --> 00:09:43.040 Now that could be from past experience, if you're trying to hire somebody who's a little bit higher 115 00:09:43.040 --> 00:09:48.640 level, unlikely for most people running small businesses. And so if someone's coming in, how did 116 00:09:48.640 --> 00:09:54.800 you train them, right? And typically people are under trained. They're overexpected and under 117 00:09:54.800 --> 00:10:01.600 trained. So how did you train this person? How many, like, real examples did they go through? 118 00:10:01.600 --> 00:10:05.600 Did, like, how did you teach them? If you think about it like a school class, like, did you give 119 00:10:05.600 --> 00:10:09.440 them a presentation where they're taking notes? And it's a consistent presentation. So they 120 00:10:09.440 --> 00:10:13.360 understand. And then you had them demonstrate it back to you. And then you had them do it again. 121 00:10:13.360 --> 00:10:18.880 And they had them do it again. Because if you do that, and then you walk with them with someone 122 00:10:18.880 --> 00:10:24.400 live through this experience, whether it's answering the phone, whether it's making up out calls, 123 00:10:24.400 --> 00:10:29.040 whether it's selling, whether it's coaching a class, like, they need to know what it looks like 124 00:10:29.040 --> 00:10:33.440 when it's right. Recordings are amazing for this because it takes you no time and they can absorb 125 00:10:33.440 --> 00:10:38.320 what ideal scene looks like, right? Because you can paint that for them, right? And then once they've 126 00:10:38.320 --> 00:10:42.800 seen a bunch of recordings, then you can do a ride along where they're riding with you on the hip, 127 00:10:42.800 --> 00:10:47.040 right? They're on your hip. They're walking with you, right? Doing whatever it is, whether it's 128 00:10:47.040 --> 00:10:50.960 transactions, whether it's answering phones, like I said, like, any of those things, they're riding 129 00:10:50.960 --> 00:10:55.440 with you, right? And then after that, you do a ride along, but reverse. Now it's a learner's 130 00:10:55.440 --> 00:11:00.000 permit. Like, you're driving. But now I'm in the passage. You've been like, whoa, whoa, whoa, 131 00:11:00.000 --> 00:11:05.520 don't do that. What did you do that? Right? So I can correct in real time so we can get the behaviors 132 00:11:06.080 --> 00:11:09.920 up, right? And then after that, then they have their training wheels. And now when they have their 133 00:11:09.920 --> 00:11:14.960 training wheels, that's when you still are talking them once or twice a day if they're new so that 134 00:11:14.960 --> 00:11:20.080 you can make sure that the expectation that you've set is being met. And let me be real with you. 135 00:11:20.080 --> 00:11:24.880 Most people have no fucking clue what they're supposed to be doing. They have no clue. They got hired 136 00:11:24.880 --> 00:11:29.520 for this job. The boss talked them for like 30 minutes and then they just like went back to their 137 00:11:29.520 --> 00:11:36.160 desk and were like, okay, so I think he wants me to, right? You just like think about it from 138 00:11:36.160 --> 00:11:40.320 their perspective. They saw an ad, they interviewed, they got the job, and then you spent 30 minutes 139 00:11:40.320 --> 00:11:44.320 with them and said, hey, watch some of these videos, all right? And then good to go. Let me know 140 00:11:44.320 --> 00:11:48.960 if you have any questions. They don't want to bother you. They like, they don't want to bother you. 141 00:11:48.960 --> 00:11:52.480 They're like, ah, shit, I just don't want to get fired. And then, and then they just try and like, 142 00:11:52.480 --> 00:11:56.560 stay hidden because they're like, I just, I just don't know. I just don't want them to realize 143 00:11:56.560 --> 00:12:01.200 that I'm here, right? I just don't know. I just want to get paid and just like, not fuck up. 144 00:12:01.200 --> 00:12:06.800 And by not, and by wanting to not fuck up, they just don't do anything, right? And then you're like, 145 00:12:06.800 --> 00:12:10.080 and then three weeks later, you're like, what the hell? Why aren't they doing anything? Freaking 146 00:12:10.080 --> 00:12:14.640 employees, man, they just, it's free loaders. They just, you know, just suspecting get paid and 147 00:12:14.640 --> 00:12:18.560 not work, right? When it reality, they just never awkward. I didn't know what you wanted them to do, 148 00:12:18.560 --> 00:12:22.480 didn't know how to do it. A lot of them were motivated because that's why they got the job. No, 149 00:12:22.560 --> 00:12:26.640 please, don't be wrong. There's plenty of lazy people. But like, most people would like to keep 150 00:12:26.640 --> 00:12:32.400 their job. And so, like, if you just give them a clear path to win, then they will, right? So, 151 00:12:33.120 --> 00:12:36.640 big recap on this. If you have this person in your business that you are not sure about, 152 00:12:37.360 --> 00:12:42.320 if you don't know, you know, it's just like marriage. If you don't know, you know, let them go. 153 00:12:42.320 --> 00:12:48.400 If it's something that's cultural or behavior like, or personality wise, like gone, right? 154 00:12:48.480 --> 00:12:51.840 Now, the only, so now that's probably like two-thirds of the people who are thinking about 155 00:12:51.840 --> 00:12:56.320 firing someone just fucking get them out the door, all right? Be done with it, all right? You have 156 00:12:56.320 --> 00:13:01.120 my blessing, all right? Now, for the remainder, you're like, man, they're, they're bought in. Like, 157 00:13:01.120 --> 00:13:06.640 they really are bought in. They love what we do here. Like, I think they're a fit. Okay. The role 158 00:13:06.640 --> 00:13:10.640 has probably changed several times since they've been working with you because you've evolved 159 00:13:10.640 --> 00:13:13.680 as an entrepreneur, things have changed, the businesses evolved. And so you probably haven't 160 00:13:13.840 --> 00:13:19.280 re-updated them or re-onward them. And so just going through this will just massively increase 161 00:13:19.280 --> 00:13:23.600 your ROI on that human being's time, right? They're a human, which means there's another person 162 00:13:23.600 --> 00:13:26.960 who's working in your business. So you can get a lot of productivity out of someone who has 163 00:13:26.960 --> 00:13:33.040 clearly defined goals and has the skills to do the thing, right? And so one, re-onwarding 164 00:13:33.040 --> 00:13:36.800 if you're communicating with them and having it written down. In the short term, if it's a project, 165 00:13:36.800 --> 00:13:40.000 then it's going to be an email. If it's a long term thing like a huge role change, then it's 166 00:13:40.000 --> 00:13:44.720 going to be a one-page summary of their new role descriptions, etc. All right? Once they have 167 00:13:44.720 --> 00:13:48.240 a clear understanding of their role, then you have to teach them the skills. All right? That's where 168 00:13:48.240 --> 00:13:52.400 you first give them the recordings that they've been understanding. Then you, like, you present, 169 00:13:52.400 --> 00:13:56.720 you give recordings, then they do a ride along with you, then you do a ride along with them, 170 00:13:56.720 --> 00:14:00.160 and then they get training wheels where you're touching base with them every day sometimes twice 171 00:14:00.160 --> 00:14:04.960 a day. And after that, then you can decrease your cadence with them so that it's two or three times 172 00:14:04.960 --> 00:14:09.120 a week and then eventually you can get to weekly. And then it pretty much never stays beyond weekly. 173 00:14:09.360 --> 00:14:14.880 I mean, it never goes less than weekly after that. So hopefully, tactically, if you're listening 174 00:14:14.880 --> 00:14:18.320 right now and you're not sure about what to do with an employee, you can know whether you want to 175 00:14:18.320 --> 00:14:26.400 let them go or how to get them re-onboarded and back in the fray so that they can be great. And 176 00:14:26.400 --> 00:14:32.880 never be afraid to let people go because I've never let someone go and not found someone better. 177 00:14:32.880 --> 00:14:38.960 And I will say that productivity of a team typically always increases after someone is let go. 178 00:14:38.960 --> 00:14:42.560 And you also do it out of respect for what also the team. If you have three A players and there's 179 00:14:42.560 --> 00:14:48.160 a C player, that C player drags the whole team now. It is a team, not a family. And so if you're 180 00:14:48.160 --> 00:14:52.640 like, we're a family here, you need to get that out of your lexicon because you pay someone. 181 00:14:52.640 --> 00:14:56.800 You probably don't fire your kids, but you will fire someone if they don't perform. So I just 182 00:14:56.800 --> 00:15:01.600 don't think it's worth having the fake family because you're not. There's a paycheck that separates 183 00:15:01.600 --> 00:15:06.240 you. The dynamic relationship will always be one of someone who's getting paid versus paying someone 184 00:15:06.240 --> 00:15:10.560 else. And so it's like, this is a team. You had to try out to be here and you got to consistently 185 00:15:10.560 --> 00:15:15.680 play to get game time, right? Like, that's it. And then like, if you're not in the field, then like, 186 00:15:16.720 --> 00:15:20.720 I don't know, like, that's it. There's like, that's why there are teams and people get cut from 187 00:15:20.720 --> 00:15:25.280 teams. And so if you run yours like a team, actually, you know what I'm going to a little anecdote. 188 00:15:25.520 --> 00:15:31.760 Many of us in fitness played for teams. A lot of us played for high level teams and you've known 189 00:15:31.760 --> 00:15:36.560 what a good coach is like. You know what a bad coach is like, right? You're like, man, and some of you 190 00:15:36.560 --> 00:15:40.800 had the fortunate, like, a circumstance of having a bad team and then having a new coach come in 191 00:15:40.800 --> 00:15:45.920 who is a good coach and then the team turns around. So you know the, you know the feeling of what 192 00:15:45.920 --> 00:15:50.720 it's like to have a high performance team where there's expectations where you want to make the 193 00:15:50.800 --> 00:15:56.000 coach proud. There's a vibe of high performance. That is what it should feel like in the business. 194 00:15:56.000 --> 00:16:00.400 If it does not feel that way, then it means that you lack the skills to create that environment 195 00:16:00.400 --> 00:16:05.440 within your business. And so one of the first ways to do that is to get the bad players off the team 196 00:16:05.440 --> 00:16:09.200 so that you can rebuild. So anyways, hope you guys have an amazing Thursday, 197 00:16:09.200 --> 00:16:20.560 keeping awesome, lots of love, and I'll catch you guys on Thursday. Bye!