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Welcome back to the game. Today's episode talks about a business that I actually saw lost millions of

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dollars due to one thing, which was not understanding the true constraint of their business. And so inside,

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I'll talk about a huge recruiting mistake that they made because they weren't focusing on the

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right constraint within their talent pipeline, which is something a lot of people don't talk about.

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Then I'll outline something called the Quad Marketing Calendar, which is actually a super old

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concept of mine that I don't talk about nearly enough. And I think about way more than I talk about.

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So I think you'll enjoy it. And then finally, a proper talent acquisition funnel and how it should

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work in parallel to a customer acquisition funnel from lead generation, lead nurture or interviews

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onboarding the same concept just applied to getting talent. I was sitting in my quarterly leadership

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meeting where everyone had flown into Vegas for two days to talk about the next quarter

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in our goals for the company. And I stood there and I was listening to what they were saying,

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and I wanted to light my head on fire. What transpired next was a problem solving process that I want

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to share with you because it's unlocked $10 million to $12 million in annual revenue for us that we

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had not been able to unlock for two quarters because of one simple misdiagnosed problem. And so the

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purpose of this is to hopefully get you to one, avoid making that mistake, but to be able to use

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this framework so that you can solve the right problems in your business. So inside of our quarterly

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meeting for two quarters in a row, my sales manager set the goal that they wanted to add six more

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outbound routes, two quarters in a row quarter came quarter left quarter came quarter left. This is

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the third time that I've been hearing them make this goal. And everyone was nodding their heads and

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writing them down and it seemed like everything was hunky-dory. And I stopped and I was like, guys,

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we've had this goal for for two quarters. Why do we expect it to be any different this time?

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To set the same goal, nothing's going to happen. And for context, the reason I said 10 to 12

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million is because every outbound rep generates 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 out of nowhere,

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that's where it comes from. Back to the story. I asked him, I was like, why weren't you able to do this?

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He's like, well, you know, we lost a couple reps this last quarter, even though we hired some new ones

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and we pretty much have the same amount as we we had before. And I was like, and is that what happened

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the quarter before that too? He's like, well, yeah, I was like, then how are you going to solve this

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problem? It's like, I don't know. And then it hit me. I had been driving this guy and putting my

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pressure on this guy when he was not the constraint of the system. Let me explain. In every system,

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you have potential and you have constraints. Most entrepreneurs spend all their time trying to

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add potential to their business thinking that they are solving the constraint. But we will always

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grow. Any system will grow up to its constraint and no further. And so right now your business has

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a constraint. You have to identify it. And what makes macro speed happen is not is not the

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frenziness and the frenetic energy. It's knowing which problems to solve in what order. And the

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example I'm going to give you is showing you exactly why that didn't happen for one of my companies

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for this specific channel we were marketing on, which is outbound. Had we identified this problem

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two quarters ago, we would have added 10 million to our 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. So maybe add two million or two and a

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half million to top on when we should have added 10 or 12 because of this one problem. And from

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the outside, people are going to say, oh, well, it's because of x, y and z. But they didn't diagnose

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the problem. Do you know what it was? I'll tell you. So I then turned to my HR director and I said,

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how many? How many people are you sending the sales manager per week? She was like, well, I sent

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them about one qualifier at a week. And I was like, okay, how many interviews does it take you to

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send one qualifier? She said, it takes five. I was like, okay, manager, how many of these final

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interviews does it take for you to get one person hired? And he was like four. And I was like, so it

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takes us 20 people that we got to get through to get one new apagra. He was like, yeah, it's like,

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okay, now given the churn that we had in the last quarter and two quarters because just FYI for

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everybody, frontline positions in general tend to turn more than manager and leadership positions,

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just his name of the game. And I was like, okay, so what is our churn in that position? It's like,

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it's about 20% a quarter. I was like, okay, understood. Now, simple matter here, if we have 10 people

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who are working up on, that's not the number. But let's just say it's 10. And we lose 20% that it

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means we're losing two people a quarter. If right now the process that you have gets us one new

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apagra per month and we're 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. So what do we need to do? We need to fix

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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 old business and wants

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to get to a much bigger business, going to $50 million plus, we would love to talk to you.

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And if you like that, we would like to hear more about it. Go to acquisition.com and you can

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plan anywhere on the page and talk to one of our team 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, I said, why are we doing these 101? She's

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like, well, I thought we had to do that. Miscommunication, right? It's all it was. It's a miscommunication.

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So we don't need that for this position. What she now did, the solution to this problem,

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was that she's setting up, 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. And now he can do five

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group interviews for one hour per week. And now he can pick one or two of those people and get

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them onboarded quickly. And he can start hiring. 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 revenue that I

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should have been able to make because we were solving the wrong problem. All of the focus was on

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the sales manager and who he was bringing in and how he was training them rather than, because that

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wasn't the constraint of the system, 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 probably share in

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another, but it's something called the quad marketing calendar. Most people have no marketing

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calendar. Smart people have one or two marketing calendars. So the first marketing calendar,

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and you can draw this, you know what? I'll do it for you right now. All right. So the quad marketing

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calendar looks like this. Here you've got internal and you've got external. So here you have

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employees and you've got prospects internally, which is this way. You should be marketing

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tier employees so that you tell them about the vision and about the mission, about why you do what

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you do. 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 to continue to market

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them to get them to buy again and again, right? 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. So we're

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marketing externally. Most people understand this one. This is the one that most people do. Most

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people don't do this one. Most people definitely don't do this one. And I'll tell you the one

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that people miss the most. This one is that they don't have an acquisition process for getting

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new talent. 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. You should be generating leads.

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You should be working those leads. You should be setting interviews, which are sales. You make

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job offers just like you make normal offers. And then the onboarding experience that you have for

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customer is the onboarding experience that you have in parallel with an employee. And then just like

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you continue to ascend and resell your customers, you ascend and continue to manage your employees.

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These are parallel processes that happen in every business. 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. The

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the handsomest and most sickly now, Rona Ritten, YouTuber out there. And this is called the

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Quad Martin calendar. And it was because we were missing this framework, my HR director did not

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understand this framework that we lost out on 10 to 12 million dollars revenue. And I don't want

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you to do that. All right. And so the reason I made this is so that you can recognize which of these

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

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

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Real quick guys, I have a special special gift for you for being loyal listeners of the podcast.

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breaking scaling into 10 stages and across all eight functions of the business. So you've got

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you've got recruiting, you've got HR, you've got finance. And we show the problems that emerged

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it will tell you exactly where you're at and what you need to do to grow. It's about 14 hours

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of stuff, but it's narrowed down so that you only have to watch the part that's relevant to you,

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which will probably be about 90 minutes. And so if that's at all interesting, you can go to

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acquisition.com forward slash roadmap, R-O-A-D-Map, roadmap.