The Frontline Filter: Your Job Posting Dictates the Talent You Get

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If you have ever written, must be able to thrive in a fast paced, high pressure environment.
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You're a jerk and we think we know why you're having a problem hiring people.
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Maybe just a tiny bit.
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Your job description sucks.
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So we're going to talk about this week.
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Stay tuned.
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She's the CEO.
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He's the marketing and operations guy.
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If it's broken, you need the business fix.
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Rockstar Ninja wears many hats.
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I have another list here.
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Uh, competitive salary with zero numbers next to it.
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Um, family like atmosphere.
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Oh, no. It's my worst, right?
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Oh, right.
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And you came through a family business?
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I did.
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Like, this is exactly why you don't want to do this.
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Exactly.
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You don't know what that means.
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Like other duties as assigned.
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Now I have to do that in HR.
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I have to do that.
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But that shouldn't be the like, you shouldn't have four things.
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And then that that shouldn't be in the apply for section.
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No, no, there's, there's a lot of things in here that, that my favorite is all the ones without salary numbers where I'm like, not even a range here.
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I don't understand why nobody wants to apply for this job.
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Or we get so many people that expect to make three times what it is, right?
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Because you put nothing there.
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Yeah.
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So yeah, like if I'm applying for something shooting high, baby.
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Yeah.
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I am at the top of range like.
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Oh, okay.
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Of course you are.
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I'm sure I am at the top of your range.
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Like I am at the top of my bosses range.
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My boss's boss's range.
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Yes.
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That's the number.
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Would you like to make one million dollars?
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Yeah.
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No.
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Correct.
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You asked me what I'd like to make.
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I'm just being honest.
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Yeah.
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This is a topic that.
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And I mean, there's so many good things.
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Like we talked about like structured interviews.
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And we mentioned this in a previous episode, like, but the job posting is the thing out front and like, it's the thing that everyone screws up.
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We're going to help fix that.
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Yeah, we all do it.
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I surf them occasionally just to see what's there.
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Yeah.
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Um, and I'm looking all over the place like other industries jobs that I have zero, like dog groomer, whatever, just to see how it's done and what's there because it's such a key part of this.
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Now, this, this is the thing that I think is going to be fun.
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We have the battle of HR versus marketing.
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Ding ding ding ding ding.
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I mean, yeah, this is where this episode I think is gonna be.
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Yeah.
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Because job job descriptions and postings are a lot of marketing, a lot of marketing.
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Yeah, they have, but they also, they also have to be HR.
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Well, they do because you can't be like, hey, kids, come here in the white van with some candy and have fun.
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Yeah, here's your bait and switch now.
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Can't do that.
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I wonder why people don't stick.
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It's expensive when we have to keep replacing them when they run out the door after two days.
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Correct?
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Correct.
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So let's as as per our normal.
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Let's have you focus on the HR side because that would be a bad idea for me is because like mine would be filled with profanity and all the other stuff in the job description.
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So we'll have you do that.
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Sure.
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Once again, there's a, there's a, there's a give and take between HR and marketing on these.
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Yes, like HR should write it, marketing should review it and touch it up, but then HR should review it yet again one more time just to be safe, just to be, just to make sure that someone like myself did not know.
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We can't say that.
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Mhm.
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And I realize for a lot of our listeners, they are they could be in middle management someplace.
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Yeah.
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This still has an effect because this is something that you can still change.
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Mhm.
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And the question that I have is, why are so many people so lazy when it comes to writing job descriptions?
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Why, like, why do they like go into AI, get the most generic template that they can find from Google and post it and hope for the best and then say, hey, no one wants to work anymore.
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Yeah.
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And I have to ask this question, and I know you can read this question and you like, this is going to hurt.
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Mhm.
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Why does HR have to suck all of the personality out of it?
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They don't.
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They just sometimes do.
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They just you're just I think what you're saying is I watched them.
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I've watched them do that before.
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And it's like they're the joy suckers.
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Why does it have to sound legal and lifeless?
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Yeah.
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Well, because we we treat it like paperwork, but I here's where I'd like you to shift.
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If you're, if you are a middle manager or you're a business owner, you need to look at your job postings or job descriptions.
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Are there an underestimated leadership tool in business?
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Oh my gosh, yes, they really are.
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Because the job posting or the job description, depending on what you're looking at, is really the first leadership promise you make to a potential employee.
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Right.
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And if that promise is vague or worse, if it's exaggerated, we should not be shocked when the person who shows up is confused, misaligned, or gone in ninety days.
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Okay.
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Because we did it wrong.
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So if I had a nickel for every time I've had that.
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Yeah.
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So I mean, for me, strong job posting has to do three things.
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It has to tell the reality.
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It has to define the results and it has to show the roadmap.
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So we're working with ours today.
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So pirate, pirate, pirate, which you know, sometimes you feel like that when you're doing a job posting or like all the things.
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So. So reality means tell the truth about the seat.
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Okay.
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Do not lie.
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Do not exaggerate.
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Results means define what success actually looks like for the job.
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And then roadmap means help the candidates see how this role fits into the company's future and their own future.
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Because if you can't explain the role clearly before someone applies, you probably don't understand the role well enough to manage it after they're hired.
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Ouch.
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Yeah, but it's true.
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It's true.
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It's an ouch, but it's a wow.
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Maybe I should think about this and what I the I love how you're approaching this because those three R's are something even like I surfed this morning.
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Some job listings just to prepare for today.
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Yeah.
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And in that, like, each one of them was missing this.
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Yeah.
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So let me go back to answering the question because I would like to formally defend HR for a moment.
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Here we go.
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As the CEO of an HR company, I'd like to formally defend them.
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Okay.
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We do not wake up in the morning thinking, how can I make this job posting sound like it was written by a beige filing cabinet?
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We don't.
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We do not do that.
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But you don't have to try.
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It just comes naturally.
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Stop it! That's not true.
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Don't be a jerk.
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I'll be quiet.
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No, it's not wrong.
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I mean, I hear I do think that job descriptions get boring because leaders often don't know what they actually want.
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Yes.
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So they hand it to HR and they say, you know, can you make this compliant?
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And HR says, sure.
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And they're doing it because HR is trying to keep everyone out of court.
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All right.
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So oftentimes when you're like, it feels like there's a lot of legalese in our job descriptions.
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There's probably a reason for that.
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There might be some past trauma.
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I mean, but here's so HR generally trying to keep people out of court at the same time, there's, there's laziness that sometimes comes from an organization like, you know, just grab something from Google because it's safe, but ChatGPT do it.
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I mean, and then fear says, you know, put every possible duty in the job description.
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So they like, we know we're covered.
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I mean, there's a reason why we say other duties as assigned because often people are like, well, it's not my job description.
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You're like, well, yes it is, because I saw one earlier today that I know was written by HR.
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It was like twenty five lines and it was for a twenty five thousand dollars a year job.
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There was twenty five lines of tasks.
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And I'm like, well, yeah, No.
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No one wants this.
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There's also confusion and confusion when HR posts.
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It's like, you know, we don't really know what this person's going to own.
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So we're just going to list everything, which is your.
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And that's how you end up with a blanket statement.
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I don't know that you've talked about it, but I know it's in our note.
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Like we talk about the Franken job.
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Like it's just, you know, we need a rock star ninja who can manage sales, marketing, operations, customer service, payroll, like graphic design, emotional support, maybe unload a truck if needed.
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And that's not a job posting.
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That's a cry for help, right?
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So this is where our matters the first ah, reality.
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I wouldn't apply for that.
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I wouldn't apply for that either.
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That sounds like an awful job.
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It sounds like you're working for some awful humans.
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Um, so R is reality.
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We tell the truth.
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If the job is repetitive, say it.
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It's okay.
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It's my dream.
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If the job requires detail, say it.
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If the job involves a lot of client hand-holding, please say it.
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And if the company's growing and the systems are still being built, you can say that too.
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Don't say I need you to be nimble in a fast paced environment.
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Say, you know, we're a startup.
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If you're a startup.
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Admit you're a startup.
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It's okay.
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Trust me, there are a million people that want to work for startups.
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There are also a million people who don't.
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So be honest about it.
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The right person is never going to be scared off by reality.
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The right person is going to be attracted by honesty and the wrong person.
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Great.
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They may self-select out and that's a gift.
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That is not a failed posting.
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That's the filter working.
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So then the second are can I.
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Yeah.
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Go ahead.
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What I want to talk about with that, to me, this is marketing one hundred percent.
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Yes.
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Because everyone feels like they need the vanity metrics.
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Like two thousand people saw the job.
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I don't care if two million people saw the job.
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I want the one right person to see the job.
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I want the one person.
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You don't need two million people to see it.
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You need one good person.
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If you have two hundred people apply for a position and only twenty are qualified.
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I don't know that you've written there posting the right way, just maybe.
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Okay, so it's not the market.
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No. So that's reality.
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Shall we go to results?
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Let's.
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Let's get results.
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Let's get let's get some results.
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All right.
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A job posting should not just say you'll assist with administrative tasks.
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All right.
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That means nothing.
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What does success look like?
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Define it.
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What should be done by Friday?
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What does a strong week look like?
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What does this role protect, produce or improve like give some context.
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Give what are the results of this position?
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And then the third is roadmap.
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And people want to know where this role can go.
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Now they don't need to know that.
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Like if they do everything right, that maybe someday they'll be CEO.
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That's not what they just need to know.
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Like, not everyone wants a promotion into management and not every role has to become something wildly different.
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But people do want to understand the purpose.
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They want to know why does it matter?
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And how does this role connect commission to the mission and how can I grow here?
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Is it possible to grow here or is this the job?
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It's always going to be the job.
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There are some people that that's fine with them.
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Yeah, be honest with it.
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Again, your target market.
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So no Josh, HR does not have to suck the personality out of every job posting, but leaders do have to give HR something real to work with.
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And sometimes when they don't give HR something real to work with, that's when they get the beige filing cabinet, job description, or job posting.
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I, I've seen it happen.
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Yeah.
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Because one hundred percent.
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And if your job posting sounds like everyone else's.
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Don't be surprised when you attract people who don't understand what makes you different.
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It's once again, we've done the same thing, the same time, the same way, and we expect different results.
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Yes, we've talked about like early stage anxiety for some people, like and the ambiguous role, the, hey, I need the, I need a Swiss Army knife.
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Yeah.
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Like, how does a vague job description and job posting especially set up a new hire to fail?
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And like we've talked about psychological safety a lot and making sure that workers feel valued and good.
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How do like, how does that vague description set them up for failure from day one?
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Well, it creates anxiety before they even start because the candidates going to apply for the job and they think you described it the way that it is.
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And then they show up and they realize the actual role is completely different.
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Whoa whoa whoa.
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Yeah.
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Yeah, exactly.
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No no no no. So now from day one, when they walk in, they are trying to figure out what is real.
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And so this is really where, you know, let's go back to reality results and roadmap.
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Okay?
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So reality protects trust.
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If you tell me that this is a structured administrative role, and then I walk in and it's actually a high pressure sales support role, trust is broken immediately.
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Yeah.
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Chances are I've walked out the door.
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I'm not doing administrative tasks.
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I'm doing sales.
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Bye bye.
00:13:17.240 --> 00:13:17.972
Thank you.
00:13:19.105 --> 00:13:21.340
So I won't be back after lunch?
00:13:21.340 --> 00:13:23.373
No. And then results.
00:13:23.373 --> 00:13:24.906
So results protect confidence.
00:13:24.906 --> 00:13:30.972
So again, if I don't know what success looks like and I spend all day guessing, I'm asking myself, am I doing enough?
00:13:30.972 --> 00:13:32.105
AM I doing the right things?
00:13:32.105 --> 00:13:34.005
AM I missing something that everyone else knows?
00:13:34.005 --> 00:13:40.572
That kind of uncertainty exhausts people, and they may stay for a couple of days, but they're not going to be here long term.
00:13:40.572 --> 00:13:44.240
They have already posted their resume back into the portal.
00:13:44.240 --> 00:13:44.505
Right.
00:13:44.505 --> 00:13:45.340
Congratulations.
00:13:45.340 --> 00:13:46.773
They never pulled off ZipRecruiter.
00:13:46.773 --> 00:13:48.105
They are still there, right?
00:13:48.105 --> 00:13:51.873
They didn't pull down the open to work off of the LinkedIn thing.
00:13:51.873 --> 00:13:54.806
No. And then roadmap protects commitment.
00:13:54.806 --> 00:14:01.940
So if I can't see how my work matters, I don't attach to the mission and I become task focused instead of purpose connected.
00:14:01.940 --> 00:14:08.005
And I think this is where leaders, we create the turnover that we complain about and we accidentally create it.
00:14:08.005 --> 00:14:09.072
We don't do it intentionally.
00:14:09.072 --> 00:14:18.240
So we just, we say that, you know, people don't want to work anymore, but really they just don't want to be dropped into chaos and then blamed for not magically understanding it.
00:14:18.240 --> 00:14:31.240
So a clear job postings, not just a recruiting tool, it's the first step of onboarding and it sets expectations before that person ever sits down at a desk or ever walks into your door as an employee.
00:14:31.240 --> 00:14:38.940
And if we over sell or worse under define or even worse, hide the messy parts of what a job is.
00:14:38.940 --> 00:14:40.306
We're not being strategic.
00:14:40.306 --> 00:14:45.440
We're creating a trust problem because people can handle hard jobs.
00:14:45.440 --> 00:14:48.306
They have a much harder time handling surprise jobs.
00:14:48.306 --> 00:14:49.105
Yep.
00:14:49.105 --> 00:14:50.906
People don't leave because a job is hard.
00:14:50.906 --> 00:14:55.306
They leave because the job is not the job you promised.
00:14:55.306 --> 00:14:57.373
Can I say that again, please?
00:14:57.373 --> 00:15:02.972
People leave because the job is not the job you promised.
00:15:02.972 --> 00:15:03.673
It's.
00:15:03.673 --> 00:15:06.340
This comes back to one hundred percent.
00:15:06.340 --> 00:15:08.740
You know what's saying I'm going to use.
00:15:08.740 --> 00:15:09.572
Yes.
00:15:09.572 --> 00:15:12.572
If I'm walking into a shitstorm, I want to know which way the wind is blowing.
00:15:12.572 --> 00:15:12.906
Yes.
00:15:12.906 --> 00:15:22.572
If they walk in to to your office and they have their umbrella pointed to the west, and you started shit storming from the east.
00:15:22.572 --> 00:15:23.273
They're gone.
00:15:23.273 --> 00:15:24.139
They're gone.
00:15:24.139 --> 00:15:25.673
No one wants to be covered in poop.
00:15:25.673 --> 00:15:28.072
No, no. And you may be.
00:15:28.072 --> 00:15:28.873
Well, I think they.
00:15:28.873 --> 00:15:31.139
I mean, like, our average turnover time is eighteen months.
00:15:31.139 --> 00:15:33.940
You know, that's that's telling you something, right?
00:15:33.940 --> 00:15:34.639
Right.
00:15:34.639 --> 00:15:38.105
I mean, we talked about anomaly versus pattern a couple episodes ago.
00:15:38.105 --> 00:15:39.740
Like that's what is the pattern.
00:15:39.740 --> 00:15:40.572
One hundred percent.
00:15:40.572 --> 00:15:41.505
Yeah.
00:15:41.505 --> 00:15:53.639
From a compliance and the visionary standpoint, like how does a clear job description serve as that baseline for the coach correct or cut framework that we've talked about?
00:15:53.639 --> 00:15:59.206
Yeah, I think it's where, you know, this is where we can be really practical in how we have our job description.
00:15:59.206 --> 00:16:02.373
So HR practical, I know it's amazing.
00:16:03.972 --> 00:16:05.639
We're just yeah, that's what we are.
00:16:05.639 --> 00:16:14.105
Um, if we never clearly define the role or the standards or the outcomes, it becomes really difficult later to say you're not meeting expectations.
00:16:14.105 --> 00:16:14.505
Yeah.
00:16:14.505 --> 00:16:16.972
So because the employee can fairly ask, well, what expectations?
00:16:16.972 --> 00:16:18.206
Because you never gave them to me.
00:16:18.206 --> 00:16:18.740
Right?
00:16:18.740 --> 00:16:25.605
So I think organizations can feel frustrated because the employee is not doing the thing the leader had in their head.
00:16:25.605 --> 00:16:33.972
But if the thing was never in the job description, it was never in the onboarding, never in the training we talked about last episode, never clearly communicated.
00:16:33.972 --> 00:16:35.373
That's not a performance issue.
00:16:35.373 --> 00:16:36.740
That's a leadership clarity issue.
00:16:36.740 --> 00:16:42.940
So when we talk about coach correct or cut, the job description helps us know where we are, right?
00:16:42.940 --> 00:16:45.105
If someone lacks skill or understanding, we coach.
00:16:45.105 --> 00:16:48.605
If someone knows the expectation is not meeting consistently, we correct.
00:16:48.605 --> 00:16:52.273
If someone's been coached, correct and support, it's still not willing to align.
00:16:52.273 --> 00:16:53.505
Then we may have to cut.
00:16:53.505 --> 00:16:56.273
But the whole process depends on having that clear baseline.
00:16:56.273 --> 00:17:00.206
So let's go back to what the baseline should be with the three Rs, right?
00:17:00.206 --> 00:17:07.039
Because the baseline should include the reality of the role, the results expected, and the roadmap for how the seat contributes to the business.
00:17:07.039 --> 00:17:15.940
And then from a compliance standpoint, that protects the company because the decisions are tied to documented expectations, they're not tied to mood or favoritism.
00:17:15.940 --> 00:18:17.725
They're actually tied to like what they should be, what the standards are of expectations.
00:18:17.725 --> 00:18:19.960
There's something written down, not vague frustration.
00:18:19.960 --> 00:18:21.593
It's actual documentation.
00:18:21.593 --> 00:18:27.026
So from that leadership standpoint, it protects the employee because they know where they stand.
00:18:27.026 --> 00:18:35.160
And from a CEO standpoint, it protects the culture because everyone sees that standards are clear, consistent and fair.
00:18:35.160 --> 00:18:37.460
And that's what I always want leaders to understand.
00:18:37.460 --> 00:18:38.960
Documentation isn't cold.
00:18:38.960 --> 00:18:40.625
Documentation is clarity.
00:18:40.625 --> 00:18:43.826
We talk about the three C's of leadership, clarity, consistency, and care.
00:18:43.826 --> 00:18:46.692
It's really how we keep our conversations from becoming personal.
00:18:46.692 --> 00:18:54.226
So a clear job description makes our sweaty, ten minute conversations feel less sweaty because we're not inventing expectations in the moment.
00:18:54.226 --> 00:18:57.026
We're already pointing back to what was already defined.
00:18:57.026 --> 00:19:02.460
And if it was never defined, it can never be fairly enforced.
00:19:02.460 --> 00:19:14.492
It's essentially I've seen this so many times where you not seen, but figuratively put a blindfold on someone, spun him around, spun him around, hand him a ball.
00:19:14.492 --> 00:19:15.293
Yep.
00:19:15.293 --> 00:19:16.460
They don't know what it is.
00:19:16.460 --> 00:19:17.826
And you tell them to score.
00:19:17.826 --> 00:19:19.093
Yes, said a soccer ball.
00:19:19.093 --> 00:19:19.759
Is that a basketball?
00:19:19.759 --> 00:19:21.425
I'm still blindfolded, right?
00:19:21.425 --> 00:19:25.360
Is it a volleyball Home run! Touchdown! What am I?
00:19:25.360 --> 00:19:26.293
What am I going for here?
00:19:26.293 --> 00:19:27.360
Yay! Sports.
00:19:27.360 --> 00:19:27.860
Right?
00:19:27.860 --> 00:19:28.360
Right.
00:19:28.360 --> 00:19:30.559
I've seen it so many times.
00:19:30.559 --> 00:19:31.992
Uh, yeah, it's.
00:19:31.992 --> 00:19:34.160
It just happens that way for sure.
00:19:34.160 --> 00:19:34.893
I get it.
00:19:34.893 --> 00:19:41.960
So how do we turn a boring HR document into a tool that actually attracts the right tier of players and acts as a good filter for the business?
00:19:41.960 --> 00:19:42.726
Pizza.
00:19:44.960 --> 00:19:46.026
That is bullshit.
00:19:47.759 --> 00:19:48.759
Answer the question.
00:19:48.759 --> 00:19:49.726
Yes.
00:19:49.726 --> 00:19:50.692
No to me.
00:19:50.692 --> 00:19:53.593
First off, job postings are ads.
00:19:53.593 --> 00:19:55.726
This is an advertisement, people.
00:19:55.726 --> 00:19:56.093
It is.
00:19:56.093 --> 00:19:59.759
If your marketing department hasn't put their eyes on it.
00:19:59.759 --> 00:20:08.125
And the other thing that I'm going to say is, just because you think you have a flair for it, you're not marketing know.
00:20:08.125 --> 00:20:13.526
I know so many people that they they're like, I'm creative and I know what people want.
00:20:13.526 --> 00:20:16.793
No, I'm getting ready to send a job posting to marketing to rewrite.
00:20:16.793 --> 00:20:17.226
Correct.
00:20:17.226 --> 00:20:19.026
Because we needed to work.
00:20:19.026 --> 00:20:20.726
It's it's an ad.
00:20:20.726 --> 00:20:22.393
It shouldn't read like a legal brief.
00:20:22.393 --> 00:20:24.660
Now it does have to read.
00:20:24.660 --> 00:20:27.226
It does have to have a legal briefing in it.
00:20:27.226 --> 00:20:27.526
Yes.
00:20:27.526 --> 00:20:34.026
Your job description, your offer letter, those can read a little bit more like a legal brief, but your job posting, you want people to freaking apply, right?
00:20:34.026 --> 00:20:35.759
You want people to like this?
00:20:35.759 --> 00:20:36.026
Yes.
00:20:36.026 --> 00:20:37.360
Now we don't want everyone to like this.
00:20:37.360 --> 00:20:40.425
We want the people that we want actually want to like this.
00:20:40.425 --> 00:20:47.326
And this is why you get marketing involved because otherwise I have seen so many times where HR fluffs it for HR.
00:20:47.326 --> 00:20:47.992
Mhm.
00:20:47.992 --> 00:20:52.460
And I'm like, you're looking for an active on the road salesperson here.
00:20:52.460 --> 00:20:52.992
Yeah.
00:20:52.992 --> 00:21:03.026
Every salesperson is going to read this and be like, um, you, if a posting is not getting any traction and it's been posted for more than a week, you've written it wrong.
00:21:03.026 --> 00:21:03.960
Correct.
00:21:03.960 --> 00:21:06.192
And I know that hurts because there are times where we get them.
00:21:06.192 --> 00:21:08.393
We're like, oh, why isn't anybody but oh, we did it wrong.
00:21:08.393 --> 00:21:08.992
Yeah.
00:21:08.992 --> 00:21:10.326
And it's okay.
00:21:10.326 --> 00:21:13.425
It's the how you do it correctly.
00:21:13.425 --> 00:21:13.726
Yes.
00:21:13.726 --> 00:21:15.992
Is the wifm.
00:21:15.992 --> 00:21:17.160
Oh, I like wifm.
00:21:17.160 --> 00:21:18.326
What's in it for me?
00:21:18.326 --> 00:21:18.826
Damn it.
00:21:18.826 --> 00:21:22.160
Yes, I added the D at the end there.
00:21:22.160 --> 00:21:26.625
To me, you have to show them like what they get.
00:21:26.625 --> 00:21:29.226
Part of that is money.
00:21:30.460 --> 00:21:31.826
Yes.
00:21:31.826 --> 00:21:32.793
Yes.
00:21:32.793 --> 00:21:42.425
You have to show them like don't promise them personal velocity or future autonomy because they don't care.
00:21:42.425 --> 00:21:43.526
Posting a job.
00:21:43.526 --> 00:21:45.192
Can we talk about it with leadership training?
00:21:45.192 --> 00:21:49.692
Posting a job without the salary or the hourly rate is irresponsible.
00:21:49.692 --> 00:21:50.893
And it is stupid.
00:21:50.893 --> 00:21:52.293
It's just to me it's stupid.
00:21:52.293 --> 00:21:53.960
Why you're flushing money down the toilet.
00:21:53.960 --> 00:21:56.192
If you're paying for that ad or paying for that spot.
00:21:56.192 --> 00:21:56.593
Yeah.
00:21:56.593 --> 00:21:59.692
Because like, like you're going to get people at the high end.
00:21:59.692 --> 00:22:02.593
You're going to be people at the low end that are just way out of the league.
00:22:02.593 --> 00:22:02.692
Yeah.
00:22:02.692 --> 00:22:05.226
We have an amazing, overly qualified candidate.
00:22:05.226 --> 00:22:10.425
Why do they want one hundred and twenty thousand dollars for the sixty five thousand dollars position because you didn't post how much it was.
00:22:10.425 --> 00:22:12.059
Right, right.
00:22:12.059 --> 00:22:13.360
I see it all the time.
00:22:13.360 --> 00:22:16.660
The other thing is too is have the other things in there.
00:22:16.660 --> 00:22:22.160
I always love it when I see we have a great culture like everyone thinks they have a great culture.
00:22:22.160 --> 00:22:24.860
At least everyone in HR thinks they have a great culture.
00:22:24.860 --> 00:22:31.893
At least everyone in HR was told by the CEO that they have a great and they have to post it in their job posting, and they have to post it in their job posting.
00:22:31.893 --> 00:22:40.226
To me, unless you can give great examples of things that are there you like, those are the things that you can show people that you have.
00:22:40.226 --> 00:22:40.425
Now.
00:22:40.425 --> 00:22:44.093
Once again, you cannot change your culture today.
00:22:44.093 --> 00:22:50.960
To make your job posting tomorrow, you have to start working on your culture last week in order to make the job posting in six months.
00:22:50.960 --> 00:22:53.425
That's how you're going to help people with this.
00:22:53.425 --> 00:22:54.460
I'm stealing your line.
00:22:54.460 --> 00:22:57.125
Clarity is kind sell.
00:22:57.125 --> 00:22:58.326
Don't oversell.
00:22:58.326 --> 00:23:07.160
Yeah, you have to market the opportunity, but don't lie about the day to day reality of a seat just to get the body in the door.
00:23:07.160 --> 00:23:11.826
Did you just use the first r I, I did, I did, thank you.
00:23:11.826 --> 00:23:15.492
Hey, I want to be coachable once again.
00:23:15.492 --> 00:23:19.726
To me, like if it's a highly repetitive role, someone wants that role.
00:23:19.726 --> 00:23:20.293
They do.
00:23:20.293 --> 00:23:27.393
There are people that want to come in and do the auto pilot, and they want to get really good at something so they can just do the thing.
00:23:27.393 --> 00:23:28.960
That's great.
00:23:28.960 --> 00:23:29.925
This is the thing.
00:23:29.925 --> 00:23:31.860
Not everyone is like you.
00:23:31.860 --> 00:23:34.559
You don't want to hire them if they are correct.
00:23:34.559 --> 00:23:37.326
Oh gosh, I do not want to hire another me.
00:23:37.326 --> 00:23:38.526
That would be bloody.
00:23:38.526 --> 00:23:39.559
Exactly.
00:23:39.559 --> 00:23:41.692
Trust me, I'm in the same.
00:23:41.692 --> 00:23:43.593
Someone walks in and they're like, I think we're wired the same.
00:23:43.593 --> 00:23:44.860
I'm like, oh, this is gonna be bad.
00:23:44.860 --> 00:23:45.660
Right, right.
00:23:45.660 --> 00:23:48.559
I mean, I have a lot of the same wiring as some people.
00:23:48.559 --> 00:23:51.726
Unfortunately, most of the insulation is not the wiring anymore.
00:23:51.726 --> 00:23:53.759
That's, that's the part of the problem.
00:23:53.759 --> 00:24:05.125
But with that, to me, it's you never want to lie about it, but you do make sure that you are highlighting the good pieces of it and highlighting the things that someone will want.
00:24:05.125 --> 00:24:05.559
Yeah.
00:24:05.559 --> 00:24:09.192
No one wants a high pressure, fast paced environment.
00:24:10.360 --> 00:24:15.360
If they do, they're lying because yeah, I mean, unless they're in like their day trading.
00:24:15.360 --> 00:24:18.160
I mean, I guess there's, there's like specific things, but not to me.
00:24:18.160 --> 00:24:22.860
And the thing is, is those people don't need that environment.
00:24:22.860 --> 00:24:24.660
Those people will just work that way.
00:24:24.660 --> 00:24:25.559
Yeah.
00:24:25.559 --> 00:24:30.726
If someone needs a repetitive thing, they need the repetitive thing.
00:24:30.726 --> 00:24:36.625
If someone needs like there's certain needs and figuring those out, that's what you have to talk about.
00:24:36.625 --> 00:24:39.925
What does the job actually do?
00:24:39.925 --> 00:24:43.992
What personality is it for?
00:24:43.992 --> 00:24:53.593
And here's why you have to have marketing in, because marketing typically has a number of personalities besides a beige filing cabinet.
00:24:53.593 --> 00:24:55.192
Yeah.
00:24:55.192 --> 00:24:57.226
There's the difference we got to talk about.
00:24:57.226 --> 00:24:59.526
If it's highly repetitive, it's detail heavy.
00:24:59.526 --> 00:25:02.960
If it's high routine, describe it exactly as that.
00:25:02.960 --> 00:25:04.460
Um, the, the.
00:25:06.393 --> 00:25:12.125
Don't dress up a basic administrative thing as or a compliance thing.
00:25:12.125 --> 00:25:17.625
I always like those as dynamic, fast paced, strategic sandbox.
00:25:19.093 --> 00:25:20.625
I've seen it.
00:25:20.625 --> 00:25:22.026
I've seen it.
00:25:22.026 --> 00:25:24.860
If you oversell that role, you have.
00:25:24.860 --> 00:25:27.526
You have set yourself up and that person up for failure.
00:25:27.526 --> 00:25:28.960
And I say, both of you.
00:25:28.960 --> 00:25:29.326
Yeah.
00:25:29.326 --> 00:25:31.726
Because the problem is, is that person leaves.
00:25:31.726 --> 00:25:41.026
And when I have always taken it upon if if someone leaves or if I have to fire someone, I have failed as the leader.
00:25:41.026 --> 00:25:42.625
And turnover's really expensive.
00:25:42.625 --> 00:25:53.559
I think sometimes we think like, oh, well, you know, they only were here for ten days, but we figured it out and it's like, no, even to hire somebody for that long, it's hugely expensive from a time cost perspective.
00:25:53.559 --> 00:25:55.893
They forget about opportunity cost in time.
00:25:55.893 --> 00:25:59.925
There's a lot of times where I feel like I work for free, but I don't at least I don't want to.
00:25:59.925 --> 00:26:02.026
And when you do stuff like that, it's huge.
00:26:02.026 --> 00:26:09.660
It to me, it's, it's just one of those things that like, you have to set those expectations right for you.
00:26:09.660 --> 00:26:15.559
And this is the other reason too, is when you talk in these big fluffy, general terms.
00:26:15.559 --> 00:26:21.192
You get the wrong person in the wrong job, and that's just where it's going to go.
00:26:21.192 --> 00:26:29.793
The other thing that I want to talk about is we talked before about A, B and C players, and I am really going to go back into this architects, builders and contributors.
00:26:29.793 --> 00:26:30.293
Correct.
00:26:30.293 --> 00:26:31.360
Nice.
00:26:31.360 --> 00:26:35.793
Don't like once again, if you're you don't want to hire all eight players.
00:26:35.793 --> 00:26:40.360
We've talked about this a does not necessarily mean they're a home run hitter all the time.
00:26:40.360 --> 00:26:56.393
No, it a is the architect that like if you want someone that's going to be autonomous and build stuff in your company, high end, like high complexity, high ambiguity, then market it to a players.
00:26:56.393 --> 00:27:00.393
Don't be like, we have a warm, steady, safe environment.
00:27:00.393 --> 00:27:01.960
No, that's not what they want.
00:27:01.960 --> 00:27:03.660
No, they want thrills.
00:27:03.660 --> 00:27:04.192
Yes.
00:27:04.192 --> 00:27:07.893
They're going like they're going to work and then they're going to go skydiving on the weekend.
00:27:09.925 --> 00:27:12.026
Make sure the job is for that.
00:27:12.026 --> 00:27:13.393
Same thing for the B players.
00:27:13.393 --> 00:27:15.559
The builders, they're the engine room.
00:27:15.559 --> 00:27:18.360
They're the stabilizing backbone of the business.
00:27:18.360 --> 00:27:21.326
Make sure you write it and market it to them.
00:27:21.326 --> 00:27:29.160
They're going to take what the A level people wrote, and they're going to turn it into real predictable, repeatable operational results.
00:27:29.160 --> 00:27:35.125
Focus the copy on execution, project management and daily operational leadership.
00:27:35.125 --> 00:27:39.393
These are the people that are going to adapt to fix things.
00:27:39.393 --> 00:27:41.160
They aren't the creative builders.
00:27:41.160 --> 00:27:42.059
They're the fixers.
00:27:42.059 --> 00:27:44.393
Yes, they're I always like to make the example of.
00:27:44.393 --> 00:27:50.059
They're the ones that are walking behind the, the a players picking up the mess and putting the pieces.
00:27:50.059 --> 00:27:58.925
The A players are kind of the artists that are getting paint everywhere, and the C player or the B players are the ones that are kind of cleaning that up and making sure it fixes and looks right.
00:27:58.925 --> 00:28:01.460
And they have the adaptability to do that.
00:28:01.460 --> 00:28:03.526
Make sure you market to those people.
00:28:03.526 --> 00:28:13.726
Like I said, that operational leadership, those are the things that you need to look at with that the C players, they are the make it, make it work day in and day out.
00:28:13.726 --> 00:28:17.526
They are the baseline, repeatable work.
00:28:17.526 --> 00:28:22.726
If this is a factory job, don't say high pressure, fast paced environment because it's always changing.
00:28:22.726 --> 00:28:24.259
No, it's not always changing, right?
00:28:24.259 --> 00:28:29.660
Because every single person that you want on that assembly line is like, nope, I want the hell out of here.
00:28:29.660 --> 00:28:34.093
That sounds like a and, and if it sounds like a nightmare to them, they're not going to apply for it.
00:28:34.093 --> 00:28:35.526
Correct.
00:28:35.526 --> 00:28:38.593
Because you wrote the wrong job description.
00:28:38.593 --> 00:28:45.425
The to touch on something you talked about the part B that I've got to this is job description is an operational blueprint.
00:28:45.425 --> 00:28:47.360
This is the operation side.
00:28:47.360 --> 00:28:51.093
You're going to get you going to put vague briefs.
00:28:51.093 --> 00:28:52.826
You're going to get vague results.
00:28:52.826 --> 00:28:53.826
Yeah.
00:28:53.826 --> 00:28:58.093
Uh if you write must have good communication skills.
00:28:59.360 --> 00:29:00.860
You can't measure that on a dashboard.
00:29:00.860 --> 00:29:05.059
No. And to be perfectly honest, people that have terrible communication skills always think they're good communicators.
00:29:05.059 --> 00:29:08.492
So stop, stop.
00:29:08.492 --> 00:29:11.093
I mean, I know we have some of it in our job descriptions too.
00:29:11.093 --> 00:29:13.460
Effective communicator and they're like, I think I am.
00:29:13.460 --> 00:29:18.893
We will assess that in the screening if you can be an effective communicator or not.
00:29:18.893 --> 00:29:24.425
But the other thing is too, is I communicate differently in different formats.
00:29:24.425 --> 00:29:26.125
I don't shut up.
00:29:26.125 --> 00:29:29.759
My emails are also typically two sentences.
00:29:29.759 --> 00:29:34.759
There's a big difference in how I communicate via those two things.
00:29:34.759 --> 00:29:43.360
The other thing is, instead of writing like the task versus deliverable is another example I like to give instead of writing, must handle customer inquiries, right?
00:29:43.360 --> 00:29:46.559
Responsible for resolving tier one support tickets.
00:29:46.559 --> 00:29:47.526
Yes.
00:29:47.526 --> 00:29:48.293
There you go.
00:29:48.293 --> 00:29:49.960
That's actually what the person's doing.
00:29:49.960 --> 00:29:50.492
Yes.
00:29:50.492 --> 00:29:54.226
Not like, hey, talk to people.
00:29:55.559 --> 00:29:56.893
Just do the things.
00:29:56.893 --> 00:29:58.925
Just do the things.
00:29:58.925 --> 00:30:05.960
And these are the things where I just get so, so, so upset about it because it's it's written with fluff.
00:30:05.960 --> 00:30:07.726
Write it specifically.
00:30:07.726 --> 00:30:10.860
Are you going to get fewer eyeballs on the ad?
00:30:10.860 --> 00:30:11.893
Probably.
00:30:11.893 --> 00:30:12.226
Yeah.
00:30:12.226 --> 00:30:14.293
Are you going to get the eyeballs that you want?
00:30:14.293 --> 00:30:15.326
Yes.
00:30:15.326 --> 00:30:25.226
This is one of those things where, once again, marketing should should understand the difference between vanity metrics and getting the right people in the door.
00:30:25.226 --> 00:30:35.160
If when it comes to getting clients, I don't want ten thousand eyeballs, I want ten that are going to show up with checkbooks when it comes to hiring.
00:30:35.160 --> 00:30:39.492
I don't want to sift through two hundred and fifty resumes.
00:30:39.492 --> 00:30:43.393
I want to sift through twenty that are spectacular.
00:30:43.393 --> 00:30:44.026
Yeah.
00:30:44.026 --> 00:30:45.026
That's what I want to do.
00:30:45.026 --> 00:30:45.992
Good options.
00:30:45.992 --> 00:30:47.660
I want good options.
00:30:47.660 --> 00:30:50.192
Don't tell me we only got ten resumes.
00:30:50.192 --> 00:30:51.460
Great.
00:30:51.460 --> 00:30:53.192
Are they all amazing?
00:30:53.192 --> 00:30:55.160
Do they all fit the job?
00:30:55.160 --> 00:30:56.360
Ten qualified candidates.
00:30:56.360 --> 00:30:57.125
That's what I want.
00:30:57.125 --> 00:30:59.593
I want qualified applicants.
00:30:59.593 --> 00:31:02.692
I don't need to read two hundred resumes to do that.
00:31:02.692 --> 00:31:04.326
No, I don't want to.
00:31:04.326 --> 00:31:06.925
Uh, Frank and job trap these.
00:31:06.925 --> 00:31:08.893
I'm looking forward to going back and forth on.
00:31:08.893 --> 00:31:09.492
Yeah.
00:31:10.759 --> 00:31:16.593
Um. What happens when we try and find the.
00:31:16.593 --> 00:31:31.992
And I know small businesses deal with this a lot and I know yeah, I've been in larger businesses where they've got a niche area and they're like, hey, we're looking for that one magical person that sales, marketing, operations and, and, and visionary.
00:31:31.992 --> 00:31:36.625
Um, how does, how does that work?
00:31:36.625 --> 00:31:38.059
Sounds like a disaster.
00:31:38.059 --> 00:31:38.860
Correct.
00:31:38.860 --> 00:31:47.393
Like to me, what I have found is that is the number one way to say you haven't mapped your workflows and you don't know what the hell you're hiring for.
00:31:47.393 --> 00:31:48.925
Yeah, I think you're exactly right.
00:31:48.925 --> 00:31:53.793
When you're looking for a hero to save you from the lack of documented systems.
00:31:53.793 --> 00:31:54.259
Yeah.
00:31:54.259 --> 00:32:00.460
So I know that to me, the Franken job tells me that the company hasn't decided what it actually needs.
00:32:00.460 --> 00:32:02.793
No, they want one person to be all of the things.
00:32:02.793 --> 00:32:03.059
Great.
00:32:03.059 --> 00:32:04.860
So we're hiring a unicorn.
00:32:07.125 --> 00:32:09.160
We're hiring a unicorn.
00:32:09.160 --> 00:32:10.160
Great.
00:32:10.160 --> 00:32:11.492
Can't wait.
00:32:11.492 --> 00:32:13.425
Um, so.
00:32:13.425 --> 00:32:15.526
And there are people out there throwing pennies and fountains.
00:32:15.526 --> 00:32:15.726
Yeah.
00:32:15.726 --> 00:32:16.360
Good luck.
00:32:16.360 --> 00:32:23.492
Um, so from a CEO seat, I think the Franken job usually means the leader's trying to solve five different problems with one hire.
00:32:23.492 --> 00:32:25.692
But people are not organizational duct tape.
00:32:25.692 --> 00:32:29.192
So the better question is, is what is the real seat.
00:32:29.192 --> 00:32:29.692
Mhm.
00:32:29.692 --> 00:32:31.726
And what problem are you trying to solve first?
00:32:31.726 --> 00:32:35.492
Because you may be able and, you know, a small business owners sometimes we don't have a choice.
00:32:35.492 --> 00:32:38.425
We've got to find we need a utility infielder.
00:32:38.425 --> 00:32:39.226
We really do.
00:32:39.226 --> 00:32:41.860
But you know, but what are the priorities?
00:32:41.860 --> 00:32:45.992
What is what are the out of the fifty things that you need?
00:32:45.992 --> 00:32:48.826
What are the five that you can't live without?
00:32:48.826 --> 00:32:49.826
Because range is okay.
00:32:49.826 --> 00:32:54.360
People can have range, yes, but no one should be hired into chaos disguised as opportunity.
00:32:54.360 --> 00:32:58.793
I'll I'll talk about it from the aspect of a Swiss army knife.
00:32:58.793 --> 00:32:59.726
Yeah.
00:32:59.726 --> 00:33:02.793
If if you have a Swiss army knife, you've got tons of tools.
00:33:02.793 --> 00:33:03.625
It's amazing.
00:33:03.625 --> 00:33:04.460
Right?
00:33:04.460 --> 00:33:10.059
If you pull the scissors out of your Swiss army knife and try and so like, make clothes with that.
00:33:10.059 --> 00:33:10.625
No.
00:33:10.625 --> 00:33:11.125
Right.
00:33:11.125 --> 00:33:15.893
You can it's gonna take a really long time and it's not gonna it's not gonna be good.
00:33:15.893 --> 00:33:16.093
Do it.
00:33:16.093 --> 00:33:16.826
It won't be pretty.
00:33:16.826 --> 00:33:17.226
Same thing.
00:33:17.226 --> 00:33:21.293
You're gonna cut your steak with a, with a knife out of your, like with a pocket knife.
00:33:21.293 --> 00:33:23.492
No, no. Are you going to chop onions with it?
00:33:23.492 --> 00:33:24.692
Probably not.
00:33:24.692 --> 00:33:26.526
Can you when you're out in the wild.
00:33:26.526 --> 00:33:26.826
Yes.
00:33:26.826 --> 00:33:27.293
It's worth it.
00:33:27.293 --> 00:33:28.759
You're like, hey, I got nothing else to do.
00:33:28.759 --> 00:33:31.759
There's no phone reception here, so I'm not going to scroll Instagram.
00:33:31.759 --> 00:33:33.692
You're in good shape.
00:33:33.692 --> 00:33:35.059
Use a Swiss Army knife.
00:33:35.059 --> 00:33:45.526
But realize that if you market this to everyone, you're going to get the Swiss Army knife who's not good at the one thing that you probably really, really need.
00:33:45.526 --> 00:33:53.093
So take slow down long enough to figure out what you need first one hundred percent.
00:33:53.093 --> 00:33:57.160
Give me the three, the top three things you really need to solve with this job.
00:33:57.160 --> 00:33:59.360
And that's an HR.
00:33:59.360 --> 00:34:05.759
If they're good HR, they should be asking that question, not just like, well, tell me what, tell me what you want them to do.
00:34:05.759 --> 00:34:08.659
No no no no. Tell me what you need them to do.
00:34:08.659 --> 00:34:12.059
What are the three things you absolutely need this person to do?
00:34:12.059 --> 00:34:15.960
And that's what we're going to focus on because that's really what we need to hire for.
00:34:15.960 --> 00:34:17.393
It's funny.
00:34:17.393 --> 00:34:22.992
It this goes well into my next point when you're looking for people.
00:34:22.992 --> 00:34:23.592
Mhm.
00:34:23.592 --> 00:34:26.326
Do you look at people that already have jobs?
00:34:26.326 --> 00:34:27.059
Yeah.
00:34:28.659 --> 00:34:29.393
Tough.
00:34:31.960 --> 00:34:37.860
To me, like the people like if you're looking for a players.
00:34:37.860 --> 00:34:38.192
Yeah.
00:34:38.192 --> 00:34:40.525
They're not looking for a checklist of duties.
00:34:40.525 --> 00:34:42.360
No. Go out and approach them.
00:34:42.360 --> 00:34:42.659
Yeah.
00:34:42.659 --> 00:34:45.992
Because I mean, strong candidates are not usually desperate.
00:34:45.992 --> 00:34:47.259
They're discerning.
00:34:47.259 --> 00:34:47.726
Yeah.
00:34:47.726 --> 00:34:48.793
And they can be.
00:34:48.793 --> 00:34:50.460
And the best people are often already employed.
00:34:50.460 --> 00:34:51.625
And that's okay.
00:34:51.625 --> 00:34:57.025
They're not scrolling job boards thinking, I hope someone offers me a job with unclear responsibilities so I can just perform.
00:34:57.025 --> 00:34:59.759
It's not, I can't wait.
00:34:59.759 --> 00:35:02.726
Like that's not what they're doing.
00:35:40.056 --> 00:35:41.389
I can't wait to jump.
00:35:41.389 --> 00:35:46.022
Can't wait to not know what I'm doing in this organization and maybe get paid like a little bit more.
00:35:46.022 --> 00:35:46.855
I mean, or maybe not.
00:35:46.855 --> 00:35:50.855
Maybe I'm just, I'm gonna make a lateral move for different culture that I really don't understand.
00:35:50.855 --> 00:35:51.422
They don't do.
00:35:51.422 --> 00:35:54.555
I know nothing about like, like, exactly like that.
00:35:54.555 --> 00:35:57.722
It's literally sitting in the frying pan and going, huh?
00:35:57.722 --> 00:35:57.955
Yeah.
00:35:57.955 --> 00:35:59.189
I wonder what's in the fire.
00:35:59.189 --> 00:36:02.122
I mean, passive candidates are looking for a reason to move.
00:36:02.122 --> 00:36:02.355
Yes.
00:36:02.355 --> 00:36:10.722
And that's really where that roadmap matters because you have to show them what they can build, learn, and improve what they can potentially influence, what they can own.
00:36:10.722 --> 00:36:16.822
Show them why that role is worth the disruption of leaving something familiar, because you're asking them to leave something familiar.
00:36:16.822 --> 00:36:31.355
And I would say some of the time where I am usually most timid and trying to figure out if is if someone is in a position and I know I'm going to rip them from that and put them somewhere else, I better freaking know how they're going to fit and how it's going to work.
00:36:31.355 --> 00:36:45.055
Because to move someone that way, to be that disruptive, I just for me, I just take it personally, if they don't do well in our environment, I mean, and here's the other thing I would say to you have to be really honest with those people.
00:36:45.055 --> 00:36:47.622
You do not oversell chaos as opportunity.
00:36:49.555 --> 00:36:51.289
We don't call burnout growth.
00:36:51.289 --> 00:36:54.489
We don't call lack of structure entrepreneurial freedom.
00:36:54.489 --> 00:36:59.789
I mean, like we do, like that's just this is not going to be the buzzword episode.
00:36:59.789 --> 00:37:06.289
No, but it kind of like, that's just like when I think about those jobs, when people are like, we have an entrepreneurial, we have entrepreneurial freedom.
00:37:06.289 --> 00:37:11.755
I'm like that for someone who really wants to be steady in a job that doesn't feel good.
00:37:11.755 --> 00:37:15.555
So, you know, good candidates are not looking for mystery.
00:37:15.555 --> 00:37:18.055
They're not looking for like, I want to solve this.
00:37:18.055 --> 00:37:19.355
Like they're not looking for that.
00:37:19.355 --> 00:37:20.355
They're not Scooby Doo.
00:37:20.355 --> 00:37:20.989
All right?
00:37:20.989 --> 00:37:22.589
They are looking for meaningful.
00:37:24.822 --> 00:37:28.255
Just found another one here looking for self-starters with a thick skin.
00:37:28.255 --> 00:37:29.555
No. Oh my gosh.
00:37:29.555 --> 00:37:32.222
No. You know what that tells me?
00:37:32.222 --> 00:37:33.189
You're a jerk.
00:37:33.189 --> 00:37:33.555
Yeah.
00:37:33.555 --> 00:37:34.889
No, I want self-starter.
00:37:34.889 --> 00:37:37.489
So I want people who will do the work while I yell at them.
00:37:37.489 --> 00:37:38.055
No.
00:37:38.055 --> 00:37:38.689
Correct.
00:37:38.689 --> 00:37:39.189
Because.
00:37:39.189 --> 00:37:40.489
And because I'm going to yell at them.
00:37:40.489 --> 00:37:43.855
Because I haven't given them the right tools or the right direction or the right goal post.
00:37:43.855 --> 00:37:45.189
Because I've been in this.
00:37:45.189 --> 00:37:46.222
Congratulations.
00:37:46.222 --> 00:37:47.489
That person's an a hole.
00:37:47.489 --> 00:37:47.855
Yeah.
00:37:47.855 --> 00:37:48.855
You don't want to work for them?
00:37:48.855 --> 00:37:49.355
No.
00:37:49.355 --> 00:37:55.455
No. Uh, here's, here's one that's interesting is many businesses are scaling.
00:37:55.455 --> 00:37:56.089
Yeah.
00:37:56.089 --> 00:37:58.089
The job description at the one million mark.
00:37:58.089 --> 00:37:59.855
Does that work at the five million mark?
00:37:59.855 --> 00:38:00.922
Mhm.
00:38:00.922 --> 00:38:01.789
To me.
00:38:01.789 --> 00:38:03.855
No. Because here's the big thing.
00:38:03.855 --> 00:38:10.922
As your business grows, as your department grows, the roles have to shift from generalists to specialists.
00:38:10.922 --> 00:38:11.322
Yeah.
00:38:11.322 --> 00:38:15.689
And it's something that I pitched to people all the time in the podcasting side.
00:38:15.689 --> 00:38:18.289
I say they're like, well, I've got an editor.
00:38:18.289 --> 00:38:19.022
I'm like, great.
00:38:19.022 --> 00:38:25.255
Do you want someone that specializes in editing or do you want someone that specializes in editing?
00:38:25.255 --> 00:38:28.222
Do you want someone else that specializes in production?
00:38:28.222 --> 00:38:31.189
And do you want someone else that specializes in social media?
00:38:31.189 --> 00:38:32.955
Yeah, I want all of them.
00:38:32.955 --> 00:38:33.655
Right?
00:38:33.655 --> 00:38:33.955
Great.
00:38:33.955 --> 00:38:34.822
We can bring that.
00:38:34.822 --> 00:38:35.455
We can bring that.
00:38:35.455 --> 00:38:36.355
But you have.
00:38:36.355 --> 00:38:39.322
That's because we've grown to a point that we can fit in.
00:38:39.322 --> 00:38:42.255
For that, it's once again, it's.
00:38:42.255 --> 00:38:47.522
If you don't audit that job description, your early hires are going to end up with Frank and jobs.
00:38:47.522 --> 00:38:48.122
Yep.
00:38:48.122 --> 00:38:53.755
And they're gonna like, they're gonna be burned out toast because they're carrying invisible work.
00:38:53.755 --> 00:38:59.089
And I think that's where resentment starts, because the employees say, you know, this is not what I was hired to do.
00:39:00.522 --> 00:39:01.389
All right.
00:39:01.389 --> 00:39:04.589
And you're like, the leader's like, but this is what we need now.
00:39:04.589 --> 00:39:06.055
And so they both can be true.
00:39:06.055 --> 00:39:07.255
This isn't what I was hired to do.
00:39:07.255 --> 00:39:08.389
And this is what we need now.
00:39:08.389 --> 00:39:11.455
But that that's why roles need to be revisited intentionally.
00:39:11.455 --> 00:39:13.289
I mean, scaling requires role clarity.
00:39:13.289 --> 00:39:14.289
Not once.
00:39:14.289 --> 00:39:17.055
Repeatability over and over.
00:39:17.055 --> 00:39:18.055
We mentioned that before.
00:39:18.055 --> 00:39:19.389
We have.
00:39:19.389 --> 00:39:20.455
Because here's the thing.
00:39:20.455 --> 00:39:21.855
If the business has evolved.
00:39:21.855 --> 00:39:23.255
But the job description didn't.
00:39:23.255 --> 00:39:26.489
Don't be shocked when those employees feel stretched sideways and they leave.
00:39:26.489 --> 00:39:28.289
Yeah, because they're not doing for jobs.
00:39:28.289 --> 00:39:29.289
They're not doing for jobs.
00:39:29.289 --> 00:39:32.655
And you're like, oh, well, I told you you needed to be flexible.
00:39:32.655 --> 00:39:34.355
This is in your other duties as assigned.
00:39:34.355 --> 00:39:38.689
No, this is your fast paced environment where you need to have a thick skin?
00:39:38.689 --> 00:39:39.422
No.
00:39:42.755 --> 00:39:43.089
Chris.
00:39:43.089 --> 00:39:45.389
He's gonna walk out of the studio angry.
00:39:45.389 --> 00:39:52.789
Well, I mean, I just this is one of those opportunities where we as business leaders, we do it wrong so often.
00:39:52.789 --> 00:39:54.855
And it's and then we blame everybody else for it.
00:39:54.855 --> 00:39:58.855
And it's like, no, no, no, this is something we have to own and I will own it.
00:39:58.855 --> 00:40:00.789
I have given crappy job descriptions.
00:40:00.789 --> 00:40:04.022
I same crappy job postings and you know why we do it.
00:40:04.022 --> 00:40:04.422
Why?
00:40:04.422 --> 00:40:04.955
Josh?
00:40:04.955 --> 00:40:05.989
Because we're in a hurry.
00:40:05.989 --> 00:40:07.022
That's exactly right.
00:40:07.022 --> 00:40:07.989
It's one hundred percent.
00:40:07.989 --> 00:40:10.222
We're like, I need someone twenty minutes ago.
00:40:10.222 --> 00:40:11.222
So here's ChatGPT.
00:40:11.222 --> 00:40:12.922
They're gonna build this prompt and it's just gonna work.
00:40:12.922 --> 00:40:14.555
And it's like, no, right?
00:40:14.555 --> 00:40:17.689
And you spend six months looking for someone instead of six weeks.
00:40:17.689 --> 00:40:17.955
Yes.
00:40:17.955 --> 00:40:22.022
Because you could have spent an extra six minutes just doing it right the first time.
00:40:22.022 --> 00:40:23.389
A lot of sixes, they're slow down.
00:40:23.389 --> 00:40:24.122
Yeah.
00:40:24.122 --> 00:40:26.555
Get scary takeaway.
00:40:26.555 --> 00:40:27.855
Tell the truth about the seat.
00:40:27.855 --> 00:40:28.789
Yep.
00:40:28.789 --> 00:40:31.222
The right person needs the clear picture.
00:40:31.222 --> 00:40:34.122
Yeah, it's love it to me.
00:40:34.122 --> 00:40:36.589
Run a friction log on the current job descriptions.
00:40:36.589 --> 00:40:41.589
If a manager is babysitting, if there's a gap, the job description is broken.
00:40:41.589 --> 00:40:42.789
Yeah I agree.
00:40:42.789 --> 00:40:45.189
Define the win before you hire.
00:40:45.189 --> 00:40:50.755
So before you're posting the job, write down what a successful first ninety days looks like.
00:40:50.755 --> 00:40:54.889
If you can't define the win, you're not ready to recruit.
00:40:54.889 --> 00:40:58.822
No. And if you can't define what success is, you're just hiring for hope.
00:40:58.822 --> 00:40:59.622
And we've already talked.
00:40:59.622 --> 00:41:04.022
Hope is not a strategy, especially when you're hiring.
00:41:04.022 --> 00:41:05.055
Correct.
00:41:05.055 --> 00:41:06.422
Write it for one person.
00:41:06.422 --> 00:41:07.822
Don't write to the masses.
00:41:07.822 --> 00:41:09.989
You're not going for vanity metrics here.
00:41:09.989 --> 00:41:12.955
Write it for your specific ideal candidate.
00:41:12.955 --> 00:41:14.489
Other people trust us.
00:41:14.489 --> 00:41:14.789
Yes.
00:41:14.789 --> 00:41:16.389
Other people will apply.
00:41:16.389 --> 00:41:18.155
Lots of other people will apply.
00:41:18.155 --> 00:41:19.855
And you're going to swipe the other direction?
00:41:19.855 --> 00:41:20.489
Correct.
00:41:20.489 --> 00:41:22.255
You're going to swipe left or whatever it is.
00:41:22.255 --> 00:41:24.689
Their directness is kindness.
00:41:24.689 --> 00:41:25.555
They will figure it out.
00:41:25.555 --> 00:41:26.055
Yeah.
00:41:26.055 --> 00:41:28.189
And revisit the role as the business grows.
00:41:28.189 --> 00:41:30.655
A job description should not be fossilized.
00:41:32.355 --> 00:41:32.655
Right.
00:41:32.655 --> 00:41:38.289
We're going to review as the company scales so people are not quietly buried under the work that no longer fits.
00:41:38.289 --> 00:41:39.122
Oh, I love that.
00:41:39.122 --> 00:41:40.722
And define done in the posting.
00:41:40.722 --> 00:41:46.922
What, like the job description tells them exactly what a successful week looks like.
00:41:48.055 --> 00:41:48.822
That's good.
00:41:50.222 --> 00:41:50.789
I should.
00:41:50.789 --> 00:41:55.655
Salary ranges always be posted on job description or does it hurt the negotiation post?
00:41:55.655 --> 00:41:57.822
The freaking range.
00:41:57.822 --> 00:42:02.122
If you do nothing else with this episode, people, I want you to hear me.
00:42:02.122 --> 00:42:03.122
Right now.
00:42:03.122 --> 00:42:07.089
Adults are applying for jobs, not entering a game show, right?
00:42:08.455 --> 00:42:11.355
This is not let's make a deal.
00:42:11.355 --> 00:42:12.055
All right?
00:42:12.055 --> 00:42:16.855
If the compensation is not aligned, let everyone save time and dignity.
00:42:16.855 --> 00:42:17.589
Right?
00:42:18.855 --> 00:42:19.855
Yeah, one hundred percent.
00:42:19.855 --> 00:42:22.589
I've applied for high level management jobs.
00:42:22.589 --> 00:42:25.855
And the one they said this is great.
00:42:25.855 --> 00:42:26.822
We'd love to offer.
00:42:26.822 --> 00:42:29.455
And this was seven, eight years ago.
00:42:29.455 --> 00:42:35.289
They, uh, they offered me, uh, it was Thirty eight thousand dollars a year.
00:42:35.289 --> 00:42:36.889
I was like, what?
00:42:36.889 --> 00:42:38.455
Senior level manager.
00:42:38.455 --> 00:42:40.455
We're making a little bit above minimum wage.
00:42:40.455 --> 00:42:41.655
Thank you so much.
00:42:41.655 --> 00:42:41.989
Yeah.
00:42:41.989 --> 00:42:46.255
It's to me, the the just with that it's a no brainer.
00:42:46.255 --> 00:42:52.722
And what I hate about it is you know what range you need to be in for this to be profitable.
00:42:52.722 --> 00:42:53.355
Exactly.
00:42:53.355 --> 00:42:55.889
You can negotiate when you get in the room.
00:42:55.889 --> 00:43:04.255
And if you don't know, then you need to go back to the drawing board because transparency and telling people what the range is, is not a negotiation weakness.
00:43:04.255 --> 00:43:08.055
It's a signal of respect to the person that's going to be applying for the job.
00:43:08.055 --> 00:43:08.855
Yep.
00:43:08.855 --> 00:43:14.722
Uh, unlimited PTO, cultural builder or red flag.
00:43:16.189 --> 00:43:17.389
I think you know where I stand.
00:43:17.389 --> 00:43:18.722
I do know where you stand.
00:43:18.722 --> 00:43:22.522
I will say, I think it depends on whether the culture can actually support it.
00:43:22.522 --> 00:43:31.955
So unlimited PTO can be wonderful when expectations are clear and leader leaders model rest, right?
00:43:31.955 --> 00:43:37.955
If nobody takes time off because they're scared of looking lazy, that is not unlimited PTO.
00:43:37.955 --> 00:43:39.089
That's that's hostage.
00:43:39.089 --> 00:43:40.189
It's unlimited guilt.
00:43:40.189 --> 00:43:42.155
Yeah, that's hostage situation.
00:43:42.155 --> 00:43:52.755
So I mean, if you're going to advertise it or you're going to be an organization that you better freaking figure out how it works before you even start rolling it out to your team.
00:43:52.755 --> 00:43:57.289
It's interesting for me because we have deadlines, we have work projects.
00:43:57.289 --> 00:43:58.355
So it's easy.
00:43:58.355 --> 00:43:59.389
It's super easy for me.
00:43:59.389 --> 00:44:01.422
Like I'm not a big fan of unlimited PTO.
00:44:01.422 --> 00:44:02.289
No, I'm not really.
00:44:02.289 --> 00:44:08.455
I mean, I get why people want to do it, but it's not a preference that I ever say my people have it.
00:44:08.455 --> 00:44:10.222
Because guess what?
00:44:10.222 --> 00:44:11.589
Get your stuff done.
00:44:11.589 --> 00:44:14.355
I don't care if it's done.
00:44:14.355 --> 00:44:16.455
I don't care if you take four days off.
00:44:16.455 --> 00:44:23.855
No. Here's the other thing I will say too, if we're going to talk about unlimited PTO, I think you should also talk about the requirement that we make people take PTO.
00:44:25.422 --> 00:44:26.855
That's something else to think about.
00:44:26.855 --> 00:44:28.822
You know, in in the hiring.
00:44:28.822 --> 00:44:29.422
Yes.
00:44:29.422 --> 00:44:30.789
Talk about it.
00:44:30.789 --> 00:44:39.789
What's the biggest red flag phrase that you've seen or hear must thrive in a fast paced environment.
00:44:39.789 --> 00:44:40.922
It's always mine.
00:44:40.922 --> 00:44:42.089
Family.
00:44:42.089 --> 00:44:43.589
We're like family.
00:44:43.589 --> 00:44:44.055
That one.
00:44:44.055 --> 00:44:44.622
Yes.
00:44:44.622 --> 00:44:49.189
I just I don't even want to like that's probably mine, but I don't know about it.
00:44:49.189 --> 00:44:50.022
You can't vomit.
00:44:50.022 --> 00:44:51.822
You came up through your family's business.
00:44:51.822 --> 00:44:54.055
So it's it's a different it.
00:44:54.055 --> 00:44:57.089
I know you have a different perspective possibly on it.
00:44:57.089 --> 00:44:59.422
I don't I don't want my job to feel like Thanksgiving.
00:44:59.422 --> 00:45:04.189
No. But that's what's what I have found about it every single time.
00:45:04.189 --> 00:45:09.655
I, I truly love my family like forty hours a week with them.
00:45:09.655 --> 00:45:12.522
Would there would be blood.
00:45:12.522 --> 00:45:14.055
Well, I mean, you just said we're a family.
00:45:14.055 --> 00:45:14.855
What does that mean?
00:45:14.855 --> 00:45:17.955
Because for some people, family means a high level of dysfunction.
00:45:17.955 --> 00:45:18.489
Correct.
00:45:18.489 --> 00:45:19.955
Like I'm not doing that.
00:45:19.955 --> 00:45:20.222
Right.
00:45:20.222 --> 00:45:21.455
It means you're hostage.
00:45:21.455 --> 00:45:21.889
It means you're.
00:45:21.889 --> 00:45:23.922
Are we the Waltons or are we the Bundys?
00:45:23.922 --> 00:45:28.189
Like I just depending on what you want, which Bundys.
00:45:28.189 --> 00:45:30.122
There's a lot of different bundles of them.
00:45:30.122 --> 00:45:33.755
there's there's Ted Bundy, there's a there's Alan Pegg.
00:45:33.755 --> 00:45:35.355
So it's like, which ones are we?
00:45:35.355 --> 00:45:35.722
Right.
00:45:35.722 --> 00:45:43.555
No, the family one anytime that I have like worked for a company that like we treat everyone like family.
00:45:43.555 --> 00:45:47.555
It has been the most toxic, abusive place that I have ever worked in.
00:45:47.555 --> 00:45:55.322
Same when I see that in a posting, I go, oh no. Chris makes sound effects.
00:45:55.322 --> 00:46:01.089
Chrissy makes a noise like a squeaky door being closed on that opportunity.
00:46:01.089 --> 00:46:01.955
That's exactly right.
00:46:01.955 --> 00:46:03.389
That's exactly what that is.
00:46:03.389 --> 00:46:04.755
Yeah, Slam it and run.
00:46:04.755 --> 00:46:11.789
I truly we would love to hear what your red flags are in a job description.
00:46:11.789 --> 00:46:12.689
Yeah.
00:46:12.689 --> 00:46:14.789
That that to me would be so interesting.
00:46:14.789 --> 00:46:16.455
Copy paste tag us.
00:46:16.455 --> 00:46:16.789
Yeah.
00:46:16.789 --> 00:46:22.522
Copy paste, tag us, put it in comments like once again, submit it on the website.
00:46:22.522 --> 00:46:24.455
We would love to hear this.
00:46:24.455 --> 00:46:26.455
Like this is I think this is going to be a fun one.
00:46:26.455 --> 00:46:27.889
Oh yeah for sure.
00:46:29.122 --> 00:46:32.989
We've got a lot more, a lot, a lot more, a lot more episodes.
00:46:32.989 --> 00:46:34.389
Yeah, we've got a lot more episodes.
00:46:34.389 --> 00:46:37.855
We've got a lot more great subjects coming your way.
00:46:37.855 --> 00:46:43.189
Make sure that you have liked us, subscribe to us and do us a favor.
00:46:43.189 --> 00:46:44.989
I'm going to call this out again.
00:46:44.989 --> 00:46:48.422
If you work someplace, share this with your boss.
00:46:48.422 --> 00:46:49.155
We dare you.
00:46:49.155 --> 00:46:49.422
Yeah.
00:46:49.422 --> 00:46:50.122
Please.
00:46:51.455 --> 00:46:53.689
If they call us angry, it's okay.
00:46:53.689 --> 00:46:54.089
Right.
00:46:54.089 --> 00:46:55.722
We're looking forward to that.
00:46:55.722 --> 00:46:58.555
We'll have that conversation with you and or for you.
00:46:58.555 --> 00:47:00.389
We're really looking forward to that.
00:47:00.389 --> 00:47:02.355
That all being said, do us a favor.
00:47:02.355 --> 00:47:03.289
Take care of yourself.
00:47:03.289 --> 00:47:05.422
If you can take care of someone else, too.
00:47:05.422 --> 00:47:07.855
We will see you very, very soon.