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- [00:01]
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Welcome back to the Business of Beers podcast. Your daily dose of strategies, tools and tips to help you build an eight figure business. Today's episode is a clip from one of my YouTube lives. If you'd like to hear the whole thing, there's a link below in the description. Cheers.
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Our main thing is like, we're looking for, we're looking for people's core values. So I care less about the resume and more about who they are as like a person. And because you think about it like, why do you fire people? You don't fire people because they didn't have like enough experience that you thought they did or they lied about like, whatever their accomplishments at X, Y and Z. Like, we don't. But you fire them based off of normally they're lazy or they don't. Like, they don't, they don't have the interpersonal skills. They don't seem to be driven. They're not really a team player. They're selfish. They're like, you know, generally we fire people because of the personality traits, but then we hire them based on their resumes. Like, so, so we do it, you know, reverse, which is we want to find people based on who they are. And so there's a couple ways that we, we do this. First is we're really clear on what those are. So for us, they have to be very driven. So we want people who want to win. Like, I want to win. Everyone on our team, like wants to win. We want to be the best. We're highly competitive and we like, I don't want to have to motivate somebody. I want to find somebody who wants to be on the team, who's self motivated in a lot of ways. Like they are personally driven to win. Whether that's a mechanic, whether that's a front shop person, whether it's a district manager, whether it's like, you know, our leadership team sets first. Number two is like highly accountable. Accountability is probably one of the biggest traits that can be very frustrating if someone doesn't have it right. So accountability just means, do you do the things that you said you were going to do? And for years, like, it wasn't a trade I looked for necessarily, but then I found myself very frustrated because I had all these people. I'd ask them to do something, they'd say they would do it and then they like. And then you'd have to follow up with them and they're like, oh yeah, I forgot or I was gonna do that. And they give you all these excuses and then all Of a sudden now, like mentally you start carrying the load of the things that you ask them to do and plus all the other stuff you gotta do. So that would be a big part. Like I would want to look for people who are accountable and they like their words, their bond type of thing and they do the things that they say they're gonna do. We want team players in terms of like, we want people who go out of the way to help other people. Like they look to add value first, not necessarily have a high ego or they're the ones that know everything and you should listen to me. And even in auto repair in our business, like it's, it's a shame because like some of sometimes, like some of the highest skilled people sometimes have big egos and they think the world revolves around then and like, you know, yes, they could do great work. But then it's like it doesn't create for a good like team atmosphere. And so sometimes like even like you see it in football, right, you get like A.J. brown at the Eagles or like Antonio Brown or like these guys who are these like wide receivers and they're really, really skilled but then they cause like a lot of turmoil. So this is like how I determine if people work out or not with us. So what you want, right, are people who live right here. Like these are going to be your best employees and the best people that you want on your team where they have a very high performance and they have a very low shit factor. Like these are your best and this is, this is the team that we're looking for. And it's like, how do you find them? Right? So part of it's like the interview questions in determining a personality. Like tell me about a time. So we ask a lot of questions that are situational based where it's like, tell me about a time that like X, Y and Z happened and like, and we let them talk and they were like, alright, well how did you respond? What happened then? Like asking lots of questions to really kind of dig into kind of how they, how they see the world. And then on the performance side, I love, like I'm a numbers person obviously. I love asking people about numbers. So if we're looking to hire a manager, I would ask them a question like, you know, you know, manager. They need to be money motivated, right? In general, they need to be like, hey, if I am, you know, I perform better, I make more money, I'm willing to like, you know, learn and develop and like try new things in order to get better, right? And so we'll just ask them, like, what was your best. Tell me about the best compensation plan you've ever been on. And I want to understand, do they understand their compensation plan? Generally, if people understand how they get paid, they'll perform better. If someone doesn't understand how they get paid, chances are they're not going to. You know, they're not going to perform if they don't understand how they get paid. And so I would just, like, let them say, oh, yeah, it was years ago. You know, it was this. You know, I worked for this company, and they just paid me a. A percentage of gross profit or whatever. And then I. Then I. Then I would just keep asking them questions, okay, well, what percentage did you get? What was the best month you had? What was the worst? How often did it change? And I just keep asking them questions because, really, just, like, with the goal of, like, do they. Did they truly understand their numbers? I'd ask them into, like, in our business, you know, we all have similar numbers. And so I'd ask, all right, what did you do in revenue per month? What was the car count? What was, like, your average ticket? What was the goal? What were the highest performers? What were the lowest performers? Just as many. Many as I could. And a. Would tell if someone's sharp and if, like, they. If they retained information, if they were good with numbers, if they had a good memory, and otherwise, like, sometimes people would be like, they have no idea. And it's like, you just told me this was the best job you ever had and the most money you ever made, and you can't tell me, like, a single thing about it. So either you're lying or, like, your memory's terrible, and, like, if you're not gonna remember that, you're probably not gonna remember things that I teach you. So, like, it's probably not gonna go really well. All right, so. So I'll get into that. So that. That's kind of how I start vetting for, like, numbers and people's ability to handle it then, right? And. And so, like, you're willing to tolerate things as long as people generally perform. So what happens, though, sometimes is you have somebody who's a really good performer, they have a low. A low shit factor, but then something changes, and they just, like. Just more drama and drama and drama comes into their life. Into their life, maybe, or then in the shop, and, like, you kind of just tolerate it, right, For a period of time, you're like, all right, there's all this stuff, but, like, whatever. It all works, you know, we're still performing until they move into this quadrant, right? Because if someone like, is. Is causing lots of problems and headaches and like, and at a certain point, and then the performance drops, you're. Now you're like, all right, you're causing all these problems. And for the rest of the team, like, it's just not worth anymore. And then finally, these are like your. I don't know if it's bench warmers or, like, whatever, but it's people who, like, they don't really rock the boat. They don't really perform. They're kind of there. You know, your goal really, with these people is, how do I get these people to perform better? Like, what are the tools? What are the training? What are the things that I can move them from here to here? Because generally, like, people with low issues, just generally, like, you hope that, like, not a lot changes, and we just, like, get them in better environments. And so for us, we're looking for. Sometimes it's like the team that they're on or the location that they're in. Sometimes we'll have an issue where we have some stores in some rougher areas. And sometimes it's like a personality mismatch where they just have trouble with a certain clientele. And so then we'll move them into another store that they think they would do better in, and same exact person, but now they're just in a better environment that matches their natural skills better. Where we've seen that really work and drive performance, we've also seen just under different management. Well, maybe it's a personality conflict. Like, we have a guy who's a mechanic who worked at a couple different stores for us, and just like, it just like, he wasn't performing that well when there was, like, issues with conflicts with other guys. But we really believed in him. So then we got him under a better manager that we thought would be like a better mentor. And now he's just, like, absolutely crushing it. And so that's like, a big part of it is it's really understanding who you have and what are the ways that we can help develop.