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Welcome back to the Business With Beers podcast. Daily episodes to help you try to get 1% better every single day when you're driving into work, building your business. This is for me 10 years ago when I just started and bought my first. Today we do 50 million bucks a year in revenue and growing. And I'm trying to impact as many people as I can. So if you could share this podcast to anyone who you think would benefit, man, I'd appreciate it. So today I want to talk about hiring and specifically what you need to stop doing when looking at resumes. And you need to start doing this. Most people hire wrong. They hire based on someone's experience. They hire based on what they've done. They're gonna say, man, this guy spent 10 years doing this and five years doing that, and he's gonna be a great candidate. Cause he's already trained. He knows exactly what to do. He's just plug and play. I've made this mistake many times. Again, this podcast is. I think about myself years ago and the mistakes that I made. And this is a mistake that I made time and time again until it burned me so many times that I realized I was doing it wrong and that I needed another way to do it. I needed another way to look through these resumes and these people to find the diamonds. Because, listen, there's a lot of great people out there. There's a lot of people who would love to work in your organization, who would thrive in it, and your business would thrive because now you have a bunch of people who fit really well and they're aligned. And this world exists. I live in it today. And there's another world where, man, it sucks. Like, people are fighting and quitting. You have people threatening you and threatening your employees, and they steal from you, and customers aren't happy. And that world sucks. And I've been there, too. And I can tell you that this process right here that I'm gonna talk about is one of the biggest dominoes, that if you can get this to fall, then everything else becomes easier after this. Okay? So I want you to think about the last person that you fired. All right, let's call him. I don't know Jimmy. And Jimmy had a great resume. He had five years experience as a automotive store manager. Whatever. Ten years experience doesn't matter. He was well experienced. He worked at all your competitors. He lived in the market. Super great. He knew every single thing about running a store. Think about why you fired him. Did you fire him because he didn't know how to write an estimate. Did you fire him because he didn't know bay management? Did you fire him because he warrantied something wrong or didn't understand what an alternator did versus a water pump? I'm guessing not. I'm guessing you fired him because he's a jerk. Because his communication skills are really bad. Because he had a huge ego and he only cared about himself and that he cut corners whenever possible to take the easy road, that he had low accountability. He would say, yeah, boss, I got this, and then totally forget about it. That he yelled at his people that he had or he had. No, no. He had no ability to get people to do the things. He was so passive. He was a rollover. He was a wet blanket. Right. Like, you are going to fire people not because of their experience or lack thereof, but you're going to fire them because of their character flaws. You're going to fire them because of who they are as a person. Does not match the culture of your organization. It's not related to skill. Right? And so if that's the case and you agree and you're like, yeah, I feel that as well, then flip it on its side. Right? Flip that upside down. Say, okay, if I know I'm going to fire people because of their character flaws, who they are as a person, then would it make a lot of sense if I hired for that as well? And that I use the same filters as my main thing and experience a second or third. Right. Totally makes sense. I would bet if you thought about your best people and how you describe them, you would not describe them as, oh, you know, like Joey. Like, man, he knows every single serpentine belt and every single tire size and speed rating and this and that. You'd be like, no, he's a team player, man. He helps everyone out. He's always friendly. He's always so positive. You know, he always does the things he says he's going to do. He likes. He goes above and beyond. He stays late. You are going to describe him as his characteristics as a person, not his technical skills or knowledge. I want you to think through. And the exercise is actually pretty simple. You just get a piece of paper out and on one side, just cut it in half and write down the names of all the people that you fired recently or you're about to fire your C players. Write the. Write the names of all your best people on the right side and then just start on each one writing character traits of how you would describe that person. What you're going to start to see is there's commonalities. Now you're of both sides of negative traits and they're probably the inverse for the positive. But it's a good way to see both sides of it. I would guess that when you did this exercise, you would see for me at least some of the common traits are drive, right? I want people who are self motivated, who want to win, that I don't need to cheerlead, be like, come on guys, let's get riled up today. Like, no, I want people that wake up every freaking day and just want to win. Because guess what? That's what I do. I wake up every single day and I want to win. Nobody has to motivate me. No one has to be like, all right, Brian, you got to go and get your team ready to go. You better do it, otherwise you're not going to make any money. No, I want people to wake up and they freaking want to win. And if they don't want to be on a winning team, guess what? I don't want you on my team. Number two is like, I want people who are team players, right? I want people who want to be on a team. What does that mean? That means they have low ego in terms of like they are not thinking about themselves or not. They think about the team and what's best for everybody else. In my business, like the auto repair at least, like we transfer people between locations. Somebody calls out, we might have to have a tech or an assistant manager or somebody go up to another store for a day and help out. Like that needs. We need that to happen, right? For synergies between the locations, they can't be like, oh no, you can't. I'm not sending anybody today. Like, good luck man. And what we're gonna lose, like companies are gonna lose money because like you don't wanna help cause it's gonna hurt you. So team player, super important. We want people with integrity, high integrity. No amount of money is worth doing the wrong thing. All right? Automotive obviously has a bad reputation for lots of shysters out there, you know, for us, this is critical in your business. Depending on what it is, integrity may not be like, it kind of comes with it, right? But for us, given the industry, no amount of money is worth doing the wrong thing. And then accountability, you do the things you say you're gonna do. It's a big theme with me. It's one of my biggest personal things is like, I wanna surround myself with a bunch of people who do it. And if you don't do those things if you're constantly dropping the ball, if you're constantly like being the victim mindset and blaming other people and all this stuff, guess what, like you can go work for one of our competitors. Cause I don't want to tolerate that. And so great. So you come up with your list. Now the question is then what do you do to manage this? Like how do you determine what these traits, if people have these or not? And it's not super easy, which is why most people don't do this. But there are ways there. The first way, use ChatGPT, Claude, whatever your favorite AI is, tell it, ask it for situational based questions. So say here are my four values. Drive, team, player, accountability, integrity. I want to help me write situational based questions to determine if this person has these. So it could be about, you know, tell me about a time when blank, you know, you, you were on a team and you felt that somebody wasn't pulling their weight, like what did you do? Tell me about a time where someone was taking a shortcut. Like, what did you do? I don't know. And I found that the more that you ask follow up questions, the more you get to the truth. So you'll say, well, tell me more, tell me more. Why did that happen? How did you think? Then what did you do? And boom, and boom, boom, boom and boom. And you just want to interview, interview, ask deeper and deeper, deeper until you get to the point of truth. Now most people, if they're going to lie to you or they don't really have it, it's going to be surface level, they're going to be able to answer the first question or two and then it's going to get vague. If someone has lots and lots of details that they can give you, then more likely telling the truth. So try that. Once you get a good set of questions, you want to save those into an interview sheet. So for me I've got like, you know, phone interview screening, in person interview screening. And then like if we do a second in person, like we'd have deep and each one has deeper and deeper questions. And we want to make sure that like we're consistent, right in how we interview people in the traits that we're looking for. So that's a big part of it. The second thing that we do is use a thing called predictive index. I'll do a whole nother podcast on that because it's like a whole thing. But basically it's a, you know, we send them a personality test essentially and it takes them like five minutes super quick. And it categorizes them. One of, I don't know. I think there's nine different, like, personalities. And we have found our best store managers have a similar trait. Our best techs have a similar trait in terms of their profile. And so we are basically looking for people who have the highest level of match to the trait, to the profiles that we're looking for. Now, there are outliers like anything else. There are people who maybe are three out of five stars, but they crush it. And the goal of this thing is just to help give you questions to dig further into the potential misalignments between what the job requires and, you know, who they are as a person. So a lot more on this. I'm gonna be doing a lot more episodes on this, man. People. We're in the people business. We just happen to fix cars. So you would hear lots and lots of more from me on this topic. So if you enjoyed this, please share it with somebody who is also hiring. If you own a franchise and you want to share it with other people in your network, that'd be awesome. Looking to grow this thing. Daily episodes coming out, so make sure you hit that subscribe button and I'll see you tomorrow morning. Cheer.