When To Hire In Your Small Business

When to hire in your small business. So I have made massive mistakes doing this one wrong and I'm going to teach you how to do it right. So specifically I want to talk about when is the right time to hire. I'm going to be sharing my experiences and what my thoughts are on that versus what the bathroom wall of the internet says about that. Number two, hiring for success. Like how do you know your business is ready? And you're going to be shocked at my answer. It's today because there's not enough of you to do everything. And then number three, we're going to talk about scaling your small business with the right team. See, there's this interesting thing that happens with an entrepreneur. When you're the starter upper, right? You're the true entrepreneur. The sustainability of the company usually needs to go to a different team, a management team who knows how to operate and manages the day-to-day tasks and make sure that you stay in revenue. So who you hire in the beginning, I guarantee is going to be different than who you hire once you actually have more department structured company. So let's begin. When's the right time to hire? And again, I said now. The biggest mistake is that I made is I actually tried to do it all. And I'd love for you guys to all put in the comments right now, how many of you are doing it all by yourself? So you're not only a solopreneur because you're not incorporated, right? You're a solopreneur, meaning you're doing all the tasks. So let's just get to the tasks and the departments, which I'm going to speak to as we continue this conversation today, is there are departments in a company. So let's just break it down for those of you that are I'm going to do it all myself. Well, you might be like good at the thing you're selling, but are you good at marketing? That's the first thing you got to do is you got to go out and get leads. You got to put them in the right database. You got to put them in the right CRM, the right automated campaigns and sequences to get a lead. Then you got to sell that lead as fast as you can. So sales is number two. Then you have to manage cashflow, which is accounting. Then you do your fulfillment. So notice you're going to market, sell, get cash, then do the work that you quit your job to do because you're amazing at the engineering or the thing, your graphics or whatever you're good at. You have three big entrepreneurial skills that you've got to put in front of it. So when do you hire? Right there. I don't even need to go to the rest of it. Well, actually the one other department is technology. If you're not that great at technology, you have to hire it. You can't stumble around with one of these old guys, right? This is an old Rolodex. You can tell it's like my real one when it was in the Chevron days. The real one, this is the 1980s version of pre-computers, pre-CRMs, pre all of those things. So can't do that anymore. You've got to have that done. I'm going to give you a link at the end that we will give you the most high value software stack you will ever see. And actually, if you had one investment, I would say do this first because it's going to be like hiring your first two people in marketing and sales and cashflow, right? So I'm going to give you that link at the end. That'll just like give you two more people to work with you immediately. When do you hire now? Because you've got to look at your skillset. So let's break that down. Who do I hire? What do I hire? So I was a single mom. The first person I hired was actually a nanny and then she became what's called home services because you can't deduct a nanny but you can deduct home services and she did. She helped manage my household, meals, food prep, all of it. She helped manage all of it with my son while I was out running a company making money. Now I did that a lot of a home office for a while and then I moved into an office really, really soon because I knew I needed to a team. A lot of you though, you had to hire your opposite skillset. So whatever you're good at, like I'm good at three things, right? It doesn't matter what those things are. I hire everything else and I'm not great at tech. I don't want to learn it. So I don't. See, I'm going to teach you as you build and really work and stay on my channel with me. So you might as well just subscribe right now, click the notification button and be here every day because I'm going to teach you how to be a great entrepreneur, a long standing entrepreneur. I've been doing this for decades and I can tell you hiring and scaling a team is one of the most critical things that you do. And so you strengthen your strengths, right? So I strengthened my strengths and I hired my weaknesses. I'm also going to teach you to have a procrastination free day. The only reason you procrastinate is because you don't know what to do or you don't want to do it. There's a lot of stuff I know how to do. My team knows now over those years, they know I kind of know how to do it or I might really know how to do it. I don't want to, but it needs to get done. So I think for a lot of you, you've got to realize what does it take to run a company? Again, back to the departments, marketing, it takes sales, it takes cashflow, it takes really great fulfillment. Our choice is to be a really high touch organization, which means when you work with us, you get my cell phone number, my real one. So how do you do all this? So document on it. This is really your activity right now. Document on a journal. What are you really good at? What do you like to do? What are you going to get you up every day? I'm going to go do this. And what do you need to hire? A lot of you need to hire accounting. You need to hire bookkeepers. You need to hire schedulers. So my order of hiring was to get home support first. So then I was freed up to go do the right and make money for me and my family. And then I added a person. So number two, I would say is a scheduler, somebody to schedule and manage your calendar and appointments. So you're not reacting all day to email, text, phone calls, all of that. They're doing that while you are actually generating the cash. So as an entrepreneur, you have to have a generative energy. So your hire home support, all of you, including you women. And then number two is a scheduler. And if you don't have like you're really, really no budget at all, no money, then I would hire a scheduler and start making sales, right? A scheduler is going to book your calendar so you can do sales calls. And you can then, once you sell something, you then have fulfillment. So in the beginning, if it's just you, you should be selling and fulfilling. That's it, right? This marketing system I'm going to show you will actually help you generate all the leads and be like two virtual assistants. And then you can have home support, but you got to have that scheduler. You can use calendar links and all of those things. But again, you're showing up to a call without any knowledge of what the client wants. So again, I'm telling you, I worked with hundreds of thousands of people, and those are the exact people. When they hire them in the right time, most of them would say they get 20 to 40% efficiency back in their day. So what are you good at? What are you going to hire? And start hiring it right away. Those of you who say, well, I have to have a bookkeeper. There's no money to count. It's such small dollars. Who cares? Well, bookkeepers can catch you up later. Getting setters, the calendar, like you got to generate money. Those are more important people. Marketing salespeople are the first people to hire in addition to home support. You get it to count later. They can clean you up. They're all tracking, even QuickBooks, it's all historical knowledge. It's not forward facing knowledge. So do those later. There's no money to count. So number two, let's talk about hiring for success. How do you hire? Well, we put ads in Craigslist, Facebook, you know, typical papers, local. You can use Indeed. We've used that before. You can use any of those sites. So first of all, you need to hire a personality not like yours. So I'm going to get to the personality side of hiring. A lot of you like to hire in your like kind, and then you get in trouble because they're coming to work with you, get knowledge from you, and then go be on their own. Like I don't bring people onto our team that want to be their own. Like when I say own entrepreneur, they want to drive a different revenue stream than supporting the enormity of this revenue stream. So the reason we've gotten so wide is because I let people come and do their magic inside of here. So they get to be who they are. They get to be the great marketers. They get to be great salespeople. They get to do their jam and I get to do mine. And together we make a great team. A lot of you, you make mistakes by hiring somebody just like you. They want to be the entrepreneur just like you. I'll talk about chiropractors. I don't know how many chiropractors have had their practice ripped off or dentists or whatever your personal trainers, you name it. If you hire somebody like you who wants their own shop, their own business, their own books, I'll go backwards. I'll tell a little story, a little history. I'll tell a little history here. Rich Dad, Poor Dad. Why did the Rich Dad, Poor Dad advisor team break up? In my opinion, because we all wanted to be front facing. We all wanted to be our own experts and there was no space because Robert was the only expert on the team. So we all ended up leaving. If you look at us, I become amazingly successful. Keith Cunningham has always been amazingly successful. Dolph Drew, Diane Kennedy, Garrett Sutton, you name it. We're all on our own because we all wanted to front face being authors. So you say, well, how does somebody be an author in yours? Be one. How can you contribute to this enormity of this organization? So I'm not the only person that needs to be up here with my expertise front facing. You need to decide that I can guarantee the success of long-term team building will be you and who you're bringing on that team. And it's usually like, for me, it's an analyst. It's the person that has the opposite skill set of me. Now I have analyzing skills, but I like this. So I need someone on the other side to say, slow down, review your topics, review your copy, review, review, review. So those are not my fun people, but you have to have that opposite energy of you. So some people hire, and I used to do this way back in the day. I did Myers Briggs. I did the Colby assessments. I did all those personality assessments to make sure I wasn't hiring somebody like me because I didn't need to watch what just happened with the Rich Dad Poor Dad advisor team. It all fell apart. I didn't need that to fall apart. I needed to hire differently. Now, once you get the rhythm of who to hire and not hire, you're going to know immediately, right? You're going to know and say, oh, they're too much like me. They want to be like, they're going to run their own brand. That's probably a good distinction. If they want to just be a great chiropractor and come crack facts, perfect. That's all you want. You want people who can fulfill, right? You want people who can do that and don't want to come out here and be the entrepreneur up front. So the last thing I want to give you before I leave, and again, share this with other people. Like those of you, you know, that are becoming entrepreneurs, share it with the group of people that you're around. You are like the five people next to you and your family needs to know who you're becoming. I think a lot of you, as you put on your entrepreneur hat, you don't share with your families, your kids that life's going to change. I'm going to become an entrepreneur, which means I don't just get up, go to work, come home. We aren't in that routine anymore. We're in a different routine. Like as an entrepreneur, two things I would say as an entrepreneur. Entrepreneurs talk to entrepreneurs. Entrepreneurs generally don't brainstorm, mentor, or talk to employees. I talk to employees because they're my client. I don't do that. Entrepreneurs talk to entrepreneurs and we live an integrated life, right? So there's no off switch to us, right? Now you're going to manage your time. You're going to time block your time, your energy blocking, I call it, and have trainings, have meetings, grow your team, know where you want to go. See in the beginning, I hired people who actually had pretty broad skill sets. When you get into departments, like right now we have dozens of people working on our team. So we have a marketing department, we have sales, we have accounting. Until you have departments and it's really you overseeing all of them, you're going to have more of a scrappy entrepreneurial energy with you in the beginning. But then you are going to have people that, a lot of those kinds of people, they're good for you individually. Like I'm speaking exactly about a woman that I know, her name's Shannon actually. She's out there, she's watching. But she was amazing in helping do the startup. But then when it came to teams and departments, it didn't work in the team energy. So she's a great starter upper. She's not the big team, longstanding management team and team meetings and all of those kinds of things. So know where you're going. You got to guide it. You got to lead it. I would love to mentor you to do it. So go to askloreal.com. I'm a transparent book. I'll tell you anything, what I did right, wrong, and interesting, and tell you the lessons, which is the mentor's guide, is to keep you from costly mistakes, give you this amazing thing called the Rolodex, and help you move very quickly because of our experience. So go to askloreal.com. Talk to one of our team members. Love to help you. Love to help you hire. We know how to do it. I've been doing it for decades. I've run 82 to 100 person teams at Chevron, and this organization's been up to about 152, I think, at the height when we had massive, massive sales teams. So hire your first person, get some home help, and get a scheduler. Talk to you tomorrow.