April 18, 2024 • 45 mins
Finding the right team for your business can feel burdensome, especially when you're juggling the role of entrepreneur with personal life demands. Lesley Pyle joins Amber Hawley to explore strategies for lightening this load, from hiring an online business manager to creating an enticing job post that draws in the right talent. Through the blend of experiences shared, this episode equips entrepreneurs with the wisdom to expand their teams effectively while maintaining balance in their lives.
In this episode, you will learn about:
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The benefits of an online business manager in streamlining operations and aiding hiring.
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Strategies for recognizing when it's time to hire help and how to begin the process.
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Keys to crafting a compelling job post to attract the best candidates.
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The importance of pacing your hiring process and focusing on one role at a time.
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Tips for conducting meaningful interviews that reveal if a candidate truly fits your business.
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How to leverage freelancers' diverse experiences for the growth of your business.
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Techniques for preventing team member burnout through proper workload management.
About Lesley Pyle
Lesley Pyle is the Founder and CEO of HireMyMom.com, a service connecting Small Businesses with Virtual Professionals across the country since 2007. Pyle began her work from home journey in 1995 after having her first child and started her first online business in 1996 - HBWM.com. She serves on the Board of Directors for Mighty Oaks Foundation and is a contributing writer to Entrepreneur.com. She and her family reside in Texas.
You can learn more on Lesley’s website, follow her on Instagram, and connect with her on LinkedIn.
Links & Resources:
Key Moments In This Episode:
03:36 Join us for valuable hiring advice.
09:13 Attitudes towards work have changed over time.
13:01 Hiring part-time or virtual assistants benefits businesses.
16:47 Reviewing tasks, assigning based on skills and needs.
20:23 Focus on team's strengths, foster loyalty.
23:22 Single motherhood is tough but honesty is crucial.
25:48 Prepare interview questions to assess candidate compatibility.
27:29 Virtual work: value, skills, disruptions, pros/cons. Compatibility.
32:28 Align values, attract the right candidates, share benefits.
35:44 Follow job instructions, stand out from competition.
38:55 Virtual assistant supports multiple aspects of business.
42:32 Delegate tasks to focus on business growth.
44:16 Free resources, short course, concierge program available.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Business owners are increasingly being pulled in so many directions
feeling like they aren't reaching their full potential in business and life despite
their type a ways. With my background as a therapist
entrepreneur and as a.com dropout with ADHD,
I interview and coach high achieving business owners like you who
want to stop struggling for success by using psychological
(00:23):
systems, strategies and the occasional carefrontation.
This is the easily distracted entrepreneur, your place
to slay overwhelm perfectionism and shiny object syndrome
so that you can get done what matters most to you.
Hello hello my focus seekers. I am
(00:43):
hoping by the time you hear this, you have already put your
taxes to bed, whether that's sending it to your CPA, you
submitted them yourself, or you just filed that extension
and hopefully you'll put together a plan so that I don't
have to have this conversation in October, but I
will because, you know, you're my neuro spicy people
(01:05):
and sometimes that's just how we roll.
But I hope it's a big sigh of relief and that you have actually
finished your taxes and now you can look forward
to the next big project on your list and
hopefully it's something that you're really looking forward to. Something
that's fun or something that will really move
(01:27):
the needle in your business ahead, help you grow,
leverage, scale, and you know, perhaps by not just
working more. And that is always the goal. Well, if
you would like some support around that, you
should join us in Asheville in May for the get shit
done retreat. We already have 15
(01:49):
people signed up. We are so excited. Some amazing
neurospicy and some not neurospicy business owners who
are coming to get a major project or goal achieved in just
two days. And we know you can do it because
we have the structure to help you get into flow, to help you
focus and all the pre planning to make sure that you
(02:12):
can actually get done what you're trying to get done without
overworking. If you would like more information, head on over to
amberholley.com retreat. And
I really encourage you to do it now, like ASAP because the
price for the retreat goes up this Saturday so you'll
definitely want to buy a ticket before then. And
(02:35):
we are doing an encore planning session
for our first planning session this upcoming Monday.
The 22 April all planning sessions
are recorded, so if you join after that you can still watch the
recording to get all of the good
information. But we had an amazing planning session
(02:57):
last Friday. There is a planning session number two happening
next Friday, so there's still lots of support to be had
live. And we know that's always the best. And I'm pretty excited
about the varied things that people are
committing to working on at the retreat. Some people are doing
marketing websites, doing batch
(03:19):
recording or batch writing blog posts. They
are looking at their systems, getting caught up on
documentation, all kinds of things.
So it's going to be a really amazing
environment where people are getting into flow and really excited. And I
hope you will join us. And like I said, you definitely want to join us
(03:40):
before the price goes up. And then you can join us on Monday
for that encore planning session and we will help you
develop the plan to accomplish that big goal. So
on today's podcast episode, I had an amazing conversation with
Leslie Pyle, who is the CEO and founder of
Hiremymom.com dot. And since most business
(04:03):
owners are struggling with hiring quality people,
learning how to delegate, making sure they're hiring the right type
of person, this is a phenomenal episode to listen
to. She gives such good advice
and, like, strategy on how to go about hiring
somebody, the questions to ask, how to vet them. And
(04:26):
her company is amazing for finding really awesome
talent for people who maybe either want to work on a project
basis or part time and have an amazing
skillset. So definitely take a listen to the podcast
episode. And like I said, you can maybe hit pause
and just run on over to amberholley.com retreat
(04:47):
so that you can join us in the GSD retreat
because hiring might be the thing that you work on. In fact, we do
have one attendee who said that's probably what they're going to focus on
is figuring out who they need to hire next. So enjoy
the episode. Welcome to the podcast,
Leslie. Thank you so much, Amber. It's so fun to be with you.
(05:10):
Yeah, I'm very excited to have you on. When I got the email,
I was like, how many times have I been told when,
you know, you're talking to a friend or a colleague and you're
like, I really need to hire somebody. I really have to find someone.
And without fail, they would mention your group, your
company. And so I thought, oh, my gosh, this is perfect.
(05:32):
Because as I have said many times,
I think hiring is one of the biggest pain points in
owning and running and scaling a business. And so the
more support we can get in having experts like you talk about
it, I think it's so, so helpful. Yeah. Well, thank you very much. I know
it was very scary for me the first time I hired someone. But, you
(05:54):
know, as you learn, obviously it gets less scary so I'm here
to help make it not scary for your listeners if they haven't hired.
Absolutely. And, yeah, so I've already
introduced you, but I do sometimes think when I
have people share a little bit of their story about how they got started,
we get some of those really fun nuggets. So I love the
(06:16):
name of your company. Hire my mom, obviously. I think it's
clever. So you were saying that when you started, it
was hiring somebody was scary for you. Yes. Yeah.
And when I actually first started, if you want to go back to the grassroots
day, I had my first baby. She's now
28. So that's how long I've been at this. And I
(06:39):
soon discovered when I went back to work that it was not as easy as
I thought it would be. I literally cried every single
day for two weeks. And so I was like, you know,
they're not going to let me work from home. I did ask, but 28 years
ago, working from home was not a thing. So
I was like, okay, I'm going to just do it. So I took the leap
(06:59):
and began freelancing when that was really
uncommon. And, of course, before that, we had to cut our budget because we
were a brand new, you know, college grads. I just finished my master's degree.
I had no forethought that I would ever be a stay at home mom. I
always thought I'd be climbing that corporate ladder. So we bought a house
thinking, we're going to be a dual income family. So I was like, okay,
(07:21):
we're going to have to. We sold one of our cars. We became a one
car family. We ate ramen noodles, which we did all through
college because we put ourselves through college. And then we, you know, we cut
out cable tv and every other bill that we could. And
it was tough in the beginning, so I did that for a year or
two. And then I started a website when the Internet was brand new to
(07:43):
me, called home based working moms. And it was basically
like an online chamber of commerce for moms that either
worked at home or wanted to work at home because I was desperate for that
connection and to learn from other women as well as I knew
they would want to learn. You know, like, how are you getting clients? Or how
do you invoice? Or, you know, what does. What does look? What does it look
(08:04):
like to build your own website? You know, all of those questions. There was no
social media. There were message boards, if you're old enough to remember
message boards and forums. But that was about it.
So I had that website. And that was such a blessing to me. And I
did that for about 14 years when I saw that kind of our
business culture, if you will, started being more open to working from
(08:27):
home. And I thought, you know, wouldn't it be great if I could start
a website like Match.com, but for women who wanted to work from
home and small businesses that would hire them. So that's where it all
began for me. And I launched it in 2007
because I had such a passion to help other women, number one, who
had that desire to work, but to have flexibility around their family,
(08:49):
but also as a small business owner myself, to connect to
great, you know, employees or contractors. So it was like,
for me, it was such, it a just resonated so perfectly in
my heart because I was like, okay, I'm an entrepreneur and
I'm a mom, and what if I could just bring these two audiences together?
Oh, I love that so much. See, this is why I love, I love finding
(09:11):
out a little bit more. Yeah. That is to know that you've been
doing that, like the working from home thing, like you said, it's so accepted now.
It's like, yeah, duh. But back then, I mean, even going back,
like twelve years ago, the attitudes towards things were so different,
even though it did still absolutely exist. Right, right.
It's. I had that same thing that, you know, I went to grad
(09:34):
school and I had, I don't know if I had fully thought
it through, but there was part of me that always knew, like, I would not
be working for someone else because that was why I left the.com world.
Like, felt very disillusioned and, you know, had my
existential crisis and all of that. And it was the same thing where
I had, you know, my husband and I, you, you know, know, we paid for
(09:55):
me to go back to school and to go through all of my schooling, and
then I had my baby right away. And it was
just one of those things. Yeah. Where we cut out everything
and, you know, it was kind of this idea of like,
I remember having that conversation, being in the kitchen and saying to my
husband, like, well, you know, that, like,
(10:16):
the only way for me to work full time would be, is if we put
our kid in full time daycare, which in the Bay Area, you
know, that's basically a salary, right? Yeah, yeah, exactly.
It's more, it was more than our mortgage. Like, even, even part
time childcare. Wow. Well, when we had three, because we have three,
three and four and a half years, it was more expensive. It was like
(10:38):
double our mortgage payment. Now, granted, we had a low mortgage payment, but
still. So I just, I think it's such a great, like, I
love that, though, that, you know, figuring it out. And
again, I think I had an advantage of being in the.com world. So there were
things about running a business that I kind of, like, felt more
comfortable with that I think people struggle with, like, the technology. But
(11:00):
at the same time, I never, like, I didn't grow up in an
entrepreneurial family, like, didn't get any of that training. You know,
it was so. It was like flying by the seat of your pants kind of
thing and figuring it out. So I can't even imagine how it was for you.
So that's. I think it's pretty amazing. I love that there was a lot.
Of flying at the seat of my parents, too, because I was learning, you know,
(11:22):
it's pretty much a fresh college grad. I didn't have a ton of business
experience. I had a job in pr, which was my degree,
for, like, nine months. And that was, you know,
everything else was trial and error. Exactly, exactly. I know I had
more nanny and retail experience than I ever had in anything
else, even though I did work in the.com world. Like, I, you know,
(11:44):
I learn it quickly. But, yeah, I think that's such a great story. And
it's true, though. I mean, I think that that one, there's the
couple of pieces that, you know, especially for new moms, but I
think any moms really, when they're feeling as entrepreneurs, feeling
so isolated and so it's like having that community and that
connection is so important, but then finding people that, you
(12:07):
know, are going to help support you, building your dream, and you
get to support them having some freedom, I think it's super important.
So you started the business, you said in 2007,
the newest, latest business. What? I
guess we were just talking and you said a lot of this. It's, you know,
(12:27):
all of the pieces are still really important. But the
one thing that I noticed with the people that I work with
is this feeling of, I don't think I can
hire. And the one thing I say all the time is if I could
go back, that's the one thing I would have hired fast. I would have hired
faster, because I think hiring the right people actually makes you
(12:48):
money, even though we look at it as, like, a cost. Right.
Yeah. I'm sorry. What are your suggestions
for people when they're trying to decide,
is it time to hire? Right. First of all, I would say the
one thing you have to realize is you don't have to hire someone full time
or even half time to hire someone. Like we get job posts that are
(13:10):
for five or 10 hours a week. It's somebody brand new to hiring and
they're a little bit afraid to commit to more than that because one, they don't
know if they have enough work for that person. And number two, they may be
worried about, can I afford someone? But I think almost
always they realize, okay, now that they're taking this, it's
typically a virtual assistant as the first hire because they can
(13:31):
take off the things off your plate that are keeping you busy
from either growing your business or doing what you love in your
business. So I think there are signs to know when you should hire.
One is your customer service is slipping. You're no longer able to give your
best to your customers. You're wearing too many
hats. You're trying to do it all. And you know, you can in the
(13:53):
beginning, you have to sometimes in the beginning, but eventually you need to stop wearing
all the hats. If you want to grow and, and serve yourself
customers well, you're working too many hours. If your
husband's giving you the side eye too much, that could be a clue that,
hey, come in here and, you know, spend some time with the family.
Or maybe you don't have the capacity to take on new business because
(14:15):
you're so bogged down in what you have. And ultimately you probably
want to grow past that level wherever you're at. So
giving some of what you do off, you know, to someone else. And
like I said, maybe it's a virtual assistant for five or 10 hours. Maybe it's
a social media person who's going to do, you know, three to five
posts a week for you, you know, it could be virtually
(14:37):
anything that's bogging you down and something that
either you don't have time for or you don't love doing. And then
the other way to know is if you do have other team members and they're
bogged down and they're not able to accomplish what you're giving them, and maybe they're
wearing too many hats. Maybe your virtual assistant is doing your
accounting, your social media, your email, your calendar.
(14:58):
It might be time to say, okay, let's let the virtual assistant really
focus on virtual assistant task or customer
service, and let's get someone in marketing or digital marketing to help
with whatever else you need. Yeah, and I really,
I appreciate that. You said when your customer service starts
to slip, like, that's something where I think we get into a place
(15:21):
of just beating ourselves up. And I actually, I don't hear people
articulating that particular, like, sign as often.
You know, I hear, like, the burnout and exhaustion and all the other things.
But, but it's true. Like, there, there comes a point
in which things are falling through the cracks. Right. And so it's,
it's, and that's where, again, I think the narrative is often
(15:43):
like, oh, I just need to do it better. I'm not doing it good enough.
And there's like, some kind of failure on their part as opposed to, no,
this just means you need support. Right, right.
Absolutely. And so the other thing that I see,
too is like, like you're saying, I think there's this idea
of, well, if I give somebody more hours, they're going to be
(16:05):
more consistent or prioritize me, which there's some truth to that.
Yeah. But at the same time, I find, like,
people will hire an assistant in particular and then
have them doing all kinds of things that are
absolutely not in their wheelhouse or not their strong suits.
I guess how when people are in that place, you
(16:27):
know, what are the, what are the recommendations? Or how do you
advise people around, you know, finding what's
the ideal, like, giving somebody enough for they, they
say they still focus on you and they prioritize
you, but at the same time, you're not just giving them, like the kid, everything
in the kitchen sink. Right, right. Yeah. I think, you know, once you
(16:49):
find yourself in that place where you're thinking, okay, I'm giving this person either more
than they're capable of or it's more
skills than they may not necessarily have. So I think
it's good to kind of step back and review everything you do in a
day for your business, you and any team members you have, and then
kind of put them in buckets if you can. So these are admin
(17:11):
tasks. These are customer service. This is marketing, social media,
accounting. You know, all the buckets that you have and then
align, you know, whatever team members have those skills
that shine in those areas, you know, put, give them
those responsibilities. And a lot of times, like I say, a
job might only offer 10 hours a week on, you know, some of the job
(17:33):
posts that we have, but that's fine for a lot of these ladies because they'll
work for two or three people for 10 hours a week. And in one
way that's good because they're learning a variety of skills, you know, so
what they learn with employer one, they can take back to employer
two and so on. And they can basically improve what they're doing and
say, here's, here's, you know, another way to do this and it might be
(17:55):
more efficient for us. So there is some value in the
freelancer or employee working for more than one
person. And of course, if you grow to a point where you need some, someone
in virtual assistant capacity or any capacity for 30
to 40, then, you know, that works as well because some people just
like the standard, I'm working for one person and they
(18:18):
really feel they excel in that role. So, yeah,
it works either way. It really can. Yeah. And I think,
so this is where I'll do the, I'll say
what I know my, my clients are dealing with and I have dealt
with is the one thing I'm seeing. So maybe
this comes down to, like, how you vet people or the questions you ask
(18:40):
is they're bringing on people and when they
come to me and they'll, you know, come to a session or come to one
of our calls or something and they're like, oh, my gosh, I found this person
and they do this and they do this and they, and they start listing more
and more and more. And then talking about the different people, I'm like,
that feels like a rest. Like that person is probably either
(19:00):
in burnout or headed towards burnout. And so, and then sure
enough, like, they start to have things fall through the cracks and
whatever. And so sometimes it's like I've always said, I think you
do have to kind of listen. And I only learned this through hiring people
who I met them, and I was like, oh, this person's amazing. And
they were, they're amazing people and they completely overloaded
(19:23):
themselves. And then they just, you know, then they felt so much
shame about it that they just kind of started, you know, ignoring stuff or
whatever, I guess. How do you suss for somebody who's,
like, really got the energy and lots of varied skill
sets? Like you said, they learn because they have multiple people and they're really
just overwhelmed and probably taking on way too much.
(19:46):
Yeah, I think you do start looking for signs like, you know, if they're
not responding as timely as they used to or you're
noticing a few more errors than normal, then I think
it's time to have a one on one meeting and not a, oh, my gosh,
you're terrible messing up meeting. But, hey, what's going on? And how can I
better support you? Are you taking on too much? Should we revisit the
(20:08):
tasks that you have? Do you feel like you're better at one or, you know,
this one or that one, however many they have, and let them
tell you, because if you have someone that you really value, you want
them to be happy and you want them to excel and be their best. So.
So maybe they really just love the VA stuff and
they're really stressed and pulled too thinly on some of the other tasks,
(20:30):
or vice versa, whichever it is. Maybe they really love the digital
marketing and they don't really like the admin, whatever it is. I think just
having those honest conversations with your team one on
one, and I think that you earn their respect even more because I've
had some of my team tell me that they are
so, like, touched because when I onboard someone,
(20:52):
I have them fill out a Google form and I ask them a bunch of
questions about themselves because I want to get to know them, number one. But
it's also a cheat sheet for gifts and ways
to honor them and celebrate them and
things like that. And they're not used to that, but those are things that when
you pour into your team, you not only get the
(21:13):
best out of them, but they become more loyal to you as
well. Because, I mean, let's be honest, it's so much easier to keep someone long
term than to train and replace and train and replace.
Oh, absolutely. Yeah. I do the same thing. The
Google form and kind of find out. It's really nice. And back when
we were still a brick and mortar in person,
(21:36):
it was, yeah. Even having snacks in the office that they like those
little things that make them feel cared for and, you
know, even something that I did, because when I worked in
the.com world and started a new job, they would always, on your first day,
like, take you out for, like, a nice lunch with the team or, you know,
like, you're close, the people you were probably going to work with a lot now,
(21:58):
then after then they probably throw you in the deep end and never talk to
you again. But somewhat true. But. But I
feel like those little touches do matter. They do add
up. And, and I agree. I've had that even when I've
hired therapists where I, like, check in and have
conversations because things are slipping or things are happening,
(22:20):
and sometimes you find out, like, they're not. You know,
they're going through major stuff. But, but it's hard. It's a
hard balance of, like, you know, how much do
you give understanding, of course. Especially when there's
somebody who's been so good. But what would you say for, like, if you
start to see that almost immediately, like, things are slipping through the
(22:42):
cracks and you're checking in and somebody's really overwhelmed and,
you know, if this is a solopreneur who, this is their
first hire and they can't really afford to have more than one. Do you have
any, like, thoughts about that? I realize I just threw you in the deep end
on this question. That's a great question. And I would say, you know,
it's a great time to have a heart to heart. I mean. I mean, we're
(23:03):
people. We're business owners, but we're people. And one of my team
members is the single mom. So there have been seasons where she's had to deal
with things that are hard, you know, and she'll have to pull back just a
little bit, you know, and deal with some things. And I have, you know, another
team member who can kind of fill in for her when those things happen, because
I understand. I was a single mom for a season as well, and it's hard.
(23:24):
I mean, you deal with certain things. So I think having those heart to
hearts with, you know, okay, is this temporary, what you're going through, the things
that are falling through the cracks, or is this just not the
job that you thought it was? You know, be honest with me, because
if it's not, it's better to know now than to get six months down the
road when you've invested even more time, you know, and
(23:46):
sometimes you can do all the right things in an interview, and
still, the person may not be the best fit. I mean, that just
happens. Of course, the better you interview and the better your questions are
and the references, obviously, the better chance you're going to have at that not
happening. But, you know, there's no fail safe, 100% way
to make sure that this person's going to be your rock star forever.
(24:08):
So I think just having those honest conversation and allowing them, you know,
you don't have to pry into their life, but just letting them know
you need to know that this person is the right fit and that they're going
to be dependable and that they want to work with you. And if not, you
know, thank you for the service you did provide. I wish you all
the best, but I do need someone that can do xxx and. And
(24:30):
not give me their leftovers. Maybe say it a little bit nicer
than that. Of course. No, I love that, though. It's
true. I do think it's just having those really honest conversations.
And, yeah, I do think it starts in the interview process,
but I always tell people. I've made every single mistake, even though
when I worked, I did Internet operations and I would hire
(24:53):
people. And so I had the experience of hiring. But it feels
so different to hire when it's your own business. You know, there's like
an emotional attachment to it, for sure. But I do think that even
that structure helped me, like, lay out a good,
like, way of approaching the interview process. And I
still made mistakes. Like, you know, somebody's
(25:15):
anxiety didn't show up at all, and then they were so anxious, they,
like, couldn't function. Or, you know, you know, so. Or, like,
one case, I was like, well, that was obviously a lie, but I'm
intrigued. Let me see. Turns out that wasn't a good choice.
So, by the way, it was more about their capacity.
You know what I mean? Like, it wasn't like they were. I was like, oh,
(25:37):
let me take somebody who's a blatant liar. But, but, yeah, when it comes
to the process of interviewing somebody,
what is, what do you recommend people do?
Yeah, and when we do that, I also wanted to jump back after this
and talk about the job post because I see a lot of errors in that.
I don't want to forget to mention that. But as far as the interview, I
(25:58):
think it's good to have some questions, you know, prepared, obviously in
advance that kind of really get to the meat
of it. Like, you want to know what interests them about this
job and what you're looking for is, is this just a job and they're looking
for money because they just want to make money? Or is this something, is there
something about your job that resonated with them? And I look for things like, did
(26:20):
they read anything about our history or our social media? Did they
know anything at all about hiring my mom? Or are they just like, yeah,
I'm a great virtual assistant, hire me, or whatever it might be. So that's one
thing. Then I also like to know what other virtual jobs they've held,
what their responsibilities are, and kind of learn a little bit about what that was
like, what they liked about it, what they didn't like about it, because
(26:43):
what they didn't like about it. You're looking for anything that you would have them
do, and you're like, okay, she didn't like that. And that's like a big part
of what this role would be. That's going to be a telltale sign. And
if what they loved is what you need, then that's a good sign.
Also, what's your top tip for a successful
virtual working relationship, you know, and I, that
(27:04):
sometimes is a different one for people because they're like, oh, gosh, I don't know.
But, you know, I'm like, take your time. Like, think about it. What do you
think is so important? And obviously one of them for me is
communication. Like, I don't need to know everything you're doing all
day long, but I do want to be in communication to be updated
on this project or that project or this
(27:25):
customer. You know, I'm having an issue with this customer for this reason.
Like, I want to be aware of things, but I don't want to micromanage anyone.
For me, that's how I, you know, that's what I value. So I'm looking
for what they value in a virtual relationship, and then what do they
like and not like about working virtually? Because, you know, there are pros
and cons. I think there are a lot more pros personally, but, you know,
(27:48):
what are they dislike? If you learn that they really struggle with
isolation or something, you know, is that going to be a barrier to
them succeeding long term in a
virtual working relationship? And then
ask, how did the skills that I'm looking for fit your past?
So I like them to kind of tell me what they've done and how that
(28:10):
matches what I'm looking for. And it doesn't, you know, it's never going to be
100%, but I'm looking for at least 50%
match on what they've done before and how it will work with
what I'm looking for. Then also ask about disruptions, because a
lot of people have young kids, and I have no problem with
that. But if you're going to be working for 30 hours and you have young
(28:31):
kids, I'm like, okay, what's, how are we going to handle that? Even though you're
probably not supposed to ask specifically, I just like to see
what, how do they handle disruptions? Do they have someone who helps with the
kids, or do they have to constantly leave to care for
others? If so, those are fine. But a 30 hours a week
job may not be the best fit for someone that has a ton
(28:53):
going on at their house. Then I also ask what makes them think they're the
best candidate and then to describe themselves. So those are just
some of my favorites in an interview. Yeah, I like
those, the ones where you mentioned that,
like, their talent. I do think it's important to know, like, what people don't like
just as much as what they do. I remember I had this person
(29:15):
who was, I thought was perfect. Loved the
energy, like, similar vibes. It was all great.
But then she was describing basically, I'm not a
micromanager. If anybody knows, I'm like the opposite. I'm like, can I just give it
to you? And you just do it? Like, I don't want to have to deal,
but with, you do need communication. Right, like that, like you said. And she
(29:36):
was like, I don't want people, like, checking in and asking me,
like, why, what? Where are things at? It was basically like, she didn't want
someone checking in and, like, questioning her. And I'm like, the way
it was worded was so, like, I just couldn't hire her. And it sucked
because I loved her so much, but I just knew. I was like, oh, there's
gonna be pushback. And that's, like, to me, the one thing, knowing me
(29:58):
and my personality, that's the other part. It's like I'm going to get
really irritated if I'm, like, following up with you because you haven't told me
how something's happening and then you have an attitude, like, I
already know that's going to be a problem. Right, right. So I think it's also
like understanding yourself and especially working
with so many, I say, neuro spicy business
(30:19):
owners, it's like we can be, like, highly sensitive.
We can be, you know, we can be a little scattered. And I always say,
like, I'm very understanding. If I've forgotten, I'll own when I
forget something. But I think it's also understanding how knowing
you and your personality, when people say certain
things, like paying attention to that don't just like, oh, it'll be fine.
(30:42):
Like, I think that's the mistake we make so many times. Right,
right. Yeah. Because you are looking for someone complementary to you. Not
someone exactly like you, but not one, someone polar opposite either. So
I think those or clues to look for as well, because
it is good to have someone who compliments you and, you know, has
skills that you don't have, but who's not going to constantly, like, have
(31:04):
friction. Like, okay, I should be able to ask in,
you know, check on this project because I haven't heard from you all week. Like,
hey, is everything going okay? What's the status? Like, that shouldn't be a
big, like, red flag for the person. That should be like, oh, yeah, I should
have updated you because we haven't talked in a week. Exactly, exactly.
And, you know, in my, it could have been that they had a, you know,
(31:25):
she had a boss that was a micromanager and felt really
belittled or something. But the way it was expressed, I'm like, well, I'm just not
willing to take that risk. Right, right. Yeah. Okay. So
I love those questions. Those were some really good
ones. And you said, though, even before the interview questions,
you see that people are having some missteps in the job
(31:46):
descriptions, right? Yeah. So that's kind of step one for me is
having a good job post, because we get everything from one sentence, I
need to hire an assistant, please apply. Like,
literally, that'll be the job post. And then we have from that,
we have like a 45 page book. And
I'm exaggerating, obviously, but it's somewhere in the middle. And
(32:08):
I tell people it doesn't have to be difficult, but, you know, start by sharing
a brief description of what your company does. So, you know, if
you are a florist, you know, that might really resonate with someone just
knowing what you are and what your business does. So I think not just putting
what the job is, but what your business is and what your business
does is important. If you have a mission state, if you have
(32:30):
company values, those are also going to align with certain people
and bring the right, hopefully, people to apply. And if you have
something in your mission statement that's just like, oh, that's not really how I
roll, then you're hopefully preventing someone who's not
a good fit from applying. So that helps attract the right candidates.
And then obviously list the roles, responsibilities and
(32:52):
requirements. More than just, I need an assistant. Like give a brief
overview of what types of things the person would be doing or what
tools that you might use to give the person a good idea
of, okay, this is what the person's looking for. Share
the benefits of working for your company. Like, I
see sometimes they'll say, you know, we invest in our employees
(33:14):
and do training quarterly, or we have opportunities
to grow. We take off these days or these
holidays. We celebrate these milestones and
accomplishments. We value independence or we
value lots of collaboration. We have a very
fun and light hearted work environment, or we have a more serious
(33:36):
and, you know, let's do the work. Like any kind of clues that
give people an idea of what it's like to work for you. Again, I think
helps you attract the right type of candidate and then,
you know, provide enough information but don't overwhelm. Because
I think when you write too much, people do not read the entire
job description. And I know sometimes people say, apply with, you
(33:57):
know, times point, you know, whatever font. And that's
fine. But if you're going to have someone, you want
them to take tests and things like that. I feel like those are better in
round two because if you put too many requirements in the
initial job post, a lot of times people are like, that's too much
work. And I don't even know if they will like me. So I'm just going
(34:18):
to go to the next job post. So you have to kind of balance that
out. Like, if it's important for you to know that they're detail oriented, then,
yeah, put something in there that initially gives you a clue whether
they read through it and have that detail oriented personality.
But don't make it so hard that you're going to turn away people that might
have been a good candidate and keep them from applying.
(34:39):
Absolutely. And, yeah, I did that.
The one time that it really stood out to me was I
had in there, when you apply the subject line of
the email, put most awesome assistant, and
that was just the subject line. It literally eliminated
97% of the applications, which I was
(35:01):
like, it was great because I was like, good. I don't have to read. And
I did read a couple of them and thought when you read it and you're
like, oh, gosh, they sound so great. But to me, I'm
like, if you can't when you're supposed to be putting on your best,
best foot forward and you don't do that. And I ended up hiring
two people. Of the three that
(35:22):
actually made it through, it was like 30 something people who didn't.
And the one was, Joanna, was with me
for years and just a rock star. And so it's like I even felt
that pull to ignore that. But it was that little thing that
just makes such a difference. But, yeah, I could see where, yeah, you don't want
to make it insurmountable for people as well. Sometimes they'll
(35:44):
tell you to write an essay or, you know, do a lot of stuff like
what you had to do. The subject line is perfect because then, you know, if
they read the entire job description, okay, are they paying
attention and are they really interested in this job or are they applying for 50
jobs today? And they just, bam, bam, bam, bam. They don't really care,
you know? So those little ways to, you know, I just had somebody last week,
(36:06):
in fact, messaged me on LinkedIn, and she goes, I just want to give you
some feedback. I've got some great candidates, but over half of
them who applied did not follow the instructions. And I think it
was something similar. So she was like, I mean, it saved me time because I
was able to just delete half of the applicants, and I only
had to go through half. So that's word to the wise for anyone applying for
(36:28):
work, too, is read the job description two or three times and make sure
you're clueing in on everything they're looking for. Yeah. And
I agree. I think most of the people, it was literally, they're just
like, like, it was on indeed, I think. And so it was just like, boom.
Apply, apply, apply, apply. And, like, they didn't even have some of the basic
criteria, but, but it was, it is helpful, you know,
(36:50):
to have that, just that little, little thing. But I also do understand
what you're saying about not putting too much. I guess, being a therapist, I've worked
with so many people who, you know, as their
therapist, who were, like, amazing people, but they lacked
the confidence or they felt like, oh, I don't know if I can do that.
And I'm like, what are you talking about? Especially when it was something they had
(37:12):
a degree in or something. I'm like, you are totally qualified. You're an amazing
person. You have to just apply. Like, let
them, you know, let. Let the process, like, uncover
that. So I like that idea of being thoughtful about
managing the overwhelm for people as well. Right?
Yeah. What, um, so if you're, you know, thinking about
(37:34):
the people, so many business owners when they're starting out and
they're like, okay, I, like you said, I want this stuff, and I need some
accounting help and I need some marketing, marketing help, and I need this and that
and, you know, personal chef, whatever, you know, they have all these things.
Where would you say the line is? Or how. How
should somebody approach that when they're like, oh, here's my unicorn.
(37:55):
If I could have somebody that embodied all of these qualities
versus let me put something out that is appealing and is
probably going to get, like, good candidates, what would you
say? Where's the line in that? Or how would you approach that? So I
think there are two ways to approach that. One is if you do have multiple
roles that you're looking to fill, I would say, okay, which one's the most pressing,
(38:18):
which one's taking the most of your majority of your time and does, has
the tasks that you dislike the most, that's probably who you should hire
first. And I wouldn't recommend hiring several people at once. I'd
hire one, kind of get them rolling, then hire the next. Or
another option that I know works for some is to just hire an online
business manager. And that person is somebody who basically would
(38:40):
be your right hand woman or man, and they would know
all of those roles. So it could be that you hired that person to learn
the VA role, the digital marketing role, whatever other
roles that you have. And that way they can even create
sops for you. Like, here's what a virtual assistant has to do, and we're going
to create the SoP for her and for, you know, the email
(39:02):
marketing person, the social media person, the accounting person, whatever
roles you need. And she can help organize all of that
and then also help you in the hiring process. If, like, you don't like the
interview process, maybe you have her or him begin that process
and then you review her top two or three candidates. So that's another
great way I did that, actually not, she wasn't my first hour, but I did
(39:25):
have an online business manager who set me fully up in Asana, who
got me so much more organized than I was and had, you know,
different boards created for different team members, some that were for the full team.
And it was so nice to have all of that done
for me. And she knew a little bit about every role, so if somebody couldn't,
like, you know, had vacation, she could step in if needed,
(39:47):
you know, for that person. So that's another great option. Of course you're going to
pay that online business manager a higher fee than you would pay,
say, a va or something, but that is another great option for somebody that's
like, I need help in all the places and I want to do it
now. Absolutely. Yeah. And I, the operations
part, you know, I've had somebody that didn't call herself
(40:09):
an online business manager, but it was that same type of thing. I think it's
nice not only because it's somebody else who's thinking strategically
for you, because, I mean, that to me is a
distinguishing difference is the online business manager versus
a virtual assistant is they are a lot more strategic and thinking
about things and like you said, can help you kind
(40:31):
of create those processes. I also think it's nice if, you
know, that you tend to get, like, attached to people
and you feel bad rejecting or saying no to people,
whether or not it's a operations person. I always found it was
nice to have, like, I had my assistant when we would be
hiring for, like, therapist or anything, she would be the one. We had,
(40:54):
like, little blurbs written after each stage of the interview process that she
would send out because I would feel terrible, and then
I would not reply and say, I'm sorry, we've gone a different route. And then
I felt terrible for not replying to them. Cause, you know, they're waiting. So it's
like, I feel like sometimes having that buffer, even just
for you to, like, be able to stay, stay
(41:16):
in your zone and not get too emotional about all the decisions can be
helpful for us. 100%.
Awesome. Well, I mean, gosh, this went so fast. I
want to be mindful of time, but so, yeah, so, so many
people. I think it's the feeling of,
oh, I can't. I can't hire. I'm not ready. They get
(41:38):
nervous about, like, yeah, can I afford it? Is it sustainable?
And I'm usually of the, you know, that's my biggest lesson,
is constantly saying every time I have hired. And I
really realize, like, they save you money because you're also not
losing clients because things are falling through the cracks. Like, they're taking care of
things. And it frees you and your energy up to do the, like,
(42:00):
bringing in more business or doing the things that matter more,
but for that. And so it's like, is there anything you
would say to people when they're in that place of, like,
okay, I'm kind of on the cusp. Things aren't necessarily
falling through the cracks. I'm not. I'm not, like, overworking, per se, but
I. But I know that I'm not. I'm not able to grow because
(42:23):
I'm in this place. Is there any other advice you would give to
somebody around, like, how to check in with themselves to
know if they're ready? Yeah, I think, you know, anytime you're meeting
any of those criteria we talked about earlier, being overwhelmed,
burned out, wearing too many hats, all of those.
If you find yourself in any or all of those places, then it's probably time
(42:46):
to step back and review and just think, okay, where am I spending the majority
of my time? If it's answering emails and scheduling calls and
things that an admin could do for you, then what? If you
could then give that to someone else, and then you could actually be
more present in, you know, growing your business and
soliciting new clients. Whether that's going out and networking or doing more
(43:08):
on social media or just being visible
more, I think you'll see quickly that you'll more than
make up for the amount of money that you're paying out. And as your business
grows, you just give more hours or you hire more people. So it
doesn't have to be scary. You can start small if you're like,
okay, I think I can afford 10 hours a week or 5 hours a week,
(43:29):
then start there, because I promise you, there's somebody out there that's like, I have
a newborn. I can only work five or 10 hours a week. And she'll be
like, ding, ding, perfect. I want that job. So I'd say,
just take the leap. You have really have nothing to lose. If it doesn't work
out, then you're not tired to it forever. You can
learn what you've learned. Trial and error. We both went that route.
(43:50):
We had to learn as we went. And I think
you'll see quickly that it's a blessing. And like you
said, you'll look back and say, man, I wish I'd done that sooner. It's not
so scary after all. Absolutely. I love it.
So if people want to find out more information about you
and get, I know you have a good
(44:13):
little freebie for the listeners. Where should they go? Yeah, so I have
a couple of freebies. I can give you the link to put in the show
notes. We have the top interview questions, and then we also have
a template for your job post. And if someone's interested, like, I
need all the things we do have a short course on
hiring made easy. You can also find that on hire, my mom's
(44:34):
website under post a job. So we have several resources because
we love serving the small business owner, the entrepreneur, the
solopreneur, you know, and we even have a concierge program
for those business owners that are like, I am too busy. I don't like
hiring. Can you do it for me? And I was asked that, like, three years
ago, and I go, oh, I don't have time either. What do you mean? And
(44:56):
then the light bulb went off and I thought, well, I don't have time, but
I could hire someone who's an HR person.
So we have a couple of HR people who will actually do the whole process
for you. So we try to be, you know, every way that
we can serve the small business owner and the woman, man. Anyone
looking for remote work, we really try to meet them where they're at. Oh,
(45:17):
wonderful. Well, I'm glad you mentioned the concierge thing, because I sure know a
lot of people who are in that place of like, I am totally overwhelmed and
I don't want to do it. So. Yes, that is wonderful. Well, thank you.
Thank you again. It was so great to officially meet you.
Espanooza. This was really valuable. I think
that's going to be a helpful process. And we will have all of
(45:39):
the links that you mentioned in the show notes for people to go check out
and get those questions and those templates and get some
people hired. Yes. Wonderful. Thank you
so much, Amber. Thank you.
Business owners are increasingly being pulled in so many directions
feeling like they aren't reaching their full potential in business and life despite
their type a ways. With my background as a therapist
entrepreneur and as a.com dropout with ADHD,
I interview and coach high achieving business owners like you who
want to stop struggling for success by using psychological
(00:23):
systems, strategies and the occasional carefrontation.
This is the easily distracted entrepreneur, your place
to slay overwhelm perfectionism and shiny object syndrome
so that you can get done what matters most to you.
Hello hello my focus seekers. I am
(00:43):
hoping by the time you hear this, you have already put your
taxes to bed, whether that's sending it to your CPA, you
submitted them yourself, or you just filed that extension
and hopefully you'll put together a plan so that I don't
have to have this conversation in October, but I
will because, you know, you're my neuro spicy people
(01:05):
and sometimes that's just how we roll.
But I hope it's a big sigh of relief and that you have actually
finished your taxes and now you can look forward
to the next big project on your list and
hopefully it's something that you're really looking forward to. Something
that's fun or something that will really move
(01:27):
the needle in your business ahead, help you grow,
leverage, scale, and you know, perhaps by not just
working more. And that is always the goal. Well, if
you would like some support around that, you
should join us in Asheville in May for the get shit
done retreat. We already have 15
(01:49):
people signed up. We are so excited. Some amazing
neurospicy and some not neurospicy business owners who
are coming to get a major project or goal achieved in just
two days. And we know you can do it because
we have the structure to help you get into flow, to help you
focus and all the pre planning to make sure that you
(02:12):
can actually get done what you're trying to get done without
overworking. If you would like more information, head on over to
amberholley.com retreat. And
I really encourage you to do it now, like ASAP because the
price for the retreat goes up this Saturday so you'll
definitely want to buy a ticket before then. And
(02:35):
we are doing an encore planning session
for our first planning session this upcoming Monday.
The 22 April all planning sessions
are recorded, so if you join after that you can still watch the
recording to get all of the good
information. But we had an amazing planning session
(02:57):
last Friday. There is a planning session number two happening
next Friday, so there's still lots of support to be had
live. And we know that's always the best. And I'm pretty excited
about the varied things that people are
committing to working on at the retreat. Some people are doing
marketing websites, doing batch
(03:19):
recording or batch writing blog posts. They
are looking at their systems, getting caught up on
documentation, all kinds of things.
So it's going to be a really amazing
environment where people are getting into flow and really excited. And I
hope you will join us. And like I said, you definitely want to join us
(03:40):
before the price goes up. And then you can join us on Monday
for that encore planning session and we will help you
develop the plan to accomplish that big goal. So
on today's podcast episode, I had an amazing conversation with
Leslie Pyle, who is the CEO and founder of
Hiremymom.com dot. And since most business
(04:03):
owners are struggling with hiring quality people,
learning how to delegate, making sure they're hiring the right type
of person, this is a phenomenal episode to listen
to. She gives such good advice
and, like, strategy on how to go about hiring
somebody, the questions to ask, how to vet them. And
(04:26):
her company is amazing for finding really awesome
talent for people who maybe either want to work on a project
basis or part time and have an amazing
skillset. So definitely take a listen to the podcast
episode. And like I said, you can maybe hit pause
and just run on over to amberholley.com retreat
(04:47):
so that you can join us in the GSD retreat
because hiring might be the thing that you work on. In fact, we do
have one attendee who said that's probably what they're going to focus on
is figuring out who they need to hire next. So enjoy
the episode. Welcome to the podcast,
Leslie. Thank you so much, Amber. It's so fun to be with you.
(05:10):
Yeah, I'm very excited to have you on. When I got the email,
I was like, how many times have I been told when,
you know, you're talking to a friend or a colleague and you're
like, I really need to hire somebody. I really have to find someone.
And without fail, they would mention your group, your
company. And so I thought, oh, my gosh, this is perfect.
(05:32):
Because as I have said many times,
I think hiring is one of the biggest pain points in
owning and running and scaling a business. And so the
more support we can get in having experts like you talk about
it, I think it's so, so helpful. Yeah. Well, thank you very much. I know
it was very scary for me the first time I hired someone. But, you
(05:54):
know, as you learn, obviously it gets less scary so I'm here
to help make it not scary for your listeners if they haven't hired.
Absolutely. And, yeah, so I've already
introduced you, but I do sometimes think when I
have people share a little bit of their story about how they got started,
we get some of those really fun nuggets. So I love the
(06:16):
name of your company. Hire my mom, obviously. I think it's
clever. So you were saying that when you started, it
was hiring somebody was scary for you. Yes. Yeah.
And when I actually first started, if you want to go back to the grassroots
day, I had my first baby. She's now
28. So that's how long I've been at this. And I
(06:39):
soon discovered when I went back to work that it was not as easy as
I thought it would be. I literally cried every single
day for two weeks. And so I was like, you know,
they're not going to let me work from home. I did ask, but 28 years
ago, working from home was not a thing. So
I was like, okay, I'm going to just do it. So I took the leap
(06:59):
and began freelancing when that was really
uncommon. And, of course, before that, we had to cut our budget because we
were a brand new, you know, college grads. I just finished my master's degree.
I had no forethought that I would ever be a stay at home mom. I
always thought I'd be climbing that corporate ladder. So we bought a house
thinking, we're going to be a dual income family. So I was like, okay,
(07:21):
we're going to have to. We sold one of our cars. We became a one
car family. We ate ramen noodles, which we did all through
college because we put ourselves through college. And then we, you know, we cut
out cable tv and every other bill that we could. And
it was tough in the beginning, so I did that for a year or
two. And then I started a website when the Internet was brand new to
(07:43):
me, called home based working moms. And it was basically
like an online chamber of commerce for moms that either
worked at home or wanted to work at home because I was desperate for that
connection and to learn from other women as well as I knew
they would want to learn. You know, like, how are you getting clients? Or how
do you invoice? Or, you know, what does. What does look? What does it look
(08:04):
like to build your own website? You know, all of those questions. There was no
social media. There were message boards, if you're old enough to remember
message boards and forums. But that was about it.
So I had that website. And that was such a blessing to me. And I
did that for about 14 years when I saw that kind of our
business culture, if you will, started being more open to working from
(08:27):
home. And I thought, you know, wouldn't it be great if I could start
a website like Match.com, but for women who wanted to work from
home and small businesses that would hire them. So that's where it all
began for me. And I launched it in 2007
because I had such a passion to help other women, number one, who
had that desire to work, but to have flexibility around their family,
(08:49):
but also as a small business owner myself, to connect to
great, you know, employees or contractors. So it was like,
for me, it was such, it a just resonated so perfectly in
my heart because I was like, okay, I'm an entrepreneur and
I'm a mom, and what if I could just bring these two audiences together?
Oh, I love that so much. See, this is why I love, I love finding
(09:11):
out a little bit more. Yeah. That is to know that you've been
doing that, like the working from home thing, like you said, it's so accepted now.
It's like, yeah, duh. But back then, I mean, even going back,
like twelve years ago, the attitudes towards things were so different,
even though it did still absolutely exist. Right, right.
It's. I had that same thing that, you know, I went to grad
(09:34):
school and I had, I don't know if I had fully thought
it through, but there was part of me that always knew, like, I would not
be working for someone else because that was why I left the.com world.
Like, felt very disillusioned and, you know, had my
existential crisis and all of that. And it was the same thing where
I had, you know, my husband and I, you, you know, know, we paid for
(09:55):
me to go back to school and to go through all of my schooling, and
then I had my baby right away. And it was
just one of those things. Yeah. Where we cut out everything
and, you know, it was kind of this idea of like,
I remember having that conversation, being in the kitchen and saying to my
husband, like, well, you know, that, like,
(10:16):
the only way for me to work full time would be, is if we put
our kid in full time daycare, which in the Bay Area, you
know, that's basically a salary, right? Yeah, yeah, exactly.
It's more, it was more than our mortgage. Like, even, even part
time childcare. Wow. Well, when we had three, because we have three,
three and four and a half years, it was more expensive. It was like
(10:38):
double our mortgage payment. Now, granted, we had a low mortgage payment, but
still. So I just, I think it's such a great, like, I
love that, though, that, you know, figuring it out. And
again, I think I had an advantage of being in the.com world. So there were
things about running a business that I kind of, like, felt more
comfortable with that I think people struggle with, like, the technology. But
(11:00):
at the same time, I never, like, I didn't grow up in an
entrepreneurial family, like, didn't get any of that training. You know,
it was so. It was like flying by the seat of your pants kind of
thing and figuring it out. So I can't even imagine how it was for you.
So that's. I think it's pretty amazing. I love that there was a lot.
Of flying at the seat of my parents, too, because I was learning, you know,
(11:22):
it's pretty much a fresh college grad. I didn't have a ton of business
experience. I had a job in pr, which was my degree,
for, like, nine months. And that was, you know,
everything else was trial and error. Exactly, exactly. I know I had
more nanny and retail experience than I ever had in anything
else, even though I did work in the.com world. Like, I, you know,
(11:44):
I learn it quickly. But, yeah, I think that's such a great story. And
it's true, though. I mean, I think that that one, there's the
couple of pieces that, you know, especially for new moms, but I
think any moms really, when they're feeling as entrepreneurs, feeling
so isolated and so it's like having that community and that
connection is so important, but then finding people that, you
(12:07):
know, are going to help support you, building your dream, and you
get to support them having some freedom, I think it's super important.
So you started the business, you said in 2007,
the newest, latest business. What? I
guess we were just talking and you said a lot of this. It's, you know,
(12:27):
all of the pieces are still really important. But the
one thing that I noticed with the people that I work with
is this feeling of, I don't think I can
hire. And the one thing I say all the time is if I could
go back, that's the one thing I would have hired fast. I would have hired
faster, because I think hiring the right people actually makes you
(12:48):
money, even though we look at it as, like, a cost. Right.
Yeah. I'm sorry. What are your suggestions
for people when they're trying to decide,
is it time to hire? Right. First of all, I would say the
one thing you have to realize is you don't have to hire someone full time
or even half time to hire someone. Like we get job posts that are
(13:10):
for five or 10 hours a week. It's somebody brand new to hiring and
they're a little bit afraid to commit to more than that because one, they don't
know if they have enough work for that person. And number two, they may be
worried about, can I afford someone? But I think almost
always they realize, okay, now that they're taking this, it's
typically a virtual assistant as the first hire because they can
(13:31):
take off the things off your plate that are keeping you busy
from either growing your business or doing what you love in your
business. So I think there are signs to know when you should hire.
One is your customer service is slipping. You're no longer able to give your
best to your customers. You're wearing too many
hats. You're trying to do it all. And you know, you can in the
(13:53):
beginning, you have to sometimes in the beginning, but eventually you need to stop wearing
all the hats. If you want to grow and, and serve yourself
customers well, you're working too many hours. If your
husband's giving you the side eye too much, that could be a clue that,
hey, come in here and, you know, spend some time with the family.
Or maybe you don't have the capacity to take on new business because
(14:15):
you're so bogged down in what you have. And ultimately you probably
want to grow past that level wherever you're at. So
giving some of what you do off, you know, to someone else. And
like I said, maybe it's a virtual assistant for five or 10 hours. Maybe it's
a social media person who's going to do, you know, three to five
posts a week for you, you know, it could be virtually
(14:37):
anything that's bogging you down and something that
either you don't have time for or you don't love doing. And then
the other way to know is if you do have other team members and they're
bogged down and they're not able to accomplish what you're giving them, and maybe they're
wearing too many hats. Maybe your virtual assistant is doing your
accounting, your social media, your email, your calendar.
(14:58):
It might be time to say, okay, let's let the virtual assistant really
focus on virtual assistant task or customer
service, and let's get someone in marketing or digital marketing to help
with whatever else you need. Yeah, and I really,
I appreciate that. You said when your customer service starts
to slip, like, that's something where I think we get into a place
(15:21):
of just beating ourselves up. And I actually, I don't hear people
articulating that particular, like, sign as often.
You know, I hear, like, the burnout and exhaustion and all the other things.
But, but it's true. Like, there, there comes a point
in which things are falling through the cracks. Right. And so it's,
it's, and that's where, again, I think the narrative is often
(15:43):
like, oh, I just need to do it better. I'm not doing it good enough.
And there's like, some kind of failure on their part as opposed to, no,
this just means you need support. Right, right.
Absolutely. And so the other thing that I see,
too is like, like you're saying, I think there's this idea
of, well, if I give somebody more hours, they're going to be
(16:05):
more consistent or prioritize me, which there's some truth to that.
Yeah. But at the same time, I find, like,
people will hire an assistant in particular and then
have them doing all kinds of things that are
absolutely not in their wheelhouse or not their strong suits.
I guess how when people are in that place, you
(16:27):
know, what are the, what are the recommendations? Or how do you
advise people around, you know, finding what's
the ideal, like, giving somebody enough for they, they
say they still focus on you and they prioritize
you, but at the same time, you're not just giving them, like the kid, everything
in the kitchen sink. Right, right. Yeah. I think, you know, once you
(16:49):
find yourself in that place where you're thinking, okay, I'm giving this person either more
than they're capable of or it's more
skills than they may not necessarily have. So I think
it's good to kind of step back and review everything you do in a
day for your business, you and any team members you have, and then
kind of put them in buckets if you can. So these are admin
(17:11):
tasks. These are customer service. This is marketing, social media,
accounting. You know, all the buckets that you have and then
align, you know, whatever team members have those skills
that shine in those areas, you know, put, give them
those responsibilities. And a lot of times, like I say, a
job might only offer 10 hours a week on, you know, some of the job
(17:33):
posts that we have, but that's fine for a lot of these ladies because they'll
work for two or three people for 10 hours a week. And in one
way that's good because they're learning a variety of skills, you know, so
what they learn with employer one, they can take back to employer
two and so on. And they can basically improve what they're doing and
say, here's, here's, you know, another way to do this and it might be
(17:55):
more efficient for us. So there is some value in the
freelancer or employee working for more than one
person. And of course, if you grow to a point where you need some, someone
in virtual assistant capacity or any capacity for 30
to 40, then, you know, that works as well because some people just
like the standard, I'm working for one person and they
(18:18):
really feel they excel in that role. So, yeah,
it works either way. It really can. Yeah. And I think,
so this is where I'll do the, I'll say
what I know my, my clients are dealing with and I have dealt
with is the one thing I'm seeing. So maybe
this comes down to, like, how you vet people or the questions you ask
(18:40):
is they're bringing on people and when they
come to me and they'll, you know, come to a session or come to one
of our calls or something and they're like, oh, my gosh, I found this person
and they do this and they do this and they, and they start listing more
and more and more. And then talking about the different people, I'm like,
that feels like a rest. Like that person is probably either
(19:00):
in burnout or headed towards burnout. And so, and then sure
enough, like, they start to have things fall through the cracks and
whatever. And so sometimes it's like I've always said, I think you
do have to kind of listen. And I only learned this through hiring people
who I met them, and I was like, oh, this person's amazing. And
they were, they're amazing people and they completely overloaded
(19:23):
themselves. And then they just, you know, then they felt so much
shame about it that they just kind of started, you know, ignoring stuff or
whatever, I guess. How do you suss for somebody who's,
like, really got the energy and lots of varied skill
sets? Like you said, they learn because they have multiple people and they're really
just overwhelmed and probably taking on way too much.
(19:46):
Yeah, I think you do start looking for signs like, you know, if they're
not responding as timely as they used to or you're
noticing a few more errors than normal, then I think
it's time to have a one on one meeting and not a, oh, my gosh,
you're terrible messing up meeting. But, hey, what's going on? And how can I
better support you? Are you taking on too much? Should we revisit the
(20:08):
tasks that you have? Do you feel like you're better at one or, you know,
this one or that one, however many they have, and let them
tell you, because if you have someone that you really value, you want
them to be happy and you want them to excel and be their best. So.
So maybe they really just love the VA stuff and
they're really stressed and pulled too thinly on some of the other tasks,
(20:30):
or vice versa, whichever it is. Maybe they really love the digital
marketing and they don't really like the admin, whatever it is. I think just
having those honest conversations with your team one on
one, and I think that you earn their respect even more because I've
had some of my team tell me that they are
so, like, touched because when I onboard someone,
(20:52):
I have them fill out a Google form and I ask them a bunch of
questions about themselves because I want to get to know them, number one. But
it's also a cheat sheet for gifts and ways
to honor them and celebrate them and
things like that. And they're not used to that, but those are things that when
you pour into your team, you not only get the
(21:13):
best out of them, but they become more loyal to you as
well. Because, I mean, let's be honest, it's so much easier to keep someone long
term than to train and replace and train and replace.
Oh, absolutely. Yeah. I do the same thing. The
Google form and kind of find out. It's really nice. And back when
we were still a brick and mortar in person,
(21:36):
it was, yeah. Even having snacks in the office that they like those
little things that make them feel cared for and, you
know, even something that I did, because when I worked in
the.com world and started a new job, they would always, on your first day,
like, take you out for, like, a nice lunch with the team or, you know,
like, you're close, the people you were probably going to work with a lot now,
(21:58):
then after then they probably throw you in the deep end and never talk to
you again. But somewhat true. But. But I
feel like those little touches do matter. They do add
up. And, and I agree. I've had that even when I've
hired therapists where I, like, check in and have
conversations because things are slipping or things are happening,
(22:20):
and sometimes you find out, like, they're not. You know,
they're going through major stuff. But, but it's hard. It's a
hard balance of, like, you know, how much do
you give understanding, of course. Especially when there's
somebody who's been so good. But what would you say for, like, if you
start to see that almost immediately, like, things are slipping through the
(22:42):
cracks and you're checking in and somebody's really overwhelmed and,
you know, if this is a solopreneur who, this is their
first hire and they can't really afford to have more than one. Do you have
any, like, thoughts about that? I realize I just threw you in the deep end
on this question. That's a great question. And I would say, you know,
it's a great time to have a heart to heart. I mean. I mean, we're
(23:03):
people. We're business owners, but we're people. And one of my team
members is the single mom. So there have been seasons where she's had to deal
with things that are hard, you know, and she'll have to pull back just a
little bit, you know, and deal with some things. And I have, you know, another
team member who can kind of fill in for her when those things happen, because
I understand. I was a single mom for a season as well, and it's hard.
(23:24):
I mean, you deal with certain things. So I think having those heart to
hearts with, you know, okay, is this temporary, what you're going through, the things
that are falling through the cracks, or is this just not the
job that you thought it was? You know, be honest with me, because
if it's not, it's better to know now than to get six months down the
road when you've invested even more time, you know, and
(23:46):
sometimes you can do all the right things in an interview, and
still, the person may not be the best fit. I mean, that just
happens. Of course, the better you interview and the better your questions are
and the references, obviously, the better chance you're going to have at that not
happening. But, you know, there's no fail safe, 100% way
to make sure that this person's going to be your rock star forever.
(24:08):
So I think just having those honest conversation and allowing them, you know,
you don't have to pry into their life, but just letting them know
you need to know that this person is the right fit and that they're going
to be dependable and that they want to work with you. And if not, you
know, thank you for the service you did provide. I wish you all
the best, but I do need someone that can do xxx and. And
(24:30):
not give me their leftovers. Maybe say it a little bit nicer
than that. Of course. No, I love that, though. It's
true. I do think it's just having those really honest conversations.
And, yeah, I do think it starts in the interview process,
but I always tell people. I've made every single mistake, even though
when I worked, I did Internet operations and I would hire
(24:53):
people. And so I had the experience of hiring. But it feels
so different to hire when it's your own business. You know, there's like
an emotional attachment to it, for sure. But I do think that even
that structure helped me, like, lay out a good,
like, way of approaching the interview process. And I
still made mistakes. Like, you know, somebody's
(25:15):
anxiety didn't show up at all, and then they were so anxious, they,
like, couldn't function. Or, you know, you know, so. Or, like,
one case, I was like, well, that was obviously a lie, but I'm
intrigued. Let me see. Turns out that wasn't a good choice.
So, by the way, it was more about their capacity.
You know what I mean? Like, it wasn't like they were. I was like, oh,
(25:37):
let me take somebody who's a blatant liar. But, but, yeah, when it comes
to the process of interviewing somebody,
what is, what do you recommend people do?
Yeah, and when we do that, I also wanted to jump back after this
and talk about the job post because I see a lot of errors in that.
I don't want to forget to mention that. But as far as the interview, I
(25:58):
think it's good to have some questions, you know, prepared, obviously in
advance that kind of really get to the meat
of it. Like, you want to know what interests them about this
job and what you're looking for is, is this just a job and they're looking
for money because they just want to make money? Or is this something, is there
something about your job that resonated with them? And I look for things like, did
(26:20):
they read anything about our history or our social media? Did they
know anything at all about hiring my mom? Or are they just like, yeah,
I'm a great virtual assistant, hire me, or whatever it might be. So that's one
thing. Then I also like to know what other virtual jobs they've held,
what their responsibilities are, and kind of learn a little bit about what that was
like, what they liked about it, what they didn't like about it, because
(26:43):
what they didn't like about it. You're looking for anything that you would have them
do, and you're like, okay, she didn't like that. And that's like a big part
of what this role would be. That's going to be a telltale sign. And
if what they loved is what you need, then that's a good sign.
Also, what's your top tip for a successful
virtual working relationship, you know, and I, that
(27:04):
sometimes is a different one for people because they're like, oh, gosh, I don't know.
But, you know, I'm like, take your time. Like, think about it. What do you
think is so important? And obviously one of them for me is
communication. Like, I don't need to know everything you're doing all
day long, but I do want to be in communication to be updated
on this project or that project or this
(27:25):
customer. You know, I'm having an issue with this customer for this reason.
Like, I want to be aware of things, but I don't want to micromanage anyone.
For me, that's how I, you know, that's what I value. So I'm looking
for what they value in a virtual relationship, and then what do they
like and not like about working virtually? Because, you know, there are pros
and cons. I think there are a lot more pros personally, but, you know,
(27:48):
what are they dislike? If you learn that they really struggle with
isolation or something, you know, is that going to be a barrier to
them succeeding long term in a
virtual working relationship? And then
ask, how did the skills that I'm looking for fit your past?
So I like them to kind of tell me what they've done and how that
(28:10):
matches what I'm looking for. And it doesn't, you know, it's never going to be
100%, but I'm looking for at least 50%
match on what they've done before and how it will work with
what I'm looking for. Then also ask about disruptions, because a
lot of people have young kids, and I have no problem with
that. But if you're going to be working for 30 hours and you have young
(28:31):
kids, I'm like, okay, what's, how are we going to handle that? Even though you're
probably not supposed to ask specifically, I just like to see
what, how do they handle disruptions? Do they have someone who helps with the
kids, or do they have to constantly leave to care for
others? If so, those are fine. But a 30 hours a week
job may not be the best fit for someone that has a ton
(28:53):
going on at their house. Then I also ask what makes them think they're the
best candidate and then to describe themselves. So those are just
some of my favorites in an interview. Yeah, I like
those, the ones where you mentioned that,
like, their talent. I do think it's important to know, like, what people don't like
just as much as what they do. I remember I had this person
(29:15):
who was, I thought was perfect. Loved the
energy, like, similar vibes. It was all great.
But then she was describing basically, I'm not a
micromanager. If anybody knows, I'm like the opposite. I'm like, can I just give it
to you? And you just do it? Like, I don't want to have to deal,
but with, you do need communication. Right, like that, like you said. And she
(29:36):
was like, I don't want people, like, checking in and asking me,
like, why, what? Where are things at? It was basically like, she didn't want
someone checking in and, like, questioning her. And I'm like, the way
it was worded was so, like, I just couldn't hire her. And it sucked
because I loved her so much, but I just knew. I was like, oh, there's
gonna be pushback. And that's, like, to me, the one thing, knowing me
(29:58):
and my personality, that's the other part. It's like I'm going to get
really irritated if I'm, like, following up with you because you haven't told me
how something's happening and then you have an attitude, like, I
already know that's going to be a problem. Right, right. So I think it's also
like understanding yourself and especially working
with so many, I say, neuro spicy business
(30:19):
owners, it's like we can be, like, highly sensitive.
We can be, you know, we can be a little scattered. And I always say,
like, I'm very understanding. If I've forgotten, I'll own when I
forget something. But I think it's also understanding how knowing
you and your personality, when people say certain
things, like paying attention to that don't just like, oh, it'll be fine.
(30:42):
Like, I think that's the mistake we make so many times. Right,
right. Yeah. Because you are looking for someone complementary to you. Not
someone exactly like you, but not one, someone polar opposite either. So
I think those or clues to look for as well, because
it is good to have someone who compliments you and, you know, has
skills that you don't have, but who's not going to constantly, like, have
(31:04):
friction. Like, okay, I should be able to ask in,
you know, check on this project because I haven't heard from you all week. Like,
hey, is everything going okay? What's the status? Like, that shouldn't be a
big, like, red flag for the person. That should be like, oh, yeah, I should
have updated you because we haven't talked in a week. Exactly, exactly.
And, you know, in my, it could have been that they had a, you know,
(31:25):
she had a boss that was a micromanager and felt really
belittled or something. But the way it was expressed, I'm like, well, I'm just not
willing to take that risk. Right, right. Yeah. Okay. So
I love those questions. Those were some really good
ones. And you said, though, even before the interview questions,
you see that people are having some missteps in the job
(31:46):
descriptions, right? Yeah. So that's kind of step one for me is
having a good job post, because we get everything from one sentence, I
need to hire an assistant, please apply. Like,
literally, that'll be the job post. And then we have from that,
we have like a 45 page book. And
I'm exaggerating, obviously, but it's somewhere in the middle. And
(32:08):
I tell people it doesn't have to be difficult, but, you know, start by sharing
a brief description of what your company does. So, you know, if
you are a florist, you know, that might really resonate with someone just
knowing what you are and what your business does. So I think not just putting
what the job is, but what your business is and what your business
does is important. If you have a mission state, if you have
(32:30):
company values, those are also going to align with certain people
and bring the right, hopefully, people to apply. And if you have
something in your mission statement that's just like, oh, that's not really how I
roll, then you're hopefully preventing someone who's not
a good fit from applying. So that helps attract the right candidates.
And then obviously list the roles, responsibilities and
(32:52):
requirements. More than just, I need an assistant. Like give a brief
overview of what types of things the person would be doing or what
tools that you might use to give the person a good idea
of, okay, this is what the person's looking for. Share
the benefits of working for your company. Like, I
see sometimes they'll say, you know, we invest in our employees
(33:14):
and do training quarterly, or we have opportunities
to grow. We take off these days or these
holidays. We celebrate these milestones and
accomplishments. We value independence or we
value lots of collaboration. We have a very
fun and light hearted work environment, or we have a more serious
(33:36):
and, you know, let's do the work. Like any kind of clues that
give people an idea of what it's like to work for you. Again, I think
helps you attract the right type of candidate and then,
you know, provide enough information but don't overwhelm. Because
I think when you write too much, people do not read the entire
job description. And I know sometimes people say, apply with, you
(33:57):
know, times point, you know, whatever font. And that's
fine. But if you're going to have someone, you want
them to take tests and things like that. I feel like those are better in
round two because if you put too many requirements in the
initial job post, a lot of times people are like, that's too much
work. And I don't even know if they will like me. So I'm just going
(34:18):
to go to the next job post. So you have to kind of balance that
out. Like, if it's important for you to know that they're detail oriented, then,
yeah, put something in there that initially gives you a clue whether
they read through it and have that detail oriented personality.
But don't make it so hard that you're going to turn away people that might
have been a good candidate and keep them from applying.
(34:39):
Absolutely. And, yeah, I did that.
The one time that it really stood out to me was I
had in there, when you apply the subject line of
the email, put most awesome assistant, and
that was just the subject line. It literally eliminated
97% of the applications, which I was
(35:01):
like, it was great because I was like, good. I don't have to read. And
I did read a couple of them and thought when you read it and you're
like, oh, gosh, they sound so great. But to me, I'm
like, if you can't when you're supposed to be putting on your best,
best foot forward and you don't do that. And I ended up hiring
two people. Of the three that
(35:22):
actually made it through, it was like 30 something people who didn't.
And the one was, Joanna, was with me
for years and just a rock star. And so it's like I even felt
that pull to ignore that. But it was that little thing that
just makes such a difference. But, yeah, I could see where, yeah, you don't want
to make it insurmountable for people as well. Sometimes they'll
(35:44):
tell you to write an essay or, you know, do a lot of stuff like
what you had to do. The subject line is perfect because then, you know, if
they read the entire job description, okay, are they paying
attention and are they really interested in this job or are they applying for 50
jobs today? And they just, bam, bam, bam, bam. They don't really care,
you know? So those little ways to, you know, I just had somebody last week,
(36:06):
in fact, messaged me on LinkedIn, and she goes, I just want to give you
some feedback. I've got some great candidates, but over half of
them who applied did not follow the instructions. And I think it
was something similar. So she was like, I mean, it saved me time because I
was able to just delete half of the applicants, and I only
had to go through half. So that's word to the wise for anyone applying for
(36:28):
work, too, is read the job description two or three times and make sure
you're clueing in on everything they're looking for. Yeah. And
I agree. I think most of the people, it was literally, they're just
like, like, it was on indeed, I think. And so it was just like, boom.
Apply, apply, apply, apply. And, like, they didn't even have some of the basic
criteria, but, but it was, it is helpful, you know,
(36:50):
to have that, just that little, little thing. But I also do understand
what you're saying about not putting too much. I guess, being a therapist, I've worked
with so many people who, you know, as their
therapist, who were, like, amazing people, but they lacked
the confidence or they felt like, oh, I don't know if I can do that.
And I'm like, what are you talking about? Especially when it was something they had
(37:12):
a degree in or something. I'm like, you are totally qualified. You're an amazing
person. You have to just apply. Like, let
them, you know, let. Let the process, like, uncover
that. So I like that idea of being thoughtful about
managing the overwhelm for people as well. Right?
Yeah. What, um, so if you're, you know, thinking about
(37:34):
the people, so many business owners when they're starting out and
they're like, okay, I, like you said, I want this stuff, and I need some
accounting help and I need some marketing, marketing help, and I need this and that
and, you know, personal chef, whatever, you know, they have all these things.
Where would you say the line is? Or how. How
should somebody approach that when they're like, oh, here's my unicorn.
(37:55):
If I could have somebody that embodied all of these qualities
versus let me put something out that is appealing and is
probably going to get, like, good candidates, what would you
say? Where's the line in that? Or how would you approach that? So I
think there are two ways to approach that. One is if you do have multiple
roles that you're looking to fill, I would say, okay, which one's the most pressing,
(38:18):
which one's taking the most of your majority of your time and does, has
the tasks that you dislike the most, that's probably who you should hire
first. And I wouldn't recommend hiring several people at once. I'd
hire one, kind of get them rolling, then hire the next. Or
another option that I know works for some is to just hire an online
business manager. And that person is somebody who basically would
(38:40):
be your right hand woman or man, and they would know
all of those roles. So it could be that you hired that person to learn
the VA role, the digital marketing role, whatever other
roles that you have. And that way they can even create
sops for you. Like, here's what a virtual assistant has to do, and we're going
to create the SoP for her and for, you know, the email
(39:02):
marketing person, the social media person, the accounting person, whatever
roles you need. And she can help organize all of that
and then also help you in the hiring process. If, like, you don't like the
interview process, maybe you have her or him begin that process
and then you review her top two or three candidates. So that's another
great way I did that, actually not, she wasn't my first hour, but I did
(39:25):
have an online business manager who set me fully up in Asana, who
got me so much more organized than I was and had, you know,
different boards created for different team members, some that were for the full team.
And it was so nice to have all of that done
for me. And she knew a little bit about every role, so if somebody couldn't,
like, you know, had vacation, she could step in if needed,
(39:47):
you know, for that person. So that's another great option. Of course you're going to
pay that online business manager a higher fee than you would pay,
say, a va or something, but that is another great option for somebody that's
like, I need help in all the places and I want to do it
now. Absolutely. Yeah. And I, the operations
part, you know, I've had somebody that didn't call herself
(40:09):
an online business manager, but it was that same type of thing. I think it's
nice not only because it's somebody else who's thinking strategically
for you, because, I mean, that to me is a
distinguishing difference is the online business manager versus
a virtual assistant is they are a lot more strategic and thinking
about things and like you said, can help you kind
(40:31):
of create those processes. I also think it's nice if, you
know, that you tend to get, like, attached to people
and you feel bad rejecting or saying no to people,
whether or not it's a operations person. I always found it was
nice to have, like, I had my assistant when we would be
hiring for, like, therapist or anything, she would be the one. We had,
(40:54):
like, little blurbs written after each stage of the interview process that she
would send out because I would feel terrible, and then
I would not reply and say, I'm sorry, we've gone a different route. And then
I felt terrible for not replying to them. Cause, you know, they're waiting. So it's
like, I feel like sometimes having that buffer, even just
for you to, like, be able to stay, stay
(41:16):
in your zone and not get too emotional about all the decisions can be
helpful for us. 100%.
Awesome. Well, I mean, gosh, this went so fast. I
want to be mindful of time, but so, yeah, so, so many
people. I think it's the feeling of,
oh, I can't. I can't hire. I'm not ready. They get
(41:38):
nervous about, like, yeah, can I afford it? Is it sustainable?
And I'm usually of the, you know, that's my biggest lesson,
is constantly saying every time I have hired. And I
really realize, like, they save you money because you're also not
losing clients because things are falling through the cracks. Like, they're taking care of
things. And it frees you and your energy up to do the, like,
(42:00):
bringing in more business or doing the things that matter more,
but for that. And so it's like, is there anything you
would say to people when they're in that place of, like,
okay, I'm kind of on the cusp. Things aren't necessarily
falling through the cracks. I'm not. I'm not, like, overworking, per se, but
I. But I know that I'm not. I'm not able to grow because
(42:23):
I'm in this place. Is there any other advice you would give to
somebody around, like, how to check in with themselves to
know if they're ready? Yeah, I think, you know, anytime you're meeting
any of those criteria we talked about earlier, being overwhelmed,
burned out, wearing too many hats, all of those.
If you find yourself in any or all of those places, then it's probably time
(42:46):
to step back and review and just think, okay, where am I spending the majority
of my time? If it's answering emails and scheduling calls and
things that an admin could do for you, then what? If you
could then give that to someone else, and then you could actually be
more present in, you know, growing your business and
soliciting new clients. Whether that's going out and networking or doing more
(43:08):
on social media or just being visible
more, I think you'll see quickly that you'll more than
make up for the amount of money that you're paying out. And as your business
grows, you just give more hours or you hire more people. So it
doesn't have to be scary. You can start small if you're like,
okay, I think I can afford 10 hours a week or 5 hours a week,
(43:29):
then start there, because I promise you, there's somebody out there that's like, I have
a newborn. I can only work five or 10 hours a week. And she'll be
like, ding, ding, perfect. I want that job. So I'd say,
just take the leap. You have really have nothing to lose. If it doesn't work
out, then you're not tired to it forever. You can
learn what you've learned. Trial and error. We both went that route.
(43:50):
We had to learn as we went. And I think
you'll see quickly that it's a blessing. And like you
said, you'll look back and say, man, I wish I'd done that sooner. It's not
so scary after all. Absolutely. I love it.
So if people want to find out more information about you
and get, I know you have a good
(44:13):
little freebie for the listeners. Where should they go? Yeah, so I have
a couple of freebies. I can give you the link to put in the show
notes. We have the top interview questions, and then we also have
a template for your job post. And if someone's interested, like, I
need all the things we do have a short course on
hiring made easy. You can also find that on hire, my mom's
(44:34):
website under post a job. So we have several resources because
we love serving the small business owner, the entrepreneur, the
solopreneur, you know, and we even have a concierge program
for those business owners that are like, I am too busy. I don't like
hiring. Can you do it for me? And I was asked that, like, three years
ago, and I go, oh, I don't have time either. What do you mean? And
(44:56):
then the light bulb went off and I thought, well, I don't have time, but
I could hire someone who's an HR person.
So we have a couple of HR people who will actually do the whole process
for you. So we try to be, you know, every way that
we can serve the small business owner and the woman, man. Anyone
looking for remote work, we really try to meet them where they're at. Oh,
(45:17):
wonderful. Well, I'm glad you mentioned the concierge thing, because I sure know a
lot of people who are in that place of like, I am totally overwhelmed and
I don't want to do it. So. Yes, that is wonderful. Well, thank you.
Thank you again. It was so great to officially meet you.
Espanooza. This was really valuable. I think
that's going to be a helpful process. And we will have all of
(45:39):
the links that you mentioned in the show notes for people to go check out
and get those questions and those templates and get some
people hired. Yes. Wonderful. Thank you
so much, Amber. Thank you.
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