September 30, 2025 • 37 mins
Hiring top talent is the single greatest lever for scaling beyond 7 figures. Yet too many agency owners find themselves stuck in bottlenecks, worn down by failed hires, or wasting energy micromanaging instead of building.
In this episode of Catalytic Leadership, I welcome back Kasim Aslam, founder of multiple 6, 7, and 8-figure businesses, creator of Pareto Talent, and author of Hire: The Essential Guide to Building Powerful Teams and Reclaiming Your Time. Kasim has hired hundreds of people and built companies that thrive because of one system: his 7-step blueprint for hiring top talent.
We unpack how to treat people as peak performers, not commodities… why paying more can yield exponential returns… and how to delegate projects instead of tasks so your team accelerates without you being the bottleneck. Kasim shares the exact filters, trial projects, and systems he’s used to place nearly 100 executive assistants and run 17 businesses without managing a single one himself.
If you’re scaling past 7 figures and want a proven system for hiring top talent that fuels freedom and growth, this episode will show you the way.
Books Mentioned
- Hire: The Essential Guide to Building Powerful Teams and Reclaiming Your Time by Kasim Aslam
You can access Kasim’s book, audiobook, hiring templates, and global job posting board free of charge at TheHireBook.com. If you’re ready to hire an EA through his company Pareto Talent, Kasim and his team can help you do that as well.
Join Dr. William Attaway on the Catalytic Leadership podcast as he shares transformative insights to help high-performance entrepreneurs and agency owners achieve Clear-Minded Focus, Calm Control, and Confidence.
- Free 30-Minute Discovery Call:
Ready to elevate your business? Book a free 30-minute discovery call with Dr. William Attaway and start your journey to success.
- Special Offer:
Get your FREE copy of Catalytic Leadership: 12 Keys to Becoming an Intentional Leader Who Makes a Difference.
Connect with Dr. William Attaway:
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Dr. William Attaway (00:00):
It is an incredible honor today to have
Qasim Islam on the podcast for asecond time.
We don't have a lot of repeatguests around here, but a
handful of people will say yesto.
Qasim is one of those.
Qasim is the founder of six,seven and eight figure
businesses.
His newest venture, paretoTalent, specializes in
recruiting, training andmatching high performance
(00:23):
executive assistants withgrowing entrepreneurs Our topic
today.
He's a hiring expert.
His experience in hiringhundreds of people positions him
as a legitimate expert with aunique perspective on how to
find, train and manage true peakperformers.
He's the author of the new bookHire the essential guide to
(00:45):
building powerful teams andreclaiming your con.
Awesome, I'm so glad you'rehere, man.
Thanks for being on the showagain.
Dr Will, thanks for having me.
I'm flattered.
This is going to be a greatconversation.
I've been looking forward to it.
Intro (01:01):
Welcome to Catalytic Leadership, the podcast designed
to help leaders intentionallygrow and thrive.
Here is your host author andleadership and executive coach,
dr William Attaway.
Dr. William Attaway (01:19):
The audience.
If they have not heard yourfirst episode, I'm going to
encourage them to go back andlisten to that.
They can find you just searchthe show.
You'll find Kostin's episode inthere and find out a little bit
more about him.
Today I want to talk about yournew book, because this is a
topic that I hear peoplestruggling with all the time.
Clients that I work with,groups that I work with,
masterminds that I work withhiring is difficult.
(01:42):
Hiring well even more so.
So I would love for you to talkabout the book, why you wrote
it and how you think this isgoing to make a difference.
Kasim Aslam (01:51):
The why I wrote it is interesting.
I set out to write a bookcalled Delegate, so I didn't
want to write a book on hiring.
I was going to write a book ondelegation, and what was
interesting is it became animpossible feat because the
critical prerequisite todelegating is having somebody
effective to delegate to.
As a matter of fact, most ofthe failures of delegation that
I see have very little to dowith the framework of delegation
(02:15):
and far more to do with thefact that you've got the wrong
person on the wrong seat on thewrong bus.
I realized very quickly becauseI kept having to offer all
these prefaces as I was givingdelegation frameworks.
I realized I was like I got togo back.
I got to go back in thetimeline and make sure people
know how to hire, whichinterestingly and I'll say
(02:35):
something arrogant that I hopeis still true the only thing I'm
world-class at is talentacquisition, and I think I might
be better than anybody in theworld and I only say that, dr
Will, because I've read everybook on the topic, some of them
twice, and my framework isn'tmine, it's stolen.
I'm Dr Frankenstein and I justbuilt the monster.
(02:56):
I spent 20 years taking littlepieces from here and little
pieces from there and piecingthem all together and I have a
step by seven steps.
Everybody who's listening isseven steps away from the best
hire they've ever had in theirentire life.
It's not inaccessible, but it'shard.
It's hard, it's tedious.
It's not hard in the way thatcalculus is hard.
It's hard in the way that thetreadmill is hard.
You have to build a funnel, butyou only have to build it once,
(03:20):
and once you've built it, itnow lives forever and it's
evergreen.
And it's a gift that keeps ongiving.
It will continue to give youthe best tires that you've ever
had, as long as you follow theprocess and you're disciplined
with.
Dr. William Attaway (03:29):
So how can you do this?
How do you find that talentthat we know is out there?
We see it sometimes, we'vestumbled across it.
What does this framework looklike?
Kasim Aslam (03:47):
Yeah.
So it's seven steps.
I'll go step by step if youdon't mind, and then you slow me
down or feel free to honestly,feel free to challenge me if I
say anything that you disagreewith.
I would love that.
Iron will sharpen iron.
Step number one isphilosophical in nature.
It requires a paradigm shift.
This is the most important step.
As a matter of fact, if you donothing but this, I think it
will improve your hiringmassively.
We are taught to hire peopleincorrectly.
(04:07):
We're taught to hire, manage,train people as though they're
commodities, and you know thisinstantly.
When you hear people talk aboutthe endeavor that is hiring,
you'll hear somebody saysomething like oh, I need to
hire a graphic designer, or Ineed to hire a bus driver, or I
need to hire a neurosurgeon.
That's a conversation ofcommodity.
Commodities are things that areeasily interchangeable.
(04:30):
So if you have an ear of cornand I have an ear of corn, or
you have a can of beans and Ihave a can of beans, or you have
a bar of gold and I have a barof gold, and we swap, none of us
are any better or worse offthan we were moments ago.
But if you have a graphicdesigner and I have a graphic
designer and we swap.
Or you have a CFO and I have aCFO and we swap.
If I lost my CFO, my wholefinancial world comes collapsing
.
Humans are not commoditieswhich sounds obvious when I say
(04:51):
it, but pull any business bookoff the shelf and you'll see a
discussion about commodities.
Now here's what that means youbuy commodities.
The smart way to buycommodities is to pay the least
to get the most Right.
If I'm buying the least to getthe most right, that's.
That's if I'm buying beans, Iwant the most beans for the
(05:12):
least amount of money.
With with that paradigm, youend up in a position where you
treat all people as though theyare potentially equal, which
sadly is not true.
So this leads to the name of mycompany is Pareto Talent,
because I'm obsessed with thePareto distribution.
I think it's the most importantmathematical principle for life
and business.
And the Pareto distributiontechnically says that the sum
total of the total participants,the square root of the total
(05:33):
participants, is responsible for50% of the output, and the
problem with that is that's toohard to even understand or say
so what people generally referto it, as is the 80-20 rule, and
it's 20% of the input isresponsible for 80% of the
output, and it's true in everyorganic ecosystem.
20% of the criminals commit 80%of the crimes.
20% of your customers areresponsible for 80% of your
revenue.
20% of the employees do 80% ofthe work.
(05:55):
Now that's impactful, but wehave to unpack it.
Everybody knows this is truealready.
Look at a thousand personorganization Just as an example,
because I have a 10th gradeeducation and that's the best
math I can do.
It's a base 10.
Thousand person organization200 people do 80% of the work
and you're like all right, youknow, I was a kid, I worked at a
call center.
(06:15):
I've seen that to be true.
I know that's a fact.
But zoom in on the 200.
40 of those people do 80% ofthat work.
Zoom in on those 40.
Eight do 80% of that work, soon and so forth.
What that equates to is, in athousand person organization,
one person is responsible for25% of the work, which is mind
(06:39):
blowing.
Now here's it gets work.
It gets worse.
The Goldman Sachs Ivy Leaguemanagement consultant comes in
and says oh, that's a key manrisk.
We have to mitigate that risk.
So what do they do In afunctional hierarchy where the
most valuable assets climb tothe top of the hierarchy.
They flatten the hierarchy.
They quote unquote mitigate therisk, which is why businesses
(07:01):
move towards bureaucraticminimums and quotas.
They're literally enforcing theaverage.
They're looking for andincentivizing for mediocrity
because they can't stand seeingexistential crisis on a
spreadsheet.
When I sold Solutions 8, I builtthe number one ranked Google
ads agency in the world.
I sold it for an eight figuresum to a soft bank backed
MarTech company in 2022.
(07:23):
When I did that, I had 80employees.
One human managed 40% of myrevenue.
His name was John Moran.
He's the greatest Google Adsman on the planet.
Most people can't wrap theirhead or their mind or their
heart around that risk and sothey can't deal with it.
But what they don't realize isto mitigate that risk doesn't do
anything other than inhibit myability to benefit from somebody
(07:44):
like John Moran.
So I lose revenue.
I lose those customers.
You can't just spread thosecustomers across other people.
You have to lean into thePareto distribution.
So that's the paradigm shift.
That's step number one.
If you can commit to, you canindex towards those peak
performers, especially becausemost businesses are.
They're incentivizing theopposite.
They're actually pushing peakperformers away.
(08:05):
So if we index towards Paretotalent.
That would leave us to numbertwo.
But I'm going to pause and askDr Will how have I done so far?
Any challenge or questions?
Dr. William Attaway (08:14):
No, I think that makes perfect sense.
I will ask this as you thinkabout this in terms of companies
that you've led.
You've given a good example ofthat.
Do you see any outliers, like,are there times when you're
working with a group and youdon't see that 20% rise to the
top?
Or do you see otherorganizations where they have
(08:37):
allowed and I believe firmlythat you have what you tolerate,
you have what you allow theyhave allowed mediocrity to rule
the day and they don't have that20%?
That is, that's step seven.
So you're getting ahead of bothof them.
Kasim Aslam (09:01):
Well, no, it speaks to your strategic prowess,
because you see the lanes.
But to cheat a little bit orgive people a sneak peek, if you
treat a peak performer asthough they're mediocre, they
will begin delivering on thatpromise to you.
It's hard to fix, so there'srisks, but the risks are very
(09:22):
mitigatable and we'll talk abouthow to mitigate those risks.
Dr. William Attaway (09:24):
That's really good Please keep going.
Kasim Aslam (09:26):
This is great.
Step two people say well,kostum, how do I get these peak
performers?
My answer is going to berepellent and it just is what it
is.
You have to pay more.
Winners want to win and moneyis how we keep score.
And when you're taught to hirepeople like commodities let's
say, to use round numbers againthat you know you're hiring the
graphic designer we talked aboutmoments ago, and a graphic
designer costs, you know, 75 toa hundred rubies, and for 75 to
(09:51):
a hundred rubies you can get agraphic designer.
Well, how do you buycommodities?
Everybody in the entrepreneurialworld tries to pay 74.9 and get
the best graphic designer theypossibly can.
They're paying the least andgetting the most.
And then I come in and I sayyou have to pay 10% more than
the high watermark to attract apeak performer, because winners
want to win and money's how wekeep score.
And then they go gosh, kostum,you don't understand my margins,
(10:12):
you don't understand mybusiness, you don't understand
my model, my scalability.
And I say no, you don'tunderstand math, because when
you pay 10% more, you don't get10 or 20 or 30 or 50 or 100%
more.
You get three times, five times, 100 times, as illustrated by
the per capita distribution.
This can do nothing but benefit.
(10:33):
You Pay 10% more than the highwatermark and then people go oh,
okay, fine, 10% more than 74.9.
And I say no, no, no, 10% morethan the high watermark.
If the range is 75 to 100rubies, I'm asking you to pay
110.
Now, 75 to 110 is a huge swingthat's repellent to most people.
But if you will suspenddisbelief for just a moment,
what happens when you pay moreis you end up with access to
(10:55):
talent that will blow yourfreaking mind, and the
leverageability of the talent,especially in a post AI world,
is incalculable.
It's impossible for me tohyperbolize, which is why the
Pareto distribution exists as aframework, because it helps you
understand it.
If you realize you're indexingtowards Pareto.
An example the average Google adspecialist out of India was
(11:15):
paid $500 a month by Google.
I used to steal Google's people.
They have three offices inIndia.
I'd wait till they reach aglass ceiling and I would just
go poach Google's best people.
I had a young man working forme.
He's one of the bestspecialists I've ever had.
I paid him nine times what hispeers made.
So the average Google adspecialist at the time is making
500 bucks a month in India.
I'm paying $4,500 a month and Ihad friends tell me dude, what
(11:37):
are you doing?
You're poisoning the well,you're ruining the market.
But what happened?
I got the best of the best ofthe best of the best of the best
.
Now he managed my best my topclient who paid me $54,000 a
month.
They were a publicly traded petsupplement company that spent
millions of dollars a month.
I couldn't have had themwithout him.
I needed the triple PhDbrilliant human.
I needed the triple PhDbrilliant human, and that was
(11:58):
one of 15 of his clients.
The math can't not math.
So step two isn't just pay more.
Step two is attract.
So in order to properly attracta peak performer, you need to
be the type of place that a peakperformer would want to work.
This is your job posting.
By the way, your job posting isa sale letter Most job postings
(12:18):
that we see.
If you go to Jobbing or Monsteror Indeed and go just for all
the job postings and you'regoing to see things like, you
must comply with all rules andregulations or you'll be
publicly flogged.
Who'd want to live in thoseconditions?
Who'd want to work there?
Be a fun place to work and paymore doesn't just mean money.
It means lots of things.
It means respect, it means time, it means adherence, it means
authorship creates ownership.
It's like treat them like anadult.
(12:39):
Let them work from home on asemi-flexible schedule doing
meaningful work.
Whatever it is that you cangive, give, pay more, be public
about that, and if you do that,if you are the type of place
that people want to work, youwill.
You should get inundated withapplications, as long as you
comply with step three.
Step three is a distributionstrategy.
Here's what I see businessesdoing improperly all the time.
(13:02):
They write a job posting, theypost it one time on one job
board and then they wait to seewhat the cat drags in.
This is a sales funnel.
This is a sales funnel.
Funnels need traffic right,it's traffic times.
Frequency equals ratio ofsuccess.
So one job posting on one jobboard one time is going to bring
(13:23):
in whatever that brings in.
Post it on as many job boardsas is applicable, as many times
as you possibly can, and maybeput a little money behind it so
you get more visibility and moredistribution, because talent is
so, so, so, so important.
You have to have a strongdistribution strategy, because
talent is so, so, so, soimportant.
You have to have a strongdistribution strategy.
Now, if you have a very, verystrong attraction offer, step
two a very, very strongdistribution strategy.
(13:47):
Step three that what's going tohappen, naturally, is you are
going to get inundated withapplications.
If you're hiring locally,you'll get hundreds.
If you're hiringinternationally, you'll get
thousands, thousands ofapplications.
It's an impossible thing foranybody to go through.
So what do we do?
We filter.
Here's how you filter my jobapplications.
I'll read.
The subject line must read.
I actually read theinstructions.
(14:09):
When you apply for this job,the subject has to read I
actually read the instructions,or I'm not going to look at it
and mine automatically filtersusing Zapier and ChatGPT.
You can manually filter if youwant to.
Now that's a very strong signalto do what?
To actually read theinstructions and my instructions
are not easy.
There will be basic ones.
Like you, submit a link to aPDF resume with this naming
(14:29):
convention Do I care that it's alink and not an attachment?
Do I care it's PDF and not Word?
No, I want to know you can slowdown and follow instructions.
If English proficiency isimportant and I'm hiring
internationally, I'll ask forthere's free English language
tests they can take and theyhave to be one above.
I'll ask for personality tests.
I'll ask them to answerspecific questions.
I'll ask for why they thinkthey'd be a good fit for this
job.
I always have at least three orfour, but sometimes more.
(14:51):
I call them fly traps, andthese fly traps are little
filters that make sure that whenI get in and day with these
thousands of applications, theonly people that are going to
make it through are the peoplethat are actually conscientious,
thoughtful, proactive,intelligent.
I don't just want somebody goodat the job, I want somebody
who's good at working, and thoseare entirely different skill
sets.
So that's filtering the stack.
Now, filtering the stack doesn'tstop at the application.
(15:13):
Here's what's reallyinteresting about filtering the
stack is, once I've ended upwith the filter, what everybody
in the conventional businessworld teaches you to do is they
teach you to hire usinginterviews and resumes.
They're both worthless.
An interview is a skill setunto itself.
That's superfluous to the job.
You don't get the best personat the job, you get the best
interviewer, and unless you'rehiring somebody to be a
(15:33):
professional interviewer, it'snot going to tell you anything.
And a lot of these people havemade a skill, they've made a
practice, just that.
And some of the people that aregreat at the job suck at
interviewing.
It's completely nebulous.
Resumes.
Interestingly, especially intoday's day and age, 21st
century, post AI, people aregoing to have gaps in their
resume.
They're going to have industryswitching, role switching the
(15:53):
things that normally we'd lookat as red flags in conventional
wisdom.
Ignore resumes, ignoreinterviews.
For the moment.
This is the next filter.
This is step five.
You're going to run tryoutsjust like a sports team.
We're going to have tryouts.
You apply for a job.
For me, I say, hey, will.
Thank you so much for followingall the instructions.
I really appreciate you.
As you can tell, I'm lookingfor somebody with strong
(16:14):
attention to detail.
Listen, I've been hiring for 20years I've hired thousands of
people.
I know, until we've workedtogether, I'm not going to know
anything there is to know aboutyou.
Here's what I'd like to do.
I'd like to pay you in advancefor two hours of your time.
Now I'm paying you in advance.
To tell you one I respect yourtime.
Two, I'm holding youaccountable to a paid standard
(16:34):
and, depending on where you are,that Doesn't have to make them
rich, has to move the needle.
You do this with 10 or 20 people, let's say.
Let's say you do it with 20,which is a lot $40 across 20
people.
Across 10 is 400, across 20 is800.
Now here's what I do, though,is I say if you agree, here's
the scope of work send me yourPayPal or your Payoneer or your
Wise or whatever's applicable inthat geography, and I'll pay
you in advance.
They, and then I wait to seewho goes, who ghosts me, who
(17:03):
forgets, who doesn't payattention.
I get, I get emails from peoplea month later saying, hey, you
sent me $40 and you didn't sendme a child project, and I'm like
, yeah, and I'm glad I didn'thire you.
Person who very clearly needsto be micromanaged.
Right, wait for now.
You'd say gosh, cost him $800.
That's expensive.
No, that is the cheapestinsurance policy you've ever had
.
The most expensive thing is abad hire For $40, I just learned
(17:29):
.
Either you lack integrity orthe ability to follow through on
your commitments.
So the people that follow upand say, hey, where's my trial
project?
I send them the trial projectNow.
The trial project needs to behyper-applicable to the role.
This is step five.
We're running tryouts.
It's hyper-applicable to therole.
This is step five.
We're running tryouts.
It's hyper applicable to therole and it's not a check the
box task.
If I'm hiring a graphic designer, I don't say create these
(17:50):
assets using this scope of workwith this request, because that
tells me nothing that AIcouldn't do.
I'm going to say here's theclient, here's their goal,
here's what they want toaccomplish.
How would you do this?
Every single role can have aproject that shows you.
Can they solve problems?
Can they think constructively?
Can they run through walls?
Can they really figure out howto do this, so that you're not
going to have to sit there andhold their hand for the rest of
your life.
(18:11):
I send them the trial projectand I ask them when will this be
done?
I don't tell them.
I ask them because I want toknow can you manage expectations
?
Can you communicate all thethings that you want out of a
peak performer?
So let's say it's Monday andyou tell me it's going to be
done by Friday Great Well, can'twait to work with you, already
paid you in advance.
By the way, the assets that youneed to complete this trial
project are in this drive folder.
Here's the username andpassword.
I send them the wrong passwordand then I wait to see how long
(18:35):
until they follow up, because ifI get a frantic email Thursday
night now I know you're not thetype of person that checks to
make sure you have all theassets in order to do a project
right.
When this is done, first of all,it takes a thousand applicants
to produce one EA in my company,so you filter heavily.
When this is done, you probablyhave four or five bloodthirsty,
(18:55):
deadly assassins.
Dude, they're killers.
They're the best employeesyou'll ever have in your entire
life, as long as the trialproject is good, obviously.
But honestly, if they've gottenthis far, it's going to be good
.
As long as the trial project isgood, you could hire any one of
them.
Which leads me to step six.
This is where we actually runthe interview, and the
interesting thing about theinterview is the interview isn't
(19:16):
the purpose of the interviewisn't to see who gets the job.
The purpose of the interview isto begin managing them as an
employee.
I'll give you some examples.
When you do this properly, ifyou're paying as well as I tell
you to pay, you're going to getpeople that are massively
overqualified, especiallyinternationally, because there's
so many people that have noaccess to opportunity whatsoever
.
So if you hire for a bookkeeper, you'll get a CFO applying for
(19:36):
this job, and it's actuallydepressing how often this
happens.
It shows you how little accesssome of the rest of the world
has to opportunity.
Now that's a good thing for youto have a CFO wanting to do a
bookkeeper job, but what I wouldask is hey, mr CFO, listen, I'm
so impressed by you, yourattention to detail, your trial
project, love to bring you on,and you are massively
overqualified for this.
(19:56):
Can you talk to me a little bitabout that?
Like, if I ask you to take outthe trash or do this grunt work,
is that going to be a problemfor you?
I want to know there's noentitlement.
I want to know I'm managingexpectations up front, and then
I ask questions relevant to therole.
Another example would be ifthere are issues from a
managerial perspective that yourun into with your current
employees.
For example, I have a friendwho does not comp his employees
(20:19):
the bonuses they're offereduntil they get a review from
their clients.
You do the job.
You're deserved a certain bonusas long as I get my review.
If they don't get the review,they don't get the bonus.
Now, when he manages employees,if you hire somebody and tell
them that rule, that feels likea bait and switch and it's very
contentious.
So I taught him bring it up inthe interview.
Will would love to hire you,really excited to have you in
(20:40):
this client manager role.
I need you to know if I don'tget the NPS report from your
clients on a quarterly basis,you don't get your bonus.
Talk to me about your abilityto get the NPS reports.
Take everything that's hardabout the role, bring it into
the interview and now get themto sell you on it and guess what
, it's no longer hard in themanagement process.
That's step six, step seven,after you've hired the person
(21:01):
that you like the most and, bythe way, they're all going to
work.
So just hire whoever's the bestculture fit.
It's not uncommon for me tohire multiple people for a
single role if I'm on a growthpath, because I like hiring in
groups.
A horse never runs fast ifthey're by themselves on the
track, but having two people onit, they run faster.
They learn together.
There's camaraderie, teamatmosphere.
If you can afford it and if youcan actually scale into the
growth, I like hiring more thanone.
(21:22):
Step seven is on board forsuccess, and this is what you
asked about initially.
When you bring in a peakperformer and dude, we all do it
, but it's so devastatinglydetrimental.
Authorship creates ownership.
Your input to this person isunnecessary, shut up.
(21:42):
The worst thing you can do toan adept human being is look
over their shoulder and be likeoh, you know what?
I changed that square to acircle and changed the red to
blue and I don't like where youput that line.
And instantly, every, everyperson on the planet takes their
hand on the wheel and they'relike all right, you're driving
and even if they don't know it,subconsciously, that's now your
work product and two, two months, two years from now, if it
(22:03):
doesn't work, if it fails, if itbreaks, it's like dude, you're
the one that told me the squareshould be a circle.
If it's objectively wrong,critique it.
If it's objectively wrong, hey,just so you know.
The studs have to be 18 inchesapart, because if they're not,
they don't pass inspection.
That's a good critique, but youknow I don't like the color of
the studs you use here.
Shut up.
(22:24):
Chances are, by the way, you'rean old fogey that doesn't know
what the hell you're talkingabout, cause you're a gray beard
.
There's been doing this foreverand the kid probably knows
something right you and me both.
Uh, authorship createsownership.
Get out of their way.
Delegate projects, not tasks.
If you're delegating tasks,you're not delegating, you're
micromanaging.
I have a rule called the 2-6-2rule.
(22:44):
If you give somebody 10 thingsto do, they're going to suck
miserably at two of them.
They're going to do six greatcheck the box.
The job is done.
They're going to do two betterthan any human has ever done in
the history of work.
And you know what we all doWill, what we're taught to do by
our business books.
We go focus on the two thingsthey suck at and we're like
we're going to get you there,kid, and here's a performance
improvement program and you canshadow Johnny because he's doing
(23:05):
so well.
Why don't we slow him down andget him to explain everything
he's doing to you?
Stop making him do those twothings.
Go focus on the two things thatthey're amazing at and
congratulations.
You found yourself credit talent.
Every human is a miracle.
Every human being is capable ofincalculable value.
(23:28):
But if you judge a fish by itsability to climb a tree, it
spends its whole life thinkingit's stupid, the only benefit
small businesses have.
We are at a disadvantage alongevery level of analysis, except
one Big businesses can't treatpeople like miracles.
They need cogs and wheels.
You and me, dude.
If you're sub 100 employees,every person can be maximized to
the degree that God intended.
You get to alchemize the humanendeavor to a point that I can't
(23:49):
begin to hyperbolize.
Why wouldn't we do that,especially in a post-AI world
where peak performers can becomenuclear weapons that are scaled
to infinite degrees?
Let people go, let them run,let them do their thing, let
them make mistakes, and if youdo that, I have you mentioned at
(24:12):
the beginning of this call.
I built six multimillion dollarbusinesses.
I'm on my third exit.
I have a portfolio of 17businesses.
I don't manage one of them.
I'm not any smarter thananybody else.
Listening.
The only thing I'm good at istalent, because, as an
entrepreneur, if you can cracktalent, you don't need to crack
anything else.
Until you crack talent, youhave to crack everything else
yourself.
You have to go figure outfinance, ops, hr, marketing,
(24:36):
sales, fulfillment, ascension,legal
da-na-na-na-na-na-na-na-na-na.
I don't have to do any of that.
You bring me a problem.
I go find the talent here.
Bam, done did it.
Chances are I already have thetalent right, because once you
bring on talented people,talented people cascade
themselves.
You crack talent.
You'll never have another jobagain.
I got a portfolio of 17businesses.
I don't run one of them, notone, because I know talent.
(24:57):
That's all you need to know,and I've given people the
blueprint top to bottom start tofinish.
Dr. William Attaway (25:01):
That's the entire checklist.
Where to begin?
I am such a fan of thatframework.
You hit on so many things, butyou know what I love most about
it so many pieces, phenomenal.
The thing I love most is thatyou are approaching this from
the perspective that people havevalue individually, that they
have worth, and you are treatingthem with value and worth
(25:26):
throughout the entire process.
Going back to the first piece,they're not commodities, they're
not interchangeable cogs in amachine.
They're actual 3d human beingsthat have hopes and dreams and
that is how that entire processtreats them.
That is missing in the worldand that is so much value just
(25:46):
in that man.
Like that's my favorite part.
Kasim Aslam (25:50):
Thanks, dr Will.
Honestly, that's my favoritepart too.
I've ended up with people dudethat the relationships I've had,
the employer-employeerelationships I've had, have
been so inappropriate.
You know just the degree towhich I love them and they love
me.
One of my EAs young man, ivanBunin I hired him when he was 20
something years old.
He's Ukrainian national who'sgoing to school in Poland, hired
him as a VA, he became my EA,he became the company tech lead,
(26:15):
became the CTO, helped managemy entire exit, is now my
business partner and my bestfriend and I took my best EA and
then I built a business findingand training EAs and guess what
?
I don't do a damn thing.
I talk to you like this, Igenerate the leads and he does
everything else and we havealmost a hundred EAs placed.
And what a blessing.
He is man and I've changed hislife and he's changed mine.
He's a millionaire.
(26:35):
I like to say I've made the kida millionaire.
I haven't he made himself amillionaire, but I gave him
access to those opportunities.
One of my EAs is with TimBratton.
Tim Bratton is the co-founderor no, the founder of Rhapsody,
which became Spotify.
I think yeah, he's the firstguy to do a deal with all five
networks.
He's done an IPO, a reverse IPO.
He's done a $100 millioncompany.
(26:55):
Brilliant, brilliant, brilliantguy.
He was one of my EAs.
Him and the EA just filed apatent together.
Tim put the ea's name on it.
Imagine that dude like and I'vegot.
Justin donald has one of mypeople, john roman has one of my
people like, like, reallyhigh-end entrepreneurs and the
impact the ea has in theentrepreneur and the impact the
entrepreneur has on the ea.
When you take somebody fromlatin america, north africa,
(27:18):
east europe, asia and you paythem more than they can make
domestically and you let themwork from home and you let them
work on a semi-flexible schedule, it has anthropological impact
Just letting them work from homewhen a mom is home less teen
gang involvement, less drug use,less teen pregnancy, higher
school retention.
Oh, and then you equip peopleto spend.
You give spending power topeople in emerging nations.
(27:38):
The ripple impact, man, it'sunreal, it's unbelievable.
I get slack messages all thetime.
I got a message from a guyrecently very first time he ever
had pto, went on tour with hisband.
Got a message from another guy,first home he's ever lived in,
the indian kid I told you about?
It was making nine times.
He bought his parents the firsthouse the family's ever owned,
got himself married which inindia is very expensive and
never bought himself amotorcycle.
(27:59):
Like and I'm not mother,theresa, I'm minting money.
You know what I mean.
Win, win, win, win, win Foreverybody.
Yeah, so I hate to slander ourcollective environment.
We don't have access to thesame talent pool.
If you're hiring in the Statesor even in the Western world,
the peak performers want to workfor a Fortune 100 or a pre-IPO
(28:22):
or they want to work forthemselves.
It's just a fact.
We're left with the leftovers,my cousin's one of them.
I love my cousin to death.
We were raised together.
He's like a brother to me, butwork is number seven on his list
.
He wants to be a dad.
He wants to be a husband.
He likes to barbecue.
He clocks in, clocks out.
Dude makes 120 grand a year tocall center.
(28:44):
I can't even begin to touchthat.
You know what I mean.
But if I go to Bogota, colombia, or Buenos Aires, argentina, my
CFO is in Buenos Aires.
He's a college professor.
Poor guy was born on the wrongside of an imaginary line.
He manages the finances of myentire portfolio.
I'd be lost without him, and Ihope I'm a gift to him too,
because I get to pay him waymore than he'd ever make
domestically.
But what I pay him, youcouldn't find somebody to work
at McDonald's for here.
Isn't that sad, wow.
(29:05):
And it's just the reality ofwhat it is.
Dr. William Attaway (29:09):
Wow, where does retention play into this?
Intro (29:13):
It's one thing to find them.
It's one thing to find them,it's one thing, to find them
right.
Dr. William Attaway (29:20):
But how often do you see somebody who is
incredibly high performer comeon the team, everybody's
flapping like a seal and thensix months, a year later?
Kasim Aslam (29:29):
they're gone.
This is what everybody likes toask how do I retain top talent?
Yeah.
My answer is you can't.
You can't retain top talent.
Top talent does not want to beretained.
Obviously, top talent wants togrow.
Now, every functional hierarchyis shaped like a pyramid.
Hopefully they grow in yourorganization.
(29:49):
But the better you are atcapturing top talent, the less
room you will have for growth.
So what do you do?
Option one is you try tohandcuff them.
That's what everybody attempts.
It's a horrible plan becauseall that happens is you're
incentivizing the midnight moveout.
You're just teaching them.
I can't be trusted.
We don't own these people.
(30:10):
This isn't indentured servitude.
This isn't 14th century serfdom.
There's an exchange I pay you,you do a job.
Thank you so much.
We're both benefiting.
What I do is I very, very, very,very visibly cultivate all
talent and my ask is two years.
I say what I'd like to get outof you is two years and before
you leave, you find and trainyour replacement.
(30:30):
If you do that, I will help youwith your departure.
Colin Schmelbeck is a goodexample.
Colin Schmelbeck is famous inthe Google ads world.
If you go to Twitter and youlook for the top Google ads
minds in Twitter, colin is oneof the very top, really
brilliant guy Got a job with me.
I knew for a fact he wanted tobe an entrepreneur right out of
the gate.
I asked him.
I was like look, I want twoyears.
(30:52):
I want you to find a traineereplacement.
He did went off.
I started referring work to him.
Anybody who came to me that Icouldn't take, for whatever
reason, wasn't right for me formy model, referred to Colin.
Guess what was crazy that Ididn't anticipate.
Colin starts referring workback to me because he doesn't
want to build a great big agency.
He wants to have a solopreneurlifestyle business.
So he skims the cream off thetop and then all the businesses
(31:13):
any dog with fleas that comes inwhich my agency is great at
because we do great at digitalplumbing, great at managing
expectations, great at clientmanagement he sends my way Donna
Shashrafi.
Another example Pakistani VA.
This kid was really bright,problem solver, kind of a hacker
, digital handyman type ofperson.
He starts getting so good andhe starts growing his own
business that I'm like dude,you're too big for your britches
(31:35):
.
He was getting pulled in toomany directions.
He was trying to be my employeeenvious solopreneur.
I was like go off on your own,I'll refer you work which I did.
One day I get an email fromDanish.
I've got a client that's waytoo big for me.
Do you want him?
It's Jay Abraham, the JayAbraham.
I'm on the phone with JayAbraham CMO because a Pakistani
freelancer somehow I still tothis day do not know how got
(31:57):
referred to Jay Abraham's CMOand he's like this is bigger
than I want.
So I'm on the phone with one ofthe world's greatest business
consultants because I cultivatedtalent.
And here's what happens.
Other people see this and thishappened very visibly at
Solutions 8.
We were the agency to work for.
If you were in the Google Adsspace and you wanted to learn
(32:19):
Google Ads and you wanted togrow your own freelance business
, you came and you worked forSolutions 8 and everybody knew
it, which meant I had not justtop talent, but actually a top
talent that could have been paidway more than I could have
afforded to pay them, because ifyou're good at a skill like
that, that's a very leverageableskill.
But they wanted the education,the connections, the camaraderie
, the pedigree to be able to sayI have a guy that, to be honest
(32:41):
with you, I'm not very fond of,who worked at Solutions 8.
His performance shifted in away that's difficult for me to
describe without giving away whohe is, and so we parted as
friends.
His entire business and careeris built on the fact that he
worked at my company.
That's how he advertises is oh,I did this particular thing for
this agency and it's because Iwas so, so visible of here's how
(33:05):
I promote people and here's howwe grow people, and I ended up
having the best people in thewhole world work for me.
You can't retain top talent.
Don't try.
They're going to, no matterwhat they're going to grow.
It's better to help them and befriends than to try to stop
them.
Now you can golden handcuffthem.
I'll do that all day long.
I want you're going to make waymore money than me, than you
(33:27):
will by yourself, or it's justgoing to be a lot harder.
John Moran, who I mentioned.
He was one person managing 40%of my revenue.
During my exit I gave him 10%of the company because any day
he wanted he could walk awaywith, you know, 40% of my
revenue.
So it made a lot of sense,right?
It made a lot of sense toincentivize our and
entrepreneurs are so afraid ofthat.
They're like, oh gosh, I don'twant to be at the mercy of
somebody.
What that really means is thatperson has brought so much value
(33:50):
to you that you're afraid.
What a great place to be tohave somebody bring so much
value that it's scary.
And then God forbid that yougive them a couple of points.
You know what I mean.
Like it just makes sense toalign your interests.
I still own 90.
You know I did an eight-figureexit.
10% was a line item.
My business broker got that too, you know.
(34:11):
Like.
Dr. William Attaway (34:13):
You still did.
Okay at the end I did.
Yeah, I could talk to you foranother hour.
I swear man this.
This is such a greatconversation and I cannot wait
to dive into this book.
And I know our listeners arethe same.
How do they get their?
Kasim Aslam (34:26):
hands on it.
It's free.
They can have it for free.
Dr will get out.
Yeah, yeah, and it's not justthe book.
I'm going to give them the book.
They get an advanced readercopy, a pdf version of the
advanced reader copy.
They get the higher audio book.
They get the cheat sheet.
They get the worksheet.
They get all of the resourceswhich the job the global job
posting board I mentioned postson every job board One of the
things as well.
(34:46):
Which job boards do I post on?
I have a job posting board thatshows every job board by
category and geography, and Ialso have templates.
So I have the job postingtemplate, rejection email
template, schedule emailtemplate, offer template,
contractor agreement vetted byan attorney.
All they need to do is go tothehirebookcom, the T-H-E, hire,
(35:13):
h-i-r-e bookcom, and downloadall that for free and there's no
ascension.
I'm not going to try to sellyou a course on back end.
If you want to hire an EA fromme, I'd love to do that for you,
but you don't even need to dothat because you have my
framework and this is exactlyhow I find and train EAs.
I'm just the easy button.
If you have more money thantime, come talk to me, otherwise
I want my name to be synonymouswith hiring.
Dr. William Attaway (35:33):
I want to help as many a copy right now.
Man, thank you for sharing sogenerously with our audience and
with really the world at largewhat you have learned.
Always say we have a choice.
You and I, we have a choice toeither be a reservoir of our
experiences and everything welearn and try to hold it all in
just for us, or we can be aconduit and we can share it for
(35:56):
the benefit of those around us,and that's what you're doing and
I know I'm grateful and I knowour listeners are as well.
Thank you.
Kasim Aslam (36:05):
I appreciate you, dr Will, and for everybody
listening.
I appreciate you for showing upand let me yell at you for 45
minutes.
I know I was a bit of afirehose.
If you don't mind, my partingwords are this I have a thesis
about our generation at large,which is we're massively
overeducated.
So what you're doing right nowis a very productive endeavor
(36:25):
and I'm grateful to you.
It says a lot about you thatyou're listening to this and not
watching Netflix, becauseNetflix is so compelling.
So you're improving yourself,and the bad habit that you're in
, I assume because it's the badhabit that I've always been in
is I spend way too much timeeducating and not enough time
doing.
So my ask is for every hour youspend learning, spend at least
an hour doing and the impact onyour life increases in multitude
(36:51):
.
It's exponential and really, tobe honest with you, I think it
should be one to three.
For every hour spent learning,spend three hours doing, because
doing is iterative and you'renot going to do it well in the
very beginning.
But for now, as you're dippingyour toe in, for every hour
spent learning, spend an hourdoing.
Go do something.
Go take action.
It doesn't have to even be takeaction on the thing I'm talking
about, but take some amount ofaction that's pair pursue with
(37:11):
the time you spent learning,because otherwise it just
becomes what I call productiveprocrastination.
So I hope that you'll takeaction on this, and I hope you
find yourself a really trulyextraordinary EA.
I think that's the best roleanybody can possibly hire for,
and you now have all the toolsto do that.
You're seven steps away fromthe best hire of your life.
Dr. William Attaway (37:30):
Well said.
Thank you, Fasson.
Kasim Aslam (37:33):
I appreciate it, Dr Will.
It is an incredible honor today to have
Qasim Islam on the podcast for asecond time.
We don't have a lot of repeatguests around here, but a
handful of people will say yesto.
Qasim is one of those.
Qasim is the founder of six,seven and eight figure
businesses.
His newest venture, paretoTalent, specializes in
recruiting, training andmatching high performance
(00:23):
executive assistants withgrowing entrepreneurs Our topic
today.
He's a hiring expert.
His experience in hiringhundreds of people positions him
as a legitimate expert with aunique perspective on how to
find, train and manage true peakperformers.
He's the author of the new bookHire the essential guide to
(00:45):
building powerful teams andreclaiming your con.
Awesome, I'm so glad you'rehere, man.
Thanks for being on the showagain.
Dr Will, thanks for having me.
I'm flattered.
This is going to be a greatconversation.
I've been looking forward to it.
Intro (01:01):
Welcome to Catalytic Leadership, the podcast designed
to help leaders intentionallygrow and thrive.
Here is your host author andleadership and executive coach,
dr William Attaway.
Dr. William Attaway (01:19):
The audience.
If they have not heard yourfirst episode, I'm going to
encourage them to go back andlisten to that.
They can find you just searchthe show.
You'll find Kostin's episode inthere and find out a little bit
more about him.
Today I want to talk about yournew book, because this is a
topic that I hear peoplestruggling with all the time.
Clients that I work with,groups that I work with,
masterminds that I work withhiring is difficult.
(01:42):
Hiring well even more so.
So I would love for you to talkabout the book, why you wrote
it and how you think this isgoing to make a difference.
Kasim Aslam (01:51):
The why I wrote it is interesting.
I set out to write a bookcalled Delegate, so I didn't
want to write a book on hiring.
I was going to write a book ondelegation, and what was
interesting is it became animpossible feat because the
critical prerequisite todelegating is having somebody
effective to delegate to.
As a matter of fact, most ofthe failures of delegation that
I see have very little to dowith the framework of delegation
(02:15):
and far more to do with thefact that you've got the wrong
person on the wrong seat on thewrong bus.
I realized very quickly becauseI kept having to offer all
these prefaces as I was givingdelegation frameworks.
I realized I was like I got togo back.
I got to go back in thetimeline and make sure people
know how to hire, whichinterestingly and I'll say
(02:35):
something arrogant that I hopeis still true the only thing I'm
world-class at is talentacquisition, and I think I might
be better than anybody in theworld and I only say that, dr
Will, because I've read everybook on the topic, some of them
twice, and my framework isn'tmine, it's stolen.
I'm Dr Frankenstein and I justbuilt the monster.
(02:56):
I spent 20 years taking littlepieces from here and little
pieces from there and piecingthem all together and I have a
step by seven steps.
Everybody who's listening isseven steps away from the best
hire they've ever had in theirentire life.
It's not inaccessible, but it'shard.
It's hard, it's tedious.
It's not hard in the way thatcalculus is hard.
It's hard in the way that thetreadmill is hard.
You have to build a funnel, butyou only have to build it once,
(03:20):
and once you've built it, itnow lives forever and it's
evergreen.
And it's a gift that keeps ongiving.
It will continue to give youthe best tires that you've ever
had, as long as you follow theprocess and you're disciplined
with.
Dr. William Attaway (03:29):
So how can you do this?
How do you find that talentthat we know is out there?
We see it sometimes, we'vestumbled across it.
What does this framework looklike?
Kasim Aslam (03:47):
Yeah.
So it's seven steps.
I'll go step by step if youdon't mind, and then you slow me
down or feel free to honestly,feel free to challenge me if I
say anything that you disagreewith.
I would love that.
Iron will sharpen iron.
Step number one isphilosophical in nature.
It requires a paradigm shift.
This is the most important step.
As a matter of fact, if you donothing but this, I think it
will improve your hiringmassively.
We are taught to hire peopleincorrectly.
(04:07):
We're taught to hire, manage,train people as though they're
commodities, and you know thisinstantly.
When you hear people talk aboutthe endeavor that is hiring,
you'll hear somebody saysomething like oh, I need to
hire a graphic designer, or Ineed to hire a bus driver, or I
need to hire a neurosurgeon.
That's a conversation ofcommodity.
Commodities are things that areeasily interchangeable.
(04:30):
So if you have an ear of cornand I have an ear of corn, or
you have a can of beans and Ihave a can of beans, or you have
a bar of gold and I have a barof gold, and we swap, none of us
are any better or worse offthan we were moments ago.
But if you have a graphicdesigner and I have a graphic
designer and we swap.
Or you have a CFO and I have aCFO and we swap.
If I lost my CFO, my wholefinancial world comes collapsing
.
Humans are not commoditieswhich sounds obvious when I say
(04:51):
it, but pull any business bookoff the shelf and you'll see a
discussion about commodities.
Now here's what that means youbuy commodities.
The smart way to buycommodities is to pay the least
to get the most Right.
If I'm buying the least to getthe most right, that's.
That's if I'm buying beans, Iwant the most beans for the
(05:12):
least amount of money.
With with that paradigm, youend up in a position where you
treat all people as though theyare potentially equal, which
sadly is not true.
So this leads to the name of mycompany is Pareto Talent,
because I'm obsessed with thePareto distribution.
I think it's the most importantmathematical principle for life
and business.
And the Pareto distributiontechnically says that the sum
total of the total participants,the square root of the total
(05:33):
participants, is responsible for50% of the output, and the
problem with that is that's toohard to even understand or say
so what people generally referto it, as is the 80-20 rule, and
it's 20% of the input isresponsible for 80% of the
output, and it's true in everyorganic ecosystem.
20% of the criminals commit 80%of the crimes.
20% of your customers areresponsible for 80% of your
revenue.
20% of the employees do 80% ofthe work.
(05:55):
Now that's impactful, but wehave to unpack it.
Everybody knows this is truealready.
Look at a thousand personorganization Just as an example,
because I have a 10th gradeeducation and that's the best
math I can do.
It's a base 10.
Thousand person organization200 people do 80% of the work
and you're like all right, youknow, I was a kid, I worked at a
call center.
(06:15):
I've seen that to be true.
I know that's a fact.
But zoom in on the 200.
40 of those people do 80% ofthat work.
Zoom in on those 40.
Eight do 80% of that work, soon and so forth.
What that equates to is, in athousand person organization,
one person is responsible for25% of the work, which is mind
(06:39):
blowing.
Now here's it gets work.
It gets worse.
The Goldman Sachs Ivy Leaguemanagement consultant comes in
and says oh, that's a key manrisk.
We have to mitigate that risk.
So what do they do In afunctional hierarchy where the
most valuable assets climb tothe top of the hierarchy.
They flatten the hierarchy.
They quote unquote mitigate therisk, which is why businesses
(07:01):
move towards bureaucraticminimums and quotas.
They're literally enforcing theaverage.
They're looking for andincentivizing for mediocrity
because they can't stand seeingexistential crisis on a
spreadsheet.
When I sold Solutions 8, I builtthe number one ranked Google
ads agency in the world.
I sold it for an eight figuresum to a soft bank backed
MarTech company in 2022.
(07:23):
When I did that, I had 80employees.
One human managed 40% of myrevenue.
His name was John Moran.
He's the greatest Google Adsman on the planet.
Most people can't wrap theirhead or their mind or their
heart around that risk and sothey can't deal with it.
But what they don't realize isto mitigate that risk doesn't do
anything other than inhibit myability to benefit from somebody
(07:44):
like John Moran.
So I lose revenue.
I lose those customers.
You can't just spread thosecustomers across other people.
You have to lean into thePareto distribution.
So that's the paradigm shift.
That's step number one.
If you can commit to, you canindex towards those peak
performers, especially becausemost businesses are.
They're incentivizing theopposite.
They're actually pushing peakperformers away.
(08:05):
So if we index towards Paretotalent.
That would leave us to numbertwo.
But I'm going to pause and askDr Will how have I done so far?
Any challenge or questions?
Dr. William Attaway (08:14):
No, I think that makes perfect sense.
I will ask this as you thinkabout this in terms of companies
that you've led.
You've given a good example ofthat.
Do you see any outliers, like,are there times when you're
working with a group and youdon't see that 20% rise to the
top?
Or do you see otherorganizations where they have
(08:37):
allowed and I believe firmlythat you have what you tolerate,
you have what you allow theyhave allowed mediocrity to rule
the day and they don't have that20%?
That is, that's step seven.
So you're getting ahead of bothof them.
Kasim Aslam (09:01):
Well, no, it speaks to your strategic prowess,
because you see the lanes.
But to cheat a little bit orgive people a sneak peek, if you
treat a peak performer asthough they're mediocre, they
will begin delivering on thatpromise to you.
It's hard to fix, so there'srisks, but the risks are very
(09:22):
mitigatable and we'll talk abouthow to mitigate those risks.
Dr. William Attaway (09:24):
That's really good Please keep going.
Kasim Aslam (09:26):
This is great.
Step two people say well,kostum, how do I get these peak
performers?
My answer is going to berepellent and it just is what it
is.
You have to pay more.
Winners want to win and moneyis how we keep score.
And when you're taught to hirepeople like commodities let's
say, to use round numbers againthat you know you're hiring the
graphic designer we talked aboutmoments ago, and a graphic
designer costs, you know, 75 toa hundred rubies, and for 75 to
(09:51):
a hundred rubies you can get agraphic designer.
Well, how do you buycommodities?
Everybody in the entrepreneurialworld tries to pay 74.9 and get
the best graphic designer theypossibly can.
They're paying the least andgetting the most.
And then I come in and I sayyou have to pay 10% more than
the high watermark to attract apeak performer, because winners
want to win and money's how wekeep score.
And then they go gosh, kostum,you don't understand my margins,
(10:12):
you don't understand mybusiness, you don't understand
my model, my scalability.
And I say no, you don'tunderstand math, because when
you pay 10% more, you don't get10 or 20 or 30 or 50 or 100%
more.
You get three times, five times, 100 times, as illustrated by
the per capita distribution.
This can do nothing but benefit.
(10:33):
You Pay 10% more than the highwatermark and then people go oh,
okay, fine, 10% more than 74.9.
And I say no, no, no, 10% morethan the high watermark.
If the range is 75 to 100rubies, I'm asking you to pay
110.
Now, 75 to 110 is a huge swingthat's repellent to most people.
But if you will suspenddisbelief for just a moment,
what happens when you pay moreis you end up with access to
(10:55):
talent that will blow yourfreaking mind, and the
leverageability of the talent,especially in a post AI world,
is incalculable.
It's impossible for me tohyperbolize, which is why the
Pareto distribution exists as aframework, because it helps you
understand it.
If you realize you're indexingtowards Pareto.
An example the average Google adspecialist out of India was
(11:15):
paid $500 a month by Google.
I used to steal Google's people.
They have three offices inIndia.
I'd wait till they reach aglass ceiling and I would just
go poach Google's best people.
I had a young man working forme.
He's one of the bestspecialists I've ever had.
I paid him nine times what hispeers made.
So the average Google adspecialist at the time is making
500 bucks a month in India.
I'm paying $4,500 a month and Ihad friends tell me dude, what
(11:37):
are you doing?
You're poisoning the well,you're ruining the market.
But what happened?
I got the best of the best ofthe best of the best of the best
.
Now he managed my best my topclient who paid me $54,000 a
month.
They were a publicly traded petsupplement company that spent
millions of dollars a month.
I couldn't have had themwithout him.
I needed the triple PhDbrilliant human.
I needed the triple PhDbrilliant human, and that was
(11:58):
one of 15 of his clients.
The math can't not math.
So step two isn't just pay more.
Step two is attract.
So in order to properly attracta peak performer, you need to
be the type of place that a peakperformer would want to work.
This is your job posting.
By the way, your job posting isa sale letter Most job postings
(12:18):
that we see.
If you go to Jobbing or Monsteror Indeed and go just for all
the job postings and you'regoing to see things like, you
must comply with all rules andregulations or you'll be
publicly flogged.
Who'd want to live in thoseconditions?
Who'd want to work there?
Be a fun place to work and paymore doesn't just mean money.
It means lots of things.
It means respect, it means time, it means adherence, it means
authorship creates ownership.
It's like treat them like anadult.
(12:39):
Let them work from home on asemi-flexible schedule doing
meaningful work.
Whatever it is that you cangive, give, pay more, be public
about that, and if you do that,if you are the type of place
that people want to work, youwill.
You should get inundated withapplications, as long as you
comply with step three.
Step three is a distributionstrategy.
Here's what I see businessesdoing improperly all the time.
(13:02):
They write a job posting, theypost it one time on one job
board and then they wait to seewhat the cat drags in.
This is a sales funnel.
This is a sales funnel.
Funnels need traffic right,it's traffic times.
Frequency equals ratio ofsuccess.
So one job posting on one jobboard one time is going to bring
(13:23):
in whatever that brings in.
Post it on as many job boardsas is applicable, as many times
as you possibly can, and maybeput a little money behind it so
you get more visibility and moredistribution, because talent is
so, so, so, so important.
You have to have a strongdistribution strategy, because
talent is so, so, so, soimportant.
You have to have a strongdistribution strategy.
Now, if you have a very, verystrong attraction offer, step
two a very, very strongdistribution strategy.
(13:47):
Step three that what's going tohappen, naturally, is you are
going to get inundated withapplications.
If you're hiring locally,you'll get hundreds.
If you're hiringinternationally, you'll get
thousands, thousands ofapplications.
It's an impossible thing foranybody to go through.
So what do we do?
We filter.
Here's how you filter my jobapplications.
I'll read.
The subject line must read.
I actually read theinstructions.
(14:09):
When you apply for this job,the subject has to read I
actually read the instructions,or I'm not going to look at it
and mine automatically filtersusing Zapier and ChatGPT.
You can manually filter if youwant to.
Now that's a very strong signalto do what?
To actually read theinstructions and my instructions
are not easy.
There will be basic ones.
Like you, submit a link to aPDF resume with this naming
(14:29):
convention Do I care that it's alink and not an attachment?
Do I care it's PDF and not Word?
No, I want to know you can slowdown and follow instructions.
If English proficiency isimportant and I'm hiring
internationally, I'll ask forthere's free English language
tests they can take and theyhave to be one above.
I'll ask for personality tests.
I'll ask them to answerspecific questions.
I'll ask for why they thinkthey'd be a good fit for this
job.
I always have at least three orfour, but sometimes more.
(14:51):
I call them fly traps, andthese fly traps are little
filters that make sure that whenI get in and day with these
thousands of applications, theonly people that are going to
make it through are the peoplethat are actually conscientious,
thoughtful, proactive,intelligent.
I don't just want somebody goodat the job, I want somebody
who's good at working, and thoseare entirely different skill
sets.
So that's filtering the stack.
Now, filtering the stack doesn'tstop at the application.
(15:13):
Here's what's reallyinteresting about filtering the
stack is, once I've ended upwith the filter, what everybody
in the conventional businessworld teaches you to do is they
teach you to hire usinginterviews and resumes.
They're both worthless.
An interview is a skill setunto itself.
That's superfluous to the job.
You don't get the best personat the job, you get the best
interviewer, and unless you'rehiring somebody to be a
(15:33):
professional interviewer, it'snot going to tell you anything.
And a lot of these people havemade a skill, they've made a
practice, just that.
And some of the people that aregreat at the job suck at
interviewing.
It's completely nebulous.
Resumes.
Interestingly, especially intoday's day and age, 21st
century, post AI, people aregoing to have gaps in their
resume.
They're going to have industryswitching, role switching the
(15:53):
things that normally we'd lookat as red flags in conventional
wisdom.
Ignore resumes, ignoreinterviews.
For the moment.
This is the next filter.
This is step five.
You're going to run tryoutsjust like a sports team.
We're going to have tryouts.
You apply for a job.
For me, I say, hey, will.
Thank you so much for followingall the instructions.
I really appreciate you.
As you can tell, I'm lookingfor somebody with strong
(16:14):
attention to detail.
Listen, I've been hiring for 20years I've hired thousands of
people.
I know, until we've workedtogether, I'm not going to know
anything there is to know aboutyou.
Here's what I'd like to do.
I'd like to pay you in advancefor two hours of your time.
Now I'm paying you in advance.
To tell you one I respect yourtime.
Two, I'm holding youaccountable to a paid standard
(16:34):
and, depending on where you are,that Doesn't have to make them
rich, has to move the needle.
You do this with 10 or 20 people, let's say.
Let's say you do it with 20,which is a lot $40 across 20
people.
Across 10 is 400, across 20 is800.
Now here's what I do, though,is I say if you agree, here's
the scope of work send me yourPayPal or your Payoneer or your
Wise or whatever's applicable inthat geography, and I'll pay
you in advance.
They, and then I wait to seewho goes, who ghosts me, who
(17:03):
forgets, who doesn't payattention.
I get, I get emails from peoplea month later saying, hey, you
sent me $40 and you didn't sendme a child project, and I'm like
, yeah, and I'm glad I didn'thire you.
Person who very clearly needsto be micromanaged.
Right, wait for now.
You'd say gosh, cost him $800.
That's expensive.
No, that is the cheapestinsurance policy you've ever had
.
The most expensive thing is abad hire For $40, I just learned
(17:29):
.
Either you lack integrity orthe ability to follow through on
your commitments.
So the people that follow upand say, hey, where's my trial
project?
I send them the trial projectNow.
The trial project needs to behyper-applicable to the role.
This is step five.
We're running tryouts.
It's hyper-applicable to therole.
This is step five.
We're running tryouts.
It's hyper applicable to therole and it's not a check the
box task.
If I'm hiring a graphic designer, I don't say create these
(17:50):
assets using this scope of workwith this request, because that
tells me nothing that AIcouldn't do.
I'm going to say here's theclient, here's their goal,
here's what they want toaccomplish.
How would you do this?
Every single role can have aproject that shows you.
Can they solve problems?
Can they think constructively?
Can they run through walls?
Can they really figure out howto do this, so that you're not
going to have to sit there andhold their hand for the rest of
your life.
(18:11):
I send them the trial projectand I ask them when will this be
done?
I don't tell them.
I ask them because I want toknow can you manage expectations
?
Can you communicate all thethings that you want out of a
peak performer?
So let's say it's Monday andyou tell me it's going to be
done by Friday Great Well, can'twait to work with you, already
paid you in advance.
By the way, the assets that youneed to complete this trial
project are in this drive folder.
Here's the username andpassword.
I send them the wrong passwordand then I wait to see how long
(18:35):
until they follow up, because ifI get a frantic email Thursday
night now I know you're not thetype of person that checks to
make sure you have all theassets in order to do a project
right.
When this is done, first of all,it takes a thousand applicants
to produce one EA in my company,so you filter heavily.
When this is done, you probablyhave four or five bloodthirsty,
(18:55):
deadly assassins.
Dude, they're killers.
They're the best employeesyou'll ever have in your entire
life, as long as the trialproject is good, obviously.
But honestly, if they've gottenthis far, it's going to be good
.
As long as the trial project isgood, you could hire any one of
them.
Which leads me to step six.
This is where we actually runthe interview, and the
interesting thing about theinterview is the interview isn't
(19:16):
the purpose of the interviewisn't to see who gets the job.
The purpose of the interview isto begin managing them as an
employee.
I'll give you some examples.
When you do this properly, ifyou're paying as well as I tell
you to pay, you're going to getpeople that are massively
overqualified, especiallyinternationally, because there's
so many people that have noaccess to opportunity whatsoever
.
So if you hire for a bookkeeper, you'll get a CFO applying for
(19:36):
this job, and it's actuallydepressing how often this
happens.
It shows you how little accesssome of the rest of the world
has to opportunity.
Now that's a good thing for youto have a CFO wanting to do a
bookkeeper job, but what I wouldask is hey, mr CFO, listen, I'm
so impressed by you, yourattention to detail, your trial
project, love to bring you on,and you are massively
overqualified for this.
(19:56):
Can you talk to me a little bitabout that?
Like, if I ask you to take outthe trash or do this grunt work,
is that going to be a problemfor you?
I want to know there's noentitlement.
I want to know I'm managingexpectations up front, and then
I ask questions relevant to therole.
Another example would be ifthere are issues from a
managerial perspective that yourun into with your current
employees.
For example, I have a friendwho does not comp his employees
(20:19):
the bonuses they're offereduntil they get a review from
their clients.
You do the job.
You're deserved a certain bonusas long as I get my review.
If they don't get the review,they don't get the bonus.
Now, when he manages employees,if you hire somebody and tell
them that rule, that feels likea bait and switch and it's very
contentious.
So I taught him bring it up inthe interview.
Will would love to hire you,really excited to have you in
(20:40):
this client manager role.
I need you to know if I don'tget the NPS report from your
clients on a quarterly basis,you don't get your bonus.
Talk to me about your abilityto get the NPS reports.
Take everything that's hardabout the role, bring it into
the interview and now get themto sell you on it and guess what
, it's no longer hard in themanagement process.
That's step six, step seven,after you've hired the person
(21:01):
that you like the most and, bythe way, they're all going to
work.
So just hire whoever's the bestculture fit.
It's not uncommon for me tohire multiple people for a
single role if I'm on a growthpath, because I like hiring in
groups.
A horse never runs fast ifthey're by themselves on the
track, but having two people onit, they run faster.
They learn together.
There's camaraderie, teamatmosphere.
If you can afford it and if youcan actually scale into the
growth, I like hiring more thanone.
(21:22):
Step seven is on board forsuccess, and this is what you
asked about initially.
When you bring in a peakperformer and dude, we all do it
, but it's so devastatinglydetrimental.
Authorship creates ownership.
Your input to this person isunnecessary, shut up.
(21:42):
The worst thing you can do toan adept human being is look
over their shoulder and be likeoh, you know what?
I changed that square to acircle and changed the red to
blue and I don't like where youput that line.
And instantly, every, everyperson on the planet takes their
hand on the wheel and they'relike all right, you're driving
and even if they don't know it,subconsciously, that's now your
work product and two, two months, two years from now, if it
(22:03):
doesn't work, if it fails, if itbreaks, it's like dude, you're
the one that told me the squareshould be a circle.
If it's objectively wrong,critique it.
If it's objectively wrong, hey,just so you know.
The studs have to be 18 inchesapart, because if they're not,
they don't pass inspection.
That's a good critique, but youknow I don't like the color of
the studs you use here.
Shut up.
(22:24):
Chances are, by the way, you'rean old fogey that doesn't know
what the hell you're talkingabout, cause you're a gray beard
.
There's been doing this foreverand the kid probably knows
something right you and me both.
Uh, authorship createsownership.
Get out of their way.
Delegate projects, not tasks.
If you're delegating tasks,you're not delegating, you're
micromanaging.
I have a rule called the 2-6-2rule.
(22:44):
If you give somebody 10 thingsto do, they're going to suck
miserably at two of them.
They're going to do six greatcheck the box.
The job is done.
They're going to do two betterthan any human has ever done in
the history of work.
And you know what we all doWill, what we're taught to do by
our business books.
We go focus on the two thingsthey suck at and we're like
we're going to get you there,kid, and here's a performance
improvement program and you canshadow Johnny because he's doing
(23:05):
so well.
Why don't we slow him down andget him to explain everything
he's doing to you?
Stop making him do those twothings.
Go focus on the two things thatthey're amazing at and
congratulations.
You found yourself credit talent.
Every human is a miracle.
Every human being is capable ofincalculable value.
(23:28):
But if you judge a fish by itsability to climb a tree, it
spends its whole life thinkingit's stupid, the only benefit
small businesses have.
We are at a disadvantage alongevery level of analysis, except
one Big businesses can't treatpeople like miracles.
They need cogs and wheels.
You and me, dude.
If you're sub 100 employees,every person can be maximized to
the degree that God intended.
You get to alchemize the humanendeavor to a point that I can't
(23:49):
begin to hyperbolize.
Why wouldn't we do that,especially in a post-AI world
where peak performers can becomenuclear weapons that are scaled
to infinite degrees?
Let people go, let them run,let them do their thing, let
them make mistakes, and if youdo that, I have you mentioned at
(24:12):
the beginning of this call.
I built six multimillion dollarbusinesses.
I'm on my third exit.
I have a portfolio of 17businesses.
I don't manage one of them.
I'm not any smarter thananybody else.
Listening.
The only thing I'm good at istalent, because, as an
entrepreneur, if you can cracktalent, you don't need to crack
anything else.
Until you crack talent, youhave to crack everything else
yourself.
You have to go figure outfinance, ops, hr, marketing,
(24:36):
sales, fulfillment, ascension,legal
da-na-na-na-na-na-na-na-na-na.
I don't have to do any of that.
You bring me a problem.
I go find the talent here.
Bam, done did it.
Chances are I already have thetalent right, because once you
bring on talented people,talented people cascade
themselves.
You crack talent.
You'll never have another jobagain.
I got a portfolio of 17businesses.
I don't run one of them, notone, because I know talent.
(24:57):
That's all you need to know,and I've given people the
blueprint top to bottom start tofinish.
Dr. William Attaway (25:01):
That's the entire checklist.
Where to begin?
I am such a fan of thatframework.
You hit on so many things, butyou know what I love most about
it so many pieces, phenomenal.
The thing I love most is thatyou are approaching this from
the perspective that people havevalue individually, that they
have worth, and you are treatingthem with value and worth
(25:26):
throughout the entire process.
Going back to the first piece,they're not commodities, they're
not interchangeable cogs in amachine.
They're actual 3d human beingsthat have hopes and dreams and
that is how that entire processtreats them.
That is missing in the worldand that is so much value just
(25:46):
in that man.
Like that's my favorite part.
Kasim Aslam (25:50):
Thanks, dr Will.
Honestly, that's my favoritepart too.
I've ended up with people dudethat the relationships I've had,
the employer-employeerelationships I've had, have
been so inappropriate.
You know just the degree towhich I love them and they love
me.
One of my EAs young man, ivanBunin I hired him when he was 20
something years old.
He's Ukrainian national who'sgoing to school in Poland, hired
him as a VA, he became my EA,he became the company tech lead,
(26:15):
became the CTO, helped managemy entire exit, is now my
business partner and my bestfriend and I took my best EA and
then I built a business findingand training EAs and guess what
?
I don't do a damn thing.
I talk to you like this, Igenerate the leads and he does
everything else and we havealmost a hundred EAs placed.
And what a blessing.
He is man and I've changed hislife and he's changed mine.
He's a millionaire.
(26:35):
I like to say I've made the kida millionaire.
I haven't he made himself amillionaire, but I gave him
access to those opportunities.
One of my EAs is with TimBratton.
Tim Bratton is the co-founderor no, the founder of Rhapsody,
which became Spotify.
I think yeah, he's the firstguy to do a deal with all five
networks.
He's done an IPO, a reverse IPO.
He's done a $100 millioncompany.
(26:55):
Brilliant, brilliant, brilliantguy.
He was one of my EAs.
Him and the EA just filed apatent together.
Tim put the ea's name on it.
Imagine that dude like and I'vegot.
Justin donald has one of mypeople, john roman has one of my
people like, like, reallyhigh-end entrepreneurs and the
impact the ea has in theentrepreneur and the impact the
entrepreneur has on the ea.
When you take somebody fromlatin america, north africa,
(27:18):
east europe, asia and you paythem more than they can make
domestically and you let themwork from home and you let them
work on a semi-flexible schedule, it has anthropological impact
Just letting them work from homewhen a mom is home less teen
gang involvement, less drug use,less teen pregnancy, higher
school retention.
Oh, and then you equip peopleto spend.
You give spending power topeople in emerging nations.
(27:38):
The ripple impact, man, it'sunreal, it's unbelievable.
I get slack messages all thetime.
I got a message from a guyrecently very first time he ever
had pto, went on tour with hisband.
Got a message from another guy,first home he's ever lived in,
the indian kid I told you about?
It was making nine times.
He bought his parents the firsthouse the family's ever owned,
got himself married which inindia is very expensive and
never bought himself amotorcycle.
(27:59):
Like and I'm not mother,theresa, I'm minting money.
You know what I mean.
Win, win, win, win, win Foreverybody.
Yeah, so I hate to slander ourcollective environment.
We don't have access to thesame talent pool.
If you're hiring in the Statesor even in the Western world,
the peak performers want to workfor a Fortune 100 or a pre-IPO
(28:22):
or they want to work forthemselves.
It's just a fact.
We're left with the leftovers,my cousin's one of them.
I love my cousin to death.
We were raised together.
He's like a brother to me, butwork is number seven on his list
.
He wants to be a dad.
He wants to be a husband.
He likes to barbecue.
He clocks in, clocks out.
Dude makes 120 grand a year tocall center.
(28:44):
I can't even begin to touchthat.
You know what I mean.
But if I go to Bogota, colombia, or Buenos Aires, argentina, my
CFO is in Buenos Aires.
He's a college professor.
Poor guy was born on the wrongside of an imaginary line.
He manages the finances of myentire portfolio.
I'd be lost without him, and Ihope I'm a gift to him too,
because I get to pay him waymore than he'd ever make
domestically.
But what I pay him, youcouldn't find somebody to work
at McDonald's for here.
Isn't that sad, wow.
(29:05):
And it's just the reality ofwhat it is.
Dr. William Attaway (29:09):
Wow, where does retention play into this?
Intro (29:13):
It's one thing to find them.
It's one thing to find them,it's one thing, to find them
right.
Dr. William Attaway (29:20):
But how often do you see somebody who is
incredibly high performer comeon the team, everybody's
flapping like a seal and thensix months, a year later?
Kasim Aslam (29:29):
they're gone.
This is what everybody likes toask how do I retain top talent?
Yeah.
My answer is you can't.
You can't retain top talent.
Top talent does not want to beretained.
Obviously, top talent wants togrow.
Now, every functional hierarchyis shaped like a pyramid.
Hopefully they grow in yourorganization.
(29:49):
But the better you are atcapturing top talent, the less
room you will have for growth.
So what do you do?
Option one is you try tohandcuff them.
That's what everybody attempts.
It's a horrible plan becauseall that happens is you're
incentivizing the midnight moveout.
You're just teaching them.
I can't be trusted.
We don't own these people.
(30:10):
This isn't indentured servitude.
This isn't 14th century serfdom.
There's an exchange I pay you,you do a job.
Thank you so much.
We're both benefiting.
What I do is I very, very, very,very visibly cultivate all
talent and my ask is two years.
I say what I'd like to get outof you is two years and before
you leave, you find and trainyour replacement.
(30:30):
If you do that, I will help youwith your departure.
Colin Schmelbeck is a goodexample.
Colin Schmelbeck is famous inthe Google ads world.
If you go to Twitter and youlook for the top Google ads
minds in Twitter, colin is oneof the very top, really
brilliant guy Got a job with me.
I knew for a fact he wanted tobe an entrepreneur right out of
the gate.
I asked him.
I was like look, I want twoyears.
(30:52):
I want you to find a traineereplacement.
He did went off.
I started referring work to him.
Anybody who came to me that Icouldn't take, for whatever
reason, wasn't right for me formy model, referred to Colin.
Guess what was crazy that Ididn't anticipate.
Colin starts referring workback to me because he doesn't
want to build a great big agency.
He wants to have a solopreneurlifestyle business.
So he skims the cream off thetop and then all the businesses
(31:13):
any dog with fleas that comes inwhich my agency is great at
because we do great at digitalplumbing, great at managing
expectations, great at clientmanagement he sends my way Donna
Shashrafi.
Another example Pakistani VA.
This kid was really bright,problem solver, kind of a hacker
, digital handyman type ofperson.
He starts getting so good andhe starts growing his own
business that I'm like dude,you're too big for your britches
(31:35):
.
He was getting pulled in toomany directions.
He was trying to be my employeeenvious solopreneur.
I was like go off on your own,I'll refer you work which I did.
One day I get an email fromDanish.
I've got a client that's waytoo big for me.
Do you want him?
It's Jay Abraham, the JayAbraham.
I'm on the phone with JayAbraham CMO because a Pakistani
freelancer somehow I still tothis day do not know how got
(31:57):
referred to Jay Abraham's CMOand he's like this is bigger
than I want.
So I'm on the phone with one ofthe world's greatest business
consultants because I cultivatedtalent.
And here's what happens.
Other people see this and thishappened very visibly at
Solutions 8.
We were the agency to work for.
If you were in the Google Adsspace and you wanted to learn
(32:19):
Google Ads and you wanted togrow your own freelance business
, you came and you worked forSolutions 8 and everybody knew
it, which meant I had not justtop talent, but actually a top
talent that could have been paidway more than I could have
afforded to pay them, because ifyou're good at a skill like
that, that's a very leverageableskill.
But they wanted the education,the connections, the camaraderie
, the pedigree to be able to sayI have a guy that, to be honest
(32:41):
with you, I'm not very fond of,who worked at Solutions 8.
His performance shifted in away that's difficult for me to
describe without giving away whohe is, and so we parted as
friends.
His entire business and careeris built on the fact that he
worked at my company.
That's how he advertises is oh,I did this particular thing for
this agency and it's because Iwas so, so visible of here's how
(33:05):
I promote people and here's howwe grow people, and I ended up
having the best people in thewhole world work for me.
You can't retain top talent.
Don't try.
They're going to, no matterwhat they're going to grow.
It's better to help them and befriends than to try to stop
them.
Now you can golden handcuffthem.
I'll do that all day long.
I want you're going to make waymore money than me, than you
(33:27):
will by yourself, or it's justgoing to be a lot harder.
John Moran, who I mentioned.
He was one person managing 40%of my revenue.
During my exit I gave him 10%of the company because any day
he wanted he could walk awaywith, you know, 40% of my
revenue.
So it made a lot of sense,right?
It made a lot of sense toincentivize our and
entrepreneurs are so afraid ofthat.
They're like, oh gosh, I don'twant to be at the mercy of
somebody.
What that really means is thatperson has brought so much value
(33:50):
to you that you're afraid.
What a great place to be tohave somebody bring so much
value that it's scary.
And then God forbid that yougive them a couple of points.
You know what I mean.
Like it just makes sense toalign your interests.
I still own 90.
You know I did an eight-figureexit.
10% was a line item.
My business broker got that too, you know.
(34:11):
Like.
Dr. William Attaway (34:13):
You still did.
Okay at the end I did.
Yeah, I could talk to you foranother hour.
I swear man this.
This is such a greatconversation and I cannot wait
to dive into this book.
And I know our listeners arethe same.
How do they get their?
Kasim Aslam (34:26):
hands on it.
It's free.
They can have it for free.
Dr will get out.
Yeah, yeah, and it's not justthe book.
I'm going to give them the book.
They get an advanced readercopy, a pdf version of the
advanced reader copy.
They get the higher audio book.
They get the cheat sheet.
They get the worksheet.
They get all of the resourceswhich the job the global job
posting board I mentioned postson every job board One of the
things as well.
(34:46):
Which job boards do I post on?
I have a job posting board thatshows every job board by
category and geography, and Ialso have templates.
So I have the job postingtemplate, rejection email
template, schedule emailtemplate, offer template,
contractor agreement vetted byan attorney.
All they need to do is go tothehirebookcom, the T-H-E, hire,
(35:13):
h-i-r-e bookcom, and downloadall that for free and there's no
ascension.
I'm not going to try to sellyou a course on back end.
If you want to hire an EA fromme, I'd love to do that for you,
but you don't even need to dothat because you have my
framework and this is exactlyhow I find and train EAs.
I'm just the easy button.
If you have more money thantime, come talk to me, otherwise
I want my name to be synonymouswith hiring.
Dr. William Attaway (35:33):
I want to help as many a copy right now.
Man, thank you for sharing sogenerously with our audience and
with really the world at largewhat you have learned.
Always say we have a choice.
You and I, we have a choice toeither be a reservoir of our
experiences and everything welearn and try to hold it all in
just for us, or we can be aconduit and we can share it for
(35:56):
the benefit of those around us,and that's what you're doing and
I know I'm grateful and I knowour listeners are as well.
Thank you.
Kasim Aslam (36:05):
I appreciate you, dr Will, and for everybody
listening.
I appreciate you for showing upand let me yell at you for 45
minutes.
I know I was a bit of afirehose.
If you don't mind, my partingwords are this I have a thesis
about our generation at large,which is we're massively
overeducated.
So what you're doing right nowis a very productive endeavor
(36:25):
and I'm grateful to you.
It says a lot about you thatyou're listening to this and not
watching Netflix, becauseNetflix is so compelling.
So you're improving yourself,and the bad habit that you're in
, I assume because it's the badhabit that I've always been in
is I spend way too much timeeducating and not enough time
doing.
So my ask is for every hour youspend learning, spend at least
an hour doing and the impact onyour life increases in multitude
(36:51):
.
It's exponential and really, tobe honest with you, I think it
should be one to three.
For every hour spent learning,spend three hours doing, because
doing is iterative and you'renot going to do it well in the
very beginning.
But for now, as you're dippingyour toe in, for every hour
spent learning, spend an hourdoing.
Go do something.
Go take action.
It doesn't have to even be takeaction on the thing I'm talking
about, but take some amount ofaction that's pair pursue with
(37:11):
the time you spent learning,because otherwise it just
becomes what I call productiveprocrastination.
So I hope that you'll takeaction on this, and I hope you
find yourself a really trulyextraordinary EA.
I think that's the best roleanybody can possibly hire for,
and you now have all the toolsto do that.
You're seven steps away fromthe best hire of your life.
Dr. William Attaway (37:30):
Well said.
Thank you, Fasson.
Kasim Aslam (37:33):
I appreciate it, Dr Will.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
CrimeLess: Hillbilly Heist
It’s 1996 in rural North Carolina, and an oddball crew makes history when they pull off America’s third largest cash heist. But it’s all downhill from there. Join host Johnny Knoxville as he unspools a wild and woolly tale about a group of regular ‘ol folks who risked it all for a chance at a better life. CrimeLess: Hillbilly Heist answers the question: what would you do with 17.3 million dollars? The answer includes diamond rings, mansions, velvet Elvis paintings, plus a run for the border, murder-for-hire-plots, and FBI busts.