Recruiting, Hiring, and Onboarding Strategy

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Tommy Richardson (00:00):
All right.
Recruiting.
Hiring.
It's a mouthful just to evensay.
I'm sure we got more than enoughto talk about, uh, when it comes
to those things.
So, first off, we, we couple allthese, these three things
together.
Recruiting, hiring, andonboarding.
Why do we put all of these justin one, uh, One subject.

(00:22):
Why not split these up intothree separate videos?

Jim Johnson (00:27):
First off, you have to realize what you've done
before this.
Like that's kind of the key partof this is you, you've done a
lot to do this correctly.
Most people put this thing wayearly.
They're starting to recruit,hire, and onboard people right
away without having all of thecomponents of their business in
a fashion that makes recruiting,hiring and onboarding

(00:48):
successful.
Which is why we usually willcoach like yeah We got to have a
few people to generate somerevenue and stuff like that But
don't start to really scale yourbusiness until you have the
tools for them.

All (00:59):
Yeah,

we couple them together because they truly go
together We're gonna recruitpeople.
So we're applying some of ourmarketing knowledge that we've
learned because that's whatrecruiting is is marketing We're
gonna hire people which is Muchof what we've learned in our
sales side of things.
We always talk about thatrecruiting is marketing, hiring
is sales.

(01:19):
Then onboarding is the training,like bringing somebody in.
So we've, we've set theseprocesses up.
Now, what does that strategylook like to bring on the right
talent at the right time and theright position on the bus for us
to be successful?
So that's why we lump themtogether to build a strategy
around.
What the hiring process lookslike, what the marketing for

(01:42):
that hiring process looks like,and then how to onboard them in
a way that makes it completelyunique.
And it seems to be somethingmore than just a job.

Fair enough.
So Nathan, when we, when we talkabout recruiting specifically,
um, how are we Like how are youas the business owner attracting
the right people to put in a jobapplication to get to the point
of the interview process?

Nathan Tebedo (02:06):
So you talked about the concept of a brand Um
when we at one point when wetalked about marketing, um your
company your company's Culturecan also be branded.
What is it about us that makesus unique?
Who are the kind of people thatwe want to attract?

(02:26):
Well, the thing that decideswhat kind of people you want to
attract is the culture that youhave Because you can have lots
of people who lots of differentcultures are attractive too And
then the skill set is simplyteaching them how to do the
things that you want them to doSo ultimately looking at your
culture and saying who are thekinds of people that we want You

(02:47):
And then building a, a, a, ahiring brand.
Mm-Hmm.
that matches up and would beattractive to that kind of
person.
Some people are reallyadrenaline junkies and they like
doing adventurous stuff and theylike being a part of a high
energy go, go, go group ofpeople.
Yeah.
Some people are a little morelaid back.
They like the idea of going toan office where people bring
their dogs.

(03:07):
Right.
Please do.
Ultimately the purpose beingthat, that who we are and who we
want to be.
What we build a brand around andthen we put that brand out into
the world.
Some people have a separatewebsite.
They might even have a separatesocial media presence just to
put out into the world what itlooks like to work at this
company.

(03:28):
And so that that gets intodifferent algorithm algorithms.
It gets into different searchesbecause we're not trying to
attract people who need ourservices.
We're trying to attract peoplewho want to join our team.
So first of all, starting withyour culture, Who are we?
What are the things that we do?
And then begin to understand abrand around that thing.
Um, and then begin to put thatout into the world.
So people see it and they go,Man, that seems like a really

(03:51):
cool place.

So,

just,

I chuckle a little bit, not because of what
you said earlier, But becauseI've heard this before, it's
like, You know, core, you know,Core words, core values, right?
Like we're, we're honest ortrustworthy or something to that
extent.
We want honest people.
I don't think anybody's going toadmit that they're a dishonest
person, right?
So when we're building somethinglike that in there, let's say we

(04:15):
get these job applications andpeople are coming in and we're
having a conversation and we'rein the interview process and
Jim, maybe you can answer thisfirst.
How, how are we determining,like, when we're sitting there
having a conversation with themthat you are a fit for this
company and this culture?
We're jumping ahead a little bitin that.

Okay,

well then go back and answer more

questions.
Well, there's, there's, there'smultiple different aspects to
this.
So the recruiting portion isattracting people to your
company's brand and trying to bea part of your team.
Just like when you're selling aproduct, you want the people who
are attracted to your product torespond to your marketing.
Okay.
The next component, uh, of thatis also, um, well, I guess

(04:57):
there's two different strategieshere too that we should probably
talk about.
You have a recruiting and hiringbrand.
Okay that you put out there.
Most people actually don't dothat Most people don't actually
put something out into the worldthat other people would see and
say I want to be a part of that

Except for randomly.
Well, there's we're hiring thisposition that type of thing.
Here's our company christmas

party photos That's exactly that's exactly
correct.
Some people are significantlymore diligent about it.
It's not

consistent planned or strategy oriented

So then you've got kind of the two different
philosophies of the ways thatyou would go about it.
So once again, thinking aboutmarketing and sales, you have,
you have organic generation ofleads, you have diligent
specific generation of leadsthat you're trying to
accomplish.
Same thing can happen withrecruiting.
You can diligently be out thereputting something out that
attracts people to want to,they're like a, like a warm lead

(05:49):
coming in as somebody who wantsto get hired.

I would relate it to like a paid digital.
Like I have.
I have, um, indeed, those typeof things.
I have maybe even paid ads onlike Facebook and LinkedIn and
some of that kind of stuff thatI have this paid aspect to what
I do.
And then there's the organicaspect of what I do.
And then there's the, Person toperson recruiting like people

(06:13):
within the

hardcore recruiter, right?
Right.
So then you've got, you know, ifyou're really wanting to recruit
hard, then there are people youcan outsource that to who are
really good at getting thatmessage out, getting it out
across multiple platforms,because we're trying, we're not
trying to find one or twopeople.
We're trying to find a lot ofdifferent people in a lot of
different places in a lot ofdifferent ways.

(06:34):
Odds are just like there'ssomebody better than you at
marketing.
There's probably somebody outthere better than you at
recruiting in a super specifictargeted way.
And then you have the one on oneit's almost like door knocking.
It's it's you're at arestaurant.
You are getting your car washed.
You're shopping for a new truck.
You're doing, and you're justmeeting people consistently who

(06:56):
you identify and go, Thatperson's interesting and that
person might make, might fit theteam, but there's, this is
nuanced because how do you knowif you're talking to somebody
that this is somebody I mightask more questions to and see if
maybe they're interested.

(07:18):
So then you come all the wayback to the prep work.
That you need to do before youeven start getting into
recruiting hiring and onboardingSo I just laid out kind of three
different methodologies.
First of all, you need tounderstand Who your company's
culture and who you are and whowe're looking for that fits into
it Then we need to figure outhow many people we're trying to

(07:38):
hire and in what time frame andwhether or not we want to Make
that something we do in house orwe want to outsource that.
Then you have the venues and thechannels through which you send
out the message that you'relooking for people.

And don't forget about one of those channels
being you, which you're always,you're always in recruiting mode
and your team.
If your team is culturallyaligned with you, it is very
likely that they know otherpeople just like them because as
you said, way back in culture.
Birds of a feather flocktogether.
And so the core group of friendsthat one of your better sales

(08:13):
people have might be somebodythat's ideal for you.
The core group of friends thatone of your administrators has
might be a good person for you.
And it might not necessarily bean administrator.
That administrator might knowsomebody Fits in sales or fits
in production.
We've got to communicate thatwell to our team.
And I think we really need toincentivize our team around that

(08:34):
too,

All (08:35):
that

by bringing somebody in, there is a reward
for doing that.
So it becomes more top of mindand there's some incentive
behind doing it.

Yeah.
I know, uh, one of thecompanies, a good buddy of mine
owns it.
It's out in Raleigh, NorthCarolina.
Um, if they go, if his guys areout door knocking and they see
another sales associates, likecard.
In the door, they take a pictureof it and send it to the owner
so the owner can get in contactwith them Because they are a
primarily door knocking companyand they want killers when it

(09:04):
comes to that.
That's how they're buildingtheir company So and if they
call if you send that and thenthey hire that person He will
write you a 200 or give you 250in cash.

We recruited clients When we knocked the
door, we, we'd start to see thatwe had a relationship.
We liked them.
There was, um, cultural fit.
They, and we learned about them.
We were in relationship.
They weren't happy with theirjob, but they seem to have the,
uh, skills and talents that wewere looking for.
Cause we taught our guys aboutthe skills and talents that we

(09:34):
were looking for in, uh, theideal fit for us.
And so they would actuallyrecruit homeowners sometimes,
people that we would sell to.

So.
Now I go back to my question nowthat you've covered everything
else.
It's obvious I don't coach this.
You're like, great question.
It sucked.
So let me tell you everythingthat has to happen before you
get to it.
Well, maybe it didn't suck, butthe timing of it sucked.

Well, but there's, there's just, there's a
lot that goes into making thishappen correctly.
Yeah.
And, and there's also pluses andminuses to the different ways
that you go about it.
So, for example, um, A recruiteris generally going to be very
good at finding people who haveprobably the attributes and the
skills that you're looking for.

(10:21):
But they're not as plugged inand as personally involved in
the culture of your business,which means that when they find
somebody, they'll probably findsomebody who can do Do the job,
but it's going to be hard forthem to find somebody that they
know fits in with your company

unless they do a really strong interview with you
to understand your culture sothat they can hire.
And we know a couple ofcompanies like that that do
that.
Well,

exactly.
Correct.
So, so before we, before wereally start putting that out
there, we want to get some ofour ducks in a row.
And so we're, we're trying toattract the right person.
Okay.
Um, we need to figure out whothat right person is.
So for sake, for example, yes.
So like what position are wetrying to hire for?

Is it a full blown sales guy or is it a

we're trying to hire sales guys, right?
Cause I think a lot of ouraudience would

well, let's get some clarity on that.
Is it a full blown sales guythat takes it from A to Z?
Because that's the process I'vedesigned, the culture I want,
how I want to interact withclients, or have I staged the
process out and I have acanvasser, I have a, uh,
inspector and, um, Anintroducer, an estimator, like

(11:36):
those type of things, becauseyou're going to have different
skills and talents that apply toeach one of those things.
And then if I'm trying to coverthe whole gamut, this guy's
going to have to have a higherskill set and a higher level of
talent to be able to cover.
So I

run a, I run a roofing company, right?
I'm going to use my buddy'scompany as an example because I
know how he's got it set uppretty well.
So I need you out there doorknocking.
I need you doing inspections.
I need you getting contingencysigned and I need you showing up
to adjust your appointments andjust checking in with the
customer the day of the build.
So that's all I need you to

do.
So I'm going to go back to youand say, do you believe there's
a person that can be an expertat each one of those things?

Probably.
Yeah.

I would call that person a purple unicorn because
you're right.
They do exist, but a personthat's really great at
generating leads and closingdeals and that sales type of
thing might be terrible atdocumentation and inspection.
That's.

But that's typically where you see the
biggest problems that wouldchallenge in your

buddy's organization.
Like, do those jobs get turnedin cleanly and production run
with them smoothly?
Is he hold them accountablebecause he's got that
accountability measures?

He's told me before the biggest problem he
has is the guys just takingblessed photos.
That's the biggest problem thathe has.
He goes, dude, they're killersat door knocking.
They're killers at closing dealsand they're killers at getting
contingency signed.
But when it comes to theinspection, they suck at taking,
it's like, I can't get them totake the right amount of photos.
Because it's

a different level of skill and a different level
of talent that, that, thatperson is normally a farmer.
They're detail oriented andsalespeople inherently.
Just aren't that they're yeah,

I can produce the lead and close the deal But
don't ask me to document adaggone thing So I got it.

So how would I solve that?
I would build that into myprocess and say okay sales guy.
You don't like doing that Weknow you're not great at it So
we're going to put you inposition to succeed and you're
going to have the ability to domore Because we're going to take
some time off of you which willaffect your commission But
there's going to be somebodythat does it for you.

So I know we're getting slightly off topic
here, but just my mind goinghere.
If the sales guy doesn't have todo the inspection and take the
photo, then who exactly, whatare we replacing inside of that?

It could be whatever name you, a
documentation specialist, acertified inspector.
It could be any of a number ofdifferent names that perform
that function.
But I'd have to have alreadyidentified that in my process.
It's part of my culture thatthat person's involved.
People are aware of what thesales process is and what the
reward for it is.

(14:15):
And if they don't handle thewhole sales process, they only
handle a portion of it, theircommissions are affected by
that.
Whether I charge a certainamount per inspection that goes
out or I reduce the level ofcommissions, I only have so much
pie to give away for the fullsales process.
So you've got to really considerthose things.
It's actually one of the thingswe do in our coaching is we do

(14:37):
the stages of a sales process.
We've identified the attributesor talents, you can use either
one of those words for that, andthe skills that it takes to do
those things.
And so we go, okay, for acanvasser, what are the
attributes and skills thatsomebody should need?
For an inspector, what are theattributes and skills?
For a person givingpresentations, for a person

(14:59):
meeting in a gesture, for aperson, uh, and This can vary by
contractor that you may not meetadjuster.
So you don't even include thatin your stages.
But for a person closing deals,what are the attributes or
talents and skills that thatperson needs to be able to do
that?
And what you start to realize isthat each one of those functions
Has different talents and skillsthat are ideal for it.

(15:20):
Now, whenever you look at them,you go, okay, as a whole, I have
to give up a little bit if I'mgoing to have a salesperson
cover the whole thing.
And so I know what I'm gettinginto prior to ever recruiting
that, hey, we might have somestruggles on the documentation
side of things because that'snot what they're great at.
We might have some struggles onmeeting an adjuster because
that's not what they're greatat.

(15:41):
We might have some struggles onfollow up.
Because that's not what theydon't want to do that.
And so, I'm still willing to dothat if I'm small, but as I
scale my business, I'm going tostart to cut it down to what
you're great at.
Put them in the right seat.
Okay.

Beautiful part is, is follow ups.
There's computers that can dothat for you.

Yeah.
To a certain

extent, to a certain extent.

Yeah, I think, I think there's probably, as my
company grows though, havingthat person on the phone, Hey,
Mr.
Jones, my name's Sally, justwanted to follow up with you.
There's a certain level of valueto that, that far outweighs the
cost of it.
You look at the ROI on anythingthat you do.
Yeah, of course.

So what we're trying to do, is we're trying to
eliminate the emotion fromhiring.
Yep, we want to be able to hirepeople based on numbers because
emote emotions tricky when welike somebody or when we don't
like Somebody or when we had areally great moment or we felt
like we had a connection Thosethings are emotionally driven
and they're fleeting And you gotto remember that when somebody

(16:41):
either wants that job or youwant them to get that job It's
like being on a first date.
Everybody's on their bestbehavior Okay.

Everybody can act sane for an hour.

Everybody can act sane for an hour.
And so what we want to do is wewant to eliminate the emotion.
And I've heard clients say thatall the time.
I just, I, I hire emotionally.
Sometimes it works out andsometimes it doesn't, but I
would like to remove the emotionpart of it to become more
consistent in order to becomemore consistent.
We need to, we need to be ableto create as objective a way of

(17:14):
analyzing somebody as possibleto remove that emotion.
And so creating the caricatureof the person that we want for
the position we're hiring isstep one, just like when you
create the ideal customer,what's the ideal customer and
how do I get ahold of thatperson?
When I create the idealsalesperson or the ideal admin,

(17:34):
I'm looking for a certain set ofattributes or innate, uh,
components that, that tells methat they're capable of doing
this job.
And then I want to take a lookat their skillset.
How developed is it orundeveloped is their skillset,
which is going to tell me howlong it's going to take for me
to get them to do it.
To being proficient orsuccessful at what they do.
And then I can create, well,then I have awareness.

(17:57):
Then I have awareness that I'mlooking for somebody who's
outgoing, somebody who hassmiles, easy, somebody who can
make me laugh, somebody

humble and smart,

somebody who engages other people, somebody
who for whatever position.
Okay.
I know now kind of what I'mlooking for.
which puts my antenna up forfinding that person.
So now when I meet somebody andthey are, maybe they're kind of
quiet, maybe they're a littlereserved.
Okay.
That person's probably not whatI'm looking for in this position

(18:28):
versus I met this person after Icracked that nut a little bit.
We had a good conversation.
Maybe I should hire them versusno, no, no.
I already know this person needsto be engaging from the jump.
So we got to identify that thingso that the antenna go up and we
know what we're looking for.
That'll make it easier for us tofind that person, whether we're

(18:48):
using a recruiter, whethersomebody is calling our office
or whether I'm sitting at lunch,talking to an amazing waitress
who we did today.
And she was fantastic.

And it helps you create the ad too.
The ad speaks to that outgoingperson, that person that likes
challenge that these things thatyou've identified that you want.
From a talent set and a skillset and

this stuff will come in handy later So it isn't
just about finding that person.
So as we go down the road ofrecruiting hiring and onboarding
Having that caricature developedand identifying that person
these things we're gonna talkabout this as we move through
trying to build a process aroundIt

what's great about that identification.
What you're doing is you'rebuilding an avatar Right.
A target that you're after.
So it helps the marketingperson.
Maybe it's internal in yourcompany.
They do the marketing for yourbusiness, but now they can
actually market for new recruitsand new talent.
Or if you're doing a thirdparty, you can give them
specifically what you're lookingfor and ads can be built

(19:48):
specifically to that.
So when you're, when you'reputting people into the funnel,
your quality of lead goes up.
You're creating better qualityof leads.
So you're not wasting as muchtime with people that might not
be a great fit for your businessbecause hiring.

(20:09):
Recruiting is expensive.
Like we said before, you're into000 to just hire one person.
I want to reduce that cost asmuch as I can.
And a lot of that comes in thetime that it takes to, you know,
Just bring somebody into thebuilding and talk to them the
first time.
I don't know how many times thatpeople will set up an
appointment with a prospectiverecruit and they don't even show

(20:31):
up.
Everybody just wasted time orthey do show up and they just
suck cause they're not a goodfit and it didn't fit what I was
looking

for.
You saw a really good potentialsalary on an ad and they're
like, I'll just respond to thisad.
Make a hundred thousand dollarsa year.
They just pick up the phone andcall regardless of whether or
not they're fit

or they're checking a book.
Box that they have to do certainnumber of interviews to keep
their whatever payment.
Yeah.

And

so we've got to do a great job of eliminating all
that stuff.
So that that hour that we spendis a quality hour.

A hundred percent.
So I know you said something, Ithink it was yesterday that 50
to 60, 000 to bring the rightperson on a 200, 000 to keep the
wrong person for too long.

Yeah, 100%.

Um, and I thought that was something that
really stood out to me yesterdaywhen you said that, because,

well, think about the 200, 000.
Yeah.
Think about the 200, 000 to keepthe wrong person on.

All (21:24):
Um,

I have a person sitting in a seat that I could
have had the right person inthat would have generated more
revenue, been more effective inadministration, been able to
process more jobs in production,actually meet the criteria and
standards that we've set for ourbusiness.
But I'm too kind when I wouldargue that you're too unloving
to let that person move on towhere they would do better.

(21:47):
But even better than that, ifI've identified my avatar or my
target of who I'm after, I don'tmake that hire in the first
place.
I do a great job of number one,qualifying them from a marketing
funnel perspective, and thenonce they're in the funnel, it's
not over yet.
I'm probably gonna apply somekind of assessment.
We can do those internally andbuild our own little assessments

(22:10):
through a few questions.
We could, um, use a third partycompany that builds great
assessments and that type ofstuff to identify the skills and
talents that we're looking for,and that

All (22:18):
creates

resistance.
And it creates resistance.
That's a great point out Nathan,like it creates this barrier of
entry that if somebody's notreally interested, they're not
going to take that next step.
If they can't do that, why inthe world would I want them to
come in?
Because I got to train them too,like that's going to be a bigger
barrier.

I got a, um, company that told me one time
that they require anybody beforethey come in for their first
appointment.
Um, interview, they have to do adisc assessment and it has
nothing to do with figuring outwho they are as a person.
Just will they do the work?
Will they take the 15 to 20minutes to actually go through
it and do it?
And that's how they start byweeding people out is just do a
simple disc assessment.

(22:58):
And then if they hire them, theyhave that information that is
sitting there and now they knowwhat type of person they are and
it also tells them this is ourstrengths.
This is our weaknesses.
So are they fitting the rolethat we need them in?
So, but I thought that was

genius.
Well, imagine, imagine sendingsomebody a link and saying, Hey,
click on this link and fill thisthing out.
And they won't do it.
Imagine what it's like to tryand ask them to fill out a
report or put information in aspreadsheet or log into a CRM or
please send an email or callsomebody back.
They can't even click on a link.

(23:34):
So, I've had people say thatjust having some assessment
component before an interviewhas eliminated as many as 70
percent of the people whoresponded to their ad.

That wasted their time.

That would have wasted their time had they
interviewed all of them.

One of the beautiful ones I like is, first
off, um, Whenever we're in thisrecruiting phase, we can't be in
this place of desperation ofsaying, Oh, you're going to be a
hundred thousand dollars salesrep.
And this is the greatest thingin the world.
Yeah.
Can you fog a mirror?
That type of thing.

(24:09):
We need to be more challenging.
We're only going to hire thebest of the best.
We're looking for two or threeof the best possible candidates
for who we are.
So you, you set this challengeout there that eliminates half
the people out there right nowthat just don't like challenge.
But those people that arereally, um, predicated for this

(24:29):
high performing team that you'recreating, go, man, I'm up for
that.
I can get that job.
That's who we want.
Those people that are a bithungry for a bit of challenge in
their life.
So this idea of creating abarrier, one of the best I've
seen is all right.
Awesome.
Thanks for inquiring about ourposition.

(24:49):
This is a little bit, they sentthem a little dossier about what
the job is and what it does.
Now send us email back tellingus why you would be a perfect
fit for these two or three elitepositions on our high performing
team.
Boy.
That doesn't get a lot of emailsback, but the ones that come
back, boy, they are sellingthem.
They are selling them on whythey should be a part of that

(25:11):
company.
It's a beautiful way to set abarrier to this challenging high
performing team that you'recreating.
So you've taken it from interestto assessment qualification, and
you've started to create afunnel that's a little bit
tighter.
And now we get to this point ofan interview.
We're considering an interviewand I strongly suggest, again,

(25:35):
let's try not to waste time ifwe can avoid it.
I really like the idea of avideo interview first.
Getting that person on a videointerview because in a quick bit
of time, because we haven't everspoken to this person yet.
In most cases, you know, ifthey're responding to some type
of marketing that we're puttingout, other than direct face to

(25:57):
face recruiting of somebody, wehave not interacted with them
yet.
By getting them on a video tohave a short conversation to see
where they're at on thatchallenge and outgoingness and
those things that we haveidentified as the attributes of
somebody that we want, we'regoing to be able to tell that
pretty quickly from that.
And we can reduce what mighthave been an hour of sitting

(26:19):
together.
Down to 10 or 15 minutes ofgoing, Hey man, I don't think
this is a good fit.
We're thinking that, so we'reable to shorten that call up.
But if they seem like a goodfit, then we can go ahead and
set that call.
And a lot of times the biggerthe company grows, you can have
that first interview with a, um,with an HR person or a third

(26:40):
party interviewer, and then thatwill come in for that final
interview with a sales manager,owner, those types of things.

So I know we're talking about barriers and
being very careful who we bringinto our culture, right?
Like, that's a big deal when wetalk about this.
And I will tell you that notonly does Jim coach this, but he
lives this.
Because when we were thinkingabout me coming on board, To do
coaching.
It was a three month longprocess of is Tommy the right

(27:11):
fit for the company?

We're still not sure.

Still a look.
We're a year and a half in andthere's still questions, but,
and, and I don't mean anydisrespect by this, Nathan, when
I say what I'm fixing to say,but for me, you told me Jim,
from the beginning, you don'thave to sell me that you know
what you're doing.
You're going to have to talkwith Nathan.
So Nathan was my, with all duerespect again, the biggest
barrier between me working withContractor Coach Pro and not

(27:36):
working with Contractor CoachPro.
And I thought it was funny, ourfirst conversation, you thought
I was trying to do the marketingfor Contractor Coach Pro.
That's the way it was perceivedand so, I mean, 30 minutes of
just bombardment of whymarketers suck.
Just how terrible we are aspeople and human beings and that

(27:56):
we like to kick puppies, right?
Like it was just awful.
And then I was like, he's

kicking a puppy puppy,

right?
No, I'm just kidding.
But, and then like, I was justlike, okay, I'm just going to
let him get all this out of hissystem.
And then we had a conversationand you realize that I didn't
want to do the actual marketing.
I wanted to coach the marketingwhile assisting where I could.
And even then, it was still acouple more weeks of me and
Nathan talking, me and Jimtalking because you two were

(28:22):
very careful of who you broughtwithin this culture of
Contractor Coach Pro.
Um, and me and Alex, my wife, wetalked about it.
I was like, this is the longestinterview process I've ever been
through in my life.
I was like, I just need ananswer.

Well, there's one thing, and this is advice to All
people, whoever own a business,your culture is the thing you
protect more than anything else.
You let the wrong person intoyour door.
They can subvert a culture ahundred times faster than you

(28:58):
can build one.
It's like letting COVID intoyour building.
It could shut it down if youdon't watch it because it
becomes very hard to And theybecome, they get in, they
subvert your culture, get afollowing, and then they leave
and take a bunch of people withthem.
You have to really protect thatthis new person coming into our

(29:19):
world is on board for what it isthat we're about, why we do it,
and how we behave out there inthe world.
So I think we've kind of coveredthe recruiting part.
Like we've got them now to thepart of.
So we just went from marketingand creating a qualified
appointment to closing the deal,right?

(29:41):
And that's now becoming our jobis because this person is
interested in buying somethingfrom us.
They're interested in buying acareer from our company and my
job is to Do a solution sellingmethodology to solve their
problems that they may belooking for in their life.

(30:02):
I think you need to really havethat concept down in your hiring
process that you're looking atit that way.
Because then that kind of comesback to that leadership thing.
I've got to engage them in thevision of our business, and not
just where we're going as acompany, or even the money they
can make that could change theirlife, but the skills that they
could get if they becomeinvolved in our company.

(30:24):
How that will propel them forthe rest of their lives, whether
they're with us or not.
We'd love them to be on our busforever if they're great, But if
they decide to move on, it'sbecause they've gained some
skills, gained some growth inour organization that they would
not be able to get anywhereelse.
Then we have to follow up withit.

(30:44):
But that's the sales pitch in anutshell of what we've got to
get accomplished when we'retalking with somebody.
You want to expand on that any,Nathan?
Sure.

Um, At every point along the way, as much as
you possibly can, you want toscore your interactions with
this person.
Now, I realize that scoring issubjective, but at least you're
putting a number down ratherthan having to remember or
recall an emotion.

And you're comparing it to people you've
spoken to before.

So you have to think, okay, here, this is how I
maybe scored their assessmentcompared to what I'm looking for
ideally.
If ideal perfect is a hundred,so far this person scored on
the, if, if, if they filled theassessment out perfectly, it was
a hundred.
This person's maybe a seven.
Or maybe they're an eight.
Okay, not bad, right?

Or 70 or 80.

70 or 80, depending on how, how, yeah,
whatever number structure you,they're a blue versus a green.
Um, but you also have thecomponent of first impressions,
like a first conversation wehave over the phone.
Maybe if they're sending us anemail, what is, how does their
email look when they communicateto us?
They do the video interview arescoring them.

(31:58):
On the things we're looking for.
Could be a, could be a 1 to 5,could be a 1 to 10, but we have
an ideal number we're lookingfor and then ranking them in
that so that we can remove thatemotion.
Um, also making sure that we, wescore them within a period of
time that we can remember whathappened, but be careful not to
score them too soon after thatinteraction because you want to

(32:21):
think about it.
So if you're thinking, I don'thave time to do that.
Then you don't have time to hiresomebody correctly.
If you just, if you just bangthrough interviews and you don't
take the time to either preparefor the interview or to prepare
for that interaction and thentake some time to think about it
after, then you are onlyincreasing your likelihood of
making a poor hire.

(32:41):
Which is going to

cost you 50, 000 at least, so maybe 250,

000.
If you think you don't have timeto do this right now, wait till
you do the wrong person and thenspend God knows how many hours
and how much money.
having hired the wrong personand you're trying to avoid that.
So let's stay on that track.
We want to make sure that we'rescoring this person as we
interact with them and as theymake their way through our
process.

(33:05):
So as we get to an interview,there's some, some, there's,
there's a lot of books on this.
There's a lot of differentbooks.
There's a lot of different, um,ideas and, and mentalities
around this thing.
Once again, there's The people,the people who, who love
contractor coach pro and, and,and pursue working with us and
who we pursue to work with, wegenerally have a feeling about

(33:25):
how we would do this.
If you don't agree with it,that's cool.
We understand there's lots ofdifferent ways to go about it.
From our perspective, we want tocreate as disarming.
and as comfortable of a scenarioas we possibly can because
interviews are wonky.
There's a few weirdos out therewho don't mind doing interviews

(33:46):
and actually enjoy them.
Okay.
Um, I actually enjoy thatprocess cause I like talking to
people.
I like answering questions.
I like thinking about what, whatpeople are looking for.
And then, and then.
Being able to answer themhonestly with what I think about
their question or my ownexperience For most people

(34:06):
interviews are nerve wrackingMost people do not enjoy that
for this weirdo over here Mostpeople do not enjoy being
interviewed.
They feel like they're gettinggrilled.
They feel like they're on thehot seat and being They feel
like they're taking a risk andpotentially making you part of
their career path.
So there's pressure on it.

(34:27):
So we want to, we want to removethat as much as we can.
Okay.
So this needs to happen in acomfortable place.
So be careful about the heightof where you sit compared to
somebody sitting behind a biggiant desk with all of your
stuff.
Um, Having a clipboard therewith all of your questions.
And then when somebody sayssomething, they go, Hmm, and

(34:49):
then write that down.
Meanwhile, the person's going,what did you, I just

became very pressured.

Was

that good?
Is that okay?
You know, so.
So, that means practice on yourpart, because you need to know
and have in your mind where youwant to go, what you want to
ask, and how you want to dothis, without having to have a
script next to you.
So, guess what?
If you're going to recruit,hire, and onboard people, you're
going to interview people, youshould probably try practicing

(35:17):
with some people to developthat.
Skill So what are

some good questions just for advice,
right?
What would be some goodquestions to ask in an interview
because I can think of about 20that I hated being asked

Well, let's talk about the type of question.

Yeah, so that's fine Let's talk about the
type of questions, but I dothink that would be something
our audience would appreciateGetting that information and
understand it's customized to toeach individual company because
everybody's culture is differentand so on and so forth But
there's got to be some generalones that are just That
everybody could use.

So, so let's talk about what we've done.
We've marketed, created aninterested party that was
qualified, showed up for anappointment.
I'm in a sales process right nowand I've shared with them our
vision, how being a part of thatvision is going to benefit them.
I've investigated a little bitabout what they want out of life
and I'm going to start askingsome questions much like I would

(36:10):
in the sales process.
But what I don't want to do is Idon't want to ask leading
questions.
This is one of those things Isee people do an awful lot in an
interview.
Like, the worst one you couldever ask in an interview is, Are
you a hard worker?
Oh yeah, I'm, I'm, I'm a hardworker.

Tell me a story about when you had to work
really hard to get something youwanted.

Yeah, that's a much better question.
That's actually a statement.
Uh, tell me about something, uh,that you've had to work really
hard for and what thatexperience felt like for you.
Now it's more of a, Oh, let methink about that for a second.
Most times they will be reallyshort.
Their answer is going to bereally short and you can follow

(36:51):
that up with, well, um, How didthat make you feel?
What did you like about it?
Why was that important to you?
And what you're digging for isyou're digging for a little bit
of a story.
You're trying to get them to thepoint where they tell you more.
And when they start to tell youmore, you're listening with a
filter.
Your filter is listening for theskills and the talents that

(37:13):
you're looking for.
There's a great book about this.
I don't know if you were goingto mention it or not, but
there's a great book out there.
It's called the perfectSalesforce is by a guy named
Derek gatehouse.
Um, the only reason I ever foundout about it is because I was
interviewing somebody for a joband that person asked if I had
ever read this book because Iinterviewed that way.

(37:34):
I came to it by happenstance andluck over a long period of time.
Okay.
But the idea behind it is to askquestions in a way that are
designed to bring out or showthat they don't have the skills
or talents that you're lookingfor.
So if you identify thatcommunication is one of the
skills that you're looking for,you're not going to ask

(37:54):
somebody, are you a goodcommunicator?

Yeah.
Of course I'm going to say yes.
No, I'm not.

No, I'm terrible at communicating.

I'm not going to admit to that.

But that's a leading question that they know
the answer to, so they give youthe answer they want, that you
want, because they need to lieto you to get this great paying
job.
And that's another one of thepeople that you have that you
interview is the person thatlies to you on a consistent
basis to get the job.
So we got to put them in thiscomfortable situation.
Like you said, um, I wanted toexpand on that a little bit.

(38:24):
Never be across the desk.
I don't care if you got a bunchof stuff on a big things behind
you or anything, just never bebehind a desk.
Be more in a setting like we areright here.
We're beside each other.
Maybe it's in your conferenceroom, your lounge, but even in a
conference room, don't sit atthe head of the table and make
them sit on the other side oranything like that.
Sit side by side with them whereyou can actually have a
conversation because you want toturn it from an interview.

(38:47):
You want to listen to understandduring that conversation.
You want to ask questions in away that you start to get them
talking more than you'retalking, because then it starts
to become really clear whetherthey have those skills and
talents that you're looking for.
Like if I'm looking for theskill to be persuading, I might

(39:10):
ask a question that said, Hey,when was the last time you
really wanted something a lot?
Oh, you know.

Today, I want this job.

Okay, so you wanted this job.
Other than that, like somethingnot in a, um, not in a, uh, get
a job type of perspective, butyou really wanted something, I
don't know, maybe it was atruck, maybe it was a clothing
when you got your 2023Silverado.
Okay.
So what were your criteria thatyou were looking for whenever

(39:42):
you were looking for thatSilverado?

Oh man.
Um, had to have seat warmers init.
Um, had to be full four doorscause I got two kids.
So I needed to have space in theback for them.
Um, you know, it had to be alldigital.
Like I didn't want any actualgauges in the vehicle
whatsoever, obviously Bluetoothand all that good stuff.
And it had to be a white truck.

How did you convince,

uh, are you married?
Okay.

How did you convince your wife that you
should get this 2023 Silverado?

Uh, it took about three years.

Okay, and so what did that look like

it was just constantly showing her trucks
that I wanted until she gave in

Okay, so you were constantly showing your trucks
What did you learn through thatprocess that finally got it to
the point of her going?
Yes, I want to get the truck

It's just being consistent So she knew
that it was something that Iwanted and it wasn't just some
random thought that I had it wasover the course Of time she
understood that I was willing towork for it Um, and that I was
actually saving money to get itand I wasn't expecting us to pay
for it, but I was willing to payfor it on my own.

So that last truck, what was the key point?

The last what?

The last truck that you showed her, the one you got.
Yeah.
What was the key thing that

I just drove it home on the test drive and
said, look at this truck, do youlike it or not?

So you closed the deal?
I

closed the deal.

So as I'm asking those questions, Yeah.
Couple of things.
First off, I noticed it took hima long time to persuade her.
Now that happens a lot with oursignificant others.
Hardest person that we couldever sail.
Yep.
Alright.
But there was certain skillsthat he was using.
He was showing, he wasdemonstrating, he was doing some
of the skills that I would belooking for in a salesperson.

(41:26):
He was also lacking some of theskills.
He was not communicating well,what it was that he wanted.
He had to prove what it was thathe wanted.
And so that would be something Iwould have to teach him.
And I would have to ask myself.
Do you want to take that amountof time to teach somebody how to
communicate persuasion the way Ineed it to be communicated?
Because communication is a skillthat takes a long time to learn.

(41:49):
And so I would be scoring alittle lower on persuasion when
it comes to sales.
Now you've worked here a littlebit longer you might be a little
bit better.

Yeah

Persuading her but that's how those questions would
look I kept digging until youtold me a bit of a longer story
and finished with the crescendoof how you got her to Go with
that last one and each and everyskill.
I have Three or four questionsthat identifies each one each
and every talent have three orfour questions that helps lead

(42:19):
into You figuring out do youhave that talent or not and the
entire time I'm listening forskills and talents.
I'm not necessarily listening toyour answer on the surface
level.
I'm listening to it deep andthat takes time to practice,
time to gain that skill, time toget really good at it.
Most of the people we coach onit don't do real well with it
right out the bat and weactually coach them to practice

(42:42):
it with their staff.
And usually practice it with thecrappiest person and practice it
with the

All (42:49):
best person.

And none of you have crappy people, I know that,
but you're

least qualified.
So, the interview process, wealso want to score that as well.
And we want to remove thatemotion by applying scores to it
and then being able to thinkabout this thing.
I know that many of you willhire on the spot.
You get excited, you get juicedup, you just had a great

(43:15):
interaction with somebody andmaybe you feel like you made a
new friend.
Who knows?
You had a great connection, um,and you'll hire on the spot.
You can take it for what it'sworth.
We don't really recommend doingthat only because if you want to
remove emotion, you don't wantto dismiss or accept somebody

(43:36):
right after the experience ofthat emotion.

Well, there's another factor in that too.
You look desperate.

You also look desperate and you might have
other people that youinterviewed that you felt the
same way about yesterday.
Yeah.
So do you feel the same wayabout them now?

You might have two or three other people that you
need to interview before youdecide to hire somebody that
might even be better.

So we want to take the time.
To think about that interaction.
It could be a simple scorecardwhere you go, you know,
ambition, drive, passion,community, you know, you list
out the, the attributes you'relooking for in the skills you're
looking for, and you just scorethem as you think about your
conversation with this person.
And here's the one thing youmight find, you might've really

(44:18):
enjoyed that, enjoyed thatconversation at a time with him
just because you like themdoesn't necessarily mean they'll
make a great candidate.
Simultaneously, just becausemaybe you didn't feel like you
clicked with them all thatgreat, that doesn't mean that
they wouldn't be a goodcandidate.
Uh, sometimes somebody who'swilling to give you some
pushback and frustrate you justa little bit might be the exact

(44:41):
counterbalance you need in yourbusiness because maybe nobody
else in your business ever tellsyou no and you need somebody to
do that for you.
So you got to take thoseemotions.
And, and score that person andthink about that interaction and
not look desperate to thatperson and just take your time.
Take your time.
Don't hire them on the spot.
Okay.

(45:01):
I don't know.
Probably 5 percent of you aregoing to take that advice.
So thank you 5%.

Well, that what that does, it, um, takes us from
the, the hiring part, the salespart, the, and, and really
what's the close to the thing,right?
Well, making

it a big deal.
So if you didn't hire them onthe spot, the other advantage to
that is, is number one, youdidn't look desperate, which
means that if they got the job,you specifically thought about
it and you specifically selectedthem potentially over other
candidates.
And we have a chance for them tojust sit on it and sweat about

(45:39):
it.
Cause here's the thing.
Them walking away from thatinteraction gives them a chance
to think as well.
It gives them a chance to thinkas well and you want that.
Because if, if they're all highon emotion and they accept that
job and then they come back witha letdown from the high on that
emotion, then you deal with thisweird caffeine crash of, of

(46:00):
hiring and you don't want that.
You want them to be thinkingabout it.
You want them to be thinking, amI going to get that job?
Am I not going to get that job?
Do I want that job?
Do I not want that job?
You want them to want the job,but if they don't want the job,
you don't want to hire them Soso keep that in mind and then
when it is time to give them thehay Congrats, you won Okay,

(46:21):
congratulations, you can make abig deal out of it.

So, I want to, I want to, just like in sales,
there's this transitionstatement, right?
Remember that transitionstatement from presentation to
close?
You have the exact same thing inhiring.
If you've had a greatconversation, you know whether
this person is a single decideror there may be another party
involved.

(46:45):
Right?
And we do not have a two peoplesitting in front of us.
We have one person sitting infront of us and there are other
objections that might exist outthere that we have not defeated
at this point.
So we might ask a question,something like other than
feedback with whoever it is thatyou're going to talk about with

(47:05):
tonight, do you see this as aplace that you could make a
career?
Yes, I do.
Awesome.
We'll get back with you onFriday or whatever day after
we've done all of ourinterviews.
So we didn't give them the job,but we have confirmation that
they want the job.
The next question I might ask iswhat could you see upon

(47:27):
presenting this to your partner,whoever that may be, the other
interested party in your careeras being a possible roadblock.
So what you're doing is helpingthem defeat objections,
objections.
before they ever arise.
You start to give them some ofthe answers they might give
about some of the questions theymight not have asked you.
That once you spark that, theystart thinking like that other

(47:50):
person.
I can remember, um, one of thebest interviews ever given to
me, somebody asked me thatquestion.
And I went straight fromthinking like I think how much
money can I make and all thatother good stuff to, Oh, wait a
minute.
Um, yeah, she's going to askwhen my first paycheck is.
She's going to ask, how do I getpaid?
She's going to ask, do I havebenefit?

(48:11):
I hadn't even asked aboutbenefits yet or anything like
that.
And I started thinking like herand I was able to get the
answers to those questionsbefore I ever went back and
spoke to her.
And you got to really thinkabout that because you're not
just hiring one person in mostcases, you're usually hiring at
least two.

And Nathan, you said it beautifully the
other day, your spouse can makebreak or take half.

Yeah, exactly.
You know, so, but,

and as the business owner, you have to
understand that about youremployees as well.
You've got to have buy in comingfrom, from them in order to make
it work, but let's do a quicktransition.
We hire them.
They're excited.
onboarding process.
What is, what does that looklike?

We, we, we touched on this a little bit in the
training thing.
Yeah, we touched a little bitbecause it, cause it was
important to the context andwhat we were talking about in
training.
But, um, we'll, we'll do itagain, just in case this is the
only video that you're watching.
Uh, there's a great book outthere.
It's called the power ofmoments.
And they did a study aboutpeople, people leaving their
career.

(49:16):
Okay.
They decided to quit a job.
Uh, they did, and they did aninterview with people that, um,
after their first day at work.
So they did first day at workand they did people exiting.
Right.
And what they found was that 90percent of people decided to
quit the job after the firstday.

(49:37):
Because it was a job, not acareer,

not to quit that day.
Yeah.
They weren't quitting that day,but inside of that first day,
they just knew they were alreadylooking means to an end.
They were eventually already

looking for the next thing.
Yeah.
Next best opportunity to presentitself would be something that
would trigger them to take theleap.
Right.
And so what that said wassomething was not created that
day.
that made them feel like theybelonged, did not give them the
confirmation to the buy in thatthey had originally because you
didn't deliver the way you saidyou would.

(50:10):
And they didn't feel special.
Yeah.
And I think they have to feelspecial.
And it's not that hard to dothat.
We used to have a box that wassitting there whenever they
would come in for their trainingto say, Hey, you're special.
Here's your first shirts.
Here's your, um, um, Trainingmanual.
Here's your, um, we actually hada little, uh, deal in there that

(50:33):
was a IOU for a beer and at anypoint in time, didn't matter
what was going on that dudecould walk up to me and give me
the IOU for a beer.
I would drop anything I wasdoing.
I would go and take them for abeer.

All (50:46):
That's pretty awesome.
They knew

that that was something that could happen.
Because what that told me isthey were having some kind of a
problem.
And I wanted them to know theycould always come to me.
I might not necessarily be theone that would directly solve
their problem, but I would givethem the right direction or
action to take.
Um, I've seen really cool thingslike having a Snickers bar in
the deal.
That way the Snickers bar wasn'tfor you to eat.

(51:09):
It was for you to give to anyother employee That was making
you stressed out if you've everseen the commercials.
Oh, yeah snickers bars likethat's kind of the deal But it
was unique it made them special.
I've seen people put balloons onthe sign for new employee
parking and stuff like that I'veseen where um, they go in for
They're training and onboardingand filling out of paperwork and

(51:31):
stuff like that.
And while all that's happening,everybody else is outside
decorating their car, like theygot married and stuff.
So they had this thing that madethem like, wow, this is so
different from any place elseI've ever been.
And they're welcoming me.
A big thing for us was likeeverybody.
You need to know who that newperson was coming in and not

(51:52):
just what their name was, butwhere they were coming from,
where they live, where theymarried, and so they could
actually make them feel a part.
Hey, Bob, man, it's superawesome to have you on board.
We've heard a lot about you.
We think you're going to be agreat asset to the team.
And that's a great way to start.
Um, I don't think you shouldstart with, okay, come on in.
Here's our HR person.

(52:13):
Sit down with them and fill outall the paperwork.
That's just like every otherjob.
Now that does need to get done.
Yeah.
At some

point.
Yeah.

But creating that sense of something special, I
think is really, it doesn't haveto be overboard, like some of
the things I said, but justsomething that says, Hey, this
is a little different thananything I've done before.

I had an experience with one of the
roofing companies that I workedfor as a salesman.
I got a call.
It's like, Hey, I know you'redown in Wilmington.
Hurricane Florence is comingthrough there.
You want a job.
Uh, well, real estate ain'treally going to be selling that
much here in the next couple ofmonths because this thing is
going to suck.
So sure.
Why not?
Let's do it.
You're onboarded.

(52:52):
You're onboarded.
Congratulations.
Um, we're going to email youover the paperwork you need to
send out so we can get you paid.
Okay.
Sounds good.
That was my, that was myrecruitment.
That was my interview.
And that was my onboarding in amatter of 10 minutes.

How'd the training go?

There was none.
Okay.
I was told.
And by how long did

you stay?

And by none, once by none, I mean, I was told
to get in the truck with Xperson and go right around.
He'll show you how to tarp roofsand get contingency signed.
So I thought my job was tarproof, get the contingency
signed, meet the adjuster.
I thought that's what my job wasbecause that's all I was trained
to do.

(53:35):
Come to find out there was alittle bit more that was
expected of me that was nevertold because I never received
the job description.
I never signed an employmentagreement.
I never signed anything.
This is common.
This is common for a lot of homeservice contractors.
This is my experience.
I did that for about six monthsand then I'm not going to give
the entire story because that'sgoing to give away kind of what
happened.
But I transitioned positionswithin that company because

(53:59):
just.

Found a better seat for you based on your talent.
There was

a better seat for me, which I'm very thankful
that I was given the opportunitythat I was given because that
has propelled me to owning myown company and all sorts of
other things.
But it was just, but that's myexperience.
I know there has to be tons ofother experiences with people
who have gone into the homeservice contractor industry and
that's what their onboardinglooked like.

Yeah.
Yeah.
Um, I would say 75, 80 percentof training for most home
service contractors, maybe more.
That is what we call right alongtraining.
Follow Bill.
He's our best sales guy.
You'll learn from him.

And that's a terrible way to onboard.

Yeah.

It's a terrible way to onboard.

First off, it takes forever.
Number one.
Like it's just, Hey man, I'vegot to learn a lot over a long
period of time.
And so that time to money getsextended and you have a lot of
turnover.
Usually the guy that makes it.
is the figure it out factor guy,the purple unicorn.
He like, Oh, okay.
I kind of get it.
And he starts just, and he hasthe confidence and, um, uh, the

(55:00):
ability to sell based onrelationships aspect of things,
not on skill.
That's usually the only guy thatsurvives that type of situation.
So you end up with a whole salesteam of relationships, sales
guys that are unpredictable onhow their results are going to
be.

So, we've talked about a lot inside of
this one hour, right, betweenrecruiting, hiring, and
onboarding.
But Nathan, you know, if youcould summarize, and I know this
might be difficult, but if youcould do like a three minute
summary kind of of what we'vetalked about here, how would you
summarize recruiting, hiring,and onboarding in three minutes
or less?

(55:39):
Number

one,

have

a plan and write it down.
Number two, know who you are andwho you want.
Number three, remove the emotionfrom finding that person.
And then number four, make themfeel special and show them the
way.
Number five,

don't do any of it until you've done all the rest
first at any scale.
Would you agree?

No.
Why is that?
Because at some point we, mostpeople are going to need to hire
somebody before they have allthat built out.
That's why

I qualify it at any scale.

There, there's I'm going to scale it.
Okay, so I'm, I'm, yeah, Iprobably misheard you then
because, because there are Mostof you, especially the real
small companies, you're going toprobably need to hire somebody
before you have all this stuffdone because you need time to do
this stuff, which means you needsomebody to help you provide
that time.
So don't, don't mishear us thatyou can't hire anybody unless

(56:40):
you've done all of these things.
But.
Keep it to a minimum.
If you're, yeah, if you'retrying to truly build something
large and sustainable andconsistently being able to do
that, then yes, there's a lot ofwork to do first before you can
do this at scale, uh,effectively and consistently.

And guys, don't be scared to ask for help
either.
Right.
Like it doesn't necessarily haveto be from, from, I mean,
obviously we would love if youwould ask us those questions,
but if you have friends who havegrown successful companies, have
a conversation with them, right.
Um, there's great people thatare out there all across the
country who have done this,they've scaled their companies.
They've, you know, they'verecruited, they've hired, and

(57:19):
they've onboarded numerouspeople that have been with them
for long periods of time.
Cause they've built theirculture in these systems and
processes that they can trainon.
Right.
So, but obviously.
Give us a call.
We'd love to help you out.
We'd love to help walk youthrough this process.
Um, because what we just talkedabout in this last hour is not
easy to do.

(57:39):
It is very, it's very difficult.
But once you hammer that thingdown, it is trust the process,
right?
Trust the process and we don'thire emotional like you said.

Save a lot of time and money.
Final words?
Yes.
Rock and roll.
All

right, that's

it.

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