Stop Playing Small: The Power of Building a Team

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Ready to break through your growth ceiling? This eye-opening conversation tackles the essential transition every entrepreneur must make: moving from solo operator to team builder. We explore why even exceptional individual performers can never match what's possible with a strong team behind them.

Many business owners get stuck seeing salaries as expenses rather than investments. "I don't care how good you are, you will never beat a team of people as an individual," becomes our rallying cry as we dissect the mindset shift required to scale beyond your personal limitations.

What exactly makes someone a high performer? We debate whether attitude trumps results, using examples from Steve Jobs to Elon Musk to illuminate how different leadership styles can produce exceptional outcomes. You'll discover the key markers of high performance and red flags that indicate when it's time to let someone go – something most entrepreneurs wait far too long to do.

The conversation turns practical with a detailed breakdown of effective hiring processes, from crafting job descriptions to conducting revealing interviews and reference checks. We share tactical approaches for finding A-players who genuinely move your business forward, not just fill seats.

Perhaps most valuable is our frank discussion of team economics: "A bad employee will cost you money. A good employee will cost you nothing. An excellent employee will make you five to seven times their wage." This perspective transforms hiring from a necessary evil into a strategic advantage.

Ready to build your dream team? Subscribe now and implement these strategies to multiply your impact through others. Your business depends on it.

Episode Transcript

George (00:00):
I don't care how good you are, you will never beat a
team of people as an individual.
So many people struggleemploying people.
Do you find that in business?

Robby (00:12):
I think they fail to see the value of having a whole
nother human there.
They see the salary.
They see the salary, they sayfuck.

George (00:20):
And they're like whoa I got to pay that much, yeah, yeah
, or 80 grand, or 100 grand.

Robby (00:25):
And the mentality is like , oh, no, fuck, where am I going
to get 60 grand from?
And they're like, whoa, I'vegot to pay that much, yeah, yeah
, or 80 grand, or 100 grand.
And the mentality is like, oh,no, no, I'd rather just keep
that.
And do the work, yeah, and it'sa broken mentality.

George (00:31):
Yeah, it is.
They're playing small.
They're playing real small andthey're always going to be
limited with their time.
There's, I think, that firsthire is probably always the
scariest and always the one thattakes the longest.
But once you hire one, thenit's easier to hire two, then
hire three, then hire four, andthere's companies out there that
hire hundreds and thousands ofpeople and you're scared about

(00:53):
hiring one.
But hiring is just one smallaspect of it.
It's then getting the reallygood people and keeping the
really good people and keepingthem motivated and having them
as high performers.

Robby (01:06):
Sorry.

George (01:06):
Sorry, Sorry go.

Robby (01:07):
I was going to say there's a lot of different
aspects.
Do you think people have adifferent bar for high
performance?

George (01:14):
Yeah, absolutely it's interpretation, isn't it?

Robby (01:18):
Well, yeah, it's open to interpretation.
I guess there's no measuringstick.

George (01:22):
Yeah, yeah, it's going to be each person's experience
on what they have had over theyears of working in a business
or as an employee and thenputting that to other people as
well.
But it's good to have somebenchmarks, because there is a
level of exceeding and there isa level of being really shit as
well.

Robby (01:41):
Yeah, yeah.
But we have a natural bias, oh,without a a doubt, like a very
natural bias to think that nah,yeah, I do you know, yes, I work
hard.
Dude.
I know someone, he is arguablythe worst worker, wow, I have
ever seen in my life like hey,there's no way to speak about

(02:05):
Simon.

George (02:08):
You can bag him, because I know he's not even going to
listen to this episode.

Robby (02:12):
But this guy would make Simon look like he's Alex
Hormozy.
Shit, that's bad.

George (02:17):
That's low.

Robby (02:19):
Yeah, this is like just lazy, doesn't care less, doesn't
think things through.
And you ask him if he workshard, then he'll say I work
pretty hard.
Yeah, I wouldn't say I'm thehardest worker, but I work hard.

George (02:37):
Yeah, for sure.
Well, the fact that you're evensaying that I'm not the hardest
worker- oh dude, this person isa person who doesn't work hard
at all.
Yeah.

Robby (02:43):
Like at all Like.
Let me give you context,because you're thinking now oh
yeah, they come in and they dotheir 40 hours yeah yeah, what
are you doing?
what did you put?
If you don't work?
I worked all week, like, howmany days you work two?
You work two days.
What the fuck do you do therest of the fucking week working
from home?
Yeah, fucking duds, tell memany hours do you do?

(03:03):
12.
12 hours a day?
No, no, 12 hours total.
Are you fucking?
And that's your?
I've worked all week.
Do you know what I mean?

George (03:13):
That's 12 hours, half a day.
So is he getting paid for afull week?
No, oh, okay.

Robby (03:19):
Yeah, anyway, person will still sit there and say been a
hard week yeah, like I'm aworked hard this week.
You know, humans are biased,dude, humans are biased.
Most employees employees listento this now would, I think,
rate themselves yeah, I'm a hardworker, I contribute, it's a

(03:41):
natural bias.
Uh, they did a study in americaand they said do you think
you're in the top 50 of drivers?
And 90 of people said, yes,physically impossible.
Yeah, exactly impossible.
Yeah, 90 of people thinkthey're in the top 50 of drivers
.
Like half of them are fuckingwrong.

(04:01):
Yeah, do you know what I mean?
But human nature, what is it?
What's the bar For peoplelistening to this?
And they're like, all right,cool, tell us.
You just dissed us all.
What's the bar?
How do you see it?
How do you?

George (04:15):
set it.
Do you reckon it's going to bedifferent per company?
No, no, why.
Companies are based on leaders.
Yeah, I'm just saying from a-.

Robby (04:26):
So if you had a Okay, pass on.
If you had a separate companyto this and you had a company
called Compass that didcommercial construction, are
they going to work less hard?
No, no, Okay.
What if it was a differentindustry?
What if it was a builder elite?
Do you hire someone?
Builder elite?

(04:46):
Hey, builder elite, we don'twork as hard.
The bar's much lower in builderelite.

George (04:50):
Yeah, yeah, that's right , I don't expect you to Do.

Robby (04:52):
You say that.

George (04:53):
No, no, no, no, not at all.
Yeah, not at all.
Why?
Why not?
Well, again, I'm basing the baroff.
My determine, as being a highperformer is going to be
different to what you and whatanyone else may have, but I
think there's a level of youknow.
When you're a high performer, Ithink you can see your results

(05:25):
tend to speak for themselveswith whatever industry you're in
.
So, whether there's a you know,if you're a salesperson and
you're getting, you know getting, you're closing 20%, but then
there's other people out thereclosing 50 or 80%, well then
there's a disconnect there.
But you know he might've workedreally hard for those 20%, but
maybe there's something hedoesn't know or not learning or
not applying.
To close the rest.

Robby (05:40):
So what are the cause?
You just gave a really goodexample of skill versus effort.

George (05:43):
Yeah, yeah, that's right .

Robby (05:45):
Yeah, what determines high performance?

George (05:48):
There has to be a level of experience.
There has to be a level ofknowledge and seeking knowledge
and then application, being ableto apply that Because you could
be the most educated person inthe world.

Robby (05:58):
So you can't be a high performer if you lack experience
.

George (06:00):
No, but experience helps especially to make the right
moves.

Robby (06:05):
Yeah, but experience helps especially to make the
right moves.

George (06:06):
Yeah, but that's so.
A high-performing person that'sbeen in the role for one year
and a high-performing personthat's been in it for 10, there
would be a difference there asfar as efficiencies are
concerned.
There would have to be.
There's experience.
There's no compressionalgorithm for experience.
Sometimes you have to do thepush-ups, yeah, but I'm also
very big on age.

(06:26):
Age doesn't determine abilityeither.
You may be very gifted.
I'm just saying there'sdefinitely application.
I'm talking one extreme to theother First getting into the
industry versus someone that'sbeen there for quite a while.

Robby (06:38):
You think that's so.
You're saying someone cannot behigh-performing unless they've
got a certain amount ofexperience.

George (06:44):
No, they can be within their role.
So you could be a highperforming graduate.
You're not going to be the best.
You're not going to be betterthan the senior manager, for
example, that knows things youhaven't even learned yet.

Robby (06:57):
Could you be more high performing than the person who's
in that role, though?

George (07:00):
In that same role.

Robby (07:02):
Yeah, yeah, why not?
Ah, so it's not relevant Withwhat isn't relevant Experience.

George (07:10):
With the same level of experience.
You're saying in that role, ina graduate role.
What You're saying someone?
I just said a graduate role andyou said another person in that
graduate role.

Robby (07:18):
No, I'm saying could someone in a graduate role be
deemed a higher performer thansomeone who is?

George (07:26):
in a senior role.
Again, I suppose it'sinterpreted before that role For
you.
For me, I would determine itbased on his role and what he
does?

Robby (07:39):
They say you can only take one of these guys with you
into your new company.
Who are you taking?
Is there a chance that you takethe guy with less experience?

George (07:48):
Only if the guy with more experience is a dud.

Robby (07:52):
So the person with less experience can be a higher
performer than the person?

George (07:55):
Yeah, potentially it could be an attitude, comes down
to it as well, and a wholerange of things, yeah.

Robby (08:00):
So what are the um?
What are the markers Like?
What do you measure?

George (08:08):
I think attitude has a lot to do with it.

Robby (08:11):
For high performance.

George (08:12):
Yeah, well, you've got to be geared up for it.
I think you've got to have themindset and the attitude to
actually get out there and workand want to be good.
Some people want to do likeyour mate just work your 12-hour
days or your sorry weeks, jesus.
But then you get the othersthat want to work the 12-hour
days or want to apply, they wantto actively learn, they want to
become better.
They have a sense of drive towant to be better.

(08:37):
I think that has to have alevel of it, because you get
someone that just wants to clockin, clock out every single day.
And whilst there are peoplelike that within an organization
that you need that do theirwork, that do it competently,
then you're going to want peopleas well that excel and get the
promotions and do all that sortof stuff and want the extra
pressure and want the long hoursor whatever it might be.

Robby (08:58):
So can you have a high performer who has a bad attitude
?

George (09:03):
Yeah, you could.

Robby (09:04):
I've seen that, I've seen that, I've seen that.

George (09:05):
I've seen.
No, no, it is relevant.
You can't say it's irrelevant.
It's not irrelevant, you canhave it.
That doesn't mean it'sirrelevant.

Robby (09:11):
No, so basically irrelevant so.

George (09:12):
I had okay.
So I had an ex-boss who wasprobably one of the best in the
industry at what he did, but hisattitude was shit.
He it.
He got the job done quickerthan anyone else and he pushed
people, but then eventuallypeople stopped working for him
because he was an asshole and helost the confidence of everyone
.
And no one actually like thenext project would come along
and they'd be like oh, you're onthis job, who's the site

(09:34):
manager?
Oh, this guy's.
Well, no, I'm out, I don't wantto do that.
Oh well, then you're fired,don't worry, I quit.
I've seen that happen.
I've seen people quit becauseof who they were working with,
cause he was such an asshole.
Now, he was the best at what hedid, but his attitude and the
way he handled people wasrubbish, but that's not my
question.

Robby (09:53):
What's the question?
My question is can he be a highperformer with bad attitude?

George (09:57):
You can be, but is it sustainable?
Like I don't know if it is.

Robby (10:00):
Yeah, but that's not the question.
Well, you can be yes.
Is that a marker of highperformance?
And if you can be that withoutthat, then it's not, yeah, but
that's not sustainable though.

George (10:10):
So you can be it for a period of time, but if you've
got a really bad attitude, likeyou're going to lose people,
you're going to lose people,without a doubt.
You'll always lose people,whether it's clients, whether
it's your own teammates, like,like.
Eventually it will play out toyour detriment.
Do you reckon Steve Jobs was ahigh performer?
Yeah, but like he.
Probably.
Arguably, there was peoplethere that would have worked and
would have been amazing at thatcompany that walked away

(10:31):
because he was an asshole.
Yeah, like he could have got abetter result.
Arguably, sustainably, like,who knows, maybe Elon Musk is in
that same category, maybe he'sjust like nah, nah, fuck you.
Goes in there, fires everyone atwhat was it?
X?
Yeah, he did that.
Yeah, I know he did, I know hedid.
Went in there with a BB gun,just shot everyone.
What's that show, entourage,terminator?

(10:52):
Yeah, terminator, probably justlike that.
So attitude, I think stillwould be something that you've
got to look at, wouldn't you?
So if you had a high performerthat was an asshole, you would
go yeah, cool, let's keep himaround.

Robby (11:09):
That's not what I said.
I'm not talking about what Iwould hire a person based on.
We're talking about highperformance, yes.

George (11:15):
So high performance?
Do you need it?
You're saying, is attitude amarker of it?

Robby (11:21):
Yes, that's what I'm saying and, based on the answer
of your question, it's not.
It's not.

George (11:28):
It's not, but, as I said , like I wouldn't if you had
that bad attitude.
But you were a high performer,I wouldn't want to have you
there.

Robby (11:36):
Yeah, but it's not the marker for high performance.
Does that make sense?
It's like saying hey man, youcould bring the best chef in the
world, he could cook the bestfood ever, but if you smell,
you're never going to be thechef in my house.

(11:57):
And it's like but that's notthe marker for a good chef.
The good chef is the food theyproduce.

George (12:03):
Yes.

Robby (12:04):
Does that make sense?

George (12:04):
Yes, it's the work they produce.

Robby (12:06):
Yes, so I'm saying that yes, even though this person
might not be someone you'd wantto have in your company, overall
it's not the measurement forhigh performance.

George (12:16):
Yes.

Robby (12:17):
Are we talking high performance or are we talking a
good employee?

George (12:20):
No, we can talk high performance, but high
performance is going to.
There's a level of beingsustained at.
High performance, yes, yes, alot.
There's no point.
So you're a high performer.
On Monday and Tuesday, steveJobs did it, but for a short
term, for 30 years.
Maybe that's what killed him inthe end.
Elon Musk has been gone for 30years.
Maybe he'll die soon, but doyou know what I mean?

(12:41):
Like in this instance?
I mean that's a very extremeexample.
Those guys are very extreme.

Robby (12:47):
Yeah, but I'm trying to give you an example that you can
relate to.
There would be ones that wedon't know of.

George (12:52):
Yeah, yeah, yeah, yeah, okay.
Well, I would look at that as anegative thing regardless.
I wouldn't want that in myorganization.
You could be a high performer,but you're just not good with
people or you do it in the wrongway.
I wouldn't want that.
It'll piss me off and it'llpiss other people off too.
It'll be detrimental in thelongterm.
There'll be very few, unlessyou were the god of construction

(13:14):
and delivered every project sixmonths ahead of schedule and
continued to do it and found theway and whatever.
Okay, but how long is thatgoing to last?
Like?
For us, building is all aboutrelationships.
I get people have done thingsfor me when they don't want to
because of the relationship Ihave with them.
Yeah, a lot of the time.

(13:38):
They know that I'm a man of myword.
They know that they get paid.
They know that there's thingsthat come up and a lot of things
happen.
So I'm talking specifically inconstruction.
I mean really in any business,isn't it?
It's relevant, yeah, it's allrelevant.
Any business, any business.
Eventually, you will losepeople if you are like that,

(13:58):
because the fact of the matteris 99% of the people are not
jobs and they're not Musk.

Robby (14:03):
Yeah, okay, so I think you're confusing leadership with
high performance.

George (14:11):
Yeah, but I mean high performance is a level that you
want it to be sustained.

Robby (14:17):
That's not high performance.
High performance can be asprint, is it not?

George (14:25):
Yes, it can be, it can be.

Robby (14:31):
Why would you want that?
I'm not saying I'd want that,but that doesn't make it.
Not it by me wanting or notwanting it.
The thing is what it isobjectively.
You think about Steve Jobs.
He's just the thing is what itis objectively.
Yeah, Right, you think aboutSteve Jobs.
He wasn't, supposedly wasn't a.

George (14:48):
May he rest in peace, Uh may which has been bagging him
for the last 10 minutes.

Robby (14:53):
That's how you raise your face there.
Uh, wasn't a very nice person.
Yeah, a lot of people said that, yeah, why, that's sustainable,
though, isn't it?
I'm fucking breaking yourbeliefs.
Yeah, um, do you know what Imean?
Though that was sustainable forhim, he had people lining up,

(15:15):
he could have hired anyone hewanted, and he was borderline
crazy, so crazy.
He invented things that, oh,and I was sad.
Yeah, you know what I mean.
High performer, yeah.
Now is he someone you'd want inyour team?
Probably not, yeah, probablynot, but high performer

(15:39):
nonetheless.
So what are the markers of highperformance?
That's what I'm asking.
How would you, do you have anyteam listeners to this podcast?
Some of them.

George (15:48):
Yeah, some of them.

Robby (15:53):
Yeah, how do you for your team?
If you're talking to your teamright now, what are the markers
that you would set for them tobe like hey, you want to be an A
player.
These are the things you needto be doing.
An A player is probably not thesame as a high performer.
An A player probably includesthe attitude and everything else
.

George (16:12):
Yeah, I'd want results.
I'd want to see results.
That'd have to be there.

Robby (16:18):
Yeah.

George (16:19):
So results from?
I'll go the constructionbusiness because that's the core
one.
So I'd say results as far as afinancial result.
I'll go the constructionbusiness because that's the core
one.
So I'd say results as far as afinancial result, a program
result, so time, a relationshipresult.
So I'd say that would be withcontractors, suppliers and

(16:40):
clients, so stakeholders withinprojects, a peer-to-peer result.
Do people want to work with you?
I think that's a good marker,because I've been in teen
environments where, again, likethat old boss I had, people
didn't want to work for him.
They worked out of fear for him, fear of losing their job or

(17:01):
fear of being yelled at or putdown.
Fear of losing their job orfear of being yelled at or put
down.
I'd say that relationshipmatters too.
I'd want a level of themwanting to get better too, which
, looking at my team, everyonedoes, from the guy that sweeps
the floor to the guys to thegeneral manager.

(17:22):
Everyone wants more and wantsto be better.
I've seen that within, withinthe team, and they want to
achieve more.
So they're the, they'reprobably the key markers that I
would look for in my, in peoplejoining the team and people,
yeah, either, when I go out tohire as well.

Robby (17:43):
And what do you look for when you're going to get rid of
someone?
Because I put up a video todaysaying that people hold on to
people for too long.

George (17:52):
Yeah, and I'm a victim of that too.
I've done it a few times.
We all do it.
Yeah, I've done it a few timesand, like even yourself,
recently, you've told me to getrid of someone and they ended up
quitting, which was probablylooking back at it, blessing in
disguise, but in the moment,it's like for me, I remember
looking back and I'm like I'vegot to then train someone up to
do that role and, yeah, it's apain in the ass.
I'm like, yeah, well, I've justhired someone new and looking

(18:16):
forward to them starting, butthere's every chance that
they'll be amazing and pick itup.
And then there's every chancethat, okay, maybe they're not
the right person, that I thoughtthey would be.
But again, based off the shorttime that I've had with them in
interviews and getting to meetthem, they were saying certain
things.
I'm like, okay, that's cool, Ilike that.
I like that attitude.
I like that because I feel Ican teach people as well.

(18:38):
I can teach them skills, I canteach attitude to a degree as
well, and I can help guide themand become what they want to do
and where they want to be.
So, yes, I have held onto peopletoo long supervisors in the
past as well.
It's like you know they knowthe job better than anyone.
Let's just get to the end, orlet's just get to this point and
let's move on from there.
But hindsight's a wonderfulthing as well.

(19:04):
It's a wonderful thing Like inthe moment I still don't regret
decisions.
It's not like I go, oh thatfucked me royally.
I should never have done that.
It is what it is.
You just got to adapt when thetime comes and make that call
and then back yourself.
That's what it's going to be.
Sometimes they're difficultcalls too.
People don't like the awkwardconversation.

Robby (19:27):
People don't like the awkward conversation, people
don't like the difficultconversation, so they avoid it.
So what do you look for to saycool like this person?
If one of your employees is onedge right now, what?
Should they be looking to makesure they don't do as in on edge
if they were going to losetheir job.
Yeah, let's say you're going tofire.

George (19:40):
Simon, yeah, what they don't do, as in on edge if they
were going to lose their job,yeah.

Robby (19:43):
Let's say you're going to fire Simon.

George (19:45):
Yeah, what should they not do?

Robby (19:48):
What are the things they should not be doing?
What are the things where it'slike, hey man, if you do this,
you're done.

George (19:53):
Yeah, I'll give you an example.
So recently, a couple ofemployees made a couple of
mistakes, which cost a lot ofmoney which I think we've spoken
about before Publicly yeah, onthis podcast.
I'm pretty sure we've spokenabout it.
So they made a couple ofmistakes which cost a
significant amount of money torectify.
Now if they made that samemistake again, I would be having

(20:14):
a very serious conversationwith them.
If they made the same mistake,because then it's careless, then
it's oh, it's not my money,it's not my issue, it's not my
problem, I'm just going towhatever I'm busy or whatever it
is.
If they made the same mistakeagain, then there would be a
serious conversation around that, for sure.

Robby (20:31):
Elaborate, because that's quite vague, like what's a
serious conversation, is it?
Hey, pack up your shit and getthe fuck out.

George (20:36):
Potentially, yeah, because that was a significant
amount of money.
Do that again.
Yeah, they're already at thatpoint.
Don't do that again.
Yeah, so don't do that.
Understand like and we had ateam meeting and you know,
taking the responsibility, like,okay, maybe it's not my fault
that these mistakes happenedbecause I didn't have a process
in place or a system in place,or whatever it might be, but, in
the same token, everyone elsethat was involved in that also

(20:58):
needs to take accountability andbe responsible for that too.
There's a mistake was made.
Learn from it.
Make sure it never happensagain ever Because there's no
excuse for that to ever happenagain.
Having gone through thatexperience and if that happens
again, that just shows me youdon't care.
Yeah, it could mean atermination.

(21:18):
Yes, it was big enough to dothat.
I'd be putting people on noticeafter that, for sure.

Robby (21:26):
Okay, that's a specific example.

George (21:28):
Yes, and that was okay.
So let's just say it's asmaller issue, lots of little
mistakes.
A that cost a thousand bucks.
Wake up, all right, don't dothat again.
Hey, that's another $900.
Hey, that's another $3,000.
So don't waste money.

Robby (21:46):
Yeah, they're fucking oath, absolutely, that's all of
you.
Don't waste money.
Don't waste money.

George (21:51):
You want to keep the job of PASC on, and it could also
be, yeah, but let's flip it over.
It could be stuff they'resaying.
Maybe they're continuouslyswearing in the office saying
inappropriate words and there'swomen present.
Let's just say something likethat.
Then let's just say my PA comesup and says listen, I'm a
little bit uncomfortable in theoffice because this person keeps

(22:14):
saying certain words orswearing a lot, or whatever.
It might be Cool, let's godownstairs.
Guys, we need to be respectfulof everyone in this office.
This is a shared office space.
Be respectful of the words thatyou're using and the things
that you're saying.
And then that personcontinuously does it,
continuously does it,continuously does it.
That's an issue as well.
That's a conversation you'dhave to have, because it's also
a cultural thing.

(22:34):
You want to foster a reallygood culture within the business
and have them be the bestversions of themselves and be
respectful of that.
It can be a whole range ofthings Just carelessness,
mistakes, not taking aresponsibility for things.

(22:59):
I want to employ people to runtheir own race.
I don't want to have to sitover them and go hey, you forgot
to carry the two, because ifI'm doing that, I may as well do
it myself.
So I don't want to micromanagepeople.
I very rarely micromanagepeople.
Today I had a meeting with aclient.
There were things I didn't knowabout the project because I'm
not involved on that level.
But I'd be like, hey, simonknows about it, I've got the

(23:24):
answer.
I just don't have it here.
If he was here he would answerit for you.
We know the answer.
I'm just not involved on thatlevel.
I'm involved on this level.
Now, if I don't have the trustand the belief and the
confidence in my employees to dotheir role, then I think that's
a huge marker for them not toreally be in that role.
You've got to back it up.

(23:46):
You've got to be able to getthe wins on the board and do
what you're employed to do.
A bad employee will cost youmoney.
A good employee will cost younothing and an excellent
employee will make you five toseven times their wage.
That's what you want to belooking for.
You don't want to be lookingfor that bad employee.
You want someone that's goingto cost you nothing at the very
worst case scenario, but youwant him to be making you money.

(24:08):
That's why I employ all theguys and girls within my
business.
I want them to make money forthe organization.
You are not a liability.
You don't just come off thebottom line every single year.
You're an asset.
You're in the role so you canhelp the project progress, so
you can help the companyprogress.

(24:29):
And that's what I really lookfor People that are going to
help us progress and people thatwill make the company money.

Robby (24:32):
Talk us through your hiring process.
Do you have one?
Do you have a?
What do you?
Well, you've just gone throughit, so you have one.
Yeah, what's your?

George (24:42):
I haven't used a recruiter recent times.
You have previously.
I have in the past.
Yeah, yeah, I did once.
Yeah, look, it worked well forme.
They got me the right person.
I find that recruiters willjust generally do the groundwork
for you and put the goodcandidates in front of you, tell
them what you want and saythese are the people I want to
speak to.
And they're like, great, sothat's what you're paying for.
And, look, they may attractsome good candidates or they

(25:05):
might headhunt a few people thatthey know are looking for
opportunities, but ultimately,that's what they're doing and I
reckon that does save you timeIn this instance, when I was
employing a new PA.
I've gone through that processand I'm like I'll put an ad on.
Linkedin made a gooddescription because I've had now
a PA for a couple of years.

(25:27):
Let's say I know what I wantand what the role entails.
I was very specific with myquestions.
This is what you're going to bedoing.
This is where you're going tobe working.
These are the things andparameters.
Are you comfortable with all ofthose things?
I had my pre-qualificationquestions, so that way at least

(25:47):
it filtered out some of thepeople that didn't qualify for
the role in the first place andthen the ones that I sat down
with.
I went through all of thesequestions.
You can tell from their answers, from their body language, from
the way that they answer andthe things that they say whether
they're going to be a good fitor not.
So I interviewed probably sixpeople.
Out of the six, there wasprobably four that were good.

(26:09):
Out of the four, there wasprobably two that I would
re-interview and have a secondinterview with and then made my
selection from those two.
Now could I have gone anothertwo, three weeks and gone that
find another candidate?
Maybe, but I want to movequickly as well.
If this one doesn't work out,just go out again and try it
again.
Go find another candidate.
If it does work out, fantastic.

Robby (26:28):
Do you interview in person?

George (26:31):
Yeah, I did it via Zoom first, and then in person, and
then in person.
I think it's important to meetthe person face-to-face.

Robby (26:38):
Yeah.

George (26:39):
And also I got them to come to the office on a weekend
as well, when there was no onehere.
So they came in on a Saturdaymorning, we sat down and said
this is the office, this iswhere we operate from, this is
what we do.
Some non-negotiables for me wasit was an office-based role, so
there's no opportunity to workfrom home at the moment.
That may change in the future,but for the time being, are you
going to change that?
Potentially it depends on therole as well.

(27:02):
Potentially, site supervisorcannot supervise from home.

Robby (27:06):
Of course, yeah.

George (27:07):
Do you know what?

Robby (27:07):
I mean, like a mechanic can't serve the customer, that's
right, bricklayers can't laybricks.

George (27:11):
So, yes, potentially it may change in the future.
Look, from time to time I havesome of my employees there in
the eastern suburbs working onprojects.
They'll lose an hour drivinghere to go and work when one of
them can go home and work prettycompetently, has access to the
server and does everything heneeds to do.
So I'm just going to stay outthe rest of the day here.
So cool, no worries, do that.

(27:32):
And I know he's working becausehe's still sending emails at
the time that he should beworking.
And I call him and said, hey,what are you doing?
And he's like, oh, I'm justdoing on this.
So I know there's a level oftrust there too.
But again, I'm still a bigbeliever that predominantly, you
should be here operating.
But look, I like what you do.

(27:53):
On a Friday, every Friday, youcan have your team working from
home.
I think that's good.
I don't mind it, so I'm lessopposed to it, as I was, say,
six months ago or a year ago.
Yeah, maybe a little bit, Maybea little bit.
So, yeah, that was one of thethings I did say.
It was clear.
I said look, there's going tobe interstate travel.
Are you okay with travelingfour to six times a year?
Yes, cool, that's a good tick.

(28:15):
We're in a male-dominated office, so there's lots of guys here.
Are you okay with working withmen, just more for comfort
reasons for them.
I don't want them to come inhere and think we have a 50-50
split down the middle and thenthey walk in as like, oh,
there's just guys here, this isyour DEI.
Yeah, exactly, so making surethey're comfortable.
Again, everyone's friendly,very respectful.

(28:36):
You're not going to have anyissues, but I think the
conversation needs to be had.
I've had a few people comingfrom corporate, like 500 plus
people with a business.
I'm like this isn't, that Couldbe one day, but it isn't that
now.
So I don't want you to thinkyou're going to be in here and
you're going to have 400 peoplecoming to speak to you and
you've got big corporate role.
They go.
It's not that at all.
This is what we're about.
Albert Park, are you four hours?
Are you in Geelong?

(28:56):
You're going to commute everysingle day an hour and a half to
and from work.
So I'd take that intoconsideration Not to say I
wouldn't if they were happy todo that.
I know plenty of people thathave done that over the years

(29:17):
live down that side of town andcommute to work every single day
.
What else was there?
They were pretty much the mainones just from a high level type
thing that they needed to beokay with.
And then also traveling when wetravel, it's with guys as well.
You need to be comfortable withthat.
I'm not going to change it upjust because you're the only
female.
This is what it is.

(29:38):
This is who we travel with.
This is what it's about.
You cool with that.
It's like, yeah, cool.
So that was important, thatthey were comfortable with that
and they understood theexpectation with that too.
And then from there, it's abouttheir abilities, their skillset.
What I liked about the recenthire is they were really able,
or they were really willing tolearn certain things and wanted
to get into certain things, andthat just showed me that you're

(30:01):
not just the type of person thatwants to go nine to five and
that's it.
Don't talk to me after that.
It's no, I'm here to work, I'mhere to do this.
I really want to grow in thisarea and be better at this and
do that.
I'm really willing to learn andcontribute and I said great,
that's the sort of attitude thatI want at the business.
I don't want someone that'sjust going to be a zombie, not
talk to me you know what I meanhave a bit more of a personality

(30:22):
than a piece of cardboard, thana piece of cardboard.
I just want some cardboard Likea piece of cardboard.
So yeah, I think that comesdown to it too.

Robby (30:31):
Yeah.
So if someone was looking athiring for the first time, what?
Because it's like when youdon't have payroll?
Having payroll sounds scary.
You're like, oh fuck, do I pay?
How much every month, plus PAYG, plus super plus payroll tax on

(30:54):
tier 7 point.

George (30:57):
What's the need that you need to fill Ultimately, when
you're employing someone, you'rebuying their time.
So what's the role that youneed to fill?
What's it going to save youfrom doing so?
If you're processing invoicesday in, day out and it's
contributing to 15 hours a weekof you doing that and processing
the invoices, then it makessense for you to employ someone

(31:20):
to do that role.
They can do that and then theycan do other things as well, to
give you the time to go out andexpand the business and go okay.
Well, if I'm no longer, if I'vejust bought 20 hours of my week
back, maybe I can invest thatin marketing, in growth, in
brand, in whatever it might be.
That'll help bring in futurework for the business.
And then when you start winningmore projects and doing more

(31:42):
things, then you go, oh wow, Imight need to employ someone
else now.
Now I need to employ someone inoperations.
You'll find that once you startto get those people in, it just
frees up your time a lot to doall the other things in the
business that you should bedoing.
That's when you can startthinking a bit more like a
business owner as opposed to abusiness doer, and I feel that,

(32:06):
yeah, there's a lot of people inbusiness at the moment.
They're just glorifieddirectors.
They've just got a job, theytake on a job to do all the
things, all the little things,all the big things.
They do everything and it'sjust not sustainable.
I speak to a lot of buildersabout this too, because their
hardest hire I find for abuilder particularly is always

(32:28):
someone in the office.
It's always their hardest hire.
They don't get it.
They'll very quickly go andhire an apprentice or carpenters
or site supervisors becausethey can see what they do.
They're like oh no, I'm hiringan apprentice and paying him 20
bucks an hour and he's going tohammer nails.
I can see the value in that.
Yes, he does that.
But then when you say I'm goingto hire someone to process this

(32:48):
.
Well, no way, I'm not going todo that.
I'm going to do that myself.
I'm not going to let someoneprocess invoices.
I'm not going to have someonesitting that role.
You're never going to bedetailed in that role and it's
probably going to cost you moneybecause of that.

(33:09):
So, really understanding whatthe needs of the business are
and where your time is mostconsumed.

Robby (33:18):
Yeah, I think the issue with that is people think in
their expertise, not as abusiness.

George (33:26):
Yeah, they're practitioners A lot of people
when they go out and start abusiness because they're really
good at doing the thing reallygood at doing the thing that
they do.

Robby (33:33):
Yeah, or butcher, or whatever it is, I'm going to
bake in cakes.
I'm going to run a bakery,that's it.
I'm going to run a bakery.
Bake in, bake in, bake, baking,baking, baking.
It's like you're doing abusiness role.
Business is about marketing andsales.
That's exactly right.

George (33:46):
Baking cakes and you're probably the best cake baker in
the world.
Okay well, teach those skills,get an apprentice, get someone
else in that can take over thatrole and go do it this way.
Learn this way, build this way,because that will really help
you grow your business.

Robby (34:02):
And I think hiring really good people like I want to.
My like yesterday actually yeahyesterday, I was running
numbers to see when my next hireis going to be and I'm like I'm
gonna pay this person so muchmoney, like I'm gonna get
someone so good, I want to paysomeone to make me feel dumb.

George (34:24):
Yeah, yeah, what a great attitude to have.

Robby (34:27):
You know what I mean.
I want someone who's like Idon't know.
What do we do here, man?

George (34:30):
I used to have a mentor that said I'm a C-grade student
that employs A-grade people andElon says it too.
It's like yeah, yeah, I neverwent to Harvard, he goes.
I never went to Harvard, hegoes, but all my employees did
so.
He's employed the best peopleto do a certain role and do
whatever they've got to do.
And that's the attitude youshould have.

(34:50):
You should want to employpeople that are better than you,
for sure.

Robby (34:55):
Hormozy says it really well as well.
He's like if you have two Bplayers, fire them.
He's like hire one A player,pay him 1.5 times what you would
pay the B player.
He goes, you're going to save50% on wage and probably get
five times as much.

George (35:10):
Yeah, wow, like so true, yeah, so true.

Robby (35:13):
He's like the and dude, they're like.
I looked at their, I got to.
What did I get from them?
Today I saw something andthey've got a whole bunch of
jobs they're hiring for andthey're paying like Good coin.
Yeah, there was a job wherethere was like a quarter of a

(35:33):
million bucks advertised Likeyeah, it's like 230 to 280 for
the right person.
I was like fuck Might call himHead across, hey, head across,
hey, head across.
How much money are you makingto go pay someone 280?

George (35:48):
Yeah, do you know what I mean?

Robby (35:49):
And who are you attracting to that role?
Dude, who's?
Yeah, that's going to be aweapon.
Yeah, exactly, and when we didgo, his team were good, his team
were good.
Yeah, they were knowledgeable,they knew the answers to the
questions I knew the answers tothe questions.

George (36:04):
You'd ask a question and I was like do it like this?
Oh yeah, that's kind of cool.
I like that, I like thatmindset, and also like they'd be
influenced by his teachings.
He probably does trainings withthem as well and say, hey guys,
this is how I want you to do it, this is what you want to do,
blah, blah, blah.
This is your race, you run it,but just up your upskill in
these areas.
So there is a like you can seethe influence from Alex and

(36:24):
Layla through the team withtheir answer.
But yeah, that was cool to seethat too, and that role wouldn't
be for everyone either.

Robby (36:36):
I'm sure they have very high.

George (36:38):
Yeah, they would have high standards for sure, and
when you see the team andthey're working every single day
.
Like that was saying he goesyeah, saturday, sunday, we work
every day.

Robby (36:46):
What did he say?
He takes one day off everythird weekend.

George (36:48):
Yeah, something like that.
So working every single day?
Yeah, every single day we'reworking.
No-transcript, that'sinteresting, yeah, it is so.
That's great that you're sayingthat and and going there.

Robby (37:01):
The next high is going to be mammoth yeah, yeah, it's
going to be like okay, cool,like let's get someone who can
do something I can't do.
Not in the sense that likesomeone who can do something
that I'm not able to hiresomeone, so good, they're like
they're going to bring somethinginto the business where it's
like I wasn't able to do thatcorrect.
This person is better than me atthat.
Yeah, whatever, that is Salesops, something, but like you

(37:23):
know what I mean, like an Aplayer, like I'll pay you.
Well, I'm going to fuckingexpect the world.

George (37:30):
Yes, that's right.

Robby (37:31):
Yeah, yeah, don't fuck around.
I'm going to expect so much.
And the second you slip up.

George (37:36):
Yeah, what are you doing ?
You're better than like I'm notpaying you for that.

Robby (37:39):
Can't wait.
So they have a whip and theywork harder.
Dang, no, but that's a joke,obviously.

George (37:47):
Obviously, obviously.
So what would you so once yougot the team in?
What are some things that thenyou would look at to keep your
team motivated and to show themthat you care and that you want
the best for them too?
Or is it just hey, show me theresults, I'll give you a bonus
at the end of the?

Robby (38:03):
year Depends on what they want.
Some people are money driven,some people are not, which is?

George (38:06):
totally fine and I said this.
I had a team meeting the otherday and I said to everyone I
said you know, I really the last, you know eight months more.
I was speaking to the team andI was like what do you want?
What do you selfishly want fromthe business?
I said I'm going to do KPIreviews with each and every one
of you in the next couple ofweeks.

(38:28):
What do you selfishly want fromeach from the business that we
can give you?
It can be more money, it couldbe more time.
What is it that you want?
You want every Thursday off.
What do you ask it?
Nothing's crazy, Nothing isover the top.
I want to know and then, if it'ssomething that we can do within
the realm of the business, wewill look at it.

(38:49):
But there's a payoff.
It's not going to just happenbecause you want it.
It's that level of cracking thewhip.
Cool, you want the bigger game,Then you've got to play the
bigger game.
You want the numbers, you wantthe results.
Everyone always wants a payrise.
Cool, Justify your pay rise.
This is performance-based.
It's not friendship-based,because if it was

(39:10):
friendship-based andlikeness-based, well then I'll
just give everyone money becauseI like everyone.
Just take it here.
You're my friend, I like you,but I need you to give me a
result.
I need to see the runs on theboard, and if you're not getting
the runs on the board, then itgets to a point in time where
you go well, why are you here?
What are you doing?
I'm not your friend, I'm youremployer.

(39:31):
We can be friends outside ofwork We've got no issues with
that but here there, there'sexpectations.
There has to be expectations.

Robby (39:40):
You know what else it does.
It forces you to lift.

George (39:46):
Yourself.

Robby (39:47):
Yeah, yeah, absolutely it does.
Like, all of a sudden, youcan't slack off that afternoon,
yeah, or you need to your bottomline.
But, like your, all businesseshave cycles, right.
And it's like your lower endlifts and it's like, okay, we

(40:07):
don't make less than this.
Now, all of a sudden, becausewe have to, yeah, that's right.

George (40:12):
Yeah, it's like all of a sudden you're like, hey, we
have to.

Robby (40:14):
It's like there's payroll .
We can't not.

George (40:16):
Yeah, one of my employees said the other day.
It was like oh, we're going tobe, we're going to be um,
overstaffed once these jobsfinish.
So what makes you think we'renot winning more work?
What do you think?
Well, you think I'm just goingto stop here and just like
that's it, stumps, that's it.
Everyone just quit, or I'mfiring.
Each and every one of you seelater hang up the gloves.
Yeah, that's it.
Like we've got some pro, I go.
Yeah, but once we secure thesethree projects, I I need to

(40:39):
employ people.
And we've got a really big jobthat we're pricing at the moment
and we've been shortlisted as apreferred builder, which is
great, and now it's a level.
Now it's on me to secure thatjob and I'll get it.
I'll make it happen.
Good relationships in place,they know I can deliver, they've
seen my work.
So I'm like cool, let's, let'sfucking dance, let's go.
And that particular projectwill mean more employees.

(41:01):
I have to.
And the same deal with you.
Like the same question, thesame thing you just said.
I've said the same thing I needto go out and get a superstar.
I need to get someone thatcomes and looks at this job and
I'll finish this in 12 monthsEasy Finish in 12 months Done
and comes in and absolutelykills it Absolutely in and
absolutely kills it, absolutelykills it.
So that's what I'll be lookingfor and I'm going.
Well, how much can I pay him?

(41:22):
Not what's the lowest I can payhim.
Or her or her.
How much can I pay him or her?
It's definitely him.
Let's be honest.

Robby (41:32):
Nah, women get paid less.

George (41:34):
Well, it's a bad business decision for me not to
employ more women, then isn't it?
Yeah, it's like you're donatingto men yeah, that'd be gay.
You make it sound like there'sa gender pay gap.

Robby (41:45):
No, Is there.

George (41:48):
Absolutely there is, absolutely Could be a woman.
Could, yeah, absolutely could,a hundred percent.
I'll hire on ability.

Robby (41:58):
Yeah, not on gender, it's on what's the word Begins with
C.

George (42:07):
You knew it.
You knew what I was going tosay.
No, so credibility.

Robby (42:11):
No credibility.

George (42:14):
What's the context so I can help you.

Robby (42:16):
About your ability, competency.
Competence yeah, okay, yeah youhire ability, competency,
competence, yeah, okay, yeah,you hire based on competency,
yeah.

George (42:26):
And I want to see runs.
So if this particular hireit'll be a site supervisor type
role, I'll want to see previoustrack record of delivering a
project to that scale.
Like, show me the runs on theboard and then I'll follow it.
If I'm going to pay you goodmoney, I want to know oh yeah, I
could do it.
I've done one that's half thatsize, I could do this one.
No, I want one that you've donebigger than this one and you've

(42:49):
delivered it in a shorteramount of time, or to the
quality and all that sort ofstuff.
And then cool, show me theproject, Walk me through the job
.
Where's the address?
Can I speak to your ex-employer?
It'll be a pretty like okay, sothat to me, if I'm going to pay
a high rate for that person,then I would be really looking

(43:13):
at.

Robby (43:14):
I'd be going deeper into the hiring role.
Yeah, I'd do that anyway.
Like I speak to previousemployers, oh really.

George (43:23):
Yeah, yeah, I didn't anyway, like I speak to previous
employers, oh really, yeah.

Robby (43:26):
Yeah, I didn't do that this time around.
You'll be surprised how manypeople pull out.
Oh, really, yeah, you're like,yeah, cool, this is part of our
process, we ask you to.
So part of our process what wedo is, first thing I do is
obviously put up an ad.

George (43:39):
Did you say where you put up your ad.
I put it up on LinkedIn.
Yeah, I've had some goodsuccess for that particular role
in LinkedIn.
I think if I went out and goand hire the next supervisor,
I'll probably look at arecruiter.

Robby (43:50):
Yeah.

George (43:50):
Yeah, I'll, I'll entertain it for sure, fair
enough.
Or headhunt.
If I know of someone in thespace, I'll probably make a few,
because I've got contacts inthe industry.
So I'll probably make a fewphone calls, see who's working
and who's not and say, well,who's a gun, who do I get on
board?
How do we make this happen?
Who's unhappy in their role?
Yeah, potentially, potentially.

Robby (44:09):
Blah, blah, blah, all those chestnuts.
All this guy.
So our process with hiring isthis Obviously put up an ad.
You choose where you get abunch of applicants, screen them
.
One thing I look for, twothings I look for.
One is experience, two isconsistency.

George (44:32):
Yeah, how long have they been in the role doing that?

Robby (44:36):
If I find, oh even the level of commitment, yeah, Do
you?
know what I mean.
They can stay in the role for Xamount of time.
They're not just in and out ofroles all the time.
You know what I mean.
They can say, okay, cool, theywere here for 18 months, they
were there for four years.
It's not six months, ninemonths, six months, three months
, six.
You know what I mean.
That's a big thing.
I look for yeah, that, andobviously the work lines up with

(44:58):
what we're looking to do.
Then I do a phone interview, sophone screening, yep.
Then I do an in-personinterview and then when I do the
in-person interview, go througha whole bunch of stuff.
At the end of it I say cool,like if everything goes well I
actually mentioned this at thestart as well.

(45:19):
But then I say cool as well.
But then I say cool, like you.
So, part of the interviewprocess, we ask him like what
was okay?
So your last role, confirmdetails.
Blah, blah, blah.
And who were you reporting to?
And I'm like I was reporting toGeorge, george, okay, cool,
george still there.
Yeah, george is still there.
Okay, cool, you still speakwith him.
Awesome.
Next, blah, blah, blah.
It's like okay, cool, can you,um, can you call George and
arrange a Zoom, call you, callhim and arrange it with me In

(45:42):
the role, like right there.
And then no, no, don't call himright now.
That's a bit harsh.
Yeah, I was going to say that'snext level.
Call him when you can andarrange a call and just let him
know yeah, we want to have achat with him, just to make sure
all ducks line up.
And then people are like, oh,yeah, okay, yeah, yeah, I'll do
that, yeah, yeah.
And then all of a sudden it'slike I changed my mind about the
role.
I was like did you, yeah, didyou really?

George (46:05):
Well, great that you touched on that.
You should never burn yourbridges.
As an employee, never burn yourbridges.
Give a shit if you had a badrelationship with them, whatever
.
Just walk away.
Walk away, don't turn aroundand be like now fuck this guy,
this, this, this, because itdoesn't leave a nice taste in
the other people's mouth.

Robby (46:24):
Well, and look, I've left jobs where I clashed with the
boss.
Yeah, that's okay, but it'slike if you check my last three
jobs you would have sounded twoof them were okay and one wasn't
.

George (46:34):
Yeah.

Robby (46:36):
So if you do it once, for any reason, make sure you
haven't done it the time beforethat and the time before that as
well, because then guess whatthe common denominator is yeah,
it's you, you, you know what.

George (46:44):
I mean, hey, be honest, say yeah, I didn't get along
well with my boss at that job.
He wasn't a good boss and Idecided to leave.
Yeah, that's fine too.
Say okay, cool, at least youhave the foresight to get up,
sit there and take a shit job.
I don't mind that if someonesaid something like that to me.

Robby (47:01):
As long as it's not repeated.

George (47:03):
Yeah, that's right, that's right.

Robby (47:04):
You don't see a pattern, my last boss was bad and my boss
before that was bad and I'venever had a good boss, yeah.

George (47:10):
Interesting.
Yeah, that's right, that'sright so.

Robby (47:16):
Long story short.

George (47:16):
That's good that you do screen them and get those
references in.

Robby (47:22):
Yeah.

George (47:23):
I always feel that people will always give the good
references, anyway, that's whyI don't ask them for their
references.
Yeah, you ask them for thatperson.

Robby (47:28):
I sit there talking to them about the role Okay, cool,
what was your role?
What were you doing?
Okay, what was your favoritething about it?
What was your least favorite?
Who was your manager?
Okay, cool.
I know this can be really hardto answer, but just imagine you
were talking from theirperspective and they had to rate
you out of 10.
What would they rate you?
Oh, nine, yeah, cool.
Tip a call and then they'relike do you know what I mean?

(47:48):
It's like it's setting them up,yeah, absolutely Setting them
up to.
If you are true to what you say, this is all from a book I read
that teaches you how to hire Aplayers.
Yeah, and it's like, if you'retrue to what you say, an A
player, someone who's good attheir role, yeah, absolutely
Fucking A player yeah.
I'll make it happen straightaway.

George (48:07):
Yeah, johnny yeah.

Robby (48:08):
Have a chat.
Do you know what I mean, Dude?
Even like we hired Josh a fewmonths back, he teed it up and
then one of them didn't show upand he teed it up again like
made it happen and rescheduledit.
That goes a long way.

George (48:23):
Yeah, it does.
Even just the attitude of going, hey, it didn't work out, but
let me get him another one, letme get him there.
Yeah, I'll try again.
And he did, and they did.

Robby (48:30):
And I was like cool, that's a very good, very good
sign.
Very that not happened.
He probably wouldn't have beenhired, you know what I mean.
And there was other people inthe same position that had to do
the same thing.

George (48:42):
And they didn't do it.

Robby (48:44):
And then I got a message two weeks later, and this is the
thing right.

George (48:46):
You should thank those people.
They just saved you so muchtime.
They're wrong hire as in, likenot physically reach out to them
.
I'm just saying from a thanks,hey guys, you just thank you for
not calling me back.
I kind of take the credit.
Yeah, I mean you put that in,but in the sense of I'm saying

(49:07):
like you haven't wasted my timenow, like this is a good thing.
Yeah, it's like You'requalifying your the same.
Like the same way you qualify aclient or someone else, you're
qualifying your employee 100%100% it is.

Robby (49:20):
I believe.
You come work here and you'rewinning yeah, that's good,
you're winning.

George (49:26):
You should believe that.
Yeah, because if you don't,yeah, who does?

Robby (49:30):
who the?

George (49:30):
fuck, else is it's a tough place to work, yeah.
I don't get it, but do us all afavour run, yeah, run like air
and fire, yeah.

Robby (49:38):
I'm gonna resign soon.
Give in my notice, yeah, but solong story short.
You need to build a team aroundyou.
Yes, I don't care what you do.
Start off with a VA.
You need a VA, but start offwith a VA, okay, and once you go

(49:58):
VA, you will never go back Ever.
Okay, and once you go VA, youwill never go back ever.
Like when I say you will nevergo back, you will never go back
Just just to manage the stuffyou don't want to do.
I get call lists sorted.
I get a peep now.
Now, as of today, I've gotpeople calling people while I'm

(50:19):
doing nothing.
Call them and work out if theywant that service to be offered.

George (50:22):
Oh, who says something?

Robby (50:23):
to someone Three calls booked already, three qualified
people qualified, put onto thenext stage and now I'll take
over.
Yeah, it's like okay, cool, nowI'll get on the phone with them
, as opposed to me sitting therecalling these previous leads.
Bills weekly bills I don't haveto do it, it gets done for me.
Uh, weekly invoices I don'thave to do it, it gets done for

(50:43):
me.
Like there's so many differentlittle administration things
that I don't have, I don't evenhave to look at.

George (50:50):
Yeah.

Robby (50:51):
All because I can pay someone to do it.
I can just start there.

George (50:55):
Yeah.

Robby (50:55):
It's all part time.

George (51:01):
Part time also is a good way to get into it.
Yeah, just by doing it a littlebit at a time and then when you
win that next, you just buyback 20,.
You know 10 hours a weekwhatever it is Dude.

Robby (51:06):
And then I think you also need to learn how to train.

George (51:08):
Yeah.

Robby (51:09):
Yeah, because if you don't know how to train people,
you'll blame the fish on itsability to climb a tree.
So I'm very good at climbingtrees.

George (51:23):
Very good at swimming.

Robby (51:24):
Yeah, but you should, one , hire someone to hire them fast
, and then, three, make sure youdon't miss out on the next
episode, which is episode 100,george, episode 100.
I just got chills, I just gotchills.

(51:47):
The Million Dollar Days podcast, episode 100.
This is quite a significantfeat.
Absolutely 100 weeks in a row100 episodes, 100 weeks in a row
.
Never missed a week Consistency.

George (51:59):
Not one.
Well done, good job.
That's sick.
Yeah, that's great, amazingachievement.
Why do you think these hundredsof milestones are not 87?
87's it's the number, but so is100.
I guess it's a it's like,whenever you see any milestones,

(52:20):
they're always like in the tens.

Robby (52:21):
Yeah, because you're entering a new set of numbers.

George (52:24):
Yeah, okay, that could be it.

Robby (52:26):
Yeah, it's like now you're in the triple digits.

George (52:29):
Yeah you could be old and like in your 40s.

Robby (52:31):
Yeah, it's like.
Yeah, the real question is like, why do people celebrate 21 or
18?
Oh yeah, it's like that'sstupid.

George (52:40):
I think maybe in the States, 21 is when you can
legally drink yeah, that'sprobably something to do with
that and 18, it's like that'swhen you're an adult here, or
you can vote when you're 18.
I don't know.

Robby (52:51):
Yes, true.

George (52:53):
Yeah, yeah, sell birthday cards.
Hallmark made it up.
Yeah, well done, congrats andwell done on the achievement.
Well, look, let's get therefirst.
We've still got another episodeto go.
Anything that happens betweennow and then Just call me, I'm
done.

Robby (53:07):
I'm done.
I didn't get 99 stopping you.

George (53:10):
That's it, done and dusted.
But you know, consistency isvery important.
We've loved it every step ofthe way, just being here, having
the chat with you guys andhaving a chat with some great
guests, and thank you everyonefor listening, yeah, we really
appreciate it.

Robby (53:23):
And coming back week after week, we've got a pretty.
All the numbers show us thatwe've got a pretty consistent
amount of people listen, andlast time I gave away a book
Cool, did someone reach out?
Yeah, more than one.
Oh, awesome, yeah, and I waslike, okay, well, this is people
.
Was it the first person?

George (53:42):
The podcast works.
Was it the first person that Igave it to?

Robby (53:45):
Yeah, yeah, yeah, he still hasn't received it.
Because I haven't received it,I haven't even got my copy yet.
Yeah, I, hopefully not too faroff, but we'll keep you posted.
But maybe, maybe, just maybe,there will be a big giveaway in

(54:05):
the next episode.
Oh, I like it, it tingles.
I feel like we should play thenext episode by Snoop Dogg.

George (54:11):
Oh, no, off topic.
Off topic, you see.
They were like so Snoop Dogg'splaying at the AFL, the grand
finals?
You know that Is he.
That's what last I heard.
Unless they cancelled the bloke, weren't you saying that was me
?
No, they were bitching andmoaning about it.
Oh, okay, because you know it'snot appropriate for the grand
final and all that sort of stuff.
Everyone's kicking up anopinion about it, but just, it

(54:35):
is what it is.
Just People have some fun.
The guy's an entertainer, he'sout there and he's going to
entertain people.
He's the man.
Snoop's the man.
He's going to go there, he'sgoing to entertain People, are
going to sing, they're going tolaugh, they're going to dance
and probably smoke a joint.

Robby (54:52):
Snoop's the guy who can get away with anything.
Yeah, apparently they were atsome celebrity thing and then 50
Cent pulled up in like a newferrari and then snoop dogg went
up to the valet and he's like,hey, give me 50 cents keys and
it's like what do you do?

George (55:04):
what do you do?

Robby (55:05):
and then 50 cent came out and he's like hey, where the
fuck's my car?
And he's like snoop dogg tookit and he's like motherfucker.
And then you're like how coolis that?
How do you argue?
But how cool is that?
Yeah, like how cool is thatwhole concept?
Like hold on, so 50 cents foryour stuff, cause Snoop Dogg
took his car.

George (55:21):
Yeah.

Robby (55:21):
Cause the valet buckled.
Yeah, I'd do the same.
It's a cool it's just cool.

George (55:28):
It's cool.
That is a.
That is a funny story.

Robby (55:31):
It's a very funny story.
Um, speaking of cool cars andfunny stories, the other day I
was flying out Sydney and youknow I was standing next to him
in line Adrian Pardelli.

George (55:43):
Oh nice.

Robby (55:44):
Yeah, normal guy Didn't speak to him.
I'm like leave him alone, man,he probably gets bombarded A
hundred percent.

George (55:50):
I think he's actually said that in a video I watched
on YouTube of him Saying likepeople would always come up to
him and say I've seen videos oflike people bombarding him and
taking photos and it's like thisis just a guy who's done well
for himself.
That's a bit of character abouthim as well, getting dragged
through the court system at themoment.

Robby (56:09):
I don't know if you've seen that with the Adelaide
government.
Yeah, but I just looked at himand like first I looked and I
was like fuck, that guy looksfamiliar.
And then I kind of looked awayand then I was like oh, and then
I looked at him and I made sureit was him.
Yeah, yeah, oh, it's definitelyhim Right next to me.
Um, we were both boarding ourprivate jets.
Of course, I'd expect that hewas actually walking through

(56:31):
security.
Is Melbourne um?
Is that how it works?
If you've got a private.

George (56:38):
I think he was going to say but yeah, um, yeah no, you
can believe you can leave likeif you got a private jet, you
don't?
I don't know if you alwaysleave out yeah security or but
even another airport.
I don't know if you alwaysleave from like melbourne, yeah
yeah, you probably go fromessendon and stuff.

Robby (56:54):
yeah, um, but yeah, ran into him.
He's just a normal dude who'scrushing and just a normal guy.
Good on him, he just don't givea fuck.

George (57:09):
And once upon a time he would have had no employees.
He was actually big on sayinghe built a decent empire without
any employees.
He got it to a fairly decentlevel before he started to
employ people.
But you know again, everyonestarts with zero.

Robby (57:22):
He also had a low cost, like a low labor intensive model
.
You know what I mean.
Still does yeah well for thetotal value.
No doubt His Stripe account'sprobably getting raped by fees.
Yeah, I reckonpe account'sprobably getting raped by fees
yeah.

George (57:42):
I reckon he'd be getting better percentages than us.

Robby (57:45):
Of course, everything's negotiable in life.
Yeah, when you've got volume.

George (57:49):
Yeah, and that's the other thing, right.
I remember we were interviewingas he came out of court in
Adelaide or wherever the trial'sbeen held, and the local
reporter's like oh, what are yougoing to do if you get fined?
Are that the trial's been held?

Robby (58:01):
And the local reporter's like oh, what are you going to
do if you get fined?
Are you going to pay?

George (58:04):
it?
Yeah, I guess.
So what else am I going to do?
I don't pay my fines.
Yeah, I know You're a rebelwithout a cause, but he was just
like yeah, whatever he goes,we've worked with the government
, he goes, we've had all thesethings and blah, blah, he's got
the backing.
It's like do your worst, doyour worst, we've done nothing
wrong.
You're coming after me becauseyou don't have what I have and

(58:25):
you're trying to prove a point.
Every other state in the wholecountry doesn't have an issue
with what I do.
And then you get some bullshitpolitician in South Australia
that's getting their knickers ina twist.
And now they're too far goneand they're spending taxpayer
money to go to take him to court.
Now they're too far gone andthey're spending taxpayer money
to go to take him to court whenall he was trying to do was give
shit away.

Robby (58:45):
Speaking of taxes, I watched a video the other day
from a Dubai millionaire orbillionaire or some shit, and
his whole thing was like thepeople in the Western world.
I don't understand it.
So you work six months of theyear for free?
Yes, why would you do that?
I guess for what?
I guess?
Average education, no safety.
Did you hear that kid?

George (59:05):
Yes, that's a topic for another day.

Robby (59:07):
That's definitely a topic for another day, but that's
full on.
But he's like no education,average education, average
healthcare, no safety.
I guess then you guys aregiving up six months of your
year for that.
He's like that makes no senseto me.
He's like if you come here,blah, blah, blah and I was like

(59:29):
that's a good point, might buy aticket to Dubai.

George (59:33):
I like it Might not family.
Yeah, you mentioned that yearsago that you would go there.
I want to go see it.
I've never even been, oh really.
I mean I haven't been for avery long time nearly 20 years
but it was pretty impressive.
Even back then when I went, Ithought some cool stuff there,
so I can imagine that it's 10times better now.
Yeah, very, very impressiveplace.

Robby (59:52):
When I went, We'll have to find out.

George (59:55):
That's it.
Well.
So takeaways go out and employpeople.
If you're a solopreneur or youalready have some people, go out
and employ more.
Look at your next hire.

Robby (01:00:08):
Your next hire should be your best hire.
Bring a freestyle rapper.

George (01:00:11):
That's it, because lift your game Like if you're going
to go up.
Think about it as like a sportsteam.
If your team is going to playanother team, you want the best
players on the field.
You want to win the game, so goout and get the best guys.
You're not going to fill it upfull of a first year player.
You're not going to go out andfill it of people that you can
pay the minimum wage, that haveinjuries, that have niggling

(01:00:34):
issues, attitude issues, allthat sort of stuff.
You want the best team to helpyou win the game and that's what
you should be looking for.
Look for winners, look forpeople that want to be there,
that have the right attitude,that have the drive and the
passion and all these sorts ofthings, because they exist.
There are people that areambitious out there in this
world and want to work and wantto win.
And find those winners and getthem to join your team.
Go find them.

(01:00:55):
Boom.
Thanks for tuning in, guys.
As always, we're at episode 99.
So make sure you subscribe for100.
I'm pretty sure, don't worryabout it, just roll with it.

Robby (01:01:07):
Now I'm pretty sure I'm like 90.

George (01:01:09):
You're 99%, 99%, sure, 99%, sure.
But yeah, subscribe guys,because that way it helps us
grow our influence, grow thechannel and we can reach more
people.
We can reach more people.
We can reach more people.
Change more lives, change morelives, and we love it every step
of the way.
Thanks to the long-timelisteners and welcome to the
new-time listeners, and we'llsee, you See you next week,

(01:01:32):
Episode 100.

Robby (01:01:33):
Thanks guys, Thanks everyone.