Hire the Best People you Never Want to Fire | Ryan Englin

Raised in a blue-collar family, Ryan saw his dad, a business owner, often miss family time due to staffing issues. Witnessing similar struggles in today's service-based businesses, he founded Core Matters. His aim: help these businesses find the right staff to achieve a better life, freedom, and a lasting family legacy.

Episode Transcript

(00:05):
The show you need to get what you desire byavoiding the mistakes made by others before you
learned the stories and journeys of whatsuccess looks like to find a freedom you to
serve Weiss thriving with your best zotes withAndrew Weiss.

(00:33):
Hello, and welcome back to another episode ofRapid Results with Andrew Weiss.
We have another wonderful guest today, RyanEngland.
And in case you're wondering who this Ryan guyis, As an owner and operator, Ryan's dad would
regularly miss his bedtime or tell him hecouldn't hang out on Saturday because he needed
to go to the plant.
He witnesses this very same thing happening inblue collar businesses every day.

(00:54):
He believes that service based businesses arethe lifeblood of the American economy, but
sadly, staff shortages, cripple far too many ofthem.
Ryan found in cord matters to support thousandsof American families just like his.
Those who've gotten to business for betterlife, time freedom, and to be around to see
their kids grow up.
Welcome to graphic results.
Ryan, please tell us what is the biggest andbest business deal you're most proud of.

(01:17):
Oh, you know, I've got 2 of them, but I'm gonnajust go with the one right now that comes to
top of mind.
It was actually a client we were working with.
They came to us, and they were in theconstruction space, and they were so far behind
on their jobs that they might actually lose oneof their the big job, the one that put them on
the map, their team was burning out because ofall the overtime.

(01:38):
It just it was another couple of weeks of this,and it would have just been a disaster.
Well, we met, Andrew the owner sat me down andsaid, here's what I need.
I need to hire fifty people now.
And you hire fifty people.
And this is a smaller company.
I mean, they were, like, 150 when we met them.
Fifty people.
I mean, that's a third of their workforce.
And I said, alright.
Well, let's follow this process that I'vebuilt, and let's do it.

(02:01):
90 days later, They hired 51 people, and theyhad filled every open position all the overtime
was gone.
So their profits were back up, you know,anytime in your service business, if you have
overtime that you didn't schedule for, thatjust comes right off the bottom line.
And then a year later, by following ourprocess, the owner went from working 75, 80

(02:22):
hours a week to working 30 hours a week.
And he says, I feel like I'm I'm stealing fromthe company because I only work 30 hours a
week.
Every Friday, he goes fishing.
Like, he doesn't even think about work anymore.
He's built a successful leader to Chip team,and he just transformed the whole business and
the whole trajectory of their lives, theircompany is in position now where they they
could actually sell it if they wanted to.

(02:42):
Like, there's an asset that's not just them.
Like, it's just so many cool things.
Andrew we've got a couple other stories likethat where clients have come to us and say,
hey.
We just need to transform this thing and andget it to the point where people want to come
work for us.
They want to stick around, and we actually cantrust them to do the work so we can get out of
the day to day, which is the thing that alwayskept my dad work in those crazy hours all those

(03:04):
years.
I love that.
I love that.
And I'm sure that just must feel so amazing.
Just, like, grabbing a family.
Your dad was always working Andrew then howyou're able to help create that freedom for so
many families and companies around the world tobe able to make that a reality where they don't
have to spend 70 hours a week.
They can only spend 20 or 30 hours.
And then and then enjoy their freedom withwhatever they want to do.
So that's so cool.

(03:26):
Yeah.
Let's dive into the nitty gritty about that alittle bit.
So what do most people get wrong about creatingjob descriptions and selecting candidates?
Oh, wow.
That's there's like six questions you justasked me there.
Alright.
So let me start with job descriptions.
So the first thing that I think people getwrong with job descriptions is to remember that
the thing that you post on Indeed or careerbuilder, whoever you're using for your job

(03:51):
postings.
That thing you post there is not a jobdescription.
The thing that you post is an advertisement toapply for a position with your company.
And we need to treat it as such as anadvertisement.
You can't take the thing legal or HR wrote foryou, or that you wrote 10 years ago because you
copied it off someone else's website, you can'ttake that thing and post it on Indeed and

(04:12):
expect any kind of different results than whatanybody else in the industry is getting because
you're basically taking this this thing that isjust a list of bullet points that nobody cares
about and putting it on Dean.
The the principle here is you have to rememberthat people don't leave jobs.
People leave managers.
They leave bosses.
They leave toxic company cultures.
They leave poor communicating leadership teams.

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This is what they lead.
Well, if we know that's what they lead, Andrewand I've done this in rooms of Andrew of
people, and everybody's like, oh, they leavepeople.
Like, we know this.
So when we put that thing on Indeed, that jobposting, we need to consider that an ad, and we
need to advertise the things we know thatpeople are looking for.
Well, if they just left a boss or a toxicculture or a poor communicating leadership

(04:59):
team, that's what should be listed in that ad.
Not, oh, you're gonna turn this the wrench thismany hours a day, and you gotta produce this
many widgets, and you gotta do this, and yougotta be able to use these tools.
Like, if you're hiring plumbers, plumbers knowhow to be a plumber.
They know what it takes.
You don't have to repeat that for them again.
I I I sum it up like this.

(05:21):
Think about Chevy when they're getting ready tolaunch the brand new model of the Corvette.
Do they sit around the table, the advertisingteam say, we gotta put together commercial.
We're gonna spend 100 of 1,000,000 of dollarspromoting this thing.
Do we sit around Andrew do we say, okay.
Here's the brand new Corvette.
Starts at a Andrew thousand bucks.
You gotta have good credit.

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By the way, it gets twelve miles of the gallon.
Andrew you've gotta bring it in after 250 milesbecause we're gonna do this checkup.
And at three thousand miles, you gotta rotatethe tires.
And it's a bulleted list of all the things youhave to do to own the brand new Corvette.
Do they do that, or do they take a reallyattractive couple top down, driving down the

(06:02):
Pacific Coast Highway or on the beach, joy inlife, having a great time, and say, come check
out the new Corvette.
Yeah.
Definitely.
That's a great example.
It's the same thing.
We know that people people don't buy new carsbecause they want, some people do better gas
mileage.
Are easier to maintain or something like that.
Most people buy a new car because they wantcomfort.
They want lifestyle.

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They want bragging rights.
They want all of those things.
So that's what they sell in the commercial.
So if we know that people are leaving jobs tofind new companies to work for, new people to
work for, that's what we need to be promotingin the ad.
I I love that.
It's a example of having more fun with not justputting a job description, but a job

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advertisements.
So you're telling me you put in the jobdescription advertisement, like, if you just
left your, workplace because you were tired ofthe toxic culture, we're the right fit for you
because we're a culture on collaboration, onteamwork, on improvement, on stuff like that.
Like, you actually put those kinda stuff intoit.

(07:07):
Oh, yeah.
Tired of being treated like a number.
Just get passed over for that promotion youwere promised for the last year.
You tired of waiting for a review to find outif you're doing a good job or not.
Let me tell you why we're different.
We had one client really early on.
This was years years ago.
And they had a very interesting culture, butone of the things that they really valued was

(07:27):
swearing.
Like, they just it was part of the culture.
We swear all the time.
They even had conversations with some clientswhere they were cursing at each other.
That was just normal.
It's weird.
Andrew I'll never forget.
I was sitting in the interview and all of asudden, the owner starts dropping f bombs just
out of the blue, like, random.
I'm like, dude, are you okay?
Like, is there a medical condition?

(07:48):
And he's like, and at the end, he goes, no.
Here's the deal.
We swear a lot here.
And I need to know that they're comfortablewith that.
So if they get all squirmy and uncomfortableduring the interview, then that tells me
they're probably not a good fit.
I said, I get it.
I'm cool with that.
But here's what I wanna do.
I wanna rewrite your job ad, and I wanna putsome f bombs in your job ad.
Yeah.
And he's like, what?

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We we can't do that.
That's not okay.
I was like, so it's okay to mislead peoplebecause that's what you're doing.
Yeah.
Like, you're telling them you're all warm andfuzzy, and then you drop f bombs because that's
who you really are.
Let's just put out who you really are.
Mhmm.
And he wouldn't let me put f bombs in the s,but we did put a couple of curse words, because
he's like, yeah.
Okay.
I I can see how we can get towards that.
Andrew that was the whole idea.

(08:31):
That's so interesting.
Like, a company that prides itself on swearing.
And then, but I I guess yeah, goes back tobirds with a feather flock together.
So people are like, well, I love swearing.
I grew up with this, so I'm okay with this.
So it's a perfect fit for me.
We had another client early on.
The leadership team, there were 5 guys went tohigh school together.
They all went to college together.
They all own the company together.

(08:53):
Well, it's like a fraternity.
Mhmm.
And it was super passive aggressive.
It just was super passive aggressive.
Andrew I called them out on it one time, andthey're like, well, yeah, but we don't have to
tell people that.
I'm like, let me rewrite your job ad.
Andrew rewrote job ad for the sales departmentbecause they were just dealing with massive
turnover.
And, I remember the sales leader I sent him theon and go, here's what I would write to promote

(09:16):
sales positions for you.
And he reads it.
And he goes, I wanna work here.
This is so cool.
What company is this?
I said, this is you guys.
But because he was what I was writing about, itconnect he connected with it.
And so for him, he's like, I wanna work here.
I'm like, you do work there.
I just described it differently than you do.
And so they started running with that ad.

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Turnover went way down.
Sales production went way up because theystarted hiring people thrived in a passive
aggressive environment.
Doesn't mean that passive aggressive is bad.
It's different.
Doesn't but there are some people that aregonna thrive in a path of aggressive
environment.
They just do.
So let's just call it out.
The the this passive aggressive thing is isalways funny to me because like, I'm very,

(10:02):
like, direct, like, how don't you dare bepassive aggressive Andrew, like, and I was in a
fraternity, and I can't imagine there beinglike, a fraternity known for its passive
aggressiveness.
And so I'm just trying to think of, like, like,some examples of, possibly aggressive this in,
like, in this workplace, like, like, someonebeing like, oh, I noticed that you didn't do

(10:22):
this the other day.
You you jackass or something like that.
Like Well,
are you are you feeling okay, Andrew?
Like, are you sick?
Because your number has been way down.
Okay.
That's the garbage that would
happened.
Okay.
I see.
Yeah.
And and so you just yeah.
It was it was different.
But you know what?
They started thriving after that because a lotof this is Andrew and this is usually the step

(10:45):
1 to tell people is before you go out there andyou post an ad or you start thinking about who
you want to attract, figure out who you arefirst.
Mhmm.
Figure out who you are first Andrew reallyclear on that.
I remember Darren Hardy was telling a storywhere he was finally at a point in his life.
He was and everything else, but he wanted toget married.
And so he wrote down a list of all the traitsthat he wanted in a woman.

(11:06):
And he looks at that and he goes, the woman Iwant is gonna want nothing to do with me.
And so he had to get really clear on who hewas, maybe develop some of the things that he
knew the woman he was looking for would want,Andrew then it became much easier to attract
the woman he wanted.
Same thing happens in business.
When you get really clear on what you have tooffer, you get really clear on who it is you

(11:28):
want to attract and you find that there mightbe some disconnects, go fix those things, and
you also have a much easier time connectingwith people and attracting them to you.
I I love that.
Yeah.
Just that the importance of a quote shotgunapproach versus a, you know, pick and choose
your battles kind of thing.
The But I'm obsessed with a quote recently toothat, like, lions, they don't spend their time

(11:50):
going after mice in the fields.
Like, they're very, very calculated taking timeto go after the gazelles.
Because the gazelles are the the meal for theday, if not the week, where, yeah, they could
spend all this energy going after a mouse, but,you know, I'll feed you for about 15 minutes.
Like, the same energy anyway to go afterGazelle.
So
Mhmm.
I definitely love that.
And alright.
So I didn't realize I was asking 6 questions atSo I'll I'll

(12:12):
I didn't get to answer the second part of yourquestion.
That was interviewing.
Right?
Yes.
Correct.
Yeah.
That that part of your memory.
Yes.
Yeah.
So, I would say that the number one problem Isee in interviewing is when the candidate walks
in the door, As the employer, we put on ourSunday best.
We clean up the office.

(12:33):
We make sure everybody's on their bestbehavior.
We've got drinks in the fridge.
Candidate walks in, we set them at the table,and we're and the first thing we do is look at
me go, Andrew.
Let me tell you Weiss.
This is gonna be the right company for you.
Andrew we vomit all over them for the next 20minutes about all the cool things that they're
gonna be able to get, all the things we'redoing, all things we're doing to pour in our

(12:55):
team, all the things we're doing to create agreat company where people are gonna succeed,
and there's gonna be a career path in blah,blah, blah, blah, blah, blah, blah, blah, blah,
blah, blah, blah, blah, blah, blah, blah.
And then the candidate, if they're not ready towalk out because they're bored to death, seeing
they're taking all this in, then we startasking them questions.
So, Andrew, what are some career goals?
And you're going, well, you just told me thatone of your goals is x So I'm just gonna tell

(13:19):
you my career goal is x.
And I don't get a better chance to get it.
So what we do is we vomit all of the answers tothe test in the first 20 minutes of medium
because we think we have to sell ourselves.
We have to showboat, be that peacock, and belike, look at me, Andrew then we start asking
questions, and then they just startregurgitating back everything we just told them
for the last 20 minutes.

(13:40):
And the interview does not become aconversation.
The interview does not become an opportunityfor us to put our authentic selves out there on
both sides, because we both do it.
Right?
That candidate comes in.
You know what?
They probably took a shower this morning.
Right?
They maybe got some clothes without holes init.
And I know there's some people probablywatching this going, are you kidding me?

(14:02):
Let me tell you about some of the people thatwalk in
and talk.
Right?
But but they do.
And we have this perception, especially in theUnited States, where we need to think, hey.
I need to put my best foot forward.
First impressions are the most important I got5 seconds to impress somebody, 3 seconds to
grab their attention.
We know all of these things.
So what do we do?
The candidate goes out there, They get ahaircut.

(14:24):
They buy some new clothes.
They take a shower.
They they brush up on some of theirinterviewing skills.
They rehearse some of their answers.
But that's that's not real.
That's not who they are.
Well, as employers, we do the same thing.
Hey, everybody.
We got this candidate.
I'm really excited about clean up the office,be on your best behavior.
Like, we do same thing.
And what I'd rather see happen is we both putour authentic selves out there and says, no,

(14:47):
this is who I really am.
We ain't perfect.
We don't have it altogether.
We curse like sailors.
Like, let's just be honest with us.
Now Andrew then, you know, they they thecandidate makes a big effort to make sure
they're there on time, but they're not reallyon time.
Like, Let's talk about some of these things.
Let's have these conversations so we really getto find out who it is that we're gonna be

(15:09):
working with.
And most interviews think the average interviewlength in this country is somewhere between
25:45 minutes.
It depends on the industry.
I would say a lot in the blue collar space, 15minutes pretty good.
A 15 minute interview.
What can you find out about someone in 15minutes?
I mean, think about this In some states in thiscountry, it is easier to get divorced from your

(15:32):
spouse than it is to fire an employee.
Woah.
Would we ever spend 15 minutes with somebodybefore we married them?
Some people do, but unlikely.
How does that work out, right, that neverworked?
Yeah.
Andrew so what ends up happening is we spendthe 15 minutes.
They say all the things that we wanted to hear.
They tell us they can do the work, and then wehire them.

(15:54):
Andrew then 6 weeks later, we're thinking thisisn't who I thought they were.
And it's like, well, who did you think theywere?
You knew him for 15 minutes.
Anybody can fake it for 15 minutes.
So spend more time with them.
Get to know them.
Have the difficult conversations up front.
Like, if you're gonna fight with a candidate,if you're gonna disagree about something, do it
before they're an employee.
It's way easier to say I'm not hiring you thanit is to say you're fired.

(16:18):
Mhmm.
So I think that's what the the biggest mistakethat they make in the interview process is they
spend too much time selling themselves and notenough time saying, how do we make sure we have
an authentic conversation so we both get toreally know each other?
It, yeah, as, a lot of thoughts come to my mindabout all of that because one of my first

(16:38):
things I'm thinking about, okay, like, I thinkyou use the dating analogy of, you don't you
don't need someone fixing this for you.
You wanna marry them usually.
But on the 1st day, you know, usually you wannamake a good impression.
Like, yeah, if you have a dirty room at home, adirty car, like, you wouldn't do your 1st date
in your dirty room or dirty car, you'd be like,hey.
Here's
you're right.
I am.
And, of course, like, as time goes on, you showthem more and more your life and more and more

(16:59):
of your weaknesses and flaws or whatever.
But if you start off by saying, hey.
I'm a broke person living in my car, but, Weshould totally, see if things work.
People are like, no.
I'm not gonna give you a chance.
Yeah.
But what if it was, hey.
I'm showing up here.
Blue and comfortable.
You know, I I normally don't dress like this,but I know that first impressions matter.
So I wanted to put together good first pressurebecause I really like you.

(17:21):
Mhmm.
And I've got some goals in my life.
I'm ambitious about some things.
Things are a little bit challenging right now.
I've been living out of my car.
I wanna take things slow, but here's my plansbefore my life.
Now all of a sudden, she's probably sittingthere going, okay.
Like, he's thinking about more than justtomorrow.
Yeah.
Yeah.
Or is he gonna go on a bender tonight?

(17:42):
Like, that's she's thinking, wow, this guyactually has plans.
He has some ambition down on his luck rightnow.
Yeah.
We're gonna take things slow.
We'll see how it goes.
But but that conversation is a way differentconversation that racking up your credit card
and taking her out to the best steak house andtaking out for night on the town Andrew then
sitting here stressing over the next 6 monthspaying off that date night,

(18:05):
Yeah.
And the whole time, she thinks that's who youare until she finds out that, you know, she
moves in with you and you're in debt up to yourears and you're hoping she'll help you bail you
out.
You know?
Yeah.
So what what also there's also, the the saying,I forget, who wrote the book, like, pitch
anything, but he says if you look hungry,you'll starve.

(18:28):
Andrew so if you're a candidate going for ajob, you're like, hey.
Listen.
I I I'm I'm gonna work hard.
I promise, but I really need this job.
I really gotta could pay some bills.
Finally, like, please please hire me.
Like, so what what do you say in thatsituation?
Well, I I do think that there is a point wherepeople get down on their luck.
That's the reality.
Like, sometimes bad stuff happens to goodpeople.

(18:51):
And I think that if you play the victim in thatsituation, It's not gonna work out for you.
Mhmm.
But if you take ownership for that, hey, youknow, I was at my last job Andrew my boss and I
didn't see eye to eye, I made some decisionsthat he didn't agree with.
He ended up firing me.
It's been a challenge because you know the jobmarket's tough.
Been down on my luck.

(19:11):
I would love to come work here and contributeto you.
Let me show you what my work ethic looks like.
Let me talk to you about the opportunities thatI can create by coming to work for you.
It's a different conversation than, woah.
It's me.
Yeah.
You know, I'm the victim.
It all happened to me.
Just a different conversation.
I mean, think about this.
One of the things that we teach our employerclients to do is when they post an ad on

(19:36):
Indeed.
Inevitably, they're gonna get a 100applications happens.
When they use our ads, they're gonna get waymore applications than they've ever gotten
before.
Well, the employer's already short staffed.
They're already working overtime.
They're already pulled in a 100 differentdirections.
A lot of our clients don't have a dedicated HRperson, so it's the owner of the office

(19:56):
manager, service manager.
It's often doing it.
They've got a full time job on top ofrecruiting.
So what inevitably inevitably ends up happeningis these people apply.
And then in 10 days, someone's like, oh, Ireally gotta fill that position.
I'm gonna carve out I'm gonna call you, youknow, and they call them all Andrew nobody
answers the phone.
Nobody wants to interview.

(20:16):
Well, why?
Because if I'm down on my luck and I need ajob, 10 days from now, I was applying.
I already got a job somewhere else.
Don't call me 10 days later.
Yeah.
So what we do is we teach them how to set up aso that when the application comes in, what it
says is, hey.
Clearly, we're short staffed.
That's why we're hiring.
We split it out there.
That's why we're hiring.

(20:36):
We're growing.
We have opportunities to serve new clients thatwe're not able to serve.
That's why we're hiring.
But that means we're also pulled in a bunch ofdifferent directions.
Andrew things come up, and it makes it reallydifficult for us to carve out time to sit down
and call every single applicant that comes in.
So here's what I want you to do.
Here's my cell phone number.
Text me the time that you want me to call youback so we can do a quick phone screen phone

(20:59):
interview.
Okay.
So so what you've done now is you've takenthose 100 applicants Andrew you've found the 15
or 20 that are actually ambitious and gonna dosomething.
Yeah.
Because those are the ones that are gonna textyou.
And now you've got a live applicant.
Like, you've got one on the hook.
No one sits there and says, oh, I'll get to itlater.
Wow.
And that's a whole different story.

(21:20):
But most people don't sit there and say, I'llget to it later.
They're like, I got one on the hook.
I'm gonna start reeling it in.
I'm hungry.
Mhmm.
Same thing's gonna happen when you get thattext message.
You look at that and go, I got a live one.
Yeah.
I what I'm doing is not that important.
I'm gonna call them right now.
Andrew what we're all we're doing is we'retelling the applicant, hey.
We're busy.
We're short staffed.
We know it.

(21:41):
We're being authentic.
But that's why we're looking to hire someonelike you, and you're ambitious enough to raise
your hand and say, hey.
Come talk to me.
Andrew it starts creating a better relationshipright off, right, at the beginning because
they're showing their 2 colors.
They're taking initiative.
You're showing your true colors.
Hey.
We're busy.
We're pulling a 100 different directions.
Like, that's what you're gonna you into, you'reboth being authentic.

(22:03):
But you're not out there show boating.
Neither one of you have to go out there andshow boat in that situation.
No.
That that makes makes a lot of sense.
So I can leave you my next question.
So, yeah, you you figured out how to do a greatadvertisement for getting people to apply to
jobs.
You have a great Andrew coming your way.
What are some good questions you help separatethe cream of the crop from the cream of the

(22:24):
crop?
Like, you have 2, 3, 4 really good candidates.
You can only hire 1 of them.
How and you've you've already tested them.
They're all capable.
They can all do the work.
How would you help separate truly the best oneof the 4, 5, 10 of them.
Yeah.
So the I think there's 2 things.
Number 1, most of our most of the people wetalk to don't have 3 or 4 some ones to choose
from, like, that would be amazing.

(22:44):
Yeah.
But there's 4 stages to the process.
And at each stage, we're looking for somethingdifferent.
And this help us eliminate people.
So we're not spending too much time onsomebody.
The first thing we're doing is we are lookingat the, what we call the the prequalification
step.
That's the part where we say, okay.
What are the things that are straight up nonnegotiable?

(23:06):
Like, I am not gonna talk to this person.
If they can't do x, y, and z, or they don'tbelieve this.
And so that's usually a phone screen.
That's usually how that shows up.
Sometimes people do it via email or text, but alot of times, just a phone screen.
I'll tell you, a lot of the times positionsthat we're hiring for might be field positions.
So they gotta be able to have a valid driverlicense and be able to drive.

(23:27):
And if they can't, they can't hire them.
Well, that's nonnegotiable.
If you're hiring for positions that's bilingualAndrew has to be bilingual.
And they can't they're not bilingual.
That's nonnegotiable.
Right?
So those are some of the things you look at inthe prequalification stage.
Real quick, phone screen, know, those 15 or sopeople that texted you and say, I'd love to
talk to you.

(23:47):
That's what you do there.
The next step is culture fit.
And it's will they fit in our are we the teamthat they're looking for?
Are we the boss that they've been looking for?
So we really dig into culture fit.
And so when we look culture fit.
What we wanna do is we wanna understand whatvalues do they have behaviors do they have that
align with ours?
And what's that what's that synergy gonna looklike?

(24:09):
So, one of our one of our clients, they have aa core value of share of the Foxhole.
Right?
Which is all about You're in this together.
Like, you've gotta make sure that you'rewilling to sacrifice for somebody else because
you're in this same thing together.
Like, we're on the same boat together.
And so we might have a conversation about tellme about a time when you sat made a sacrifice

(24:31):
for another team member.
Andrew what was the outcome of that?
What was the result of that?
How'd that make you feel?
And for like, oh, I don't sacrifice for otherpeople.
Well, that's a big red flag.
You're probably not gonna be a culture fit.
Right?
So that might be a culture question.
And then the next step is position fit.
And that's can they do the job?
Do they have the skills and abilities to do thejob?

(24:53):
This is when it becomes very unique, but what Ilike to do here in position fit is I like to
give them some real life work.
It's a great example.
I don't know if a lot of your listeners will behiring customer service reps, for example.
But that's one that we do a lot of.
They hire customer service reps.
And what they do is they bring the customerservice rep in.
They put them in the conference room, and theyhave a face to face conversation with them.

(25:13):
They're like, this person's awesome.
Oh my gosh.
We connect.
I love it.
And then you send them out on the phones, andit's a just a hot Weiss.
It's a disaster.
Because they've got great interpersonal skillsface to face, They don't have great phone
skills.
So what I'd rather just say is during positionfit instead of doing a question, let's put them
in the environment in which they're gonna workand see how they perform.

(25:34):
To do that interview over a phone.
You can still invite him to the office so youstill meet him.
You have a 5 minute.
Hey.
Here's what we're gonna do.
You're gonna sit there, and I'm gonna call thatphone from another office.
And we're gonna do the interview over thephone.
Interesting.
Now you could see the phone skills.
Mhmm.
Now you get to see how well they perform.
Andrew then the last step is what we call thethe it's the offer meaning.

(25:55):
And what it is is is we call it the pullbackoffer because what happens in offers.
I don't know if you've ever seen this before,but I'm so excited.
Like, Andrew, Andrew, Andrew, I am so excited.
We're making you the offer.
Gonna pay you $27 an hour.
You get 2 days or 2 weeks of PTO.
When when can you start?
And that's usually how those meetings go.
But what if I say, Andrew, I wanna make you theoffer Andrew start to slide the the offer

(26:19):
letter over to you, but before you grab it, Ipull it back.
I see, but before we get to that, I've got afew things that I wanted I just wanna have some
conversation with you.
And keep in mind, If at the end of thisconversation, you still want the job.
It's yours.
Like, I've already made the decision.
I'm hiring you.
If you say yes, But before we get there, let'sset some expectations with each other.

(26:39):
Back to that relationship analogy, you evermoved you ever moved in with someone for the
wasn't immediate family member.
Right?
Oh,
yeah.
Of course.
Mhmm.
Whether you're moving in with the buddies or oryour girlfriend or or your spouse, whatever,
The 1st couple of months is always a littletricky.
Mhmm.
You know, who claims what shelf in the fridgeAndrew we drink out of the the milk container?

(27:02):
Is that my bag of chips, your bag of chips, orour bag of chips?
Yeah.
Which way did the toilet paper go?
You know, those kinds of things.
Imagine before you moved in with them, you hada checklist of all these little annoying
things.
They're not deal breakers.
They're just things that are gonna know eachother for the next 6 months.
Andrew you just went through all of them.
And I was like, which way does toilet paper go?
Oh, okay.
Top over.
Perfect.
Check.
Choose.

(27:22):
Do we wear them in the house or not?
And we don't wear them in the house?
Okay.
Check.
Andrew you just went through this list.
How much easier would that 1st 6 months be?
Much easier.
Much easier.
Yeah.
You can do the same thing when you're hiringsomebody.
Exact same thing.
I I shared with you that we're short staffed.
And so, one of the things that happens a lotaround here is you don't get old information

(27:44):
you need to complete the work.
It's gonna happen.
I'm gonna be in a hurry.
You're gonna be asking me questions.
I'm gonna give you just a little bit.
Then we go from there.
How do we deal with that?
What's your response to that?
Andrew we just set some expectation of thethings that are gonna drive each other nuts,
but they're on deal breakers.
So those are some of the questions.

(28:06):
That's that's my approach to questions.
It's less about structured guide Andrew more isadapting it to the client and their needs.
I love that.
So just like Yeah.
So understanding that, well, first, that's agood to know too that, it is rare for people to
have three, four, five people to choose fromfor, like, best of best.
But then also, yeah, like you said, if he getsdown to the wire, just like having those tiny

(28:29):
little details flushed out and you can usuallytell, based on those tiny little details.
And, you know, a crazy example too.
I did a, some kind of, reporters conferencewhen I was in
high school, and, there's
guiding Chris Summer.
He Andrew up being the host for, slime,nickelodeon show,
and he was
talking about when he was going through theaudition process.

(28:50):
How he was neck and neck with this other guy.
And, they the show had no idea who to choosebecause both of them fit the job description.
They're incredible.
They're amazing.
But the only difference why this guy gotselected is because after, like, the interview
ended, like, the practice session to see howthey do with kids, He'd be like, alright.
And, thank you for watching tonight versus theother guy is like, so, is the interview done

(29:13):
now?
Oh, yeah.
It's so it's just so seen, like, how everydetail matters and just, like, the importance
of asking, like, you already have the jobbefore you have the job, and how how far that
goes to in the in the receptacle.
That's a big one.
We do a lot of work, like I said, in bluecollar.
And when people show up dressed like they'reready to work
Mhmm.

(29:33):
Mean, you don't even have to ask the question.
Oh, you got your still tote boots on.
You got your PPE on.
Like, you look like you're ready to work, eventhough there's just interview, I mean, I I need
to start coaching job seekers, but I'm tellingyou, if you're a job seeker, listen to this by
any chance, show up like you're ready to work.
And that right there goes a long ways withemployers.
Like, it's it's a little thing.

(29:53):
But one thing I will tell you, if you do get tothe point where you got two or three people
Andrew they're all perfect, they're allidentical.
Now our system, when you put in our process andyou're keeping score along the way, it's very
rare that this will happen.
But if it does, One of the best ways to do itis to run a behavioral assessment.
So you might have heard of disc or cultureindex or predictive index in these behavioral
assessments.

(30:16):
I love running the behavioral assessment Andrewthen getting a real good feel for who it is
that I'm hiring.
Not necessarily using the assessments in thedecision making process, But if it's a tie if
it's between, you know, the 2 of us and 1 ofand the role does require a little bit more
extroversion, and one of us is a little moreextroverted.

(30:36):
We like to get out there and have fun and talkpeople.
Well, that's gonna sway somebody, and it maynot show up.
We both might be extroverts, but maybe you're alittle more extroverted than I am.
And so that assessment will be able to to tellyou that.
So when you get that report back, you'll beable to a really good idea of who's gonna be
the better fit.
Oh, I love that.
And and I like how you said too, how you'relike, oh, I definitely need to help more or job

(30:59):
seekers a little bit too.
So let's talk about that a little bit.
Like, as a job seeker, how you can help standout.
So we talked about, you know, show up ready towork and obviously have a a great great resume
Andrew it sounds like It's not just having agreat resume, but a, a creative resume that
showcases your personality and who you are andwhat you stand for.
But what else would you tell job seekers tohelp stand out when they're applying for a deal

(31:22):
positions.
So I think and this is I'm gonna do my best tomake this just blanket regardless of the
position, but your personal brand matters.
So if on the weekends, you go do cake stands,and smokes weed, and you post it all over
social media.
Guess what?

(31:42):
90 plus percent of employers are searching youout on social media.
So unless everything is completely private,they're gonna see that.
Your personal brand matters.
So when you're in a point where you're startingto look for a job and you're serious about it,
Not everybody's serious, but if you're seriousabout it, take a step back and say if I was
hiring me, what would I see that I don't likeonline?

(32:04):
And go clean it up.
And maybe it just means maybe you don't wannadelete your Facebook page or your Instagram
page.
Maybe just set it private.
That's all you gotta do.
Now the employer may ask, hey.
I noticed that your page is private.
That's kinda curious.
Just know there are rules around whether or notthey're allowed certain states or rules.
But anyways, think of your personal brand.

(32:25):
Another thing, an easy tip.
So let's say you're still employed.
Andrew you've got a job.
And you're working the 7 to 4 shift orwhatever.
And you've been applying for jobs at night.
Well, guess what?
Employers aren't gonna see that till 7 or 8o'clock the next morning.
They're gonna call you at 8:30 in the morning.
They're gonna leave you a voicemail.

(32:46):
Well, imagine you just said, hey, you went andyou changed your voice mail greeting.
And you just said, hey, If you're calling toschedule an interview, I wanna let you know
that Monday through Friday, I worked from 7 to4.
I get lunch between 12:1.
Happy to call you back between 12:1 or after 4.
When you leave the voice mail message, just letme know which time works better for you.

(33:07):
Like, you know how impressive that would be toan employer?
Yeah.
Yeah.
It's very slow.
Andrew that's something simple you can do.
And then your friends are gonna be like, dude,your voice mail greeting is weird.
Well, yeah, I'm looking for a job, and I'mserious about it.
Mhmm.
And then when you get the job, you switch itback.
But little things around branding could be sopowerful for a job seeker that really is gonna
make them stand out.

(33:29):
Because your goal as a job seeker is to notlook like everybody else that's applying.
Your job is to look different.
No.
It's so true.
No.
I I love that.
Just like how many extra details and extrasteps you're taking, making sure your social
media is on point, changing your voice mail,and just, Yeah.
It's showcasing, yeah, people hire you for yourbrand, not just for your skills.

(33:50):
And so I like what you said, same every chanceyou get.
I'm curious to, what kind of tools Andrew,yeah, we'll do both sides of the coin too, but
as a obviously, besides using your tools, thecore matters, system, and processes, as a and
besides Andrew, as an employer, what are thekind of tools you recommend people do use to
in, I think you mentioned too using the thedisk behavior assessments or things like that.

(34:15):
What other tools resources do recommendemployers use when they're hiring candidates?
Yeah.
So the most critical tool that everybody shoulduse, I don't care if you're a the one man shop
or you've got a 100 employees or a 1000employees.
The one tool that everybody should use ifyou're hiring is an applicant tracking system.
An applicant tracking system is the way to go.

(34:38):
There are 100, if not thousands of them outthere.
So don't ask me the best one.
But what I will tell you is we we have a fewthat we really like, and it really just depends
on your needs.
So I'll put this out there.
If anybody just wants to shoot me an emailthrough my contact page and say, hey, Here's
what I'm thinking, what applicant trackingsystem, I'm happy to direct them.

(34:59):
Because it is a really critical tool in therecruiting process.
The cool thing about it is like a CRM, So notonly does it set up your pipeline and send your
reminders and automatically send emails andtext message and all that, but when you take
that job ad that I was talking about and youpost into your ATS, your applicant tracking
system, it sends it to all the job boards forfree.

(35:20):
So you get on Indeed.
You get on ZipRecruiter.
You get on monster, career builder, get on allof them for free.
Wow.
And so when everybody applies now, instead ofyou managing an inbox or different websites,
all the applications come to your ATS.
They're all in one place.
What's a what do you have, like, a top 3 ATSthat's your favorite or top 3 recommend?

(35:42):
You know, one that I really like is applicantPro.
I really like applicant Pro.
We put a lot of our clients on it.
In fact, if you and I'm just gonna share thiswith the listeners as well.
If you want applicant Pro, If you go through usbecause we're an affiliate with Appity And Pro,
when they set up your instance, they dump allof our templates in there for you too.
Nice.

(36:02):
Okay.
So it's kind of an incentive to to go to reachout to me and say, hey.
Hook me up with applicant pro.
Like, let me know who your contact is.
And, we really like them.
I what it here's what Weiss about Hippo Pro.
They are the best all around pretty much willfit any company ATS that I found.
They're one of those though that are therepeople that do things better than them?

(36:25):
Yes.
So if you need hardcore text messaging, Thereare other systems out there.
If you have recruiting teams like big teams andyou need to be able to share access and
permissions, there are other systems out therethat do that better.
If you need integrations with your HRIS andpayroll and all that, there are other systems.
Although, applicant Pro does have some ofthose.

(36:47):
So like I said, the right system for you isreally dependent.
But here's what I'll say.
When somebody says, what's the best one?
The best one is the one that your team uses.
Yeah.
Mhmm.
So when you ask me about ATSs or behavioralassessments or any of that stuff, what's the
one your team uses?
That's the best one out there.
So ATS is one of them.
I love behavioral assessments.

(37:09):
One of them that I really like is Colby, kOLbe,
I heard that one.
And here's why I like Colby.
So it's a little different take on it.
It's less of the why and more of the how.
There's probably a Colby person listening,though.
You're explaining it wrong.
Here's Weiss I like it.
You're you get a report, but what you get isfour numbers.
So You have 4 numbers.

(37:31):
Some are 3296.
And once you know Colby, if you know what thatfirst number means, the second number, the 3rd
number, 4 number means, You know how tocommunicate with me.
You know how to share details with me.
You know how, to involve me in projects.
You you know so much.
Just by knowing those four numbers and whatthey mean.
And the reason I like it is we work with a lotof teams that are busy.

(37:53):
They don't have time to read 40 page reports tounderstand each other.
You just walk around wearing stickers with thefour numbers on it.
And all of a sudden, you know how to engage andinteract with your team.
That's why I really like Colby.
And it's pretty inexpensive as well.
I love it.
And then on the flip side, I the coin, I wouldhave for job seekers, what tool resources do
you recommend, for them?

(38:15):
So with the with the one of the things I willtell you for resources If you're serious about
your career Andrew especially if you're movingup or you're moving into an industry that maybe
you don't have a lot of experience with, I Irun into a lot of people, especially that are
working hourly right now.
And they're like, I really want that next stepin my career, but no one's really giving me the

(38:37):
shot.
Andrew so maybe they start applying for thingsthat they aren't quite yet qualified for.
This is gonna be tough to hear, but when you'rea job seeker, pick the role that you want to
get.
So let's say that you decided that you wantedto be I don't know, your financial analyst.

(38:58):
Let's say that's what you wanted.
What I want you to do is I want you to onlyapply for financial analyst positions.
Andrew then I want you to tailor your resume toeach job you applied for.
Because here's the reality.
When you are looking for a specific job.
The ATSs help us screen your resume, and welook for certain keywords.

(39:22):
Andrew we look for certain phrases.
And if we don't have those, then what ends uphappening is we end up ignoring you Andrew
saying, well, they didn't have what I waslooking for anyways.
Andrew move on.
And if you can write a resume, directly forthat specific job, you'll be leg up.
In fact, it's kinda funny because I was doingthis to make a point with employers on why

(39:45):
resumes aren't really good anymore.
Don't put a lot of weight and resumes.
But, I went to chat GPT.
There's a video on LinkedIn.
You can find it.
Where I went to chat GPT, and I said, I want aresume that will guarantee I get this job,
Andrew send it the link to the job and chat GPTrated resume with metrics, measurements,
everything.

(40:07):
Andrew all the keywords that were needed forthat job.
Now I didn't apply for it, but the point
was I was so cool.
Yeah.
GPT is a useful tool if you're a if you're ajob seeker.
That's a great example.
So so say that again.
So you you found a job description link, put itin the chat GPT, and says create the best
resume based on this job description?
I think it was something along the lines.

(40:28):
Yeah.
Like I said, you can go watch the video, but itwas it was something along the lines of here's
the link to a job that I want to apply for.
Pretend that you have 5 years experience doingthis job.
Write me a resume that will guarantee I getthis job based on the keywords in the job
description, something like that, and I hit go.
And this resume, and I'm just like, this is agood resume.

(40:52):
But my point was I was telling employers, thisis why you can't trust resumes.
So don't make your decisions based off resumesbecause job seekers can cheat the system.
But on the same token, I also know that a lotof job seekers never hear from employers
because they don't have good resumes.
Yeah.
So if chat GBT can get you a leg up and helpyou get more, more app interviews, then Why

(41:17):
not?
It's it's a great tool.
I definitely think that, because I think so Ilove talking about AI and and all the
innovation that comes with it, and too bad thatpeople are are still afraid to use it.
So I still think that if you are a savvy enoughperson who actually know that you're talking
about for the jobs you're applying for, I woulddefinitely recommend using chat dbt because I
think a lot of people still, they don't wannause it Andrew then or don't know how to use it

(41:39):
or they're too afraid to leverage it.
I did see a Reddit post about a guy who, was awas doing cover letters, using chat GPT for all
these jobs.
Andrew he kept getting invited to all theseinterviews.
He's like, I I don't know what to do.
I life's so tough.
Everyone wants to offer me a job all time withjust because of chat GPT, life's so tough for

(42:00):
me.
We're like, oh, man.
Now here's the thing that I will warn you asthe job seeker, If you let chat EPT put develop
a resume for you, make sure that you can backit up because that employer will hire you
Andrew they will learn that you lied to them.
Yeah.
It's no good.
And there have been some people that haveactually gotten sued by employers for lying

(42:21):
about degrees and stuff like that.
So Be very careful using these tools.
Make sure you read it.
Make sure you read it.
And make sure it sounds like you.
Andrew that's one of the things that weencourage employers do too.
If you're gonna use chat Gbd to help you writea job ad, like, it'll only gonna gonna get you
so far.
Because it's not gonna understand your cultureor any of that stuff.
You're gonna have to add those things.

(42:42):
Just make sure it's authentic.
That's the that's the key there.
No.
100%.
Andrew, I'm watching the show suits right now,and, it's a perfect example.
Like, the main character, like, he never toHarvard, but he's like, so good at his job.
And so it's it's his whole dynamic thing, but Iagree.
Tell the truth, where you can, but obviously, Idon't know if you're if you're a kid genius and

(43:05):
you're bringing a bunch of money to the firm,then I don't have a hope you'll advocate for
yourself.
You know, that's the thing.
Like, I look at tools like chat GPT as a way tomake us more efficient.
Mhmm.
Maybe not more effective, but more efficient.
Weiss spend time researching how to write aresume when they didn't teach me that in school
when chat GPT can help me get started?
Yeah.
Exactly.
But like I said, don't take what it spits outand just deliver that.

(43:26):
Because you'll get caught.
You gotta make sure
you go through it.
No.
100%.
Well, I know we
have a few minutes left here.
So I have a a last couple questions.
One of them is as what are the non negotiableactions as an entrepreneur to be successful?
You know, I think that the the one thing thatcomes to my mind is stop being everything to

(43:51):
everyone.
It's really hard to develop a process andcreate systems and train your team when you do
a little bit of everything.
Andrew run a lot.
I see a lot of entrepreneurship is I made themistake.
I still make that mistake today.
I still wanna do too much.
Right?
Like, here I am talking about job seekers.
I'm like, we don't even have products for Butthat might be a good idea.

(44:13):
Right?
Like, really make sure you take control of yourshiny object syndrome and stop being everything
to everyone.
I think that's one of the things is reallyfocused.
Someone asked me, last month.
They said, if you could go back 10 years,Andrew convince yourself something that you
know today, what would it be?
And I would say it'd it'd be niche early andniche deep.
Mhmm.
Because the more you niche, not only Andrewcreate more market share, like, just you stand

(44:39):
out more, but also it makes it so much easierto develop a team, develop your systems, create
a process, remain profitable, the deeper youniche.
I love that.
And then the next question is, what's Let's seehere.
I have a few questions I'm looking at rightnow.
But, actually, once you talk about, the freebiethat, you wanna offer the audience listening in

(45:01):
today, I saw if they go to coremeters.com slashchapter results.
Tell us what, you get with that.
Yeah.
So we've got, a couple of chapters of my newbooks.
I have a book coming out in 6 weeks.
I can't believe it.
So you might be listening to this.
And in the books already out, it's calledHigher Better People faster is an overview of
our entire process.

(45:21):
I teach you everything.
Like, I pulled back the component.
I'm like, this is how we do it.
This is what we do.
And, really excited that's gonna be out on onprint Kindle Andrew audiobook.
And then, you also get our 2 minute surveyaround recruiting roadblocks.
So recruiting roadblocks is one of those thingswhere you, there there are mistakes that every

(45:46):
single employer makes.
They just they just make them.
And inside of this survey, which, by the way,is fourteen questions, and takes you 2 minutes.
It will help you diagnose exactly what you needto do to get to that next level in your
recruiting results.

(46:08):
And so we so we've got that there.
We've also got a 10 minute master class.
That gives you a quick overview of our modeland some of our tools that we use.
And I look at it this way.
You we you mentioned it earlier, I do thisbecause there's so many entrepreneurs out there
that are like my dad.
And we're working crazy hours and not gettingthe things they wanted with their family and
those sorts of things.

(46:29):
I I would give all this away for free if I knewpeople would actually use it.
So I wanna give you tools.
I wanna give you things that'll help you getbetter hiring results.
But also be able to retain and keep thosepeople as well, because that's another big
challenge for a lot of people.
So, yeah, when you go to that page, you will beable to download those 3 things, get access to
them, and, get you some information on on howthis whole thing works.

(46:52):
Oh, thank thank you for that.
Now I'm, yeah, so those are sending in nowRyan's done a lot of golden nuggets today, so I
can only imagine, how he's gonna keep providingmore by going to coremetters.com/rapidresults.
And then the last two questions, Ryan, how canwe get a hold of you?
How can we contact you and connect with you?
So if you wanna reach out to me personally,Ryan England on LinkedIn, super easy to find.

(47:14):
You can Google search me.
I've been making it a personal effort to getthe first page of Google.
But now Google makes it so when you scroll thepages keeps going, but I'm working on it.
But pretty easy to, to find me there.
But if you want to learn more about what it isthat we do core matters.com, not only get
access to master class, download books.

(47:35):
We've got other things that you can download aswell.
I got another book that I wrote just oninterviewing.
There's a lot of great free resources there onour website.
Plus, if you wanna meet with me and my team tolearn more about how we can help you implement
the corporate hiring system, you can contact usthrough that site as well.
Alright.
Perfect.
And then the last question is, Brian, what'sthe one takeaway you want someone to have from

(47:56):
this interview today?
I think that it goes back to when I was talkingabout playing the victim.
If you're struggling to attract good people,and you're struggling to hire and find good
people realize that you do have control, thatyou are not the victim, Sometimes it's easier

(48:18):
to play the victim than it is to takeownership.
But just know that you have control to fixthis.
It might be a labor shortage.
It might be a tough job market.
There might be competition that's paying morethan you, you still will find the best people
when you take the time to take ownership.
And make it happen.
I love that Weiss words, indeed.
Well, thank you again, Ryan, for calling theshow today, and thank you all for listening.

(48:41):
We'll see you next week for another episode ofrapid results.
Take care, everyone.
That concludes another episode of rapidresults, remember to leave a review about
something you learn so others can share theknowledge, keep being unstoppable in your
pursuit of the lifestyle freedom you desire,and we'll see you next week.