The Fortified Life Podcast with Jason Davis - EP 187 | Bob Spence | author of A Gameplan for Hiring the Right People - THE FORTIFIED LIFE PODCAST

Episode Transcript
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Speaker 1 (00:14):
Welcome to the Fortified Life Podcast, where we learn how
to develop a dependency on Jesus in the marketplace. From
the boardroom to the bathroom. God is with you.

Speaker 2 (00:23):
Here's our host, author, speaker, teacher, encourager, chief coach, and
my husband, the man they call mister Fortify Jason Davis.

Speaker 3 (00:39):
Hey, what's going on everybody? Welcome back to another episode
of the Fortified Life podcast where we are passionate about
building a dependency on Jesus in the marketplace. I'm your host,
Jason Davis, aka mister fortifi.

Speaker 4 (00:55):
Uh.

Speaker 3 (00:55):
It's an honor to come and be with you every
single week, bringing on authors, speakers, coaches, leaders and nonprofits
all who are also passionate about putting God back in
business and folks, it's no different. This week. We've got
another tools and Resources episode for you, and you will

(01:16):
see why very soon. I'm very excited for our guests today.
He comes from a mutual friend of the podcast. We'll
talk about Jim a little bit later. Shout out to
Jem and Martha Brandenberg. But today's guest, let me tell
him a little bit about tell you a little bit
about him as I bring him on. Bob Spence Bob

(01:39):
works as an independent consultant. Through the years, he's completed
more than three hundred key leader searches and has trained
hundreds of managers using his trademark Choosing Winners System. Ladies
and gentlemen, please welcome to the four to five Life
Podcast Bob Spence. Bob, how's it going going?

Speaker 4 (02:02):
Very well? Jason, thank you for having me on the program.

Speaker 3 (02:05):
Absolutely well, Bob. We were talking offline, and folks, you're
going to really enjoy not just what Bob has to say,
but his background. I'm to tell you, folks, I've heard
of a lot of different ways that people get into
what they do, but Bob's got a really unique Beckrons. Bob,
I don't want to spoil it, but I'll let you

(02:27):
tell the listeners about how you've worked in a few
different fields that has helped add value to what you
do today.

Speaker 4 (02:36):
Okay, Well, I started out after graduating from Bowling Green
University in Ohio as a high school history teacher and
a track coach, and then became the assistant principal and
then the principal in that same school system. I went
back to Bowling Green to work on a doctorate, which
I did not finished. I always clarify that I'm abd

(02:57):
all but the dissertation. But then I ended up serving
for school districts as superintendent of schools. And the reason
I bring that up my initial career is because that's
when I got interested in hiring. In Ohio, when I
was an administrator, the state had a rule there that
you hired a new teacher, you gave them a one

(03:20):
year contract. At the end of the year, you either
gave them tenure or let them go. You couldn't afford
to make a mistake. So I was struggling because, I mean,
no one ever taught me how to interview. We still
don't teach managers how to interview, by the way, it
just doesn't happen like it should. But anyway, no one
taught me. And then a friend of mine, Penn Cardinal,

(03:42):
introduced me to a program called the Teacher Perceiver. It
was developed by Selection Research and corporated out of Lincoln, Nebraska,
and I got trained on that and used it and
it was helpful. It was not the key tool, but
it was helpful. And then I just started studying, and
I studied excellence, studied the top achievers, and I did
some work with the Blanchard Organization. And then in nineteen

(04:07):
eighty eight I founded Creative Leadership in San Diego and
I did that to strictly go out and teach people
how to use the Choosing Winter system. And I was
doing that and then one of my clients asked me, well,
why don't you do a search for us who do
the whole thing? And I said, well, I'm trying you
how to do it, and I'm not a headhunter. I'm

(04:28):
not gonna be one of those guys. I don't think.
I don't want to be associated with them. And so
it was Rich Schneider. I did an outburner, and so
I helped him find their CFO and when I got
done with that, he had three referrals for me. And
that's history because three hundred plus later and I do
all those searches, not as a headhunter. I do it

(04:50):
as like your HR person. And so done that for
the last several years. And along the way I got
into abstract art. I do Christian art and I love it.
I love to do it. I published a Christian art
book years ago. And also in addition to that, I'm
now an author. So anyway, married to my wife Joanne

(05:13):
for fifty seven years. Something like that. I say, I
have two children, but they're adults. They're in the fifties,
you know, and my grandkids are in their twenties. So anyway,
long story short, I live here in Pope County, Florida,
and I love Florida, and I've lived in several states,

(05:34):
but I'm really enjoying the sunshine. And I love hot weather.
I hate cold weather. That's a short summary of Bob.

Speaker 3 (05:46):
Wow, Bob, that is an amazing background, that big, just
overarching thing that I hear as you explain that. A
question I have, Bob, especially for someone like my myself,
my age, I'm in my late thirties. Now you've been

(06:06):
able to transition and go into a few different fields
and backgrounds, what would you say to the person and
I don't know if you did at the time, If
they've got multiple gifts and talents that God has given them,
how do they reconcile that? Because sometimes I can feel like, well, man,

(06:27):
I've done this thing for maybe a decade or two,
but then I kind of feel this pool for something else.
What was it like for you when you finally transitioned
and answered the call to use those skill sets that
God gave you.

Speaker 4 (06:46):
And I think that the actual call came when I
started creating ship. I think all the previous work was
preparation and I felt a call, and I felt it
very strongly. I had met with my school board president
for dinner and we were talking a little bit, and

(07:06):
she said, we really appreciate everything you've done. She said,
we set all those goals four years ago, you've met
them all. Now we need to set new ones. And
she said, and then she said something interesting. She said,
you wanted to go out and teach people how to
do what you do? Living here is phenomenal, Bob. And
I said to her, I said, yeah, I've been thinking

(07:27):
about that. She says, you know, another ten years here,
then you can do it. I went home. Then I
mentioned it to my wife, and the next day I
resigned with notice. I mean, I gave this sure, sure
soon the two weeks I gave six months notice, and
then I went to San Diego, hung out of Shingle

(07:49):
and the rest was history. But I answered the call.
You it's interesting when you look back on your life.
I always wondered why did I become a principal? And
I just keep teaching and coaching because I love teaching
and I love coaching a lot. And when I look back,
because I kept asking God why and I wasn't hearing

(08:09):
an answer. But then when I look back, I see
why He was using that to teach me how to
lead and how to help people. So for people who
are feeling that call, I strongly urge that you get
someone important to you a mentor. There's nothing better than
having a mentor a coach if you will, and share

(08:31):
with that person, say I'm feeling this way, and help
me process it, and then get in prayer and pray
about it. You know, Lord says we need to pray continuously. Well,
he doesn't mean we have to sit here and pray
continuously like that, but it's always on our mind and
our thoughts, and so I would encourage people to get
out there and pray and get with someone significant and

(08:51):
talk about it and then honestly do some practical things
like homework and see what you're thinking and see you
work to do that. So but those are the kind
of things I did.

Speaker 3 (09:04):
Gotcha. That's good. But folks, I told you he had
some wisdom, so that's really good. I feel like that
that'll help a lot of people. You saying that, because Bob,
it's just when you look at the landscape of where
things are at, you've got kind of that. We're in
this age of of go getters. They want to go harder, better, faster,

(09:27):
and then, like what you said, but then there's mentors.
There's people who have walked a thousand miles already and
they have you know, I guess what's the same. They
have more misses than any any shots you'll ever take.
But because this desire to achieve so much so quickly,

(09:50):
it kind of gets lost in the sauce. So just
I love that you bring up just the power and
the need for mentorship. I think that's critical. So thank
you for sharing that.

Speaker 4 (10:05):
And also remember this, when I go slow, I go faster.

Speaker 3 (10:10):
Mmm, I'm picking up some tortoise and the hair.

Speaker 4 (10:15):
Vibes right there. I go slow, I go faster.

Speaker 3 (10:21):
Yeah that's good. Well, folks, we'll get into the uh,
the tool and resource part here. I just I wanted
you all to have some of Bob's background. This is
really cool when we were talking offline because the tool,
his system speaks for itself. But I wanted you to
know the man. Uh, Well, folks, Bob is the author

(10:44):
of a book, a game plan for hiring the right people,
the power of a discovery process. So, Bob, you gave
us the background on your uh, your experience, how you
got into what you're doing with regards to this book.

(11:04):
What was kind of the emphasis? So you you did
a lot of hiring and searching. But why put it
specifically in a book? And then secondly, why choose a
story format because folks say, you trust me, you got
to go get it and Bob will break it down.
But why put it in a book? And why choose

(11:27):
kind of a fictional way of doing So.

Speaker 4 (11:32):
I put it in a book so I could share
it with people. When you get into your elder years,
you start thinking, how can I leave a legacy?

Speaker 3 (11:42):
It's good I have.

Speaker 4 (11:45):
My son is not interested in this kind of work,
and that's okay. My daughter is a retail manager, highly successful.
She uses this stuff in her work, but she's not
interested in doing it full time. So it's time to
share it. And so I actually have been asked to
write a book many times over the years. Wow, And

(12:08):
I actually wrote this book years ago, but I will
never share it with anybody. Because it is horrible. It's
the system, and it reads like any other interview book,
just boom boom by time you get on page ten
yere of Sleep. I thought, how can I get the

(12:29):
message out? And I'm a real fan of Lindzione. I
really he writes business fables, and I thought, hey, I
think I could do that, make it a fable. So
I said that one and started plowing into it. And
I was having more fun writing it than you can imagine.
And I really enjoyed character development, something I'd never done before.

(12:51):
And I've done a lot of reading on how to
write a book. I always do my homework first, and
so I put this together and I enjoyed it because
you can read the book and learn the system and
the concepts from reading it. But at the same time,
it's enjoyable, yeah, because you get these characters. They come
to life and they you know, a couple of ladies

(13:12):
on the leadership team are prayers of Square as a church,
for example, and you get to see how they are
in their own lives and you get to experience and
it's a total The book's a total experience. Here's a
sort of a warning. I've got a second book working
on it using the same characters. And what I'm doing

(13:34):
in that book is the characters have finished the hire
and they have decided to look at what they learned
during the hiring process, and they came up with seven
things they're not doing well. We're not coaching well, we're
not doing performance reviews. So I take those seven things
and work it through the book as they work together

(13:57):
to improve. And the book, that book have a lot
of and teaching in it. So but anyway, I hope
I answered the question. Also before I stop, I'm on
LinkedIn if anybody wants to follow me on LinkedIn every
day of the week, I put a short little thing
on there about hiring or coaching or people development, and

(14:17):
I have a lot of articles on there that are
free to read.

Speaker 3 (14:22):
Oh thank you for sharing that, Bob, And we'll make
sure we mentioned at the end of the episode two
LinkedIn great place to find Bob as he shares the resources,
and I love the teaser, Bob. I will be right
there ready and waiting for part two because the part
one was awesome. As you think about the characters, Bob,

(14:47):
where are they based on real people? Like when you
think about the President Ron Howell. As you're putting together
the plot and the character development, did you have in
mind people that he had worked with or is it
one of those things where it's like, hey, I'm actually
one of the characters, you know, so it's I just

(15:09):
as I was reading, I was a wonder and I
was like, man, whenever someone writes a writes fiction like that,
I wonder if it's well, which one is them and
or which was maybe someone that they met along the way.
I just couldn't help but notice that, Well, first.

Speaker 4 (15:25):
Of all, I'm not any of the characters. Secondly, I
sat down and I carefully thought about the characters, and
I made a strong emphasis to not have them be
somebody I knew in the past, so none of them
were based on any real people. It was a struggle
to do that, and I think any author that has

(15:48):
fictional characters, you know, things creep in. But I made
a point to avoid that. I wanted to just be
totally these people, not anything from the past, and so
they don't really rere's anybody. The closest thing to the
past is Ron Howell. His last name is the last
name of my boyhood friend. Got it in the characters

(16:10):
from the past.

Speaker 3 (16:13):
I love it, Folks of everyone out there listening, it's
not you. I love it. So, Bob is when you're
putting the story together, you're you're weaving in the steps
that the team walks through. Let's pull on your experience

(16:34):
a little bit as we walk through the story. What's
the single most common mistake organizations make when hiring new talent?

Speaker 4 (16:47):
Well, the single mistake they make before they even start
to hire is they don't their managers and how to hire.
M see managers. They think hiring is no big deal,
but they keep looking for that secret sauce. They keep thinking,

(17:07):
what's that one test out there that I could give
and it would tell me who to hire and then
I don't have to do any more work. That's an
attitude too many managers have. And so the most important
thing to do is to get your people trained. And
then you've got to have I tell people, you gotta
have a system. If you don't want to use Choosing Winners,
that's fine, just to have a system. I have one

(17:29):
client that they took the Choosing Winter system after I
taught it to them, and that was in nineteen ninety
and they're still using it. They made it part of
policy that any manager who deviates from the Choosing Winter
system will be subject to termination. They were that, Yeah,
what will happen is you put a system in place,

(17:51):
people try to start looking for ways to get around it,
to do their own thing or the and the worst
offender is the CEO MM because they'll have lunch with
their seat with their CPA and he'll introduce him to
this great sales guy and he'll come back to the
office and hire the guy without involving anybody. Wow, I

(18:14):
mean that happens time and time again. So in order
to begin to hire, you've got to do your homework first,
put it together, and then in the Choosing Winter system,
we start with defining it.

Speaker 3 (18:23):
M Bob. One of the things I am reading, how
would you describe your approach? How's your approach different from
traditional hiring methods.

Speaker 4 (18:42):
There are several differences. Number one is we take time
up front to spell out, most importantly who we want.
What are the characteristics, traits, values, beliefs, and behaviors of
the ideal candidate, And then we talk talk about performance standards,

(19:02):
and we talk about how will things change if we
hire the right person? And we put all that together.
Most companies will do a quote's job description, a list
of duties. Very few take time to spell out who
they really want. And who they really want is ninety
percent of the success of the hire, and so by

(19:25):
doing that it makes us different. We also involve all
the stakeholders. If I'm hiring a new CFO, I'm going
to have the leadership team together. We're going to brainstorm
that position. I'm going to brainstorm it with the future
direct reports. And then way at the end when we

(19:45):
do the final interviews, guess who the interviewers are. Those
same people and develops a sense of ownership for the
new person coming in. Plus, your success in hiring will
jump up tremendously. So I think we're different there because
and we do a panel interviews. A lot of company
bring a candidate in and they have five wonder ones.

(20:08):
I always chuckle with that, because the poor candidate goes
through five interviews, ask the same questions five times, and
then they get together and they're all puzzled. What do
you think? What do you think? They don't have a
road map, they don't have a path to follow. You've
got to give them direction, and you don't just turn
people loose like I do a search. At the end,

(20:31):
I write all the questions for the teams and teach
them how to use those questions. The title of the
book had the subtitle A Discovery Process, and I don't
know too many companies that look at hiring that way.
I think that's another big difference I see hiring is
that I've got to discover everything I can about Jason

(20:52):
before I offer the deal to him. Otherwise I'm going
to make a mistake, and Jason needs to discover everything
he can about me before he accepts. And I tell
candidates that because I always send in three finalists at
the end of the choosing winter system, three finalists to
the client interview. But I tell the three candidates while

(21:14):
you're there being interviewed, interview them. If they offer and
you're not comfortable with it, turn it down. Sometimes the
expressions on their faces when I say that is why
do we turn it down? I mean turn it down
and say no, thank you very much. But I've learned
that this is not for me, and so I encourage tattoos.

(21:37):
I think the whole system I use is different, primarily
because of the work we put into it and the
focus on discovery, discovery, discovery.

Speaker 3 (21:46):
Mm, that's good.

Speaker 4 (21:48):
That's a whole lot of words.

Speaker 3 (21:50):
No that and and words of wisdom. Uh, Bobby, you
made me think about another scenario if if you are
a let's say someone had a small business, because you
know you got the big corporate folks, but what would
you say if a small business or a startup they've

(22:14):
got limited HR resources? How would they implement your system
just with not having maybe the the team members, or
they've got limited funds, maybe don't have a big HR department.
Is it still possible for them to use your system?

Speaker 4 (22:37):
It is? And I've had many clients are small businesses.
My average size client over the years is less than
twenty million in revenue. I have one client that's four
hundred million. That's the only one. The rest of all
twenty million and less. Yeah. Quick story. Met a man

(23:02):
years ago and you had a small company basically just
past startup, and asked me to help him hire his
first operations leader. And I said, well, I'll help you,
but I'm going to teach you how to do it
while we do this. And so we started the process
and we ended up hiring this really strong leader and

(23:25):
then eight hires later because he had me help him
put their management team together. But here was a small
business that time to learn and said, okay, we can
do parts of it. They couldn't do everything obviously exactly
like I do it, but we can learn from it. Well,
eight hires later, he sold the company and became a multimillionaire.

Speaker 3 (23:46):
Wow.

Speaker 4 (23:47):
The buyer of the company, unlike most buyers, did not
fire the management team. They said, we're we're buying this
company because we want that management team. And that was
a small company that started up and just grew. And
then he used the concepts I have in hiring about

(24:07):
discovery to use that in all aspects of his business.
Always tell people you got to ask questions. You know,
if I'm a manager and I'm having issues, don't just
sit in your office going what are we going to do? What?
I'm going to get out there and ask questions, talk
to people, get their input. A real leader is always

(24:27):
asking questions. I'm one of those guys. When I was
a little kid, I drove my mother nuts this question
after question after question, and she said to me, she said,
when you grow up, you need to be a salesman.
I guess I'm a salesman in a sense, I'm a

(24:48):
salesman for Christ But other than that, I'm not a salesman. Right.

Speaker 3 (24:53):
My mom knew something.

Speaker 4 (24:57):
Yeah, but she never understood me the uh, Bob.

Speaker 3 (25:04):
One one thing that's unique in the book, too, is
you give several shout outs to other systems UH and
authors that especially kind of in this training, coaching development space, UH,
people that are known for their things. So specifically you

(25:24):
mentioned the book Good to Great Jim Collins. UH, there
was an EOS shout out the entrepreneur operating the system.

Speaker 4 (25:34):
Uh.

Speaker 3 (25:35):
And then just stylistically, those of you who are familiar
with Patrick uh LINCIONI, you know, he's kind of the one.
Obviously he's not the only one, but there's several names
that come to mind that these business fables, Patrick LINCIONI,
Ken Blanchard. UH. So, as you're putting the plot together,

(25:55):
what made you go, you know what, let's let's go
ahead and introduce like, oh wow, Because in the story, folks,
if you read it, you kind of see like, oh wow,
they're kind of thinking about EOS. So I was chuckling
while reading it, Bob, because, especially having worked with organizations
that are running it, I was kind of like, oh

(26:16):
l ten meeting. Huh.

Speaker 4 (26:22):
Honestly, it just flowed out of me. I didn't plan it,
but as I'm putting the script together, if you will,
I thought, I really support EOS sure and a lot
of EOS companies they use the Choosing Winners system. I
have a company in Columbus, Ohio. It's called Vision Spark.

(26:46):
I've licensed them to use everything, and they are into
the EOS network and do a whole lot of work
with EOS companies using Choosing Winners, and so that was
on my mind. Obviously, Plus I like what you doesn't
EOS is ideal for smaller companies. You know, either a
four hundred million dollar company, You're not going to get

(27:06):
them to use the EOS, right, they know better. But yeah,
I did that. And then also I used good de
great with Collins because he focuses on the who right
into my system. And so one of the characters brought
that up and said, well, this is like what I

(27:27):
read from Jim Collins, you know, And then of course
I was struggling. I I think I told you before
we started, or maybe at the beginning of the beginning.
I've written this book twice Now this time was not
a fable. It was a traditional hiring book which I
have on my computer and it's going to stay on

(27:47):
my computer forever until I delete it because I'm not
going to layboy read it because it's like all the
hiring books out there. After chapter one, y're asleep because
it's just rigamarole. I happened to have been reading one
of Patrick's books. In fact, yeah, I was reading The
Motive and I thought, hey, maybe I could do something

(28:10):
like that with my system. So I started moving around
with a little bit and wrote a couple of chapters
if you will, and I thought, I think I can
do this, and again prayed about it, and I really
felt a strong answer to my prayer saying, yes, it's
about time you did it this way. And so that's

(28:34):
how that happened. And that's why references in the book
to different people. Plus I always like to share people
who have had an impact on me, like Lindsay Onis
had an impact, Collins had an impact, The EOS group
has had an impact. Another person had a great impact
in my life was Ken Blanchard. And I always recommend

(28:56):
for a first time manager read The Woman Manager.

Speaker 3 (29:01):
So I love it all those resources you name, folks
will have those in the show notes for the episode two.
I wholeheartedly agree, Bob. I've I've read quite a few
of all those individuals books, and then traction is kind
of the big book for EOS. I know they've got several,

(29:21):
but tractions kind of the big one. So I agree
with Bob. I encourage you to read that. As they say,
leaders are readers right.

Speaker 4 (29:32):
And leaders eat last.

Speaker 3 (29:34):
Yes, indeed, Simon yep, Simon sinek.

Speaker 4 (29:39):
It's another one.

Speaker 3 (29:41):
Before we go, Bob uh just wanted to highlight the
five step process, uh so that people they've got something
tangible to walk away with. Obviously the book itself, but
in your in your own words, directly from the the author.
You've got define, score, screen, probe, and confirm. As somebody

(30:07):
is going through your system, how do you kind of
define each of those phases what takes place.

Speaker 4 (30:14):
In those The first step defined is when you pull
your team together and you do a brainstorming. You decide
who we want, what are they going to do and
a ticket what experienced skills and experience skills and education
do we need to have them bring to the table.

(30:34):
And then you put together what I call position profile,
not a job description. A job description is written after
the person's hired for a key leadership role, and it's
written with the supervisor and that person together, and they
have a job description with metrics, and then they get
together every week and have a touch base meeting for

(30:58):
three weeks in a row, and the fourth week they
take that job description and they do a performance review.
You don't do an annual review. You do twelve reviews
during the year. So anyway, that whole defined sets up
a whole lot of other things if you're willing to
do that. Second score is where you take resumes and
you have point values assign based upon your ticket words.

(31:24):
If you wanted, they have to have construction industry experience
how many years five? So if the candidate has five,
that's a requirement. So you check it off and then
you'll have things we call preferred and desired. We use
different weights of points, so when you get down with
all the resumes, you've got them organized from highest score

(31:45):
to lowest score. Tremendous timesaver I don't have to keep
picking up or I don't even read a resume when
I score it, I just score it and then I
read it. If it's a top score. Once I got
that down, you decide who do you want to talk
to first, and the screen step is strictly a short
interview to find out are they worth spending time with.

(32:07):
When I do a screen interview for a key leader,
it's about forty five minutes to an hour. I go
through their resume in detail, and I tell people, if
you're a small company and you're not doing all the system,
at least do this. Talk to the candidate about their resume.
I see you said you raise sales by three hundred percent?
How did you do that? Who did you involve? Did

(32:31):
you repeat it later? What did you learn from that?
You do that kind of questioning. And then also once
you get done going to the resume, I always ask
them four to five questions dealing with performance. That was
someone who have done something specific. I asked them about that.
Have you done this, how did it work out? What

(32:52):
would you do differently? And then the third part is
I have an eight question screener that's talked about in
the book. I didn't give it away, but it's the
screener is in there and it helps us decide who
do we want to spend more time with and then
my fourth step probe is a detailed in depth performance

(33:13):
asssment behavioral evaluation, and with that I'm able to determine
are they really who we want? And then what I
do is I take the top say six people and
do a zoom one to one going through more detail.
And then the final step, confirm is where the three
top candidates go to the company and they're interviewed by

(33:35):
the interview teams. There's none of that one to one
interviews except for the guy they're going to report to,
but the interview with teams that they get a feel for,
you know, when you spend time with the person around
the table makes a difference. And also when they arrive,
they have a tour of the facilities. There's a person
assigned to be the host for the day. That person

(33:55):
gives them the tour, takes them on their breaks, takes
them to lunch, and at the end of the day, Hey,
the team says to the host, what did you think
about this person? The host knows more about this person
than anybody on the team. They were in situations where
the person felt totally open to say how where they felt.
It's a neat little trick, but it works. So anyway,

(34:17):
that's a quick summary of the system. I hope that
was understandable. Best way is just get into the book
and read about it.

Speaker 3 (34:25):
That's actually, Bob, That's where I was going. I wanted
you to kind of give the overview and be like,
and now, everybody, go out and get your copy of
Bob's book again. The title is a game plan for
hiring the right people, the power of a discovery process, Bob,

(34:45):
before we go, is there anything else you want to share? Like,
best way you mentioned LinkedIn earlier, best way to get
in touch with you or connect with your content, anything
else you'd like to share, You can reach.

Speaker 4 (35:01):
Me through LinkedIn. I don't know if you'll have my
email at the end when of this, but anybody my
email is not difficult. Bobsp at mac dot com and
I love to hear from people. I always respond to everybody.
Tell people I'll respond within twenty four hours at the most,

(35:22):
usually left. But other than that, I just encourage people.
If maybe you don't want to buy the book, or
maybe you don't like everything you heard, but are you
hiring people, then take a look at how you're doing
it with your people and say how much success are
we having. You know, they always say a misshire will

(35:44):
cost you three times their annual salary. So a mishire
of one hundred thousand dollars salary, that's a three hundred
thousand dollars mistake. I have a lot of money. That's
not that's not it. The mishire, Yeah, costs money, the
mishire more. The money disrupts the team, disrupts culture, they

(36:05):
destroy relationships. Yeah. So but anyway, that's just a quick
summary at the end, I guess.

Speaker 3 (36:13):
I love it, Bob. Not to put any pressure I
have to You gave the teaser. I have to ask,
is there any you know at the time of this
recording it's about April twenty twenty five, but any sense
on the part two that's coming, uh that you're working.

Speaker 4 (36:32):
On the tentative time is fall of twenty twenty five.

Speaker 3 (36:37):
Got it? And folks, no pressure, you know that that
probably means Q one twenty twenty six. We're not we're
not trying to let Bob take Let Bob cook, let
him take his time.

Speaker 2 (36:50):
Right.

Speaker 3 (36:54):
Well, I appreciate you sharing that, Bob. You gave a
great teaser, and I for one am excited for when
that part comes out, especially, you know, the coaching and
the mentoring and asking deeper, more powerful questions aspect of it.
So I'm really excited for that. Bob. We can't thank

(37:15):
you enough for hanging out with us here on the
Fortified Life. I believe this episode is going to open
up a lot of eyes. You know, maybe people who
they've been doing hiring one way, it'll cause them to
think about it differently, and for others, I think it'll
be revolutionary. So thank you for sharing your time with

(37:37):
us and Bob's book. Bob's book wuld be in the
show notes and I'm telling you, folks, you're going to
want to get a copy for sure. So Bob, thanks
for taking time to hang out with us here on
the show. Appreciate it.

Speaker 4 (37:54):
Thank you, Jason. It was a lot of fun.

Speaker 3 (37:57):
I had a lot of fun too. Well, folks, that's
all we've got time for here on the Fortified Life Podcast. Again,
this has been one of our tools and resources episodes,
All things hiring through the lens of Bob's book, a
game plan for hiring the right people. You now we
leave things, don't compartmentalize your faith in the marketplace, and

(38:21):
remember from the boardroom to the bathroom. God is with you.
We'll see you next time on the Fortified Life Podcast.

Speaker 1 (38:32):
Thank you for listening to the Fortified Life Podcast. You
can catch us live on Wednesdays at eight thirty pm
Eastern Time and on demand. Check out Fortified lifepodcast dot
com for more details. So learn how to live out
your faith in the marketplace. Grab a copy of Jason
Davis's book Fortified Being Rooted in God's Plan for Work

(38:53):
in Business, Available on Amazon

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The Fortified Life Podcast with Jason Davis - EP 187 | Bob Spence | author of A Gameplan for Hiring the Right People

Episode Transcript

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}The Fortified Life Podcast with Jason Davis - EP 187 | Bob Spence | author of A Gameplan for Hiring the Right People