This is another quick tip episode here on the show.
When I started these quick tip episodes several years ago, the plan was to have them be around 10 minutes or less.
In the past year and a half, they’ve gotten a little bit longer. I realize that, but I’m trying to get back down to that “quick hit” kind of 10 minute episodes. My goal is to give you something to think about. Something that can help you right now, and something that you can go and implement.
Because I hear from so many of you that you love these quick tip episodes, and I love doing them, frankly.
With that, let’s get right into it today. I want to talk about something that came up in a recent Accelerator coaching call with one of our members. They were trying to decide between two great candidates that they had. They had two finalists for an open position on their team.
Their question was, “How do I make this decision? How do I decide? They’re really good candidates.”
Today I’m going to answer these crucial questions. I’m going to share some tips to help you get clarity in your hiring decisions.
In this episode, you’ll learn:
- How to identify and evaluate a prospective hire’s intangibles
- Why you need a documented hiring system in place
- What to do when you can’t decide between two candidates
Links & Resources:
- DM me on Instagram
- Visit my YouTube channel
- The Art of Online Business clips
- The Art of Online Business website
- The Art of Online Business Podcast website
- Check out my Accelerator coaching program
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Alright. What’s up, my friends. Welcome back to the podcast. Thank you, as always, for tuning in today.
This is another quick tip episode here on the show, and the key word there is quick. When I started these quick tip episodes several years ago, my thought process around it was 10 minute episodes, or less.
In the past year and a half, they’ve gotten a little bit longer. I understand that. I realize that. They’re still going to continue, some in that 20 minute range, maybe 30, but I’m trying to get back down to that really “quick hit” kind of 10 minute episodes, to give you something to think about, something that can help you right now, that you can go and implement. Because I hear from so many of you that you love these quick tip episodes, and I love doing them, frankly.
So, with that, let’s get right into it today. I want to talk about something that came up in a recent Accelerator coaching call with one of our members. They were trying to decide between two really great candidates that they had, two finalists for a role that they had open. It was a part-time role.
I think it was for a contractor role. Their question was, “How do I make this decision? How do I decide? They’re really, really good candidates.”
In this case here, my job as the coach is to help you get to the bottom of things, and help you uncover what you want to do moving forward.
My job is to help you get some clarity for you in the situation; another set of eyes on your business. It’s subjective, right? I’m looking at your business. I’m not in your business, but I’m looking at it, as well as our coaches, we get to help you get that clarity by looking at your business from the outside in.
She had two final candidates, and was looking at, “Okay, which one do I hire? They’re really, really good.” One of the candidates had some experience in the skillset that she was hiring for, but that person also knew—it was kind of two different things—number one, she was looking for experience in the skill set, but also experience in a particular software tool that they use in the business to be able to help do that job.
The other end. So this person knew the head limited, had some experience in the skill set, but knew the software really well. The other candidate was sort of flipped. They had a lot of experience in the skillset, but didn’t know the software tool. At all. Okay. And so it was like, she really liked both of these candidates and it’s like, okay, well, how do we, how do we decide on which one?
Well, one thing that we got to the bottom of was that the first candidate, the one with some experience and the skill set, but knew the software tool that person had. We had much better personality from the perspective of getting along with, our Accelerator. Right. And that she just felt more comfortable in being herself, her own personality around this particular candidate, which is huge, which is huge because we have to remember one thing.
One big takeaway I want you to have from this quick tip is that we cannot teach the intangibles. We can’t teach personality. We can’t teach integrity. We can’t teach work ethic. Right. We can’t teach enthusiasm. We can teach skills. We can teach software or tools. We can teach those on those intangibles.
Whereas the other candidate, again, who had a lot of great experience and really aligned with this business that, you know, they were hiring for, but the personality wasn’t quite there in fact, You know, the RXL, remember wasn’t quite comfortable. Didn’t know exactly how well this person would mesh with, you know, the type of personality that she had.
And that’s huge, right. Again, we have to, the personality has to match you. Not exactly right, but you want to be able to feel like you can be yourself around your team, because if you can’t, that’s a big, that’s a big red flag. And so. that was number one that was like, okay. That is huge one person who had a limited skillset in our limited experience in the skillset, but knows the software really well.
The personality match was much better than the other person, even though the other person had much more experience in the skillset that they were hiring for. Right. We have to remember, we can teach system, we can teach tools. we can teach skill set, but again, we can’t teach the intangibles.
The other thing that that first candidate were showing was a whole lot more enthusiasm for wanting to be a part of the mission of the business. They were so excited to be a part of this. And so that was the other thing that we uncovered is like, look, you can teach this person the skillset where. They don’t have as much experience and you can teach them your way.
You can teach them the way that you want to do things. The role that they were hiring for is a coach on their, on their team, a specialized coach, but nonetheless, it was a coach. And so our Accelerator member has the opportunity to bring that person on because.
They know the tool. They have some experience in the skillset, much better personality fit, and a whole lot of enthusiasm for wanting to be part of this business and the mission and what she’s trying to achieve in that, what are Accelerator members trying to achieve in their business? And so I said, sounds like that person, you could bring that person on.
Teach them and mentor them to get them up to the level that you want to and teach them your in your way, if you will. And then they could be a long-term member of your team and business going forward as you grow. And then because of all the time that you are going to invest in that person, then as you grow at the coaching level of the business, that person can start doing the, hiring and teaching and onboarding of future coaches.
And. I remember was like, oh, damn. You know, being, being, being, you know, like that sounds amazing. And then it became starting to listen to her gut. And that’s the other big thing is are you listening to your gut when you’re doing the hiring and you have a few finalists you think are really, really good.
Because oftentimes we don’t slow down or get quiet enough to listen to our gut and our got to almost always, right, right. Let’s, let’s be real here. And I’m raising my hand right now. Like I don’t often listen to my gut, too much. Right. I don’t listen to it enough, but I’ve become aware enough that I have to slow down, have to get quiet, to be able to listen to like, what am I feeling?
What what’s, what am I feeling towards whatever decision. I have in front of me. And so the other thing, the final thing here, well, two more things. We talked about. I recommended that if they bring this, if they made the decision to bring this person on that they have to document this entire process, this entire onboarding and teaching process.
So document it, create a system around. Hiring a coach and getting that coach up to speed. Now, since this is a first hire in this, it’s not going to be like, you know, oh, I’m going to create this one system and then it’s done, no, this is going to be living, breathing. It’s going to be revised as you go and constantly updated until you get it really, really good, because then when it’s time to hire more coaches, boom, now you have a system.
And then this coach that you’re hiring, potentially, and getting up to speed and teaching them in your way. They can use that system to hire other coaches and get them up to speed. Okay. So that’s really important. So when you’re bringing somebody on your team, especially if there’s a new hire, make sure that you are documenting the process and creating a system around, hiring around, onboarding around, getting people up to speed in whatever particular role that you might be hiring for. And then finally. Think about too. Might it make sense to hire both people? Maybe you got two final candidates.
They’re amazing. And you’re like, I can’t decide between the two. Maybe the best thing is to do is to hire both of them. I had plenty of Accelerators who have done that over, especially over the past year, year and a half or so where they get down to a couple of finalists and they’re like, I love both of them.
I think they’re going to be amazing. I think they’re great fits for the team. I don’t want to let them go. I want to hire them both, and bring them onto the team, and then it’s about figuring out where they best fit. Don’t rule that out either.
She left this call, left this coaching call with me…
really excited about all this, and very clear on the decision about the next steps and what they were going to do. It’s these external eyes, if you will, on your business that’s exactly what we do inside of our Accelerator coaching program. We help you see the areas that you’re too close to see.
We all have those areas in our business, right? Our job is to fast-track your success. Remove those roadblocks. Help you get moving faster. Right? In Accelerator we help online coaches, online course creators, or teacher entrepreneurs who are looking to take things to the next level.
They’re already established. By established, I mean you’re already doing at least 100k a year from your online business. You’re looking to scale. You’re looking to take things to the next level, but you’re feeling stuck. You’re not sure what decisions to be making.
What next steps you should be taking. Maybe you’re feeling overwhelmed. You’re doing all the things. You’re working way too much.
These are very, very common things that we see from people coming into Accelerator. What we help you do is create more profit, more impact, with less hustle. We do that by helping you optimize your systems and processes, optimizing your sales and marketing and optimizing your mindset.
This is one-on-one coaching, group coaching, and a mastermind experience all wrapped up into one program.
If you’re listening right now and you’re like, “Oh man, yes! Finally! I need this. I want in!” It’s application only. It is open enrollment, but you need to apply. Go to RickMulready.com/Accelerator to learn more and to apply.
Alright, my friends. That’s today’s quick tip. How long was today’s episode? 11 minutes? 12 minutes? Almost there. We’re getting there. That’s better.
Alright. Until next time, be well my friend, and I’ll chat with you soon.