Hi there. It's Carolyn solo here.
Welcome back to another episode with the most powerful business scaling
strategies for your powerhouse business.
What we do with our people,
my growing a business is all about having the right resources.
And that means having the right people in the right seats who help us grow our
business the right way.
I would not have been able to grow my business to where it is today without
having amazing team members. And so over the last couple of years,
I learned so much about hiring people, not just that selecting the right people,
onboarding them, training them, leading them,
managing them and everything that goes along with that.
And I also often work with my high achieving clients to help them build a team
of eight players. I recently had a conversation with a client and she said,
Carolyn,
I fired my third OBM this month.
So with the last quarter,
she hired and fired three online business managers that didn't work out.
So I knew I had to step in.
I knew I had to give her some advice and here is what I told her.
And so always before we get started,
make sure you hit the bell and you subscribed to our channel.
So you don't miss a thing. Welcome to powerhouse business, YouTube.
I'm your host, Carolyn Soldo. I'm a business owner, business scaling master,
and mom of two boys.
I love thinking big pushing boundaries and doing things differently.
Most of all, I'm all about achieving massive growth with ease.
And how do you scale your business by living the life you love? Let's go,
many business owners shy away from hiring people because they think it's too
difficult. It's too time consuming. I don't know who to hire.
I don't know what they should be doing.
I can't pay them enough in all of these things that really keep you stuck in
business.
I have learned that in order for you to grow your business and at the same time
have work life balance and peace of mind,
you need the right people in the right seats.
And there are certain best practices that you need to be aware of when it comes
to hiring the right people for your company.
So let's talk about some really important things you need to keep in mind in the
hiring and selection process.
The first question I asked my client was who are these people?
Why are they working for you?
And I found out that the first OBM actually worked for her because they were
bartering services O M G by bartering.
So I said to her, why do you think this person actually worked for you?
And she said, well, I gave him a good deal.
And I gave her a coaching and she gave me her services.
And so it was a fair deal.
But ultimately when it comes down to the OEM's motives for
working with her, they were not really aligned with the company's mission.
So that gets me to your mission and how committed your team needs to be
to your business and what you're trying to accomplish when you're hiring people,
no matter what level they're at, they could be cleaning for you.
It does not matter. They could be working for you one hour a month.
You want to be certain that these people are a hundred percent behind your
business mission. You want them to work for you, not just for the money,
not because you're trading services or bartering, not for anything,
but number one for the mission and them loving what you do.
You want them to be committed.
You want them to be aligned with your culture and your message and your purpose.
And most importantly, you as a person, yes, they will want to make money.
They will want to do great work, have fun doing what they do.
But most importantly,
you need to emotionally connect with them and know that they truly, you know,
with full integrity, stand behind the mission of your business.
That's how you're going to get real commitment from the people you hire.
The second question I asked my client was, wow,
what were the OBMs actually doing for you? And then she'd hold me out.
A long list of things they were doing,
and an even longer list of things that they were not doing,
that she was really frustrated about.
So of course you need to have a match between the requirements of the job
and what the candidate actually brings to you.
They need to know the responsibility and they need to be equipped to take care
of these fonts abilities really well. So before you hire anybody, you,
as a business owner, as the manager or the hiring person,
you need to know what these requirements and responsibilities really are.
What is that person going to be doing all day long?
And what does it require of them? And therefore who needs to be hired?
Because if there's a mismatch, you'll be frustrated, they'll be frustrated.
And the relationship will not last long.
Thinking back to my career and coaching and consulting.
I used to work with a coach on my team and all the time this coach would tell
me, how can I do more for you?
She loved our mission and she was fully bought in and she wanted to
run projects and help behind the scenes and help with marketing.
She was so dedicated that she wanted to do more. And of course,
me as a good manager said, of course, if you want to do more, here is more work.
So over time she took on a role in our event management,
she did some marketing projects and more,
and I felt resistance coming on.
And I felt her becoming stress and becoming a lot more unhappy than she
was before. And I thought, Hmm, maybe I'm giving her too much.
Maybe it's just too much work and I need to pull back.
But then eventually when we had that conversation and talked about what she was
doing, she said to me, Carolyn,
what you're requiring of me is not in my skill set.
What you're asking me to do is something that I'm not good at.
I don't know how to do it. I don't like doing it and I can't do it for you.
And so the good thing is that we have a conversation and we were able to,
you know, find things that were suited for her.
But if you don't have those conversations with your people,
they might be struggling behind the scenes.
You might be expecting certain things. They're not delivering them.
And you might be getting really disappointed in them while they're getting
disappointed in the work they do for you. For example,
if you're looking for a coach,
you have only want to hire someone who's really outgoing,
who has great communication skills, who has great emotional intelligence,
who is maybe a big thinker, an outgoing person, a people person,
and that type of person may not be good at project planning,
ad running events at managing or creating spreadsheets because they don't
like the details. They don't like the tasks that include numbers.
They like to be with the people.
So it doesn't make sense for you to put a coach in a project management high
ball, because they will be struggling there.
So make sure that you're selecting the right type of person with the right types
of skills for the positions who are trying to fill.
The next thing I asked my client was, wow. And one was Alex,
were you expecting from this person?
And I was surprised when my client did not really have an answer.
What she said to me was, well,
they were all of these different projects and I wanted to just offload some
tasks and offload some projects and get them off my time back.
But I think she said to me was really vague and non clearly defined
and also not measurable.
So can you imagine the OBM coming into this business,
looking at these different projects and tasks and not having real results
or real expectations and knowing what was really expected of her, right?
She would begin to work on projects and keep herself busy and do what she
thought was best for the business. But again,
if there is a mismatch between what your expectations are and the results you
want and what your employee or your team member is working on,
you both will be misaligned and somebody is going to be disappointed.
So one of the thing that's really important from the get go,
when you hire someone in your company,
you want to make sure you communicate the results as clearly as possible to that
person so that they can ask themselves, can I create these results?
Am I comfortable living up to these expectations?
And can I do it because then you can have these amazing,
transparent conversations with them,
but you both come together and you evaluate the results. Did you hit the goal?
Did you not hit the goal? If not, why not?
How can we help you do better and reach that goal next time or in a little while
from now.
But it's really important to have these conversations right in the beginning.
So that you're hiring someone who is ready to take on the job.
And the last thing my client told me that was a top indicator of someone who
was not a good fit for the OBM position was that this person really wanted
to start their own business.
So she hired an online business manager that really wanted to have their own
business. So in that OBMs mind, she was thinking, well,
I'm going to do this job for a little while.
And it's going to carry me over to eventually slowly launching my own business.
So clearly this was never going to be a longterm situation.
So you want to ask your people when you hire them,
what their longterm vision is, right?
What do you want to do over the next five years? Where do you see yourself?
What aspirations do you have? How do you want to grow your career?
Maybe you want to launch a business. Maybe you want to grow your own business.
Maybe they want to have children. Maybe they want to move somewhere.
You really want to ask those questions so that, you know,
and you can be certain that this person, if everything works out well,
can stay with you and grow with your business for the longterm. And always,
always, I want to hear from you,
have you hired someone recently that was not a good fit and you had to let them
go. Have you hired someone recently?
And they were really amazing and you're really glad you got them.
How are you managing your people in her team?
Let's have a conversation down below in the comments.
Let me know how the hiring process and managing your team is going for you.
If this episode has caused you to really think about your team and the people
you have in place or the people you want to hire in the future,
I want to invite you to take the business growth scorecard.
It's an assessment that takes you about 10 minutes to complete,
and it will eliminate the areas in your business that have the greatest
potential for growth, as well as the areas you really need to focus on.
And one of the areas that you evaluate in the scorecard is your team
and how you're doing with managing and hiring and building the right
team for your company to take those scorecard right now,
all you need to do is go to business growth, scorecards.com. Again,
it takes less than 10 minutes to complete,
and it will give you a fully customized report,
including your overall score and your score in the six key areas of growth,
including your team.
And now stay focused on your goals because I believe that your expertise is men
from our people, and it's meant for the world, go hire a team,
feel supported and grow your company. If you like this episode,
make sure you give me a leg, share it with your friends and business partners,
and then make sure you come back again next week as always,
thank you so much for watching. Thank you for your time and take care.
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