Chapter 21. FILLING YOUR STAGE THREE BUSINESS WITH STARS AND SUPERSTARS
You've had the experience. After struggling for years with a good but problematic employee, he quits and you replace him with someone who does a much better job, pleasantly and in half the time. You shake your head, thinking: "Why didn't I just dump that jerk years ago?"
Every businessperson I know has the same complaint: "I need more really good people!" And every great employee hears the same bad joke repeated endlessly: "Do you know how I could clone you?"
The people you hire make such a difference.
In this chapter, I am going to talk about how to fill your business with great people. I will talk about how to find them, how to hire them, how to train them, and how to keep them.
If that sounds like a lot, don't fret. If you find the right people, hiring and training and motivating them is almost no work at all!
WHERE ARE THE GOOD ONES?
As I said, every businessperson I know complains about the dearth of good people. But when I ask them how much time they spend on finding good people, they look at me like I'm asking a stupid question. "I spend the normal amount of time," they say.
And that's the problem.
There are plenty of great and supergreat employees out there in the workforce. But you won't get to them if you do the normal things—like asking someone to place an ad in a local paper or on the Internet, then sorting through resumes, and then doing some interviews.
That process is designed to usher mediocre people ...