How to Spot a Great Hire With 2 Questions

0:00If I want to judge how good someone is at a job, I want to ask them or I'll ask them like, "So, what metrics do you track to know that you're doing a good job?" First question. And if someone has no metrics, it's going to be tough. Let's say they have decent metrics. All right, they they name five things, I'm thinking of seven, but they've got five of them. Okay, that's fine. The next question is, "How does what you do change them?"

0:25Because if you I mean, the first level of understanding is like, "These are the outcomes. These are the variables that create the outcome." Great. How does your behavior affect the variables? If you can describe that, you'll probably likely be very competent at your job. It's very simple. But most people cannot do that, which is why most people are not competent. Like competence is incredibly rare. >> Are you I feel like he was waiting on me. Bloody Why did he stare at me for so long after saying that, [laughter] dude? He says, "And competence is extremely rare."

0:57>> [laughter] >> I was like, >> It is rare. You know what >> else is rare? Common sense. >> So, um >> Yes, [laughter] I know. >> Yeah, super interesting. So, when you say common sense, that I've actually thought I've I've given some thought to this. Like, so when you say common sense, what do you think that means? >> Oh, lord. I put myself there. I put myself there. >> it. I didn't. I was just staring at him like this. >> [laughter] >> And I and I say this in no way to try >> know, we know.

1:22>> I do it because but this is a perfect example of So, two things. One is I'm sure you've heard someone say like, "Does that make sense?" >> Yeah. >> We are rewarded for immediately saying, "Yeah, totally." >> Mhm. >> It has nothing to do with whether you actually understand it. We just know that when that sound comes out of someone else's mouth, we need to nod and say yes. >> That does make sense. >> Yeah. >> [laughter] >> Exactly. >> Dude, he hits us with some silence, dog. >> [laughter]

1:47>> And I'm just like, "What do I do?" I've never been here before. What do I do? Do I answer? Do I sit here in silence? [laughter] What do I do? >> And so, with common sense, of course, it's like common sense isn't that common. It's a It's It's a It's a a you know, it's it's a funny It's a funny term, but I would translate common sense for most people as um behaving the way that I would behave in the same condition. It's common sense. Behave the way that I would behave in that condition.

2:12>> Yeah, cuz you're saying like you're saying >> Be like me. Do what I would do. >> like Yeah, like truth is subjective in a way. Like right like somebody is their >> I wouldn't say truth is subjective. >> Their belief system. >> Yeah. >> Their behaviors that they've been rewarded for doing so. They They had a condition. >> common sense is their >> They acted differently in this condition. You would act They do A in this situation. You would do B. You say they have no common sense. >> Yeah. >> You just learned a different lesson

2:39>> Yeah. >> than they did in the same circumstances. I'll tell you a different story. I had um a teammate um who uh I've spent a lot of time with. I've mentored a lot. And amazing amazing person in terms of their work, as human being, everything. And one day they I realized that they had made a gigantic mistake. Like huge mistake. Um like a 10 Yeah, not 10 figures. Like a $10 million plus mistake. Like real cost mistake.

3:12>> Yeah. >> And it was a younger person on the team. And I found out about it and I, you know, confronted them and I was angry. Cuz it's like How could you not know this? This is ridiculous. Blah blah blah. >> Mhm. >> And I could see how hurt you know, the person was by this attack. And he, you know, was just like, I was just trying to do a good job.

3:41And I remember in that moment I was like I cannot hold you accountable to not knowing something that I should have taught you. It is my mistake, not yours. And so, because I was the one who had taught him a lot of the role cuz I you know I I

4:07>> He built the model. >> Yeah, exactly. You know, taken him under my wing, etc. And so, but he was a it was a great example of like he had no common sense. But it wasn't common sense. It was extremely rare sense. A rare sense that I have cuz I'm very good at whatever the thing is, right? And so, it's so unfair for me to say you should have lived every single experience of my life and behaved exactly as I would have behaved except never having taught them that. If you like this video and you're business owner who wants to break through your current revenue ceiling, I just distilled every lesson from scaling 10 businesses past 10 million and three businesses past 100 million into a completely free scaling roadmap that I've used to go from zero to one, zero to 10, and zero to 100 plus. And so, you can click here and you can check it out.

4:43Again, absolutely free. And since you're business owner, I appreciate you and enjoy.