Anyone Can Be Trained. Here's Why I Don't Bother

0:00Everyone is trainable, and this is my perspective on life, which is one of the I'll call it the difficulties of my worldview, is that I genuinely believe anyone can learn to do anything. I do, however, also maintain the belief that it is not worth it for me to do that. So, I believe that somebody who's incredibly dumb can, with enough training and enough effort become a surgeon. I really believe that.

0:26However I do not think it is worth my time to do that. And this is basic because in school, there are requisites, there are requirements. You have to pass the first grade to get to the second grade. Right? So, it's not that they're they're good or bad, whether they like is a teacher bad for failing a student? No. You don't meet the requirements. It would be unkind, not nice, it'd be unkind to move them on because they're not ready. It doesn't put them in a in a in a position to succeed long-term.

0:54So, I think if you care like to to use words that you might enjoy better, if you truly care about the person then you have to allow them the moment of momentary feedback from reality that they are not good enough, because otherwise you're saying that they're too weak. You're emasculating if it's a guy, emasculating the person. You're saying you're too weak to handle the truth. So, you're not that good. That said here are the behaviors, here are the things that you could do to hold the camera better, and I will show you how to do it. If the requirement of the job was that they already knew how to hold the camera then either you hired someone who is inept or they lied.

1:29On the way in. And if and often times it's in the middle, which is that you didn't describe it with enough detail, and you made a guess, and maybe the guess was wrong. And then at that point you have the decision whether do I do I want to train this person up or do I want to do I want to buy or build? Do I want to buy somebody else or do I want to build this person up? And it's purely a question of return on resources. And so when hiring we always want to hire for the the smallest skill deficiency. And so often times you probably heard like do is it attitude or aptitude, right? You hire for attitude, fire for aptitude, you know, you if you've heard any of these statements?

1:58>> I'm sure you might have in the >> Okay. So, if you hire for attitude, it's like hiring for character traits and like I hire for their heart, right? Big amorphous words. Rather than aptitude, their skills, what they're good at, right? Hire for attitude. I see all of this as skills, just like basketball. And so, if I say, "Hey, I need you to be more charismatic." If I say that to somebody, let's say a sales person that's working for me, I need you to be more charismatic. He can't do anything with that. >> Yeah.

2:25>> Right. >> got it or you don't. >> charac- What does charisma mean? I would have to say, "I need you to talk louder. And when you walk into a room, I need you to see everyone and say their names. And I want you to walk up to everyone, shake their hands, look at them in the eyes, and repeat the last few words they say to you back to them before stating your next sentence." Okay? And when they're talking, I need you to nod your head. And uh and when nod your head when you're when you're talking, right? So, there's a list of behaviors that I might say, and then be like, "Do that." And then all of a sudden, people might describe the guy as warm and charismatic.

2:57And so, by by saying that, then I'm making the point that the character traits that we seek out are really just behavior sets. Now, if someone just comes in with, let's just just say an amalgamation, a big bucket of skills. They have a bucket like skill number one, shake hands. Skill number two, say hello. Being real, like breaking it down to the most basic level. This is gigantic bucket of skills that they've learned. We want to hire the person who has the smallest net skill deficiency. So, if I'm looking for an AI researcher, I might be willing to deal with somebody who doesn't have as much charisma.

3:27And be willing to train the small amount of charisma because the amount it would take me to train the AI researcher skill or whatever, would be significantly more than the effort and resource it would take me to train the charisma and the interpersonal stuff. If I'm hiring a cashier at a frozen yogurt shop, teaching someone to use the cash register might take 5 minutes. And teaching someone to mop the floor, maybe another five. And so, I could probably train that entire person in an hour or two. And so it makes much more sense for me to hire for the character traits, the bucket of skills around social dynamics and social behavior, than it does for me to hire out oh, past experience working a cash register. And so fundamentally, when we're hiring, we want to hire for the smallest skill deficiency, so that they have the highest likelihood of being able to succeed with the job, and uses up the smallest amount of resources from the business in order to get them to the level they need to to succeed. If you like this video and you're business owner who wants to break through your current revenue ceiling, I 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. Again, absolutely free, and since you're business owner, I appreciate you and enjoy.