4 Gründe, warum Mitarbeiter nicht das tun, was du willst

0:00Well, like you had this cool like I've been watching your I think I told you the other day I was watching your content not on tactics of making money but on tactics of leadership and management and you had this cool thing called the diamond. Yeah, it's great. It was like basically for the listener it was like if you have an employee who's not doing what you want them to do they're either they don't know what you want done they don't know how to do it they weren't motivated or they don't know I think when they you want it done. >> Yeah, or there's something blocking them. Yeah. And when you come up with something like that is that something that you make up or do you read other books and you steal like the like cool bits of inspiration and you repurpose them for your need? So honest truth I really don't read as much as I probably should. Almost all my stuff just comes from like me doing it and then saying man there's got to be an easy way to describe this.

0:46If I happen to come along some sort of you know if there's some coincidence I see that as corroboration of an idea. But yeah no I really don't consume anyone else's stuff for for like inspiration. I like I have enough [ __ ] going on every day I have tons of stuff to talk about. And so yeah now the management diamond was like all right fundamentally people don't do stuff for a reason I have to figure out what that reason is and if there's a way that I can a framework that I can have for this conversation that makes it less like how do I not attack the person? Right rather than say like you are a lazy piece of [ __ ] it's like that's that's unlikely to be productive and also probably not the real cause of why they're not doing things cuz most people do prefer to stay employed and also prefer to you know do a good job I think by and large. And so it's like if if we take that to be true and I want them to succeed and so do they then like what's getting in the way here? It's like well I didn't communicate that I wanted them to do this thing. Okay well that's on me. I didn't tell like I told them but then they're like cool I don't know how to do that. That's a training issue. Okay you know they they they didn't know there was a deadline associated with it's a when problem right? And then it's like okay well they knew when to do it they knew how to do it and they knew that I wanted them to do it then it's like okay well then is there something blocking them? Now the motivation one of like they're not motivated to is like technically correct but it's the last one that I'll go to because most times people are relatively motivated to do it. Now, mind you, there's definitely times when that's just not the case, right? Or the how component has a more uh generalized skill that someone doesn't have. So, I'll I'll I'll say it differently. Like, if in order to do a role, my position is like, you probably heard like attitude versus aptitude.

2:18And that used to bug me a lot cuz I was like, well, it can't always be what it is, right? Because it's really just that's there's there's an efficiency in someone's skill set to enter an organization to do a role. And so, we want to hire for the smallest skill deficiency. If you're hiring for what people consider low-skill labor, so if you run an Airbnb and need maids, or you have a uh yogurt shop and you need to have people who do, you know, clean the counter and like check people out, that's very low-skill, technically. But, in terms of hiring, you're going to hire for attitude, not aptitude. And that's just because the amount of skills required to train someone on attitude far outweigh the skills it takes to take somebody who's already friendly, knows how to show up on time, can smile, say hello, make chitchat, uh teach them how to use a cash register and clean thing could take like 2 hours.

3:01Like, it's not a lot of training in order to do that role. And so, it doesn't make sense to hire someone for uh aptitude. Like, I've done I've worked a cash register before, but I'm a dick. It's like, well, that's not going to be very help Like, I'm going to have to train you to not be a dick. It's not worth it. On the flip side, if you want to have the number one AI researcher in the world, if that guy's a bit of a dick, then you can probably work with him on being a little bit, you know, better at communicating with the team. You're not going to take the person who was, you know, the yogurt yogurt store cashier register, assuming they take no you know, they're not on the side doing all this stuff, uh and make them the number one AI researcher. And so, it's like, we always just all should, at least in my opinion, hire for the person with the smallest skill deficiency. And then we have to ask the question, as the business owner, given that skill deficiency, is it worth us or worth our resources to train them? And so, I I take the position that I think every skill is trainable.

3:49It's just is it worth training? Like, are there other people I get higher returns on in which case great I'll use them and that for me is fundamentally like why I would say that over my career the biggest change in terms of my hiring practices is I I hire far more for general intelligence now. The intelligence will allow someone to bridge the skill gap faster and so it's a return on resources for where they are versus where they need to be whether it's a quote attitude issue or quote hard skills issue but I see soft skills and hard skills as just skills. One or you know hard skills are easy to easy to define and measure. Uh soft skills are just hard to define and measure but they still are definable and measurable. And so I want somebody who has high intelligence cuz I define intelligence as rate of learning and so if I can get someone who has a high rate of learning versus somebody else maybe that person starts a little bit behind but in six months they're going to pass the other person who might have experience. And so uh again it all depends on like what the timeline is. If I take a toddler I can get them to be an adult in 18 years and be perfect but I don't know if I have 18 years to wait. And so you know that's that's kind of my general rubric. Real quick if you were a business owner and you are not growing as fast as you'd like I'd like to give you a free gift.

4:56So my team and I put together the 100 million dollar scaling road map which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly where they got stuck and how they got past it. And so we broke it into these 10 stages and we made this little kind of quiz thing where if you put in your business information it'll tell you where you're at and the most important part for you what to do for each of functions of the business across product marketing sales customer success recruiting IT human resources and finance. And so no matter what you're struggling with someone else has already struggled with it and solved it. And so I'd like to give you this thing absolutely free you can go to acquisition.com/roadmap plug in your business information and if you want us to actually help you deconstruct the business and you're trying to scale we'd love to help you out on the thank you page you can book a call with my team and we will look at the business see if we can help and if we can we'll invite you out to Vegas and we'll do this in person live.