Die zwei Typen von Mitarbeitern

0:00Founders often struggle with do I hire naivity because that's going to probably create new solutions to old problems like the young [clears throat] scrappy kid that gets Tik Tok. Yeah. >> Or do I hire experience which is going to be more expensive, more conventional and safe >> and I see some companies lean too far either way. >> Yeah, >> I have actually fairly strong opinions on this. >> Oh, great. So, I actually think it's um and I was talking to the CEO of ButcherBox about this particular thing um last week.

0:30I think it's a barbell strategy where you have people on either ends and very little in the middle. >> Interesting. >> So, I love lots of young hungry people who are here for growth and want to learn and are ready to work long hours and just go allin. And the people at the call it the the back half of their career that are here that they they've made enough money. They know they can get a job wherever they feel like it. You're not doing them a favor by giving them a job. And they're not what I a term I hate which is careerists. They're not obsessed with their title. They're not obsessed with their career path, what their promotion plan is going to be. They basically have a litmus test which is like I have to have make about this to get to come in and do this with you. but they actually just really love the work. And so these people are learning. So the young people are learning and and overcompensating with tons of hours and reps. And these people are bringing their experience to the game and creating significantly more leverage with strategy. The people in the middle are the ones that tend to be the pain in the ass for everybody.

1:32[laughter] And I don't think, and be clear here, I don't think this is actually an age thing. I think it's a perspective thing. So, it's just are you here for growth or are you here to share what you know? And I think that it's the people in the middle that are like, well, I'm bringing something, but I need some. It's like this kind of tit fortat relationship >> that um I would say the vast majority of people that don't work out are in that bucket.

1:57>> And what role does naivity play in innovation [clears throat] here? Because the kids that don't know the rules, yeah, are more likely to stumble across new answers, right? >> I think yes. uh you can fundamentally you can disrupt any industry if you don't know how it's supposed to go. Um and so but that's I think that really teases out something we said at the very beginning which is um starting from first principles which is what are the few things I know to be true and then basically forgetting everything else. And when you build from those assumptions up you end up building lots of different paths up the mountain that may or may not have been trotten before. I think one of the one of the one of the most um corroborating things that can happen sometimes is that like you rederive a solution that already works and you're like okay well now I know why this works [laughter] right and I think but I think that's actually then you have more confidence in the path and you're like okay that's fine but now I know why we're doing this not just because other people did it but because I understand why it works and so I think it just comes down to what are the few truths that I know to be true and going all in on those things like I know that if customers love my product they are more likely to tell other people about it than if they hate that I feel very confident. So then we say, okay, what are the things that must occur in order to get someone to quote love my product, aka increase the likelihood that they tell their friends about it or post about us. And so now there's and you can break this and again this is where quality and quantity of metrics matter.

3:16So it's like how how much more nuance can I break and break this up into small pieces. So it's like okay, at what time do we deliver these messages or around what experiences that have high likelihood of them posting? Can we decrease the friction around uh them sending friends? how can we make it both easy and how can we incentivize it and so all of these components whether it's a service business a physical products business a software business it still works the same way is you know and for each each customer for example as we're taking someone through this I have four milestones that I look for which are the four Rs so how do I get them to review my product how do I how do I well in order it' be how do I retain them immediately how do I get them to review my product how do I get them to refer somebody and then how do I resell And so they're basically those four Rs is what I try and take every customer through. It's a very simple framework, right? [laughter] When you think it's like, oh man, customer success, what does it mean? It's just like, well, these are the four things that I want to occur. And so all I'm trying to do is reverse engineer what activities increase the likelihood that each of these four Rs happen. Real quick, I'm going to show you the exact 10stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business.

4:34What the constraint feels like, like what are the symptoms of it when you're going through it. And then what steps we actually took to graduate. And we've done this across software, physical products, uh service businesses, brickandmortar, all of this. And it works. And it's my gift to you. It's absolutely free. And so the link's in the description, but you just go acquisition.comromadap. Just enter your info and it'll spit it right back to you. Offering.