Hire for Who They Are, Not Their Resume | 355

Download my FREE 8-Figure Playbook

This playbook walks through the exact process I used to build from $0 in 2016 to $50M+/year today across multiple franchise brands

Grab it here: https://brianbeers.kit.com/b79cf77012

Let's connect:

Find me on X
Instagram
LinkedIn
YouTube

Transcript

SPEAKER_00 0:00

Welcome back to the Business of Beers Podcast, your daily dose of strategies, tools, and tips to help you build an eight-figure business. Today's episode is a clip from one of my YouTube lives. If you'd like to hear the whole thing, there's a link below in the description. Cheers. Our main thing is like we're looking for we're looking for people's core values. So I care less about the resume and more about who they are as like a person. And because you think about it, like why do you fire people? You don't fire people because they didn't they didn't have like enough experience that you thought they did, or they lied about like whatever, their accomplishments at X, Y, and Z. Like we don't, but you fire them based off of normally the lazy or they don't like they they don't they don't have the interpersonal skills. They don't seem to be driven, they're not really a team player, they're selfish. They're like, you know, generally we fire people because of the personality traits, but then we hire them based on their resumes. Like so we do it, you know, reverse, which is we want to find people based on who they are. And so there's a couple ways that we we do this. First, is we're really clear on what those are. So for us, they have to be very driven. So like we want people who want to win. Like I want to win, everyone on our team like wants to win. We want to be the best, we're highly competitive. And we like I don't want to have to motivate somebody. I want to find somebody who wants to be on the team who's self-motivated in a lot of ways. Like they are personally driven to win. Whether that's a mechanic, whether that's a front shop person, whether it's a district manager, whether it's like you know, our our our leadership team. Uh that's first. Number two is like highly accountable. Accountability is probably one of the biggest traits that can be very frustrating if someone doesn't have it. Right? So accountability just means do you do the things that you said you were going to do? And for years, like it wasn't a trait I looked for necessarily, but then I found myself very frustrated because I had all these people, I'd ask them to do something, they'd say they would do it, and then they like, and then you'd have to follow up with them, and then like, oh yeah, I forgot, or I was gonna do that, and they give you all these excuses, and then all of a sudden, now like mentally you start carrying the load of the things that you ask them to do, and and plus all the other stuff you gotta do. So that would be a big part. Like, I would, I would, I would want to look for people who are accountable and they like like their words, their bond type type of thing. And they do the things that they they say they're gonna do. We want team players uh in terms of like we want like people who who who go out of the way to help other people, like they look to add value first, not necessarily like being have a high ego or like they're the ones that know everything, and like you should listen to me. And even in in auto repair, you know, in our business, like it's it's a shame because like some of sometimes like some of the highest skilled people uh sometimes have big egos and they they think the world revolves around them, and like you know, yes, like they could do great work, but then it's like it doesn't create for a good like team atmosphere. And so uh sometimes like even like like you see it in football, right? You get like AJ Brown at the Eagles or like uh Antonio Brown or like these guys are these like wide receivers and they're really, really skilled, but then they cause like a lot of turmoil. So this is like how I determine if people work work out or not with us. So so what you want, right, are people who live right here. Like these are gonna be your your best employees because and the best people that you want on your team, where they have a very high performance and they have a very low shit factor. Like these are your your best. And this is the like these are this is the team that we're looking for. And it's like, how do you find them, right? So so part of it's like the interview questions in determining a personality, like tell me about a time. So we ask a lot of questions that are situational based, where it's like, tell me about a time that like X, Y, and Z happened, and like and we let them talk, and then we're like, all right, well, how did you respond? What happened then? Like asking lots of questions to really kind of dig into kind of how they how they see the world. Uh and then on the performance side, I love like I'm a numbers person, obviously. I love asking people about numbers. So if we're looking to hire a manager, I would ask them uh a question like, you know, um, you know, manager, they need to be money motivated, right? In general. They they need to be like, hey, if if I am, you know, I perform better, I make more money, I'm willing to like uh you know learn and develop and like try new things in in order to get better, right? And so uh we'll just ask them, like, well, what was your best um tell me about the best compensation plan you've ever been on. And I want to understand, do they understand their compensation plan? Generally, if people understand how they get paid, they'll perform better. If someone doesn't understand how they get paid, uh chances are they're not gonna um, you know, they're not gonna perform if they don't understand how they get paid. And so I would just like let them say, oh yeah, it was years ago, um, you know, I I it was this, you know, I worked for this company and they just paid me a percentage of gross profit or whatever. And then I then I then I would just keep asking them questions. All right, okay, well, what percentage did you get? What was the best month you had? What was the worst? How often did it change? And I just keep asking them questions because really just like with the goal of like, do they did they truly understand their numbers? I'd ask them into like in our business, you know, we all have similar numbers, and so I'd ask, all right, what did you do in revenue per month? What was the car count? What was like your average ticket? What was the goal? What were the highest performers? What were the lowest performers? Um, just as many, many as I could. And A would tell if someone's sharp and if like they were if they retained information, if they were good with numbers, if they had a good memory. And otherwise, like sometimes people would be like, they have no idea. And it's like, you just told me this was the best job you ever had and the most money you ever made, and you can't tell me like a single thing about it. So either you're lying or like your memory is terrible, and like if you're not gonna remember that, you're probably not gonna remember things that I teach you. So like um, it's probably not gonna go really well. All right, so so I'll get into that. So that that's kind of how I start vetting for for like numbers and people's ability to handle it. Then I right and and so like you're willing to tolerate things as long as people generally per per per per perform. So it happens though sometimes is you have somebody who's like a really good performer, they have a low, a low shit factor, but then something changes and they they just like just more drama and drama and drama drama comes into their life, in into their life, maybe, or then into the shop. And like you kind of just tolerate it, right? For a period of time, you're like, all right, there's all this stuff, but like whatever, it it all works, uh you know, we're we're still performing, until they move into this quad quadrant. Right? Because if someone like is is causing lots of problems and headaches, and like uh and at a certain point, and then the performance drops, you're now like, all right, you're causing all these problems, and and for the rest of the team, like it's just not worth anymore. And then finally, these are like your I don't know if it's bench warmers or like whatever, but it's people who like they don't really rock the boat, they don't really perform, they're kind of there. Um, you know, and your goal really with these people is how do I get these people to perform better? Like, what are the tools, what are the training, what are the things that I can move them from here to here? Because generally, like people with low issues just to generally like you hope that like not a lot changes, and we just like get them in better environments. And so for us, we're looking for sometimes it's like the team that they're on or or the location that they're in. Sometimes we'll have an issue where uh, you know, like we have some stores in some rougher areas, and sometimes like it's it's like a personality mismatch where they just like they have trouble with with a certain clientele, and so then we'll move them into into another store that we think that they think they would do better in. And same, same exact like person, but now they're just in a better environment that matches like their natural skills better. We've seen that really work in drive performance. We've also seen um just under different management. Well, maybe it's a personality conflict. Like we have a guy who's a mechanic who like worked at a couple different stores for us, and just like it it just like he wasn't performing that well when there was like issues with like conflicts with other guys, and but like we we really believed in him, and so then we got him under a better manager that we thought would be like a better mentor, and now he's just like absolutely crushing it. And so uh that's like a big part of it is it's it's it's really understanding who you have and like what are the ways that we can we can help um develop.