Topic
Hiring, Team & Culture
60 episodes. 52 operators. Every line below is a verified passage from the transcript.
He says what you'll get you fired at any other company will get you hired by mine.
It's that at 4am, the mediocre player's sleep being at 4am, Kobe Bryant's already on his way to the gym. It's the stuff you don't see, and that's the problem I think with hiring is that mediocrity can look superior, really easily trick us.
All of those can be done by AI by one person now. Entry-level job that really got my foot in the door and got me hired by the agency full-time and was the start of my career is now gone.
They are screaming prior to even getting hired saying, hey, Ryan, if I can work for you, you better pay me the highest you could pay. And you better give me the best benefits.
Speed is the ultimate moat right now. And the larger the company, the slower they are, whether it's bureaucracy or legal concerns or data privacy or just middle management layers.
So my job now is I recruit, I build, I show teams how to instill culture, a working culture that people want to be in there because they're $10.99.
No, that's only one third of delegation, delegation that there's more to it, delegation is about assigning, entrusting and empowering that person to do the task on his own.
I don't think I'm smarter than anyone on my team or else why the hell would they be there?
And that's the recruiting, the interviewing, the hiring, the onboarding, and the leadership development of people.
Whenever I do a board and I'm having meetings with my management team and even all my staff, As I do the pyramid upside down, the first person that is important is obviously our customer because without our customer, we don't have a company or a business.
And I think about the aerospace company that I had from day one with three employees counting myself, I've changed the senior team out five times and they didn't all leave the company.
So now my entire copywriting team could include one leader who's a little bit more experienced but then you can scale your output with more junior employees that can leverage AI.
- Expect team roles to collapse: at Oak Theory designers now develop, and Ryan's agency went from close to 20 employees to under a quarter of that with only one firing, on the expectation of 10x output at the same hours. (Adapt or Get Left Behind: The New Rules )
- Jeroen says the hardest part of company ownership is people management — the stress of realizing you hired wrong, trying to make it work, and deciding when to let someone go outweighs the firing itself. (Finally an automated CRM that just works)
- Hire only self-starters: with a few hundred employees, Brett's filter is that anyone waiting to be told what to do is already too late. (How Brett Berish Built Billion-Dollar Sp)
- Showing up disheveled to an interview is disqualifying — Mara says a candidate joined a recruiting pitch in a shower cap with rollers visible and had no chance of being hired. (You Only Get One Shot: Confidence, Disci)
- Use brain type in hiring and role design - Jim's entire customer service team turned out to be elephants because empathy is their strength. (Jim Kwik: How to Train Your Brain to Lea)
- When hiring, don't assume everyone has your drive; most people want to follow directions, so recruit the top one to three percent to lead teams for you. (Secrets to Influencer Marketing & Brand )
- Hire on merit and value delivered, not on diversity quotas - but Ryan says he'd support programs that widen the candidate pool, since small businesses simply don't hire often enough to move statistics. (BUSINESS NEWS & TRENDS: The Rise of Trad)
- For small businesses, Ryan recommends a lean micro-team of five to ten highly skilled people with high equity stakes, supported by overseas VAs, rather than 50 employees on the books. (Why Authenticity and 'Being Known' Are t)
- Do a deep self-audit before hiring a second in command: what you love, hate, are uniquely good at, and what drains your energy, then hire someone who covers the gaps and matches your core values. (The Greatest Leadership Lessons from the)
- Culture comes from four aligned things: core values you will fire people over, a core purpose, a BHAG, and people systems covering recruiting through leadership development - not free massages and lunches. (The Greatest Leadership Lessons from the)
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How Brett Berish Built Billion-Dollar Spirit Brands by IAll 60 episodes
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