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Speaker 1: Welcome to Money Making Conversations.

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Speaker 2: It's to show that she has the secrets of success

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Speaker 2: experience firsthand by Marketing and Brandon expert Rashan McDonald. I

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Speaker 2: will know he's giving me advice on many occasions. And

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Speaker 2: in case you didn't notice, I'm not broke. You know

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Speaker 2: he'll be interviewing celebrity CEOs, entrepreneurs and industry decision make

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Speaker 2: because it's what he likes to do, it's what he

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Speaker 2: likes to share. Now it's time to hear from my man,

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Speaker 2: Rashan McDonald money Making Conversations.

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Speaker 1: Here we go today, today's beautiful day outside. Again, thank

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Speaker 1: you for listening to Money Making Conversation Masterclass. Yes, this

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Speaker 1: is Rashan McDonald and this is the second episode in

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Speaker 1: the series of three about value proposition. Last week we

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Speaker 1: talked about you, you your career, what you can do better,

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Speaker 1: what you're not doing that should be recognized by your employer,

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Speaker 1: How to create that uniqueness that will cause them to

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Speaker 1: give your raise, will cause you to get a promotion.

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Speaker 1: That what a value proposition can do for you. A

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Speaker 1: lot of times when you hear the word value proposition

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Speaker 1: is usually tied to a product or a business, but

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Speaker 1: I believe that you can take that same philosophy and

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Speaker 1: tie to an individual, and an individual is you. And

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Speaker 1: a lot of people responded very positively or is really

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Speaker 1: thankful for the information I gave them. Where it doesn't

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Speaker 1: stop today. It will start from a standpoint of value

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Speaker 1: proposition involved. Today's shows about how to get the most

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Speaker 1: out of your employees. I will also be given examples

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Speaker 1: of how bad employees can destroy your business. That is

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Speaker 1: the value proposition we are talking about today. Because if

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Speaker 1: you have a dream and you have a version of

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Speaker 1: uniqueness that could sell, but you have the wrong people

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Speaker 1: selling it or have the wrong people working to build it,

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Speaker 1: then your value proposition that you work so hard to

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Speaker 1: build will fail. And that is what we're talking about

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Speaker 1: and the reason that fails. There's so many different lanes,

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Speaker 1: and I'm gonna break it down in groups of five.

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Speaker 1: When I talk about these different lanes, it's gonna be

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Speaker 1: the first half hour of this show today will be

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Speaker 1: about the value proposition and people that you hired. The

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Speaker 1: second half I bring it on board Thanksgiving and Christmas

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Speaker 1: is coming up. So I got Chef Gernard Welles, that's right,

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Speaker 1: legendary I call them legendary family chef Gernard Wells be

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Speaker 1: on the show today. Please don't go nowhere. People tell

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Speaker 1: me that I can bake, that I'm award winning please

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Speaker 1: he is one of the top people in this field.

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Speaker 1: But let's get started on the value proposition about today's show,

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Speaker 1: how to get the most out of your employees. Also

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Speaker 1: be giving you examples of how bad employees can destroy

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Speaker 1: your business, because let's start this. Let's start it off

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Speaker 1: with you the problem, making you the problem. Top five

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Speaker 1: reasons your company can't find great employees. You've heard since

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Speaker 1: COVID that people want to stay home and remote. So initially,

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Speaker 1: when I hear that, that means that we are already

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Speaker 1: given excuses as to why you can't find anybody good

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Speaker 1: by letting you know, the news tell you, the social

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Speaker 1: media tell you. But the person who guides all this

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Speaker 1: is you and how much effort you're willing to put

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Speaker 1: into getting an employee that will work effectively for Lee.

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Speaker 1: Here's five reasons why you might not can find a

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Speaker 1: great employee. Letok go over the first one. You won't

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Speaker 1: let go of poor performing employees because you care too

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Speaker 1: much for them and they're such a good fit. So

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Speaker 1: basically right there. I know a lot of you. I

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Speaker 1: fell victim to this. I had people that I had

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Speaker 1: known for a long time, or known for twenty years.

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Speaker 1: I've known them for fifteen years, I've known them for

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Speaker 1: ten years, and I kept them on board because I

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Speaker 1: cared too much for them, not because of work they

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Speaker 1: were doing. They were doing good work, but they weren't

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Speaker 1: doing the work that I needed for my company that

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Speaker 1: was doing at the time. In other words, you can

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Speaker 1: hire somebody and your company can change, but you keep

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Speaker 1: the same person there trying to get them to fit

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Speaker 1: in to the dynamics of your new change. That's what

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Speaker 1: I was doing. Guess who was losing me? So what

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Speaker 1: did I have to do? I have to make a

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Speaker 1: hard decision find a person who could fit doing that job. Effectively,

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Speaker 1: Number two, you keep hiring from the same circle of recommendation. Basically,

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Speaker 1: I've seen this. You're go into a business, especially a

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Speaker 1: lot of fast food businesses, You'll see people in the

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Speaker 1: corner filling that application. Basically, the first applicant who fills

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Speaker 1: out the paperwork, that's who you hire. Because guess what,

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Speaker 1: you don't have time. You don't have time for your

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Speaker 1: own business. You don't have time. So that's the problem

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Speaker 1: right there. Then number three, you're the problem. You're the

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Speaker 1: problem because you keep hiring the wrong people. So maybe

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Speaker 1: you should let somebody else do the hiring. Don't let

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Speaker 1: ego get in the mix. That's why they have HR departments,

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Speaker 1: involve the HR. If you're starting a business, those two

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Speaker 1: things listen to be real careful, because I made this mistake.

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Speaker 1: If you're starting a business and you don't have an

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Speaker 1: accountant or a sense of who's doing HR that's human resources,

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Speaker 1: then your company is not going to make it. You

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Speaker 1: will fall victim to that line of hey, it was

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Speaker 1: in business for six months and closed, Hey it was

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Speaker 1: in business for a month for a year closed because

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Speaker 1: you did not apply the values of what an accountant

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Speaker 1: will bring to the table, which means you aren't operating

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Speaker 1: with a budget, because you operate on a hope and

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Speaker 1: a prayer, which means that you hope that when you

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Speaker 1: open the doors open the people will buy your product,

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Speaker 1: or you hope when you open your doors people be

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Speaker 1: lined up outside, or you hope because you go to

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Speaker 1: church every Sunday, then faith will step in and you

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Speaker 1: will win. That's problem. Then you only hire experienced people

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Speaker 1: whoa I'm talking about, you know, just not the show

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Speaker 1: about not hiring people in the fardas the fifties and sixties.

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Speaker 1: But you got to be careful when you're hiring experienced people.

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Speaker 1: They're not not setting they ways. You know, technology is there,

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Speaker 1: but they still want to do it on penning paper.

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Speaker 1: I like to write everything down, but you know, laptop

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Speaker 1: is sitting over there. You know, I get with that.

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Speaker 1: But they want to write everything down. But they got

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Speaker 1: all that experience. But you're in a company that's you know,

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Speaker 1: it's technology savvy, but you hire an experienced person, great personality,

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Speaker 1: you got the experience, got everything, but they want to

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Speaker 1: do it their way. I'm not telling you to hire

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Speaker 1: any experienced person, but I'm telling you to hire somebody.

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Speaker 1: If they experience, they're going to do it the way

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Speaker 1: you need it to be accomplished at your job. Does

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Speaker 1: that make sense?

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Speaker 3: Then?

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Speaker 1: The final thing in this whole world of top five

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Speaker 1: reasons your company can't find great employees, you keep saying

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Speaker 1: there aren't good people out there. I hear that all

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Speaker 1: the time. And let me tell you something. I have

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Speaker 1: fallen victims of that. I have given up. I've just

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Speaker 1: the next person to come to that door, I'm going

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Speaker 1: to hire them. And believe me, I have regretted it.

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Speaker 1: I have hired enough people in my lifetime. It's not

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Speaker 1: one hand, not too high. It's I got to take

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Speaker 1: off my shoes. That's how many bad people I've hired

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Speaker 1: in my life that, you know what, Because I got

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Speaker 1: tired of interviewing people. I got tired of going through applications.

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Speaker 1: I got tired of just wondering, maybe maybe maybe I

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Speaker 1: can make them a good employee. Maybe I can, you know,

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Speaker 1: employ them up, you know, work them up, you know,

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Speaker 1: drop them up, train them up. Now, if the application

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Speaker 1: says this is what they do, this is who they are.

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Speaker 1: The value proposition of what you're trying to create with

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Speaker 1: your business, and your business is to build an opportunity

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Speaker 1: of uniqueness, a lane where nobody else is working. But

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Speaker 1: you can't hire the people to do that, then it's

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Speaker 1: time to fire somebody. See I'm just trying to clean house.

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Speaker 1: See that's what I'm trying to do right now, trying

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Speaker 1: to say you have a company over there struggling. You

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Speaker 1: don't know why, why the doughnuts ain't flying out the door?

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Speaker 1: Why ain't nobody walking out there wearing shoes. Why won't

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Speaker 1: you send somebody out there for plumbing service? People complain,

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Speaker 1: don't want to call you back. Look on, yep, you

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Speaker 1: gotta a start one star rating the same person you

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Speaker 1: keep sending it out there. Because we're gonna get your

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Speaker 1: family in a minute. Family, We will get the family.

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Speaker 1: Because that's the mistake everybody makes, it's hiring family. We're

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Speaker 1: gonna get them in a minute. How to fire someone

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Speaker 1: without hurting their feelings, That's what it's all about. I

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Speaker 1: will tell you this. To terminate somebody is the worst

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Speaker 1: feeling in the world. I don't you know. I don't

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Speaker 1: have people out there that do it for a living.

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Speaker 1: I don't understand it. I don't drink alcohol, I don't

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Speaker 1: smoke any any drugs or anything like that. So when

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Speaker 1: I go in there and talk to somebody, it is

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Speaker 1: Rushan McDonald's sitting down fully preped So how do you

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Speaker 1: fire people? First of all, when you fire somebody, this

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Speaker 1: I'm gonna start number five. Be clear. See, what you

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Speaker 1: don't want to do is fire somebody and they don't

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Speaker 1: have a clear understanding why they're being terminated. See, then

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Speaker 1: you're gonna get in an argument. See, you can't fire

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Speaker 1: somebody and then they throw the reason for their firing

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Speaker 1: back on you because you wasn't clear, because you didn't

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Speaker 1: write down, because you you didn't want to hurt their feelings,

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Speaker 1: so you just go. You know, it just didn't work out. Hey,

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Speaker 1: that ain't specific enough for a lot of people out there.

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Speaker 1: You gotta tell these people so they can be a

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Speaker 1: better person at the next job they're gonna work for.

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Speaker 1: It's called evaluations. We're gonna get their evaluation in a minute.

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Speaker 1: But see what happens is I've had employees. I've had employees.

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Speaker 1: I've had employees who when they got paid somehow that

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Speaker 1: same week, they always got sick somehow, somehow the week

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Speaker 1: they got paid. Now now I'm just listening to y'all,

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Speaker 1: listen to you. Then some people out there count their

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Speaker 1: vacation days and they count they sick days. So they

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Speaker 1: treat they sick days PTO of whatever fancy word. They

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Speaker 1: call them my days as vacation days. I've had employees

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Speaker 1: get paid sick. Then I tell them I see the pattern.

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Speaker 1: I tap that, I see your pattern. They don't care,

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Speaker 1: because you know why I've allowed them to make this

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Speaker 1: normal because I didn't want to hurt their feelings. I

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Speaker 1: was never clear to them because that pattern was going

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Speaker 1: on for a minute months I saw it. But how

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Speaker 1: do I break this news to them?

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Speaker 3: Now?

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Speaker 1: You might say, with Sean, come on now, you could

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Speaker 1: just walk in and just told them no, no, because

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Speaker 1: I didn't want hurt their feelings. And if you are

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Speaker 1: worried about hurting somebody's feelings when you're about to determine it,

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Speaker 1: bring a witness with you, bring somebody in the room

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Speaker 1: with you. That'll make it easier. And if you happen

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Speaker 1: even a bigger struggle, practice practice determination. Because this is

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Speaker 1: not something easy. I don't want anybody think I'm on

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Speaker 1: this call this show today telling you that this is fun,

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Speaker 1: this is going to be easy. But you gotta get

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Speaker 1: rid of these people who are destroying your dreams. Let

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Speaker 1: me tell you a story right now. I'm gonna just

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Speaker 1: break this little story. We're gonna go to break after

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Speaker 1: this store, how bad employees can hurt your dream There

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Speaker 1: is a place, a lot of Petrie corners right across

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Speaker 1: from the forum, that's this salad bar. Right every time

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Speaker 1: I go into this salad bar, it was always six

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Speaker 1: people in front of me. Every time I go in

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Speaker 1: it six people, no matter what it's about. Six thirty.

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Speaker 1: I walk in there and it was nobody in front

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Speaker 1: of me. In fact, there was a couple that was

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Speaker 1: down by the register. Because when you go into l shit,

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Speaker 1: you go in, you auder your salad, go left, pick

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Speaker 1: out your different things you want to put in a salad.

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Speaker 1: Pay at the end. Walking there, there's always six bends,

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Speaker 1: two on top, two in the middle, two at the bottom.

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Speaker 1: Six bins. I walked right on end. It was an

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Speaker 1: ounce of salad in any of those bends. This six thirty,

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Speaker 1: mind you, six thirty. I see guy down at the end,

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Speaker 1: little chunky guy down at the end talking to the

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Speaker 1: people who I assumed he was trying to get their

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Speaker 1: different condiments that they want in their salad. There was

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Speaker 1: this tall, skinny dude just walking around, just walking around.

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Speaker 1: And then there was this dude in the back. He

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Speaker 1: was just chopping. I don't know what he was chopping.

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Speaker 1: I was trying to see was he chopping salad or something,

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Speaker 1: because there was no salad in front of me. Was

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Speaker 1: he chopping salad? I don't know. I said to myself

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Speaker 1: out loud, I said, excuse me all y'all still open.

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Speaker 1: Immediately it triggered the guy down there by the resident.

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Speaker 1: I guess so because they don't have nothing down out

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Speaker 1: here either. So okay, well shine, he might have started

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Speaker 1: something here, okay, I said. I said, I'm just saying

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Speaker 1: that there's no salad down here, and I just want

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Speaker 1: to make some selections. So the little tall, skinny dude

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Speaker 1: went in back. Then he came back out with no salad.

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Speaker 1: So I'm trying to figure out why is he going back?

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Speaker 1: Now these employees, now, this place is always packed. Now,

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Speaker 1: I'm just telling that this is playing out in public.

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Speaker 1: I'm gonna get you to the end of the story now.

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Speaker 1: So the guy, the little chuppy guy, comes down in

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Speaker 1: front of me, tells the skinny dude who wasn't doing

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Speaker 1: anything to handle the guy who was angry at the

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Speaker 1: end of the register because he couldn't get what he

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Speaker 1: was asking for down there. So this guy comes down

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Speaker 1: in front of me. He says, he's breathing the hawk boy.

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Speaker 1: I tell you I had to get away from him.

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Speaker 1: I'm about to punch him. I go, okay, okay, okay, okay, okay, okay.

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Speaker 1: Now this time I have to tell y'all this. I'm black.

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Speaker 1: He's black, So I guess he's confessing to me because

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Speaker 1: he feels some way with me. But see, now you

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Speaker 1: brought me into your world. Now, brother, you told me

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Speaker 1: you about the physically harmless dude, because all he wants

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Speaker 1: is what he's paying for. That's a salad. So I

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Speaker 1: lean into the dude. That's excuse me, brother, there's no

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Speaker 1: salad back there. I can't even make a selection. I

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Speaker 1: think you closed too. Now I talk it just as

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Speaker 1: clear as I said this to you guys. I said

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Speaker 1: it to him. He immediately turned to me and with

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Speaker 1: can I help you? I said? I said, brother, you

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Speaker 1: have no salads. I said, I like a mix. I

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Speaker 1: like to mixed romaine with a little you know, the

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Speaker 1: mix it up. He said, uh, what's your problem? I said,

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Speaker 1: excuse me, I'm out. See this is an example of

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Speaker 1: bad employees in a place that I used to go to.

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Speaker 1: That nobody, the owners, the managers, nobody is doing this.

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Speaker 1: Let me tell you something. I went home. I told

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Speaker 1: my wife, Oh, we're going to break. I'll be right back.

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Speaker 1: We're willa wrap up this story. Then I'm gonna go

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Speaker 1: to ninety day probations periods while they are so important,

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Speaker 1: and do not hire family members just because your mama

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Speaker 1: told you to. We'll be right back when more Money

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Speaker 1: Making Conversations Masterclass.

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Speaker 3: Welcome back to the Money Making Conversations Masterclass hosted by

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Speaker 3: Rashaan McDonald. Follow Money Making Conversations Masterclass on Facebook, Twitter

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Speaker 3: and Instagram. Ladies and gentlemen, it's time you stop reading

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Speaker 3: other people's success stories and start writing your own.

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Speaker 1: Hi, this is Rashaan McDonald. Thank you for returning and

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Speaker 1: listening to Money Making Conversation master Class. This is Rushan McDonald,

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Speaker 1: and we're talking about value proposition. Value positions are really important,

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Speaker 1: and those are two words I knew nothing about till

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Speaker 1: my wife pointed them out the significance, and I used

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Speaker 1: to debate her the importance of it until she. I

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Speaker 1: finally sat down and realized that I didn't have a

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Speaker 1: value proposition for my company. And I didn't really start

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Speaker 1: turning the corner to what I was being because I

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Speaker 1: was just successful in other areas. I was successful as

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Speaker 1: a brand manager or successful giving advice, but I had

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Speaker 1: nothing to do with my company thirty eight fifteen Media.

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Speaker 1: When I finally sat down and decided what that value

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Speaker 1: proposition is. Then I was able to turn that corner

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Speaker 1: and my company was fortunate this year in twenty twenty

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Speaker 1: three to win and this Georgia Minority Supplier Development Council

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Speaker 1: Supplier of the Year Award at the Spirit Alliance Awards

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Speaker 1: for twenty twenty three as a Class one Division the

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Speaker 1: top Minority supplier in the state of Georgia. That's what

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Speaker 1: I achieved once I found out my value proposition. If

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Speaker 1: you don't have a plan, then thirty eight fifteen media

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Speaker 1: can help you create one. That's my slogan. I didn't

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Speaker 1: have that slogan before. These are things that when I

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Speaker 1: sat down and I drilled down as to what exactly

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Speaker 1: I was trying to do, I was able to come

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Speaker 1: up with because I started understanding my value proposition. It's

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Speaker 1: not just about flipping Hamburger's not just about service or

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Speaker 1: it or any field that you decided to open your

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Speaker 1: doors or it or any company you decided to go

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Speaker 1: work for. What value do you bring to the table

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Speaker 1: long term, not just short term, because you're never at

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Speaker 1: a job as an employee just to be hired. You

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Speaker 1: there to I like to believe that when you come

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Speaker 1: into a company. You come to the company to be

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Speaker 1: the supervisor to run that company. That's the attitude you

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Speaker 1: have to have. If you're trying to get a raised,

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Speaker 1: that's attitude you've got to have. If you're trying to

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Speaker 1: get promoted. You can never come into that company and

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Speaker 1: say I'm trying to get a job a raised based

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Speaker 1: on the job that I have currently or they're offering me.

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Speaker 1: You never get a raised. You never get a raised.

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Speaker 1: You just be frustrated because you are not setting your

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Speaker 1: expectations high enough, which means that by setting your expectation

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Speaker 1: beyond your job, you're going to do more than you're

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Speaker 1: doing for the job they've asked you to do. And

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Speaker 1: when you do that, then they will pay you more

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Speaker 1: because you increase your value proposition for that position. But

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Speaker 1: in doing so, you have to let them know you

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Speaker 1: are doing more but not asking for no more money,

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Speaker 1: because once they realize your value, they can't afford to

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Speaker 1: let you go. It's just the facts of life. And

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Speaker 1: if they do, then you've increased your value to go

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Speaker 1: get it from somebody else. Those are some simple tips

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Speaker 1: that I've learned through the years, and hopefully you're writing

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Speaker 1: these things down because of the fact that a lot

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Speaker 1: of people they just take these jobs. I don't care.

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Speaker 1: I remember when I was sixteen years old, they hired

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Speaker 1: me to do make hamburgers at Burger King. They hired

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Speaker 1: me to make hamburgers. But I didn't want to make hamburger.

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Speaker 1: I wanted to do work the register. That was my goal.

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Speaker 1: My goal was not to flip burgers and make fries.

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Speaker 1: My goal was to work the register. Guess what I

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Speaker 1: wind up working the regis because that was my goal.

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Speaker 1: And guess who and guess who got the raise, Guess

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Speaker 1: who got elevated to the next level because I wanted

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Speaker 1: to do more and so in order to get to

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Speaker 1: the register, that mean I had to do more than

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Speaker 1: just make burgers and drop fries. But in the process

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Speaker 1: of when you start in these companies and you working,

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Speaker 1: family tends to always get in the way. Family. You

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Speaker 1: love them, sometimes you don't know what to do with them.

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Speaker 1: And here's the number one mistake we make with family

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Speaker 1: when it comes to your company your business, is that

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Speaker 1: we do not follow the same rules when we hire

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Speaker 1: family than we do with anybody else. The number one

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Speaker 1: rule that we don't follow is we don't have family

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Speaker 1: members fell our job applications. That's the number one rule.

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Speaker 1: For some reason, they don't sign NDA's there. Those five

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Speaker 1: none of that because they family. For some reason, we

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Speaker 1: don't want to know what the family member don't know,

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Speaker 1: so we don't ask them to fill out a piece

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Speaker 1: of paper so we can find out what they don't know.

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Speaker 1: And if you find out what they don't know, guess what,

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Speaker 1: you won't hire them because you're about to bring them

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Speaker 1: into a job that you know on paper they can't do.

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Speaker 1: So here are five reasons you should not hire a

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Speaker 1: family member. Number one, do not hire a family member

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Speaker 1: because they are family. I've done that or had a

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Speaker 1: comedy club. I started with a guy I did know.

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Speaker 1: Mistake Number one god in business with somebody I didn't know.

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Speaker 1: We share the same vision because we both wanted to

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Speaker 1: open the comedy club. So my family members. When I

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Speaker 1: was at one location that was working for free, they

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Speaker 1: were just happy, we'll work to do it for you

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Speaker 1: do all those nice things. But I went to the

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Speaker 1: other location. They wanted money. Now, for some reason, in

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Speaker 1: my mind, they'll never filled out a job application because

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Speaker 1: I never put them on a system of knowing how

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Speaker 1: much they wanted then I fell victim to not budgeting

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Speaker 1: for their demands. So suddenly my little budget went out

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Speaker 1: of whack because I didn't include them in the budget plan.

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Speaker 1: So do not hire a family because they are family.

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Speaker 1: Number two, do not hire a family member if you

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Speaker 1: feel sorry for them. That's number two. Do not hire

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Speaker 1: a family member to help them get by. That's number three.

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Speaker 1: Number four, do not hire a family member who owes

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Speaker 1: you money. And the number one reason you do not

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Speaker 1: hire anybody in your family if it's based on your

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Speaker 1: mama recommendation. If your mama is recommending you to hire

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Speaker 1: somebody and you hire that person, will you get what

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Speaker 1: you get now? For Shan, you told us a lot

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Speaker 1: of stuff today? How do we fix the problem? How

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Speaker 1: do we avoid this problem? It's called the nainty day

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Speaker 1: probation period. If you follow the ninety day probition probation period,

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Speaker 1: it will solve a lot of your problems. It gets

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Speaker 1: a lot of bad people out the door a lot faster,

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Speaker 1: all that good stuff. What is to know? Ninety day

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Speaker 1: probation period is a time when a new employee is

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Speaker 1: carefully evaluated to see if they will be a good

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Speaker 1: fit for the position and company culture. It's a defined

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Speaker 1: period of time that starts on the employee's date of

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Speaker 1: hire and ends exactly ninety days later. During this period,

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Speaker 1: the employee may receive added management which is education, learn

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Speaker 1: a new job, which mean they can't complaint. The employer

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00:24:06,160 --> 00:24:10,399
Speaker 1: may also have the right to fire the employee without

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Speaker 1: cause during this period. The employee may also have to

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Speaker 1: wait before you know, might not get health covers in

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Speaker 1: that ninety day period because you might get fired. Okay, Rachall,

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Speaker 1: this is where the ninety day period. Everybody knows about it,

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Speaker 1: but then a lot of people don't have time to

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Speaker 1: put it in application. Listen to me, Liver, Listen to me, employee, employer,

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Speaker 1: listen to me. You have thirty days. The first thirty

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Speaker 1: days is the key. When you hire that person, tell

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Speaker 1: them and emphasize to them they're on ninety days probation.

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Speaker 3: Do not.

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Speaker 1: Gloss that over, don't do don't don't kind of like

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Speaker 1: slide it through part of the onboarding process. Let them

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Speaker 1: know they're on a nainety day probation period and let

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Speaker 1: them know that in thirty days you and I are

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Speaker 1: going to have a conversation about how you're doing. Let

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Speaker 1: them know that for a fact, And you must emphasize

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Speaker 1: that this is not a threat. This is establishing an

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Speaker 1: employee employ your rules. This is where we all make mistakes.

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Speaker 1: This is where a relationship goes bad. This is what

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Speaker 1: happened at that restaurant I went to. Somehow nobody established

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Speaker 1: the nainety day probation period to anybody in that salad

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Speaker 1: bar because it was operating fearlessly that nothing would happen

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Speaker 1: to them. In some ways, anybody that works for you

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Speaker 1: has to operate with a degree of fear or they won't.

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Speaker 1: You didn't think done. I'm serious and some if this

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Speaker 1: is a good fear, it's a fear based on respect,

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Speaker 1: It's a fear. This is a job I don't want

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Speaker 1: to lose. This is a job that if I do

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Speaker 1: what I'm supposed to do, then I will go. I

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00:26:14,640 --> 00:26:18,360
Speaker 1: will maintain employment. What's wrong with that? Then you get

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00:26:18,400 --> 00:26:23,760
Speaker 1: up to sixty days, that's the key. See if they've

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00:26:23,760 --> 00:26:28,200
Speaker 1: been right for thirty days, that sixty day mark, then

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00:26:28,280 --> 00:26:30,320
Speaker 1: guess what. If you've done what you're supposed to do

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00:26:30,400 --> 00:26:33,280
Speaker 1: as an employer, you've done what you're supposed to do

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00:26:33,320 --> 00:26:36,840
Speaker 1: as an employee, then that sixty day mark is going

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00:26:36,880 --> 00:26:40,560
Speaker 1: to be the critical moment whether you're gonna still go,

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00:26:40,640 --> 00:26:42,960
Speaker 1: I'm gonna tell you right now, sixty days you know

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00:26:43,000 --> 00:26:45,840
Speaker 1: who you got. You're making the decision to hang in

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00:26:45,840 --> 00:26:49,040
Speaker 1: at with a weak employee, or you about to you

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00:26:49,080 --> 00:26:50,800
Speaker 1: know what they said you about to. You're about to

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00:26:51,000 --> 00:26:53,959
Speaker 1: about to see a rose bloom and your a bloom

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00:26:53,960 --> 00:26:58,600
Speaker 1: in your garden. That's the key right there. You tell

447
00:26:58,640 --> 00:27:01,440
Speaker 1: the employee what they're doing good, and you encourage them.

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00:27:01,520 --> 00:27:04,600
Speaker 1: If your employee is doing bad, you let them know. Look,

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00:27:05,320 --> 00:27:08,760
Speaker 1: the next thirty days is very key to you being

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00:27:09,720 --> 00:27:12,120
Speaker 1: maintaining long term employments. You let them know right there

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00:27:12,200 --> 00:27:16,040
Speaker 1: at sixty days, because that next thirty days you're gonna

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00:27:16,080 --> 00:27:18,520
Speaker 1: find out how they are built. You're gonna find out

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00:27:18,520 --> 00:27:22,680
Speaker 1: if they're willing to turn that corner and win, or

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00:27:22,680 --> 00:27:25,199
Speaker 1: they rather to turn that corner and be who they

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00:27:25,200 --> 00:27:28,000
Speaker 1: were gonna be when you hire them sixty days ago.

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00:27:30,160 --> 00:27:34,000
Speaker 1: So I tell everybody, do not let an employee destroy

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Speaker 1: your company. But if they do destroy your company or

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00:27:37,040 --> 00:27:39,880
Speaker 1: your business or your product is because you let them

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Speaker 1: do that. This is my value proposition today to you.

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Speaker 1: Don't let you be the property. Hire the right people.

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Speaker 3: Do the work for you, Thank you for joining us

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00:27:53,840 --> 00:27:57,879
Speaker 3: for this edition of Money Making Conversations Master Class. Money

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Speaker 3: Making Conversations Master Class with rough Shan McDonald is produced

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00:28:02,040 --> 00:28:05,840
Speaker 3: by thirty eight fifteen Media Inc. More information about thirty

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00:28:05,880 --> 00:28:09,440
Speaker 3: eight fifteen Media Inc. Is available at thirty eight fifteen

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00:28:09,520 --> 00:28:13,160
Speaker 3: media dot com. And always remember to lead with your

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00:28:13,200 --> 00:28:21,440
Speaker 3: gifts