Latest / The Steve Harvey Morning Show / Keep Winning Info #2 - Tips to increase your employee productivity and how bad employees can hurt your business

Transcript

Keep Winning Info #2 - Tips to increase your employee productivity and how bad employees can hurt your business · The Steve Harvey Morning Show

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  Speaker 1: Hi. I am Rashan McDonald, a host the weekly Money
• 0:03
  Speaker 1: Making Conversation Masterclass show. The interviews and information that this
• 0:06
  Speaker 1: show provides are for everyone. It's time to stop reading
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  Speaker 1: other people's success stories and start living your own. If
• 0:13
  Speaker 1: you want to be a guest on my show, please
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  Speaker 2: To be a guest.
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  Speaker 1: Button press submit and information will come directly to me.
• 0:24
  Speaker 2: Now let's get this show started.
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  Speaker 1: This is the second episode and the series of three
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  Speaker 1: about value proposition. Last week we talked about you, you,
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  Speaker 1: your career, what you can do better, what you're not
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  Speaker 1: doing that should be recognized by your employer, How to
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  Speaker 1: create that uniqueness that will cause them to give you
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  Speaker 1: a raise, that 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 philosopher and
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  Speaker 1: tied 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 show is about how to get the
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  Speaker 1: most out of your employees. I will also be giving
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  Speaker 1: examples how bad employees can destroy your business. That is
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  Speaker 1: the value proposition we were 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 is 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. But let's get
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  Speaker 1: started on the value proposition about today's show, how to
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  Speaker 1: get the most out of your employees. Also we give
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  Speaker 1: you examples of how bad employees can destroy your business.
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  Speaker 1: Because let's start this. Let's start it off with you
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  Speaker 1: the problem, making you the problem. Top five reasons your
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  Speaker 1: company can't find great employees. You've heard since COVID that
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  Speaker 1: people want to stay home and remote. So initially, when
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  Speaker 1: I hear that, that means that we're already given excuses
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  Speaker 1: as to why you can't find anybody good. By letting
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  Speaker 1: you know, the news tell you, the social media tell you.
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  Speaker 1: But the person who guides all this is you and
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  Speaker 1: how much effort you're willing to put into getting an
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  Speaker 1: employee that will work effectively for le Here's five reasons
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  Speaker 1: why you might not can fine a great employee.
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  Speaker 2: Let's go with the first one.
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  Speaker 1: You won't let go of poor performing employees because you
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  Speaker 1: care too much for them and they are such a
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  Speaker 1: good fit. So basically right there, I know a lot
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  Speaker 1: of you. I felt victim to this. I have people
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  Speaker 1: that I had known for a long time, or known
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  Speaker 1: for twenty years. I've known them for fifteen years, on
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  Speaker 1: them for ten years, and I kept them on board
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  Speaker 1: because I cared too much for them.
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  Speaker 2: Not because of work they were doing.
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  Speaker 1: They were doing good work, but they weren't doing the
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  Speaker 1: work that I needed for my company that I was
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  Speaker 1: doing at the time. In other words, you can hire
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  Speaker 1: somebody and your company can change, but you keep the
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  Speaker 1: same person there trying to get them to fit in
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  Speaker 1: to the dynamics of your new change. That's what I
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  Speaker 1: was doing. Guess who was losing me? So what did
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  Speaker 1: I have to do? I have to make a hard decision,
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  Speaker 1: find a person who could fit doing that job effectively.
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  Speaker 2: Number two, you.
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  Speaker 1: Keep hiring from the same circle of recommendation. Basically, I've
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  Speaker 1: seen this. You're go into a business, especially a lot
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  Speaker 1: of fast food businesses, you'll see people in the corner
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  Speaker 1: fill out an 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.
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  Speaker 2: You don't have time, So that's the problem.
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  Speaker 1: Then number three, you're the problem. You're the problem because
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  Speaker 1: you keep hiring the wrong people. So maybe you should
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  Speaker 1: let somebody else do the hiring. Don't let EGO get
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  Speaker 1: in the mix. That's why they have HR departments involved
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  Speaker 1: the HR. If you're starting a business, those two things
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  Speaker 1: 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, closed, Hey it was in
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  Speaker 1: business for a month, for a year closed because you did.
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  Speaker 2: Not apply.
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  Speaker 1: The values of what an accountant would bring to the
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  Speaker 1: table which means you aren't operating with a budget, because
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  Speaker 1: you operate on a hope and a prayer, which means
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  Speaker 1: that you hope that when you open the doors open
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  Speaker 1: the people will buy your product, or you hope when
• 5:03
  Speaker 1: you open their doors people will be lined up outside,
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  Speaker 1: or you hope because you go to church every Sunday,
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  Speaker 1: then faith will step in and you will win.
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  Speaker 2: That's problem. Then you only hire experienced people.
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  Speaker 1: Whoa I'm talking about you know, just ain't show about
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  Speaker 1: not hiring people on the fd as the fifties and sixties.
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  Speaker 1: But you got to be careful when you're hiring experienced
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  Speaker 1: people that that's not setting their ways. You know, technology
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  Speaker 1: is there, but they still want to do it on
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  Speaker 1: pen and paper. I like to write everything down, but
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  Speaker 1: you know, laptop is sitting over there. You know, I
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  Speaker 1: get with that, but they want to write everything down.
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  Speaker 1: But they got all that experience. But you're in a
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  Speaker 1: company that's you know, it's technology savvy.
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  Speaker 2: But you hire an.
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  Speaker 1: Experienced person, great personality, you got the experience, got.
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  Speaker 2: Everything, but they want to do it their way.
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  Speaker 1: I'm not telling you to hire any experienced person, but
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  Speaker 1: I'm telling you to hire somebody if they experienced.
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  Speaker 2: They're going to do it the way you needed to
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  Speaker 2: be accomplished at your job. Does 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 that comes 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 2: I got tired of just wondering, maybe maybe I can
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  Speaker 2: make them a good employee. Maybe I can you know,
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  Speaker 2: employ them up, you know, work them up, you know,
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  Speaker 2: drop them up, train them up.
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  Speaker 1: Now, if the application says this is what they do,
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  Speaker 1: this is who they are, the value proposition of what
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  Speaker 1: you're trying to create with your business, and your business
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  Speaker 1: is to build an opportunity of uniqueness, a lane where
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  Speaker 1: nobody else is working.
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  Speaker 2: But you can't hire the people to do.
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  Speaker 1: That, then it's time to fire somebody. See, I'm just
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  Speaker 1: trying to clean house. See, that's what I'm trying to
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  Speaker 1: do right now. I'm trying to say, you have a
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  Speaker 1: company over there struggling. You don't know why. Why the
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  Speaker 1: doughnuts ain't flying out the door. Why ain't nobody walking
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  Speaker 1: out there wearing shoes? Why won't you send somebody out
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  Speaker 1: there for plumbing service? People complain, don't want to call
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  Speaker 1: you're back.
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  Speaker 2: Look on yelp. You gotta a star one star rating
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  Speaker 2: the same same person. You keep sitting it out there.
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  Speaker 2: Because we're gonna get ther family in a minute. Family.
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  Speaker 1: We won't get the family because that's the mistake everybody makes.
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  Speaker 1: It's hiring family. We're gonna get to them in a minute.
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  Speaker 1: How to fire someone without hurting their feelings, That's what
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  Speaker 1: it's all about. I will tell you this. To terminate
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  Speaker 1: somebody is the worst feeling in the world. I don't
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  Speaker 1: you know, I don't have people out there that do
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  Speaker 1: it for a living. I don't understand that. I don't
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  Speaker 1: drink alcohol, I don't smoke any any uh, any drugs.
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  Speaker 2: Or anything like that.
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  Speaker 1: So when I go in there and talk to somebody,
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  Speaker 1: it is Rushan McDonald sitting down fully prep So how
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  Speaker 1: do you fire people? First of all, when you fire somebody,
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  Speaker 1: I'm starting number five, be clear. See what you don't
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  Speaker 1: want to do is fire somebody and they don't have
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  Speaker 1: a clear understanding of why they're being terminated.
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  Speaker 2: See, then you're gonna get in an argument. See, you can't.
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  Speaker 1: Fire somebody and then they throw the reason for their
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  Speaker 1: firing back on you because you wasn't clear, because you
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  Speaker 1: didn't write down, because 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 pecific enough for.
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  Speaker 2: 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 the 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.
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  Speaker 2: Now, now I'm just listening to y'all, Listen to you.
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  Speaker 1: Then some people out there count their vacation days and
• 10:06
  Speaker 1: they count they sick days. So they treat they sick days, PTO,
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  Speaker 1: whatever fancy word. They call them my days as vacation days.
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  Speaker 1: I've had employees get paid.
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  Speaker 2: Sick. Then I tell them I see the pattern. I'll
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  Speaker 2: tell I got I see a pattern.
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  Speaker 1: They don't care because you know why, I've allowed them
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  Speaker 1: to make this normal because I didn't want to hurt
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  Speaker 1: their feelings. I was never clear to them because that
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  Speaker 1: pattern was going on for a minute.
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  Speaker 2: Months. I saw it. But how do I break this
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  Speaker 2: news to them?
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  Speaker 4: Now?
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  Speaker 1: You might say, with Sean, come on now, now, you
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  Speaker 1: could just walking in and just told them no, no,
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  Speaker 1: because I didn't want hurt their feelings.
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  Speaker 2: And if you are worried about hurting somebody's feelings when
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  Speaker 2: you're about determinating, bring a witness with you, bring somebody
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  Speaker 2: in the room with you.
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  Speaker 1: That'll make it easier. And if you haven't even a
• 11:18
  Speaker 1: bigger struggle, practice practice determination. Because this is not something easy.
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  Speaker 1: I don't want anybody think I'm on this call this
• 11:28
  Speaker 1: show today telling you that this is fun, this is
• 11:32
  Speaker 1: going to be easy. But you gotta get rid of
• 11:34
  Speaker 1: these people who are destroying your dreams. Let me tell
• 11:38
  Speaker 1: you a story right now, I'm gonna just break this
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  Speaker 1: little story. We're gonna go to break out to this
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  Speaker 1: story how bad employees can hurt your dream. There is
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  Speaker 1: a place, a lot of Petrie corners right across from
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  Speaker 1: the Forum. That's this salad bar. Right every time I
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  Speaker 1: go into this salad bar, it was always six people.
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  Speaker 2: In front of me. Every time I go in, six people,
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  Speaker 2: 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 they 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 2: Pay at the end.
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  Speaker 1: I walk in there, there's always six binds, two on top,
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  Speaker 1: two in the middle, two at the bottom, six bins.
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  Speaker 2: I walked right on end. It wasn't an ounce of
• 12:29
  Speaker 2: salad in any of those binds. This six thirty, mind
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  Speaker 2: you six.
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  Speaker 1: Thirty, I see got down at the end. A little
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  Speaker 1: chunky got down at the end talking to the people
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  Speaker 1: who I assuming he was trying to get there different
• 12:44
  Speaker 1: condiments that they want in their salad. There was this tall,
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  Speaker 1: skinny dude just walking around, just walking around, and then
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  Speaker 1: there was this dude in the back. He was just chopping.
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  Speaker 1: I don't know what he was chopping. I was trying
• 12:55
  Speaker 1: to see was he chopping salad or something? Because there
• 12:58
  Speaker 1: was no salad in front of me. What's he chopping salad?
• 13:04
  Speaker 1: I don't know, I said to myself out loud. I said,
• 13:08
  Speaker 1: excuse me, all y'all still open. Immediately it triggered the
• 13:14
  Speaker 1: guy down there by the register. I guess so because
• 13:16
  Speaker 1: they don't have nothing down here either. So okay, well shine,
• 13:22
  Speaker 1: he might have started something here, okay, I said. I said,
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  Speaker 1: I'm just saying that there's no salad down here, and
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  Speaker 1: I just want to make some selections. So the little, tall,
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  Speaker 1: skinny dude went in back. Then he came back out
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  Speaker 1: with no salad. So I'm trying to figure out why
• 13:38
  Speaker 1: is he going back? Now these employees, now, this place
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  Speaker 1: is always packed. Now, I'm just telling you this is
• 13:44
  Speaker 1: playing out in public. I'm gonna get you to the
• 13:46
  Speaker 1: end of the story now. So the guy, the little
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  Speaker 1: chopping guy, comes down in front of me, tells the
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  Speaker 1: skinny dude who wasn't doing anything to handle the guy
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  Speaker 1: who was angry at the end of the register because
• 13:58
  Speaker 1: he couldn't get what he was asking for down there.
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  Speaker 1: So this guy comes down in front of me. He says,
• 14:04
  Speaker 1: he's breathing the.
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  Speaker 4: Hog boy, I tell you how to get away from him.
• 14:10
  Speaker 4: I'm about to punk him. I go, okay, okay, okay, okay, okay, okay.
• 14:16
  Speaker 4: 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
• 14:23
  Speaker 1: he feels some way with me.
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  Speaker 2: But see now, you brought me into your world. Now, brother,
• 14:30
  Speaker 2: you've told me you about to physically harm this dude
• 14:33
  Speaker 2: because all he wants is what he's paying for. That's
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  Speaker 2: a salad.
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  Speaker 1: So I lean into the dude. That's excuse me, brother,
• 14:43
  Speaker 1: there's no salad back there. I can't even make a selection.
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  Speaker 1: I think you're closed too. Now I talk to just.
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  Speaker 2: As clear as I said this to you guys, I
• 14:56
  Speaker 2: said it to him. He immediately turned to me and with.
• 14:59
  Speaker 1: Can I I help you? I said, I said, brother,
• 15:05
  Speaker 1: you have no salads. I said, I like a mix.
• 15:10
  Speaker 1: I like the mixed romaine with a little you know,
• 15:13
  Speaker 1: the mix it up. He said, Uh, what's your problem?
• 15:18
  Speaker 1: I said, excuse me, I'm out. See this is an
• 15:21
  Speaker 1: example of bad employees in a place that I used
• 15:26
  Speaker 1: to go to. That nobody, the owners, the managers, nobody
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  Speaker 1: is doing this.
• 15:32
  Speaker 2: I'm gonna tell you something. I went home.
• 15:34
  Speaker 1: I told my wife, Oh, we're going to break. I'll
• 15:36
  Speaker 1: be right back. We're gonna wrap up this story. Then
• 15:38
  Speaker 1: I'm gonna go to ninety day probations periods while they
• 15:42
  Speaker 1: are so important, and do not hire family members just
• 15:45
  Speaker 1: because your mama.
• 15:46
  Speaker 2: Told you to.
• 15:46
  Speaker 3: Please don't go anywhere. We'll be right back with more
• 15:49
  Speaker 3: money Making Conversations Masterclass. Welcome back to the Money Making
• 15:59
  Speaker 3: Conversations Masterclass, hosted by Rashaan McDonald. Money Making Conversations Masterclass
• 16:05
  Speaker 3: continues online at Moneymakingconversations dot com and follow money Making
• 16:09
  Speaker 3: Conversations Masterclass on Facebook, Twitter, and Instagram.
• 16:14
  Speaker 1: We're talking about value proposition. Value propositions are really important
• 16:18
  Speaker 1: and those are two words I knew nothing about till
• 16:21
  Speaker 1: my wife pointed them out the significance, and I saw
• 16:24
  Speaker 1: debate her the importance of it, until she I finally
• 16:27
  Speaker 1: sat down and realized that I didn't have a value
• 16:29
  Speaker 1: proposition for my company, and I didn't really start turning
• 16:33
  Speaker 1: the corner.
• 16:34
  Speaker 2: To what I was being because I was just successful
• 16:36
  Speaker 2: in other areas.
• 16:36
  Speaker 1: I was successful as a brand manager or successful giving advice,
• 16:40
  Speaker 1: but I had nothing to do with my company thirty
• 16:42
  Speaker 1: eight fifteen media. When I finally sat down and decided
• 16:45
  Speaker 1: what that value proposition is, then I was able to
• 16:50
  Speaker 1: turn that corner. And my company was fortunate this year
• 16:52
  Speaker 1: in twenty twenty three to win a Discharge of Minority
• 16:55
  Speaker 1: Supplier Development Council Supplier of the Year award at the
• 16:59
  Speaker 1: Spirit the Lines Awards for twenty twenty three years, a
• 17:02
  Speaker 1: Class one division, the top minority supplier in the state
• 17:06
  Speaker 1: of Georgia. That's what I achieved once I found out
• 17:09
  Speaker 1: my value proposition. If you don't have a plan, then
• 17:12
  Speaker 1: thirty a fifteen Media can help you create one. That's
• 17:15
  Speaker 1: my slogan. I didn't have that slogan before. These are
• 17:18
  Speaker 1: things that when I sat down and I drilled down
• 17:21
  Speaker 1: asto what exactly I was trying to do, I was
• 17:23
  Speaker 1: able to come up with because I started understanding my
• 17:26
  Speaker 1: value proposition. It's not just about flipping Hamburger's not just
• 17:29
  Speaker 1: about service or it or any field that you decided
• 17:34
  Speaker 1: to open your doors or it, or any company you
• 17:36
  Speaker 1: decided to go work for. What value do you bring
• 17:38
  Speaker 1: to the table long term, not just short term, because
• 17:41
  Speaker 1: you never at a job as an employee just.
• 17:44
  Speaker 2: To be hired.
• 17:45
  Speaker 1: You there to I like to believe that when you
• 17:47
  Speaker 1: come into a company, you come to the company to
• 17:49
  Speaker 1: be the supervisor to run that company. That's the attitude
• 17:52
  Speaker 1: you have to have. If you're trying to get a raised,
• 17:56
  Speaker 1: that's attitude you've got to have if you're trying to
• 17:59
  Speaker 1: get promoted. Can never come into that company and say
• 18:02
  Speaker 1: I'm trying to get a job a raised based on
• 18:04
  Speaker 1: the job that I have currently or they're offering me.
• 18:06
  Speaker 2: You never get a raise. You never get a raise.
• 18:09
  Speaker 1: You just be frustrated because you're not setting your expectations
• 18:13
  Speaker 1: high enough, which means that by setting your expectation beyond
• 18:17
  Speaker 1: your job, you're going to do more than you're doing
• 18:19
  Speaker 1: for the job they've asked you to do. And when
• 18:21
  Speaker 1: you do that, then they will pay you more because
• 18:24
  Speaker 1: you increase your value proposition for that position. But in
• 18:27
  Speaker 1: doing so, you have to let them know you are
• 18:29
  Speaker 1: doing more but not asking for no more money, because
• 18:32
  Speaker 1: once they realize your value. They can't afford to let
• 18:36
  Speaker 1: you go. It's just the facts of life. And they do,
• 18:41
  Speaker 1: then you've increased your value to go get it from
• 18:43
  Speaker 1: somebody else. Those are some simple tips that I've learned
• 18:46
  Speaker 1: through these years, and hopefully you're writing these things down
• 18:49
  Speaker 1: because of the fact that a lot of people they
• 18:51
  Speaker 1: just take these jobs. I don't care. I remember when
• 18:53
  Speaker 1: I was sixteen years old, they hired me to do
• 18:57
  Speaker 1: make hamburgers at Burger King. They hired me to make hamburgers,
• 19:03
  Speaker 1: but I didn't want to make hamburger. I wanted to
• 19:05
  Speaker 1: work the register.
• 19:07
  Speaker 2: That was my goal.
• 19:08
  Speaker 1: My goal is not to flip burgers and make fries.
• 19:11
  Speaker 1: My goal was to work the register. Guess what. I
• 19:15
  Speaker 1: wind up working the register because that was my goal,
• 19:19
  Speaker 1: and guess who and guess who got the raise, Guess
• 19:22
  Speaker 1: who got elevated to the next level because I wanted
• 19:25
  Speaker 1: to do more and so in order to get to
• 19:28
  Speaker 1: the register.
• 19:28
  Speaker 2: That mean I had to do more than just make
• 19:32
  Speaker 2: burgers and drop fries.
• 19:34
  Speaker 1: But in the process of when you starting these companies
• 19:37
  Speaker 1: and you working, family tends to always get in the way.
• 19:42
  Speaker 1: Family you love them, Sometimes you don't know what to
• 19:46
  Speaker 1: do with them. And here's the number one mistake we
• 19:48
  Speaker 1: make with family when it comes to your company your business,
• 19:52
  Speaker 1: is that we do not follow the same rules when
• 19:55
  Speaker 1: we hire family that we do with anybody else. The
• 19:58
  Speaker 1: number one rule that we don't follow we don't have
• 20:01
  Speaker 1: family members fill our job applications. That's the number one rule.
• 20:07
  Speaker 1: For some reason, they don't sign NDA's. They don't find
• 20:14
  Speaker 1: none of that because they family. For some reason, we
• 20:17
  Speaker 1: don't want to know what the family member don't know,
• 20:22
  Speaker 1: so we don't ask them to fill out a piece
• 20:24
  Speaker 1: of paper so we can find out what they don't know.
• 20:27
  Speaker 1: And if you find out what they don't know, guess what,
• 20:28
  Speaker 1: you gonna hire them because you're about to bring them
• 20:31
  Speaker 1: into a job that you know on paper they can't do.
• 20:35
  Speaker 2: So here are five reasons you should not.
• 20:39
  Speaker 1: Hire a family member. Number one, do not hire a
• 20:44
  Speaker 1: family member because they are family. I've done that or
• 20:49
  Speaker 1: had the comedy club I started with a God did
• 20:53
  Speaker 1: though mistake Number one? God in business with somebody I
• 20:57
  Speaker 1: didn't know. We share the same visioning because we both
• 21:01
  Speaker 1: wanted to open the comedy club. So my family members
• 21:07
  Speaker 1: when I was at one location, it was working for free.
• 21:11
  Speaker 2: They were just happy, we'll work to do it for
• 21:14
  Speaker 2: you do all those nice things. But I went to
• 21:20
  Speaker 2: the other location. They wanted money.
• 21:24
  Speaker 1: Now for some reason in my mind, they had never
• 21:26
  Speaker 1: feed out a job application because I never put them
• 21:30
  Speaker 1: on a system of knowing how much they wanted. Then
• 21:34
  Speaker 1: I fell victim to not budgeting for their demands. So
• 21:39
  Speaker 1: suddenly my little budget went out of whack because I
• 21:42
  Speaker 1: didn't include them in the budget plan. So do not
• 21:46
  Speaker 1: hire a family because they are family. Number two, do
• 21:50
  Speaker 1: not hire a family member if you feel sorry for them.
• 21:56
  Speaker 1: That's number two. Do not hire a family member to
• 22:00
  Speaker 1: help them get by. That's number three. Number four, do
• 22:05
  Speaker 1: not hire a family member who owes you money. And
• 22:10
  Speaker 1: the number one reason you do not hire anybody in
• 22:13
  Speaker 1: your family if it's based on your mama's recommendation. If
• 22:20
  Speaker 1: your mama is recommending you to hire somebody and you
• 22:28
  Speaker 1: hire that person, where you get what you get? Now
• 22:35
  Speaker 1: for shun, You told us a lot of stuff today.
• 22:39
  Speaker 1: How do we fix the problem. How do we avoid
• 22:40
  Speaker 1: this problem? It's called the nainty day probation period. If
• 22:45
  Speaker 1: you follow the ninety day probation period, it will solve
• 22:49
  Speaker 1: a lot of your problems. It gets a lot of
• 22:51
  Speaker 1: bad people out the door a lot faster, all that
• 22:53
  Speaker 1: good stuff.
• 22:53
  Speaker 2: What is to know?
• 22:54
  Speaker 1: The ninety day probation period is a time when a
• 22:56
  Speaker 1: new employee is carefully evaluated to see if they will
• 23:00
  Speaker 1: be a.
• 23:01
  Speaker 2: Good fit for the position and company culture.
• 23:05
  Speaker 1: It's a defined period of time that starts on the
• 23:07
  Speaker 1: employee's date of hire and ends exactly ninety days later.
• 23:11
  Speaker 1: During this period, the employee may receive added management which
• 23:16
  Speaker 1: is key education, learn a new job which when they
• 23:20
  Speaker 1: can't complain. The employer may also have the right to
• 23:23
  Speaker 1: fire the employee without cause. During this period, the employee,
• 23:30
  Speaker 1: you may also have to wait before you know it,
• 23:32
  Speaker 1: might not get health covers in that ninety day period
• 23:34
  Speaker 1: because you might get fired.
• 23:36
  Speaker 2: Okay, rashall. This is where the ninety day period.
• 23:43
  Speaker 1: Everybody knows about it, but then a lot of people
• 23:46
  Speaker 1: don't have time to put it in application. Listen to me.
• 23:53
  Speaker 1: Listen to me, employee, employer, listen to me.
• 23:59
  Speaker 2: You have thirty day The first thirty days is the key.
• 24:02
  Speaker 1: When you hire that person, tell them and emphasize to
• 24:06
  Speaker 1: them they're on ninety days probation.
• 24:09
  Speaker 4: Do not.
• 24:11
  Speaker 2: Gloss that over, don't do do, don't don't kind.
• 24:13
  Speaker 1: Of like slide it through part of the onboarding process.
• 24:18
  Speaker 1: Let them know they're on a nainty day probation period,
• 24:23
  Speaker 1: and let them know.
• 24:26
  Speaker 2: That in thirty days.
• 24:27
  Speaker 1: You and I are going to have a conversation about
• 24:30
  Speaker 1: how you're doing. Let them know that for a fact.
• 24:36
  Speaker 1: And you must emphasize that this is not a threat.
• 24:40
  Speaker 1: This is establishing employee employ your rules. This is where
• 24:47
  Speaker 1: we all make mistakes. This is where a relationship goes bad.
• 24:50
  Speaker 1: This is what happened at that restaurant.
• 24:52
  Speaker 2: I went to.
• 24:53
  Speaker 1: Somehow nobody established the nainty day probation period to anybody
• 25:01
  Speaker 1: in that salad ball because it was operating fearlessly that
• 25:06
  Speaker 1: nothing would happen to them. In some ways, anybody that
• 25:10
  Speaker 1: works for you has to operate with a degree of
• 25:14
  Speaker 1: fear or.
• 25:16
  Speaker 2: They won't get anything done. I'm serious and some if
• 25:20
  Speaker 2: this is a good fear, it's a fear based on respect.
• 25:24
  Speaker 2: It's a fear.
• 25:25
  Speaker 1: This is a job I don't want to lose. This
• 25:27
  Speaker 1: is a job that if I do what I'm supposed
• 25:29
  Speaker 1: to do, then I will go I will maintain employment.
• 25:32
  Speaker 2: What's wrong with that? Then you get up to sixty days,
• 25:36
  Speaker 2: that's the key.
• 25:38
  Speaker 1: See if they've been right for thirty days, that sixty
• 25:43
  Speaker 1: day mark, then guess what. If you've done what you're
• 25:46
  Speaker 1: supposed to do as an employer, you've done what you're
• 25:49
  Speaker 1: supposed to do as an employee, then that sixty day mark,
• 25:52
  Speaker 1: it's going to be the critical moment. Whether you're gonna
• 25:56
  Speaker 1: still go. I'm gonna tell you right now, sixty days,
• 25:59
  Speaker 1: you know who you got. You're making the decision to
• 26:01
  Speaker 1: hang in there with a weak employee, or you about
• 26:04
  Speaker 1: to you know what they said about You're about to
• 26:07
  Speaker 1: about to see a rose bloom in your a bloom
• 26:10
  Speaker 1: in your garden. That's the key right there. You tell
• 26:15
  Speaker 1: the employee what they're doing good, and you encourage them.
• 26:17
  Speaker 1: If your employee is doing bad, you let them know. Look,
• 26:21
  Speaker 1: the next thirty days is very key to you being
• 26:26
  Speaker 1: maintain a long term employments. You let them know right there,
• 26:28
  Speaker 1: right sixty days, because that next thirty days you're gonna
• 26:32
  Speaker 1: find out how they are built. You're gonna find out
• 26:34
  Speaker 1: if they're willing to turn that corner and win. Are
• 26:39
  Speaker 1: they rather to turn that corner and be who they
• 26:41
  Speaker 1: were gonna be when you hire them sixty days ago?
• 26:46
  Speaker 1: So I tell everybody. Do not let an employee destroy
• 26:50
  Speaker 1: your company. But if they do destroy your company, or
• 26:53
  Speaker 1: your business or your product, is because you let them
• 26:56
  Speaker 1: do that. This is my value proposition today to you.
• 27:00
  Speaker 1: This has been another edition of Moneymaking Conversation Masterclass posted
• 27:04
  Speaker 1: by me Rushaun McDonald. Thank you to our guests on
• 27:07
  Speaker 1: the show today and thank you our listening to audience. Now.
• 27:10
  Speaker 1: If you want to listen to any episode I want
• 27:12
  Speaker 1: to be a guest on the show, visit Moneymakingconversations dot com.
• 27:16
  Speaker 1: Our social media handle is money Making Conversation. Join us
• 27:20
  Speaker 1: next week and remember to always leave with your gifts.
• 27:23
  Speaker 2: Keep winning.