Today on the show we have Jay Henderson, founder of Real Talent, a unique hiring and management development service for businesses. In this episode, we’ll discuss how he applies his hiring principles to law firms and how attorneys can be hiring better and scaling faster.
Hacking’s Hack: Have a 30-day probationary period for all your new hires.
Tyson’s Tip: Have an on boarding process, no matter what it might be. Use a combination of documents and in-person training.
Jay’s Tip: Do everything you can to keep your energy as high as possible. Keep your attitude as positive as possible.
http://www.realtalenthiring.com/bio/jay-henderson.cfm
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Transcripts: Hiring 101 for Lawyers with Jay Henderson
Jay Henderson
You hire based on who you are, when you’re in the jar, you can’t see the label. And we have, we’re trying to measure the biases of our potential employee, our candidate. And we have our own. So you know, getting really good at what we’re looking for being aware of who we are and the mistakes we make, that we bring to the table when we hire, because our own biases affect what we’re looking for, and it affects what we think we hear and what we think we’re seeing.
Unknown Speaker
Run your law firm the right way. This is the maximum liar, podcast, podcast, your hosts, Jim hacking and Tyson metrics. Let’s partner up and maximize your firm.
Jim Hacking
Welcome to the show. Welcome back to the maximum lawyer Podcast. I’m Jim hacking.
Tyson Mutrux
I’m Tyson metrics. What’s up you, me?
Jim Hacking
So my friend, how are you brother?
Tyson Mutrux
I’m good man. I’m really excited to get the conference coming up soon. And we’ve got an awesome guest today. It tastes good. I had a really rough deposition yesterday. But Today’s a new day and I’m using the umansky method method and flipping it like a pancake. How are you doing?
Jim Hacking
Good. I was worried a little bit about last night. I know we had the tornadoes done in Jeff City that get close to you and Columbia.
Tyson Mutrux
I mean, there were some issues. I mean, it was close close. There is it’s kind of we got lucky because everything was south of us by about 20 miles and northwest at 20 miles. And so we were in this nice ribbon that it didn’t hit us. But it it was enough where we were in the basement, the sirens were going off. But there’s a lot of love a lot of devastation. And unfortunately, it’s like some people may have lost their lives. But we were saved from that. So I appreciate that.
Jim Hacking
I’m glad. Well, our guest today is Jay Henderson. I’ve been following Jay for a really long time I heard him speak ones that have been glass seminar. And I thought he was terrific. And I’ve come across him off and on since then. He’s the head of real talent hiring. He’s going to talk to us today about all the mistakes that we make as lawyers when we do our hiring and ways we can do better in hiring Jay, welcome to the show.
Jay Henderson
Thank you. Thanks so much. It’s great to be here. Sanjay, talk a
Tyson Mutrux
little bit about your story and how you got to do what you’re doing now.
Jay Henderson
Thank you for that. So yeah, I see I, I read The Seven Habits of Highly Effective People a long time ago, my house in Jacksonville, Florida, at the Jacksonville Landing off the St. Johns River walking through this little shop at the St. John’s landing here. And, and my dad saw this seven habits book and he had my father was a radio personality in Detroit for 25 years. And he did national radio and TV commercials. And Covey had once come to Detroit where I grew up. And my dad emceed this little event that Covey did many, many years ago. And so, so then my dad received these audio tapes on the seven habits of highly effective people two years before the book was published. So we’re walking through this place, we see this bookstore and there’s this, you know, cover of the seven habits book, and my dad buys himself two copies, and he buys me a copy. And I read that book, and I was absolutely hooked. And about two years later, I was working for Stephen Covey. I had decided this is what I want to do with my life is teach these kinds of principles and help people perform at higher levels. And so, one night living in Raleigh, North Carolina, fast forward a long time and a lot of life went by right. I was living in Raleigh, and I told my dad, hey, you know, what I think I want to do is I think I’m gonna, I think I’m gonna go work for Covey. And he said, great, you know, how are you going to do that? I said, Well, I’m leaving tomorrow morning. I packed my car up, I quit my job. I was in college, and I was a waiter. So it’s not like it was a difficult situation. But, and I drove across the country, and I got to working for Stephen R. Covey. And that was a great five and a half year run. And then I had learned about sports psychology. And I was I had always been interested in how people, you know, what makes people tick, you know, particularly how do people learn? And how do they translate that learning into functioning with it into performing with it and especially under pressure. And so I found out about sports psychology, and I became enamored with that topic and subject and state and I’ve studied that for 30 some years. And so I found out that right down the road literally like five miles up the road was another training firm, where they were teaching fortune 500 executives and managers and leaders how to coach other people to higher performance, using sports psychology, and I have just, you know, over the moon and I went to work for them, right right away. And yeah, when I, when they hired me, they made me take this real weird, you know, funky exercise that, you know, that measured me right kind of like a job performance assessment. So I went into the interview the second interview with the CEO, and he knew me like the back of his hand. And that just blew my mind. And I anyway, I went to work for them. And that kind of that’s kind of how I got on and all this stuff. They talked to us a little bit about
Jim Hacking
Stephen Covey. I mean, the seven habits and the spin off books are books that have impacted me significantly. I’ve read the seven habits, probably four times and, and I think two of those times were on audio. So I can specifically remember when I was a brand new lawyer walking around exercising and listening to even narrate that book, and just talk to us a little bit about him and why you think what he thought was so timeless and special and what what it was like working with him.
Jay Henderson
Yeah, yeah. He was an amazing person. Actually, you know, a lot of people in this industry, they, sometimes people get into this industry, because they kind of want to be famous, or they just enjoy teaching maybe from the stage or what have you. And so they get their content. And they have their, I’m going to call it a stick, right. But Stephen was a guy that literally live for what he taught every day. And it was impressive, because he had that value based alignment, which really, in my opinion, made him a very powerful person. I think that when we, as people actually live our values, then we’re way more powerful, authentic people with greater capacity to perform. And we’re happier people anyway, I’m getting off a little bit. But Stephen was the kind of guy that lived, what he taught, and I think it was I like your word timeless, you know, he would say that the material is timeless. It wasn’t a braggadocio kind of a statement. But the point is, it’s based on principles. And principles never change. Like, for instance, he talked about One example would be, I hope the words come back to me here, the so he talked about the difference, here it is the character ethic, and compared to the personality ethic. In other words, like, you know, you can, you can wear the right clothes, you can say the right word, you can shake hands the right way, you can put on the charm, you know, sort of the, that’s sort of the personality ethic piece. But that that would only get people so far he used to teach the character ethic was the deeper, more real, more authentic, solid, reliable, long term sort of way. And he used to talk about the importance of the character ethic, not that there was no personality ethic, he certainly right believed, knew that. But that’s just an example of the difference, you know, timeless principles, you know, like, gravity, you know, if you happen to unfortunately, step off the edge of a cliff, you’re gonna drop, and that’s the way it is. And it doesn’t change and it never will. So rather than trying to live a life based on short term, short term gains, short term, get what I want. Now, they don’t pay the price, personality rather than paying the price and developing the character ethic to be the real deal. Those are some of the things I think about him. And that’s what I think is so powerful, of why he was such a powerful person at the time that he came along, because his goal was literally to develop leaders who understood that if you, if you influence and you lead from the standpoint of principles that never changed, that are reliable, you’re going to build this really solid foundation. And your your capacity is going to be so great. He used to say that success is the ability to go anywhere, and do anything and succeed. It’s more than just, I built a successful Tax Law Firm. You know, I’m good at measuring how people think it’s more than that. It’s the ability to take your capacities and skills and go and do it everywhere all the time. You know, you talk about
Tyson Mutrux
the character ethic versus the personality. I think it’s actually a really great segue into really kind of what I want to ask you about because years ago I did an internship it’s A farm. And it was there was there were 12 of us interns. And it was a phenomenal internship. And, but there were a few bad eggs. And you can tell that they did a really good job of presenting well at the interview. And they they had, I guess, that really good personality ethic. But once we started to really get into projects, they were just, I, I wouldn’t call them terrible human beings. But I would say that they were they were, they were awful at times. So you’ve got this real talent hiring. And so for people that have not been to real talent, hiring that comment, recommend that you do it. I was telling Jay, off air that before even knowing you, and then are you scheduling this call with us? If I go on to the website, I’ve got a lot of great information from it. It’s really amazing. But what are some ways what are there any tasks? Or any, are there any ways of figuring out if a candidate a job candidate has that characteristic that you’re looking for, and sort of get around them, fooling you with a really great personality ethic?
Jay Henderson
Thank you, by the way, for your comments about my website. You know, it’s it’s, the answer is yes. But it’s not easy, right? I mean, obviously, everyone struggles with hiring. First of all, not too many people. You know, people love the idea of scaling their firm and growing their practice. And we have to don’t wait. I mean, the more we grow, the bigger our team has to get. So we can perform the work we solve. It is it is it is not easy. And we speaking of character ethics, sometimes when we’re interviewing, we are interviewing out of the personality ethic. In other words, we’re looking at the outside of the person, there looks how well they articulate how well they dress. Maybe the resume which they might have paid for and bought. And things like that, right? Where To your point, we’re trying to find that deeper level of is it real? Will they be consistent? Do they have good judgment? Will they perform under pressure? Will they be reliable? Can we get along with them? And all those kinds of questions to your point. So ways to do that in interviewing, it’s not easy. So I recommend multiple interviews. I recommend you don’t you know, stuff you hear a lot about right multiple interviews, take your time. Definitely use your intuition. But don’t, don’t rely only on your intuition, like an example would be if I’ve learned over 11 Some years of helping attorneys make hiring decisions all day, every day. Probably if your intuition is screaming at you to hire a person, don’t listen to that. That doesn’t mean don’t hire them. It just means, you know, just use that as a data point and go get more data. Okay. But if your intuition is screaming at you do not hire this person, then do listen to that. No, my belief is that we get more intuition, and I’m gonna call it inspiration, warning us not to go in a certain direction than we get telling us to go in a certain direction. But nevertheless, that’s one of the things I think about right if you’re trying to do your best. First of all, you know how they have a standard, a goal. That is never to accept sub par candidates. Never be in too much of a hurry. Right? Never be never get yourself caught where you’re tremendously under pressure. So that you have to make a quick hiring decision based on personality. So take your time, lots of interviews, definitely do the reference checks, even though sometimes they aren’t helpful. And you know, many times they will be, and you got to know what to look for, like, tone of voice of the person you’re speaking with. You might want to have data points already prepared when you do a reference check so that you can so that you can ask specific questions to a reference about a potential candidate, right, so that you can get right at what are the challenges and one of the big things I’ve learned is that everyone has talent. That’s why I call my company real talent. Right? Everyone has talent. The question is, is their talent being can access it? Or is it being blocked by their blocks, if you will? And that’s the real issue. If a person has more blocks that block getting in their way than they do talent overcome it, then we’ve got a problem right? So they went on but it’s still it’s not easy. Tyson has to figure that out on a character ethic piece, but you know, you’re looking for the number one thing that I think we need to look for is the quality of a person’s judgment. And that means by that I mean, what they can do that how well they connect the dots. I’m not talking about intelligence, I’m talking about how well do they connect the dots between what’s going on around them right now, compared to what the impact of their work has to have on the future as well. Combined with the people that around them, they have judgment to get along, while they perform a task under pressure, effectively, right, and do that consistently. And that, to me, is a function of judgment. So, those are a few things about it. Hopefully, I’ve shared some good thoughts on that. Because those are the things that I think of the biggest thing, Tyson if I could, you know, is to get into, why does the person want to work? For you, at your firm at this time in their life, kind of like connecting? How they’re what they want in the future? What do you want in two years? Where do you want to be in five years? And how does then you’re thinking to yourself, how is this role? help them achieve that? You know, so that gets into why do we want to why would they want to be at our firm? Now, and I may not ask that directly. But I want to get after that. I want to get underneath that? If I can. And that leads to skills that most attorneys have, right, which is, you know, questioning the witness, not interrogating, but effectively having the conversation and getting underneath their answers, not just taking their first answer to every interview question. But drilling down underneath those things, with tone of curiosity, softening skills that, you know, softening statements, and things of that nature. Well, Jay, you
Jim Hacking
just covered a whole lot of good content, and I want to revisit some of it. But one of the things that I struggle with, and I really appreciate what you said about if you get excited about a candidate not going hog wild, because I tend to think oh my god, this person’s the best, they’re going to be the most fantastic employee of all time. So that’s, that’s good advice. But when it comes to hiring slowly, I appreciate what you say about never getting in a situation where you have to hire quickly. But it seems to me and the conversations I have with lots of lawyers that a lot of times we do find ourselves in those situations, either somebody has been fired, or somebody’s left unexpectedly. So I guess how can we? How can we prevent that from happening? And what should we do when it does actually happen?
Jay Henderson
Okay, sure. So preventing it is become a, an excellent coach of your team, become a leader that pays attention to where people are, and how they’re performing look for indicators of stress or frustration, or, you know, too often, like we all have that. But is it happening a lot, then maybe some retention interview, talking with your team consistently each member making connections, where it’s where it’s appropriate to make connections where, where you can still do your genius work and drive revenue and do what you need to do as a leader owner. But just being mindful of the team. And so on the prevention side, I think of things like that. And then of course, we’re gonna get caught where it’s out of our control, isn’t it? So I think about things like, Do you have a page on your website that sells working for your firm? Are you consistently staying open to potential new hires, even though right now you may not need one? Are you aware of the people around you that you run into every day, who you think might be a good fit for your firm? Because you never know when you’re going to find an A player that really could replace to, you know, sea level players. And I don’t, I’m not a proponent of hire, and fire left and right, drive turnover. And don’t worry about it at all. It’s just way too expensive to practice your firm like that. But you never know who you’re going to run into as the point. So always be open to accepting applications. Market working for your firm. Be mindful of people you run into be as prepared, keep past resumes. You know, when you get caught, which we ended up inevitably will, to your point. This just you’ve got things like that, that have helped you be prepared for it. So Jay, should
Tyson Mutrux
we I mean, I want to make sure I understand you and I don’t think that your meeting always have job ads up and things like that, but maybe you do so should we constantly be putting up Our job ads on indeed and on our website and on social media, is that something we should be doing? Even though we’re not? What hiring at the time is that? How do you recommend that we deal with that as to always being open to accepting new
Jay Henderson
hires? Yeah, I just mean, if people are coming to you with, you know, they want a job, it’d be be be open there. I’m not saying have ads out all the time. You know, but if you have a process in place for accepting applications, you may decide to have ads out consistently. But you know, but depending on the size of your farm, of course, right, it may not make any sense at all, to have ads available when you’re not hiring, given how much time compared to the amount of work that you’ve got to have to do so. So, yeah, I mean, I don’t sort of teach that. But some firms besides they are may be doing that may want to be doing that. So I do recommend, go ahead. No, and I
Tyson Mutrux
didn’t mean to cut you off, I got a follow up to this, too. And you may, you may get to this. And so I completely apologize for cutting me off. But so we Jimmy and I get advice all the time we hear Pete lawyers have opinions about everything. And one of the things that they have opinions on is hiring and firing and job resumes and everything else. And one thing that we hear all the time is they lawyers don’t want to add these little stipulations into their into their job ads and say things like, you know, you must put blank in your subject line, you must do XY and Z, any opinion on on people’s use of doing things like that?
Jay Henderson
Sure. So I’m a big, I’m a big advocate for making people jump through hoops. However, I don’t think it’s necessary to throw the baby out with the bathwater, like we are in a high or a low unemployment. Workforce dynamic right now. It is changing what I see in the candidates that I’m reviewing. And other words, sort of like there’s a lot of great people that are already working right now. So maybe rather than an ad, we need to find people who are already working somewhere else who are unhappy. I’m not, you know, I wouldn’t say go out and steal a bunch of employees from other people. But just something to be mindful of. Okay. So I think that just I kind of lost your question. Now that I’m back to, after saying that?
Tyson Mutrux
Well, you actually answered it. I mean, you actually hit the nail on the head. So now you answered it completely.
Jay Henderson
Well, and we were talking about the screening piece, so ya know, definitely do those things. Again, though, yeah, so I did answer. But the point is, just make sure that, you know, you’re accepting what’s available. You know, because we, you know, sometimes we might know, it’s someone that isn’t, is not an ideal hire. But I mean, if you’ve been looking for four months, and your work is stacking up, you know, what we just sometimes have to deal with what we can get, but I’m not a proponent earlier, I said, you know, never hire subpar candidates. But there are times when maybe you need to. Tough. Alright, Jay, let’s
Jim Hacking
step back for a minute because we’re sort of bouncing around from topic to topic as it comes to hiring talk to us about coming up with an overarching approach to hiring I know that you’ve talked about, you know, always have available spot or you know, always be promoting your firm and having a spot on your website for that. But what does it look like for a law firm working with you and real talent hiring? How does it doesn’t work? And what kind of help can you give
Jay Henderson
people? So, basically, I have two options that when people work with me, I, the way I got into this is, like I mentioned before I left Covey and I went to that other organization, and they had me take an assessment. And that was many, many years ago. And still at this stage, very few people are aware of this particular assessment. It just has not become one of those big famous like desk or called the your Myers Briggs and what have you. But so the way I got into this is I measure how people think, and how they make decisions. And 99% of the tools in this genre are behavior measures. And they’re great in many ways. But I don’t measure behavior. And I get underneath the behavior as to the reason for the behavior, and it is a deeper measure. It only takes like 15 minutes to complete this exercise. There are no questions People cannot manipulate it. The thing is, though, the way I help is by measuring how people think and make decisions, and then helping the boss understand exactly who that person is, and what the risks the boss is going to face when they hire that person, among other things, talents as well, and things like that. And from that comes, who they should hire? And how do you get the best out of that person once you hire them? In addition, you know, I give it I have a system that starts from the very beginning, you know, how do you prepare for the role? What is the role you’re hiring for? Who exactly do you want in that role, it’s like goal setting. And the more specific you can be, the more powerful you’re going to be any ability to find that person and see it and know it, when you’re in front of them. You know, then you draw your from that, who you’re looking for, you write your ad, because now you’re writing an ad, that is nailing the person that you’re looking for, then it’s easier to find the people to collect the resumes, and to screen, and I had one person go through my hiring system, an attorney in Chicago, he put an ad out for an attorney, he would normally get a pretty good amount of resumes. And I don’t remember the number, but it was he was telling me normally we’d get a lot. Well, he got to resume, he was kind of worried. But then he said, as I read over the resumes and dug into the background of these people, I realized they really were the perfect fit for the job. And what had happened was, because I took those steps you gave me and and worked hard on them. It really, it really worked to show that I didn’t have to go through 70 resumes or 30 resumes, right. And I was freaked out at first, but I had two resumes. Now the problem became which one of these two perfect fits, quote, unquote, do I hire. And so if you if you get into who you’re looking for deeply, deeper than just the responsibilities and duties are the job and tasks of the job, you want to get beyond that, you know, what kind of personality you want them to have, where you want them to be like, what background maybe was there. And I, by the way, have a template form that if people want to reach out to me afterwards, you know, and asked for that, I’m happy to send that to you to make it easier for you to delineate who you’re looking for in a given role. So again, you know, you delineate clearly who that is that you’re looking for. And then you can use people that have worked in that role before. And try to gather more data that way who you liked, who you didn’t like and why. And then you write the ad based on that. And then you can screen more powerfully your interviews will be better. And then you want to measure how people think and make decisions. And you may also want to measure behavior in some way, you may also want to do a disc or a call to your Myers Briggs, many of my clients also do that. They don’t necessarily need to, but it is more data. And hey, let’s get all the data we can about a human being. And then let’s be effective at onboarding those people. By knowing you know who exactly we’re dealing with, so that we can communicate powerfully, to train them the right way to get them started on the right foot. And if we know them deeply, we’ll know what to expect and what not to expect, which will help us manage our own experience, and things like that. So it’s kind of a whole process of here’s what you ought to be doing. Here’s the mistakes not to make. And then let’s make sure we measure objectively measure the thinking so that we capture reliable data about the risk we face.
Tyson Mutrux
Jay, you’ve got quite the client list. That’s pretty impressive. I think some some people might have heard of a few of these, the Yankees, son, Hilton, at&t, US Air Force sprint, among a lot of others. I I’m just curious. I’m assuming that there’s probably a common thread with all of us, whether it’s a big company or a small firm, when it comes to hiring and mistakes and myths that we’ve got that we have about hiring. Are there common myths that we bring to the table whenever we’re looking to hire someone that that that are just completely false, and that we should stop doing?
Jay Henderson
Well, what is that we can use intuition and know who the right hire is, you know, a lot of people will say to me, you know, I’ve got a good gut, and I’m good at this. And they may and they may and I would never take that away from a person. I’m I’m a believer in intuition. I can actually measure it. But anyway, you know, relying only on your gut. That remembering that you higher based on who you are, you know, when you’re in the jar, you Can’t see the label. And we have, we’re trying to measure the biases of our potential employee, our candidate. And we have our own. So you know, getting really good at what we’re looking for being aware of who we are and the mistakes we make, that we bring to the table when we hire, because our own biases affect what we’re looking for. And it affects what we think we hear, and what we think we’re seeing. So some of the myths are that I can hire based on God, I don’t need to do any metrics. That, you know, my own bias is don’t get in the way. That because someone has done a job, this is a big one, because they’ve done a job successfully for someone else, even the same role does not translate, by the way into doing that job well for you. It may, but it doesn’t guarantee it. And those would be some of the big ones that I would, I would say.
Jim Hacking
That’s, that’s one of my great is one of the things that I believe is that hiring people who’ve already done the job somewhere else is oftentimes a big headache. And that I’d much rather have people who’ve never done it before and try to train them the way we like to do things. I mean, obviously gonna make exceptions, but I think that’s a
Jay Henderson
great tip. Yeah, I’m a believer in that as well. It depends on the person to you know, if they’ve done it a lot for someone else, but they happen to be a very, I don’t know, I’d call it a flexible, not a dogmatic stubborn person who can’t change, you know, and they’re a more flexible, open person with the right thinking style, then it can work as well, obviously, but, but I like what you’re saying I a lot of my clients have a lot of success with that, you know, if you if you understand that the person has good judgment, and that they’re going to be able to consistently make good decisions on behalf of you and your business over time and consistently, then, hey, you know, it’s an attitude, judgment, capacity. Thing is what you want to look for first, and they can be trained to perform.
Jim Hacking
Okay, for my for my last question. I’m wondering, are there things that you notice, in dealing with lawyers and people that run law firms in hiring that are different from other occupations? In other words, do we have sort of biases or predispositions to do certain things in the hiring process? Or thinking about HR that other people don’t necessarily have?
Jay Henderson
You know, I really can’t say, I can’t say with any kind of validity, that there there are, I know, you’re not asking me to with perfect validity. But but as I think about that, and I think about the different industries that I work in, you know, not really, but but then to be fair, once people come to me, and they know that I don’t want to say this the wrong way. But once they know what I can know, then they become very open to their own biases, whatever they would be the right attorney compared to dentist or doctor, or Hilton, or what have you, really doesn’t affect as much because they become a lot more open. So it kind of I think it slants the answer to your question, if that makes any sense. Sure. Yeah, I don’t see it. Really. I mean, my attorney clients are, they’re awesome. I mean, they definitely are smart people who, you know, have a lot of skill and talent. And they bring a lot of questions, you know, but but not much different than others. So once they have the metrics in front of them, and that’s what I’m always facing. So it kind of affects, that affects the dynamic a bit. All right, Jay. So
Tyson Mutrux
we want to be respectful of your time. So I’m gonna wrap things up before I do. I want to remind everyone to go to the Facebook group get involved there. There’s a lot of activity each and every day people sharing great information. And so check us out there. Also, if you don’t mind, give us a five star review on iTunes or wherever your podcasts. Jimmy, what is your hack of the week? So for my
Jim Hacking
I’m gonna throw my hack of the week out there, but I want to hear Jay’s thoughts on it afterwards, because it’s exactly on the issue that we’ve been talking about. Our hack is that for the last year and a half, whenever we hire someone, it’s always a 30 day probationary period. And it’s really been helpful for us. Most people do end up staying beyond the 30 days, but we’ve had, I think, two people that we’ve hired in the last year and a half that didn’t make it past the 30 days and I think it’s just a really good law. on job interviews, the way that I view it, and I think that it’s been really helpful for us, I’d love to hear your thoughts on
Jay Henderson
that I love the 30 day job interview piece I do. A lot of my clients, you know, they the way that the assessment that I use, they see that, you know, I preach it as a 90 day job interview without the 90 days, because that’s what you’re gonna get him a feedback, you’re gonna know exactly how they perform through that feedback. But I am, I am a fan of people working for you over time, I think it’s a smart thing to do, you know, in a 30 day review, or some sort, two weeks, something like that.
Tyson Mutrux
I really like that when Jimmy that’s, that’s really good. I’m probably going to feel that one. So all right, Jay. So we ask that our guests always give us a tip or a hack of the week. So do you have a tip or hack for us?
Jay Henderson
Yeah, I mean, I guess I’ve said a lot of the things, you know, my, my hack of the week probably would be to, you know, do everything you can to keep your energy as high as possible. And to keep your attitude as positive as possible. And if you have high energy and a positive attitude, you’re going to more likely operate in a zone of high performance. And you’re going to bring a great deal, more access of your potential to everything you do. And so if you can access your own potential, and then learn and work hard to access the potential of others around you, you can scale in a powerful way, and build a team and a culture that is just phenomenal.
Tyson Mutrux
They’re good stuff. Alright, so I’m gonna stay with the hiring trend. And my tip of the week is with is to have an onboarding process, whatever it might be. We’ve what I’ve done is I’ve condensed all of our onboarding videos, and all of our onboarding training, like the essentials that that each employee needs to have into an onboarding document in tetra, and then it’s got links to the documents, and to videos and things like that. And it’s really, we just hired a new person last week, and she’s been going through that it’s probably 10 or 2025 hours of training. And then we mix that in with with in person training. So it’s a nice little mix. And it really has saved us a ton of time. So my my advice is to do that. And, Jay, if you have anything to add to that, let me know.
