Change your speed to change the game

We know the issue. We talk and we talk about people: the talent shortage, large blocks of retirement, and the newbies, who come in for a peek, only to exit in haste. People issues are not a thing, they are the thing in operating a business. As we gather steam for the season ahead, this post offers three ideas about people and building the team by narrowing the gap on finding candidates, training, and getting people on the team with greater speed and urgency.

Hiring is still that same program it was just a few months ago. It might, however, be time to step back, review the process, and refresh the page. In a country where 10,000 people turn 65 every single day and then for the next nine years, it feels like it’s time for a new sheriff—or at least a new plan. In this new In My Opinion post, I provide three ideas about moving the ball faster, with quality and performance as essential pillars. Here are my three thoughts:

Never stop recruiting. Time to step on the gas. Time to have rolling applicants come through the door, as opposed to a hopeful, select few. Most young people come to the job as a mound of clay. It takes time and targeted effort to mold these rookies into your next experts. Have a plan. Work obsessively with every new hire. Be patient and be diligent. These might-be superstars simply do not yet know the landscape or their capabilities. It is the role of leadership to uncover the next stars. When searching for candidates: talk with every employee. Talk to your members and your many sales reps in all service categories. Widen your ask and then never stop. It is important to include every manager in the recruiting process. Create soft candidate budget numbers. Even if candidates turn you down today, keep their information on file as circumstances change. Many people on average last in a typical role for less than 18 months.

Build an intense 30-day development plan. Accelerate your training. Reset a plan to include the immediate, necessary skills needed for the first 90 days. Once the new team members get the feel of their role and the operation, your team can then reset training with a longer view. Create a sense of urgency with everyone in leadership. Have full-time staff members involved in the training, and most importantly, the reinforcement of that initial training. Every day counts. Every connection matters. At the end of the 30 days test and retrain where necessary. Never assume the training stuck. This is about building and developing hands-on talent. Be there and observe during shifts even beyond the first 30 days. Be your club’s #1 cheerleader. Never delegate applause!

As the season moves on there should be no letup. Once the 30-day development period is up, have an ongoing plan of adding individual responsibilities as you and your managers recognize growth skills in your recruits. To build and maintain a successful operation, the push forward must continue. You and I both know that the idea of full employment is temporary as people constantly move in and out. Promote your best performers, no matter their experience, no matter their age. As competitors see your success they will look to take advantage of your efforts. Fight the fight with targeted increases and lots of gratitude. Set up a bonus system for those who successfully assist in recruiting and training. At the same time, be certain to provide pay increases to the recruits who accept more and more of the load.

The battle will continue. There will be bonus days and there will be those days when the two best recruits take the money from someone else and run…with no notice given. Although it stinks, as a leader you know it is truly about the process of building a great operation through people who have found their raison d’etre. Yes, the revolving door is painful, aggravating, even mind-numbing. Although it is likely never to end, you can change the game by hitting the gas, shifting quickly to 4th gear, having your team move the process downhill. By changing the speed you change not only the game but the attitude. And attitude, as my mentor Mr. Earl Nightingale once said—is simply everything.

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Jack Dillon writes the In My Opinion post. He is a long-time practitioner of great service, strong communication, and enormous gratitude. Jack is an industry expert, speaker, consultant, and strategist. He can help you create, enhance, or build a better team, and a more profitable organization. He is happy to have a FREE conversation to see if his experience can fit your needs. Please go to Jack’s website to learn more. www.youdontknowjackd.com. You can also call Jack at 407-973-6136. Jack is ready to help you. Jack lives in Orlando.