All right, welcome back to the Daily Mastermind, George Wright III with your daily dose of inspiration, motivation, and education. And we're joined by a great guest. I mean, we could probably do a couple hours with this show, so we're going to just try to keep it limited. But Kassim, it's good to have you on the show.
Thanks for having me, George. I appreciate it. Listen, for those of you that do not know him, and there's probably very few of you, but there may be a few of you that don't know Kassim, he's built seven and eight figure businesses with multiple successful exits, co-founder of a mastermind as well as many other businesses. He's written three bestselling books.
He's been known for his work with Google and CRMs and all kinds of other things. But we're here to talk about something totally different today. We're going to talk about, I don't even know where to go with this, because I want to limit it to the time that we have. And if you're joining us here today, you're going to be super glad we did, because if you're scaling a business or anything, we're going to talk about staffing.
We're going to talk about scaling your business. So before I get into all that, and as you guys probably noticed, I'm pretty excited about the topic we're going to have today. So before we get into it, Kassim, can you give everybody your background? Can you just give us a little bit of the layup into what brought you where you are today?
Because people probably know you from several verticals as a very, very successful, connected person. But I want to know a little bit of the backstory for people that are listening. I'm a welfare baby. I haven't been super vocal about that.
I was raised by a blind single mother with a disability in New Mexico. I was a wannabe car thief at one point. My little brother did six years on the four yard. I'm the world's greatest failure.
I'm a high school dropout, college dropout. I've just failed at quite literally everything in life, and somehow that's really served me. It's not even self-deprecation. I believe very strongly that failure is the most important alchemical endeavor.
And I'm autistic enough to where failure never really shattered my ego. I was just looking at it as data. And so I hope that wasn't too, too personal. I think professionally, the thing I'm...
No, but you know what? It's funny you say that, because I think most super successful people have been failures. But it's not to say that that's what defines you, but it's definitely a gateway, a gatekeeper to success. So I love that you accept that, and obviously your results speak for itself.
So yeah, let's go into some of your kind of professional background. I built the number one ranked Google Ads agency in the world. I sold it in 2022 for eight figures. I'm rich now, which is...
You know, that was the goal. And it's fun when you give poor people money, because we think we become investors, which is more or less what I'm trying to do at the moment. I had the highest performing real estate investment campaign on the planet for about seven years. I own the largest English-speaking Montessori community in the world.
So the thing I'm best at, to be frank, George, is talent acquisition. I built the number one ranked Google Ads agency without ever running a Google Ads campaign myself and ended my life. But I went and I found the best Google Ads managers, and I put them in place. And I kind of cracked the code on finding people smarter than me and getting out of their way.
And so that's what I'm most passionate about, is teaching entrepreneurs how to do that. It's interesting, because your journey has taken you through several different business segments and ventures and markets. But through that process, that commonality is talent acquisition. And being able to scale a business, we know that that's what's needed.
If you're trying to push outside your comfort zone, you find people that are great at what they do outside your comfort zone. So talent acquisition, I've got to ask you, was this something that throughout the process you felt was a high priority, or was this something that you discovered as you were building your business, that the key of the who, not the how, right? Yeah, no, I discovered it over time. As a young man, and I think this is true of all young entrepreneurs, as a young man, I wanted to be the hero.
You know, I wanted to be the guy. I wanted to be the person who solved the problems and swing the axe. And over time, I realized that worst case scenario is I could be that person. Like, that was actually the worst thing that can happen to you, is you are the smartest person in the room.
And I started to see what happened to my life when competent people entered my orbit. And what it does is it takes worry down. So the analogy I offer people is I've always felt like entrepreneurship feels like I'm pulling a sled up a muddy hill in the rain. And the straps of the sled are like digging into my shoulders, and I'm bleeding, and I'm tired, and I'm hungry, and I'm cold.
And then I hire somebody. And hiring them is like throwing them on the sled for them to do whatever little menial job they're going to do. But my sled gets heavier, you know what I mean? And I hire somebody else, and I hire somebody, and the sled gets heavier with every new hire.
And then on accident, one day, I hired somebody who grabbed a strap and started helping me pull. And I went like, oh, God, how do I keep doing this? This is amazing. And then when you hire people that pull faster than you, better than you, harder than you, you know, and then you end up with multiple sleds that you own, but you aren't pulling.
Like, dude, what an unbelievable gift. And I bumbled into it. You know, I first got my way through life. I bumbled into it backwards, blindfolded.
But then I think I spent 20 years. That might be a little excessive. I'm probably exaggerating. At least 15, though.
I spent 15 years studying talent acquisition delegation, peak performers. And I'm obsessive with the topic because it's the key differentiator. Like, if you meet me or get to know me, I look mildly homeless. I'm not any smarter than anybody listening to this podcast, but I've been wildly successful.
Frustratingly successful. Frustrating for people that look at me like, you know, I'm smarter than you. I'm smarter than you. I'm harder than you.
Yeah. Well, the thing is, if you are allowing yourself to be subject to an output wholly dependent upon how much you can lift, I don't care how strong you are, as soon as any two people are up against you, unless you're a world champion bodybuilder, and even then, any two people are going to be able to outlift just about any single person, especially when we're talking about moving a couch, right? You can't get up by yourself. Right.
So the better you get at the multiplicative endeavor of bringing in talent and preferably talent that's better than you. The thing that I have come to discover is I've really embarked on this journey, and this will be shaming, and hopefully people will forgive me for shaming them because I think it's true for most entrepreneurs. Entrepreneurs, myself included early on, are afraid of competence. Yeah.
They're actually afraid of somebody who's smarter than them, better than them, going to see something they don't see. They want and need to be the smartest person because if they're not, then it's like, oh gosh, they're going to steal my business, steal my clients, run away with the glory. And I think that the flawed arithmetic and that thinking is the fact that most people are not entrepreneurial. Douglas Brackman has this great book.
It's what we named our mastermind after. It's called Driven. And he talks about the epigenetic phenomenon that is entrepreneurism. 10% of the human population is broken.
We are flawed. You and me have screws loose in our brain. And it has to do with the chemical cocktail that fires when you're either in pursuit of or have achieved a goal. It's dopamine, norepinephrine, and serotonin.
And it's two up, one down. It's the same chemical cocktail with love. Most people, 90% of humanity, experiences this chemical cocktail when they achieved a goal. I did it.
Flag on the mountain. Go me. Feel great. That's the farmer brain.
Those are your employees. It's not a pejorative when I say that. As a matter of fact, they're normal. 10% of us, we only experience that chemical cocktail in pursuit of the goal.
And when we achieve it, in a weird, idiosyncratic, sad twist of fate, we get depressed. I've never been sadder than when I sold my business and became a decadent. Top athletes, top most successful people. It's so crazy because you're right.
And I think anybody listening to this is going to hear that. They're going to say, man, you know what? But here's the challenge. What has served you to get to where you are might be that you were the one, that you were the person, that you were the aggressor.
I'm curious to ask you because I feel like there's a tipping point for most people. They get to a point where they're like, I can't pull the sled anymore, man. I need help. And they stumble into it like you did, right?
And then they start to say, wait a minute. I don't want to be the person. I can't even take a break without being overwhelmed. So for you, and maybe this will answer the question, was there a point that made you pivot and realize that that was the stuff?
Usually I find entrepreneurs get to a point where they're just like, I can't handle it anymore. And by default, they bring somebody on. And what do you do to slowly move that mindset? Because it's chemical.
It's mental. It's everything where you're saying to yourself, I got to be the one because if it's up to me, if it's going to be, it's up to me, right? And I got to make it happen. But you know damn well you can't scale your company if it's you doing it all.
And you're the one. So did you personally have a thing or a pivot point that made that happen? And when you're talking to people, especially like mastermind related, how do you get them to shift there sooner? That's such a good question because you're exactly right.
There was an inflection point where I just broke. I had a financial goal. I wanted to make $250,000. To me, you know, poor kid, Albuquerque, well-fair baby, $250,000.
Are you kidding me? Like that was all the money I ever needed. And I knew I wanted more after that. But I thought once I get that, I'll be happy.
And I hit $250,000 and I've never been more miserable in my life because I own this business I hated. I had these clients that I made. And it wasn't, I had this business partner that treated me like, it's hard to describe a relationship, but it wasn't very positive. And this person would go and sell clients on anything they buy.
So we basically lied for our teeth because they go through and say, oh yeah, we can do that. And then rely on me to be the fulfillment house. And I'm staying up late. I'm getting up early.
I have no life. I'm being squeezed on both ends. I feel like I'm in the trash can pack in Star Wars. But I'm making the money.
I had one key performance indicator in my life, which is I wanted to make this amount of money. And so it forced me to really analyze my buy box. My business mentor taught me this when I started to make my exit. He sat me down and he goes, you cannot forget that terms are more important than price.
Because I'll give you a billion dollars right now for any functional profitable business. I'll give you $1 billion. I swear to God, I'll put it in writing. And then you say, okay, great.
And then my follow-up to that is, well, I'll give you a dollar a day for a billion days. Those are my terms. And all of a sudden you realize, oh goodness. And I had set the price for success, but I hadn't set the terms.
And when I started to reevaluate my terms, it really called into question some of my sacred cows. So for example, for a lot of entrepreneurs, they don't realize it, but the terms they've set for themselves is, I want to be the hero. I want to wear the cape. I want to get the glory.
Okay. But this is what you're sacrificing to do that. And if you put all of the terms on paper, on the page, you start to renegotiate the terms with yourself first. Yes.
And I ended up meeting a young man named John Moran. And John was the most proactive, hardest working, most integrous human I've ever known. And he was my client. His father owned a company and I'd been brought on as a contractor slash vendor.
And John was the worst client I've ever had. I remember distinctly, there was this one, I owed them something. I was building like software for them and I was outsourcing everything at the time and I owed them a deliverable and I knew I wasn't going to make it. You know, it was like Friday.
I felt like if I could just get to Monday, you know, so I was ignoring them and the fact that I owed them this thing. And I got an email from John saying, Hey man, just following up on the thing that you owe us. And I didn't answer his email. And I got a text message.
I didn't answer the text. And then I got a phone call. I didn't answer the phone call. And I'm just like, I'm just going to hide long enough to get to the weekend where I can get this damn thing done.
And I'm sitting in my office. And next thing I know, I hear wrapping on the door, which is locked. And I peek around the corner and through the glass, I can see there's John Wren knocking on my door. He drove 35 minutes down from their office to mine just to like hunt me down.
And he was really kind. He's like, Hey man, you're checking on that thing. I'm like, dude, I don't have it. I've been ignoring you this all the time.
Oh my gosh. So what's interesting about that story is their business ended up being taken down by a bad investor. And John went and got a job, which I always thought was shocking because he'd be such an adept entrepreneur. And so I started calling him like, Hey man, what if you can't work for me?
And this is the first time I've ever gone after top talent ever. Normally I was trying to find the person I could pay the least. Yeah. Interestingly, he was making very good money at his job, but it was also something of a, you know, he's a dad.
He's got a little girl at the time. He has two now. And, uh, he was, he was really burning the candle at both ends. It's a grind for him.
Yes. Yeah. So he's making the money, but he doesn't have the time. And I knew the pressure point.
So I call him every three to four weeks. I'm just like, Hey man, how's it going? You know, what have you thought about coming to work for me? And he kept telling me, he's like, you can't afford me.
Like these guys are paying me very well. And we, you know, I talked about what he needed it. And I really truly could not afford him. And I finally caught him on just the right day.
And he's like, what's the most you can pay me? And I showed him my P&L. I was like, dude, this is what I'm paying myself. And I will give you all of it.
You get a hundred percent of what I'm paying me. But that means we have a 90 day rant. And that's, we have 90 days to make this shit work so that you and I can get to a point to where we're both making some amount of money. He quit his job, took the chance.
And the rest is history. We built the number one regular agency together. I ended up giving him equity in the company because he was so valuable. I own 90, he own 10.
He's a multimillionaire now. Boy, it speaks to the fact that what you're saying, you actually lived it. Because at the end of the day, you found the talent and grew the business. And it's crazy to me because people have heard in the entrepreneur space all the time, you know, Dan Sullivan talks about it all the time.
Who, not how, right? But what they don't think about is from the lens of what you're focused on. Because, you know, it really is, we're chasing the price, not the terms. I love what you just said there because the terms are more important than the price.
Like I wrote that down and highlighted, triple highlighted. Because we always chase the result rather than the cause. And the roots are the fruits, right? We want the result, but we don't want it.
And it is people and scalability and talent that get you there. And you know what the long road is? And I've been there. You trying to figure out the talent to get there.
That's the long road. The shorter road is find the talent. And so I love what you're saying here. It's funny because before we started the show, if you're listening to this, I was talking to, I was talking about like, what do we want to talk about?
What's the topic? And it could have gone anywhere we went. And it went to talent acquisition. And at first I was kind of like, okay, you know, there's VAs and talent.
But what struck me is, no, we're talking about talent. We're not talking about staffing. And as we have all this conversation, I can see why now that is like literally the message you're so passionate about because it drives all the other businesses and things that we have. But I do think it takes a mindset shift.
And you're right to say, it's a chemical thing. It's not just, oh, okay, I see everyone gets good talent. That makes the business work. If it were that easy, I think a lot of us would be doing it.
So what do you think holds people back from going after top talent? We're taught. And so I'm an obsessive reader. I have 3,000 books in my home.
And I think I canonize my favorite authors. I'm saying that as a belief, brother. Yeah, right. Like there are people that I just, I hate to say this, but I worship.
It's an obligatory statement because I'm about to denigrate them. If you pull any business book off the shelf, and I'd love for any listener to challenge me on this, any business book from the greats, Maxwell, Covey, Dalio, it doesn't matter. We are taught to treat people like commodities. It's in every MBA, every process, every EOS system.
They basically say, create the process, create the assembly line, create the business, create the mechanism, and then find an easily replaceable human being, cookie cutter, and control control so that you, yes, yes, you miss. And then swap them out if they don't work. And the thing about commodities, if you have an ear of corn, okay, corn's an easy commodity. I have an ear of corn.
Let's say you want to swap our ears of corn. Neither of us are better or worse off than we were members of corn. What if you have a CPA and I have a CPA? You know, if I lost my CPA in my financial book, what if you have a viral instructor and I have a what if you have a wife and I have a wife?
You know what I mean? Like, people are not commodities by literal definition. And yet, we're taught to treat them like commodities, hire them like commodities, manage them like commodities, and hire them like commodities. Here's the problem with commodities.
Here's how you buy a commodity. If you're smart, you try to get the most for the least. And so you go to the market trying to get the most for the least. Here's the thing about peak performers.
Contrary to commodity thinking, peak performers, winners, winners, want to win. How do we keep score money? So peak performer wants to be paid the most. But you tell an entrepreneur, because people ask me, well, how do I get peak performers?
The answer? Pay more. And then people instantly, like, just walk. You're out of your damn mind.
We make more if we did it, but we don't have the money to do it. We don't want to go. And I'll make it worse. You ready to see more repellent?
Here's what I tell people. I tell them you have to pay 10% more than the high watermark. Here's what they hear. They hear 10% more.
It's not what I said. 10% more than the high watermark. So imagine for a moment that a role that you're hiring for pays $75,000 to $100,000 to use nothing mass because I'm a high school dropout. Every entrepreneur on the planet that's been taught to hire people like commodities is trying to pay $74,900 for that $75,000 role.
They're trying to get the absolute most for the absolute least. And then I say pay 10% more than the high watermark. And it's the most important revelation you will ever have. When you pay 10% more than the high watermark, you don't get 10% more in response.
You don't get 30 or 50 or 100% more. You get five times, 100,000 times. That's the credit distribution. When I sold Solutions 8 for eight figures, John Moran managed 40% of my revenue.
That's the credit. I had 80 employees. One guy managed 40% of my revenue. That's the credit distribution.
So you're going to have your peak performers are responsible for the majority of your output and you can index towards that. output so when you pay a little more because let's be honest from 75 to 110 is a little more if you're gonna get somebody who's gonna yield three times five times ten times a hundred times your average employee but most businesses here's the craziest part that just blows my mind dude it infuriates me people come in and they see that distribution and because because you have some goldman sachs ivy league educated you know wizard number cruncher yeah number cruncher it's the existential crisis on the spreadsheet and they think like oh distribute the risk so what do they do they take a john moran a literal genius and they spread his clients across who the average employees yeah there's a reason he's a peak performer there's a reason he gets the yield he does there's a reason he manages because he's the best so they are they are engineering average you take a hierarchical system taking hierarchy like pyramids what happens when you flatten hierarchy you take off the top of the pyramid the most productive part of the hierarchy gets shaved right out and that's when you end up with quicken loans and these garbage that's why the bigger business grows and the more bureaucratic it gets the worse it gets because you shave off the product distribution shave off the hierarchy and you can index towards these people every human being is a miracle it's a religious truth that you have to believe if they're not religious we're these ultra smart hyper productive super apes rolling through space on these rocks solving problems and creating shit that we can't even begin to wrap our heads around dude it's amazing and the people are available to you to hire and most of them here's the craziest part john moran smartest guy ever known best guy ever worked with after his dad's company went down he went out a job until i coached him guess what he did after we sold solutions eight what'd he do he went out a job wow he could make two million dollars he can make two million dollars a year freelancing being a business he doesn't want to be an entrepreneur most people it's an innate thing yeah it really is and by the way for those that are listening to this that kind of heard us i mentioned it so i know if you're listening to the podcast you know um talk to them about the prado effect define that forum so people haven't heard that before because we've thrown that prado uh distribution out yeah so it's the 80 20 rule you might have heard it referred to it's an italian economist whose name is freddo and like all what would you call them academics like anything for sure it's crazy because it's true in every organic ecosystem yes so like 20 of the cows produce 80 of the milk 20 of the criminals commit 80 of the crime 20 of your customers responsible for 80 of your revenue 20 of your employees are responsible for 80 of your productive output and what's crazy what's what's more interesting is it's fractal i mean it's true at every level so if you have a thousand employees that would mean that 200 are responsible for 80 percent but zoom in on those 200 if you have 200 employees that means that 40 are responsible for their output zoom in on the 40 eight are responsible for that all the way down to 1.6 responsible for roughly speaking 40 some odd percent of the total output of a thousand employee organization one person is responsible for like 40 i've done the math this is in my book 40 and again it's true at every level of analysis so when it's not just a mindset it's not just a system it's science man it really is right it's yeah it's economic it's genetic it's epigenetic yeah like it's every organic ecosystem the credit distribution is true and it's not technically 80 20 really what it is is the majority of your output is the result of the minority yeah so it's a few of the many and sometimes i've seen situations and instances where it's like one percent is responsible for 99 yeah you see that in aspen all the time a hundred million dollars in that's been under management for years and you would see it's always one piece of it that does it it's funny the reason i want to double down on this because i think a lot of people one of the reasons i want to bring this out in our show and our daily mastermind is it is there are success principles success does leave clues there are universal principles and until you really dissect them which is why i really i'm glad you got into creative talent you really focus on this now because it's one thing to say all right go hire more good talent it's like saying okay i gotta do more of the 20 because that's gonna make me more money but when you really get down into it you don't realize the catastrophic and positive effects that can happen because like you'll talk about with there again you know dan sullivan dr ben hardy like you talk about it's not about doing more than 20 it's about making the 20 or 80 and doing more out of the box you know i love that phrase make the 20 or 80 you know you can do a lot more now you're doing 80 no it's if you want to redefine things so i'm saying this because there's people listening to this in their business like i gotta level up and they're thinking how do i grow how do i next level how do i go more when what if they really understand the principle that's where you have quantum leaps that's where you you go out and you don't say okay can i afford one more can i go get somebody and like you just said not 10 above the average it's the way it's the concept you're going to go you need to go 10 above the top right so i like the way you think with that and i think people need to realize that you've got to understand the principles behind things that are happening so this led you to parade of talent which i think is amazing and you got a new book coming out um which i wish we could go deep dive into but the beautiful thing about you is you don't need money so it's like you make this book available um tell me about your book tell me about the systems the process templates and stuff you put together around because i know i'm asking a lot here but i want to know about the book but it's because the question people are asking is in their mind right now is they're saying how do i find attract or keep that talent because the fear of not doing it is also matched once they do it with the fear of that person leaving or wanting to go somewhere else and i gotta keep them happy and other than maybe putting systems in place that inspire and motivate them to build and grow within so how do you attract uh you know find and keep and i'm imagining this is all types of things you talk about in your in your book it's in the it's in the book that you can have the book for free it's the hirebook.com the core thesis let's say you don't want to read it the core thesis of the book is it's the same mechanism that we use in sales but just just reverse for hiring so the first piece is you have to be attractive to be performers if you go go to monster.com right now or job whatever any job posting site and read the job descriptions they sound like prison sentences like you shall comply with all rules and regulations or you'll be frog naked you know what i mean it's just like i don't know if people actually read job descriptions anymore because it's like they're generated in chat it's like yeah garbage so if you're if you're attracting peak performers number one pay more number two be a fun awesome place to work you know what i mean like give people what they want because a peak performer can go anywhere now here's what happens is if you really are if you're making an offer people can't refuse which is why i take the sales funnel you're gonna have a ton of people into the top of your funnel and you're gonna get overwhelmed so the system that i'm giving people and this truly is free by the way there's no ascension there's no yeah there's no course like there's nothing on the other end it's all it's free i built a system that i call that i refer to as flight traps so just to give you a couple of really minute examples the top of my job description reads if uh to apply the inbox um for the ea that's reviewing the submissions now that's a really strong signal for somebody to actually read instructions because when they're reading instructions you'll see things like please submit your resume as a pdf link with this naming convention now i don't care that it's a pdf not a word document i don't care that it's a link but if you're going to be a remote employee i want to know that you can pay attention and follow very simple instructions you don't do that you're filtered out and so there's a bunch of little fly traps like that and just in the submission process and then there's soft skill fly traps if i don't like your formatting filter out i don't like the way that you communicate filter out and it's not me reviewing this it's an ea with my instructions easy easy instruction to offer and then it's the fun part we're taught to hire people based off of resumes and interviews resumes tell you nothing interviews tell you nothing so instead i follow up let's say you plan for a job i say george i really appreciate you following the instructions thank you so much i've been hiring people for 20 years i know enough to know this an interview is going to be worth this to me until we work together how about this i will pay you in advance for two hours of your time if you'll commit to a trial project if you agree send me your paypal link and depending on where i'm hiring geographically i'll make sure that the amount of money is commensurate to what two hours is worth nothing will be rich but if you're in the philippines paying people 20 bucks are great money you know so say hey 40 bucks will you do a trial project for me here's the fun part they send me their paypal address or wise or paying or whatever the geo supports i send them the money in advance and then i don't send them the project and you think like wait but now let's say i have 10 people that i want to test i spend 40 times 400 bucks and you think well gosh that's expensive is it it's four dollars expensive to figure out who's proactive who's gonna walk on you who's gonna steal yes so then i just wait and what'll happen inevitably is you get ghosted by a couple and then people a day or two later say hey you never sent me the trial project i've got emails a month or two later saying hey you sent me money and you never sent me the project i'm like yeah i'm glad i didn't hire you two months later right so then they send me the follow-up email i'll send them a trial project the trial project is consistent with whatever role i'm hiring for so i'm hiring a graphic designer to design project i'm hiring a manager to project manager project but i'll do other things like i'll send them you know you have to log into this box account i'll send the wrong username and password and i won't tell them and they'll say hey based off of the scope of work when you think this is going to be done by let's say it's monday and you tell me it's going to be done by friday but on thursday night i get a frantic email from you saying the password doesn't work little things like that flight traps because again if the sales fall in reverse you have you're offering more than anybody's ever willing to offer 10 because the goal is to find the talent right the goal is not just to hire it's you're actually hiring it's so funny you're hiring for two skill sets you're hiring for the skill set that is the competency right and you're hiring for peak performance the type of person who runs through walls finds a way around solves problems which you can't you'll never know until you don't know unless you test for it yeah until three months down the road when you wish you had it right dude and actually i believe and this is where i get in trouble i believe competency is secondary i'd rather have somebody who runs through walls and needs to learn graphic design just to figure it out dude a hundred percent yes yes so i hire for will train for skill and by the time i get to the end of the child project depending on if i'm hiring for a sales role do i do some horrible things i'll have people book time with me and i'll cancel five minutes after the meeting because i want to figure out if you're on the phone with the prospect are you going to like curse me out because i missed are you going to follow up you know like figure out the things that are relevant to the job and test that stress test that um when you get to the end of your trial project and i talk about flash traps a lot in the book and i have hundreds of them yeah by the time you do the interview it's a formality because you know who you love and who you don't and it's not uncommon especially if i'm on a growth tear for me to hire multiple people for a single role because i know i'm gonna be able to fulfill uh and dude when you get to the end of a process like this you have bloodthirsty killers trained assassins like they're just they're amazing and they pull you want to talk about people that pull the slide for you good but i like your process of the sales because i've never thought about look when we talk about bringing on new people oh my gosh my mind's immediately like all right here we go like i got a bunch of time but if i look at it from the lens of i'm literally training and creating all-stars it's worth that investment of my time because i also know there's a system of some kind to do it so um that's interesting because i also think of i gotta ask you this last question i know we don't have a whole lot of time because we're gonna be back even on our academy here but um do you do you feel like when people bite off this idea of finding talent the first thing that comes to mind is oh my gosh man this is gonna this is gonna take time like you gotta be patient it's gonna take months like to get talent like you mentioned you kept emailing john you kept texting right is that always the case or do you feel like with the right systems you can target find and get talent top talent in like what should be an expectation for somebody it takes three weeks it takes three weeks for most roles no highly specialized roles the time increases it's finding the talent when you have the framework in place now building your framework might take you longer yeah you got the top projects you got the fly traps once you have in place most of that time by the way is just giving people time to find the job postings and apply like the the the fly trap process is really really quick but it generally takes about three weeks if you're looking to build a business and you know you're going to scale and you know you want to grow which means you know you got to have talent it's worth the investment to have something like this because this is a roi for years well then dude you keep the funnel full when i have my doing right okay i was never not yeah the the thing that will take time is when you bring somebody on what entrepreneurs do incorrectly is they don't bring people in the right way first of all employees never going to run faster than they do in the first 90 days which is insane because what most employers do is like all right we're going to start you slow and you go to your training and your shadow sally well you just set the pace for this racehorse and you set them at 80 what i do when i bring somebody on is i overwhelm them i tell them look if you have 10 things you need to do in a day i'm gonna give you 11 i don't expect you to do 11 but i expect you to manage my expectation and i want them going i want them going fire hose yes the other the other thing that we do is and this is just an expectation understand especially for a new role so if the role is established don't worry about this but if this is your first time hiring for this role it takes two hours to delegate a 15-minute task which is obnoxious because you look at it like i could just do this myself or i have to spend two hours delegating it but yes once you delegate once you've spent the two hours now let's say it's a task you do every single day on the fifth day you're not positive and then every step you have to do that again so you have to be prepared for the the creation of the delegation process and to actually offer this person enough concept for them to be successful that's what it's your lens right because at the end of the day if you're looking at it from a standpoint i could do it myself you're not looking at the long term if you look at it as even like within a week and this is this is why is this why you would you would recommend people to start with an ea like in other words there's a lot of different places to go but why not just if you're looking at your efforts and 80 percent of your effort and you're the one driving the ship or you're the one pulling the sled if 80 percent of your effort could be replaced what could you do you know you just became my best friend so this is what i tell everybody your first hire should be an executive assistant before anything else because you're the least scalable part of your business and so if you hire somebody to just sit there and talk the thing that's so funny i had somebody hire an ea from us he's a really close friend of mine and he came back and he's mad he's like dude it takes for four hours to do something that would take me one and i'm like okay what's your billable you know what are you paying are you paying five dollars now you moron what are we talking about right now so yeah they're never gonna outrun you but also i think i think there's another i mean i also noticed a lot of entrepreneurs like man my stuff is so unique but here's what's interesting 80 percent of what you do it might be only something you could do however you do it so often you could systematize it oh yeah well and dude that's the other thing these people if you get a peak performing yes your stuff is unique absolutely you know what so are they so is this rock star that you brought on that by the way isn't just as good maybe better if i'm boonin who's now my business partner he's my ea for a long time everything he did was better than what i would have done i just stopped checking his work i was like dude just do the thing you know i thought about that because the other day i was like yeah i could i could pull up with a client and within five minutes i know their site or traffic what they're doing how they go but i thought you know what i've done it a thousand times which i could be quick but that means i could actually systematize it and handle somebody so well dude i gotta tell you what man we're we're oh this is one of those times where i wish we could go a couple of hours but i am super grateful people can listen to this like man george was in that podcast all for himself but it was i am but at the same token i think that there was some like serious uh golden nuggets and truth bombs here people need to need to really tie into so um again the best place for people to connect with you i'm gonna say let's get them to the the higher book.com so that they can get these these topics and things but how else can they connect with you i shoot a youtube video every single day you can go to costume.me k-a-s-i-m.me it has all my short links you know my portfolio companies all my socials i'm doing my best to be very famous so if somebody wants to come and check out the content i'd appreciate you know you know i'll never forget it because it's just like awesome awesome yeah you can't you can't you can't mess that up now that you know in the credo talent uh group this is something i'm gonna be using i never like everybody knows i don't sell anything i don't promote anything but um i have i've learned a great deal from you so before we go though do you have any last advice for someone now this could be entrepreneurs entrepreneurs entrepreneurs it could be scaling their business and they're like all right i get it like i need to go talent now like where to start and do you have any like specific advice you would give them on what they need to do to shift into this mindset of i need to be a lead magnet for top talent yeah fail i think we've over-indexed towards education entrepreneurs and all they need to do is learn so if you're listening to this podcast first of all good for you because netflix is amazing and there's some phenomenal media on there right that's way more interesting than i'll ever be and it's not enough for every hour spent learning you should spend at least three hours doing so if you're like okay i'm sold don't go learn more you have the information go do post a job posting see what happens like and don't be discouraged when it doesn't work you learn through failure so just get out there and do get messy you know what i mean like break something find the reason that it failed 96 percent of the time but the four percent that succeeded and then follow that along like go index towards action uh would be my advice i hope that's helpful that's amazing advice it's amazing advice because i think that not enough do we look through the lens of guys listen if you're listening to this we're talking to a guy who defined himself to a certain degree not internally but has one of the biggest failures around what's greatest failure right um think about that a guy that's built what he's built had the excesses had has the knowledge and success far above where a lot of you are at there's a significance for that and it's not i love to just remind everybody it's never too late to start creating and living the life you were meant to live not just you want to live you were meant to live but you've got to make changes and take action and if you do that um you will create it so i appreciate you being with us here today i really want i'm gonna put the show notes links to everything we talked about and thanks for being here man i really appreciate you i appreciate you having me thanks to everybody for listening i appreciate the attention is oxygen so thank you i'm going on notice and saying there's gonna be a part two of this baby so listen guys thanks for being there let me know what you're doing not only what you're struggling with but what you're winning at i want to celebrate the wins uh once again this is work right the third this has been the daily mastermind have a great day