Two-time Emmy and Three-time NAACP Image Award-winning television Executive Producer Rushion McDonald tells us the Top Five Reasons Your Company Can't Find Great Employees:
- You won't let go of poor-performing employees because you care too much, but they are a good fit.
- You keep hiring from the same circle of recommendations—basically, the first applicant who fills out the paperwork.
- You're the problem: Let somebody else do the hiring.
- You only hire "experienced" people: Wow, this mistake took me many years to figure out. As new business owners, we often have this silly belief that finding great and experienced people in our field is imperative. Let me tell you, this is a total bunk.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:05):
Welcome to Money Making Conversations.
Speaker 2 (00:06):
It's to show that she has the secrets of success
experience firsthand by Marketing and Brandon expert Rashan McDonald. I
will know he's giving me advice on many occasions. And
in case you didn't notice, I'm not broke. You know
he'll be interviewing celebrity CEOs, entrepreneurs and industry decision make
because it's what he likes to do, it's what he
likes to share. Now it's time to hear from my man,
Rashan McDonald money Making Conversations.
Speaker 1 (00:29):
Here we go today, today's beautiful day outside. Again, thank
you for listening to Money Making Conversation Masterclass. Yes, this
is Rashan McDonald and this is the second episode in
the series of three about value proposition. Last week we
talked about you, you your career, what you can do better,
(00:50):
what you're not doing that should be recognized by your employer,
How to create that uniqueness that will cause them to
give your raise, will cause you to get a promotion.
That what a value proposition can do for you. A
lot of times when you hear the word value proposition
is usually tied to a product or a business, but
(01:11):
I believe that you can take that same philosophy and
tie to an individual, and an individual is you. And
a lot of people responded very positively or is really
thankful for the information I gave them. Where it doesn't
stop today. It will start from a standpoint of value
proposition involved. Today's shows about how to get the most
(01:32):
out of your employees. I will also be given examples
of how bad employees can destroy your business. That is
the value proposition we are talking about today. Because if
you have a dream and you have a version of
uniqueness that could sell, but you have the wrong people
selling it or have the wrong people working to build it,
(01:53):
then your value proposition that you work so hard to
build will fail. And that is what we're talking about
and the reason that fails. There's so many different lanes,
and I'm gonna break it down in groups of five.
When I talk about these different lanes, it's gonna be
the first half hour of this show today will be
about the value proposition and people that you hired. The
(02:14):
second half I bring it on board Thanksgiving and Christmas
is coming up. So I got Chef Gernard Welles, that's right,
legendary I call them legendary family chef Gernard Wells be
on the show today. Please don't go nowhere. People tell
me that I can bake, that I'm award winning please
he is one of the top people in this field.
(02:36):
But let's get started on the value proposition about today's show,
how to get the most out of your employees. Also
be giving you examples of how bad employees can destroy
your business, because let's start this. Let's start it off
with you the problem, making you the problem. Top five
reasons your company can't find great employees. You've heard since
COVID that people want to stay home and remote. So initially,
(02:58):
when I hear that, that means that we are already
given excuses as to why you can't find anybody good
by letting you know, the news tell you, the social
media tell you. But the person who guides all this
is you and how much effort you're willing to put
into getting an employee that will work effectively for Lee.
(03:21):
Here's five reasons why you might not can find a
great employee. Letok go over the first one. You won't
let go of poor performing employees because you care too
much for them and they're such a good fit. So
basically right there. I know a lot of you. I
fell victim to this. I had people that I had
known for a long time, or known for twenty years.
I've known them for fifteen years, I've known them for
(03:42):
ten years, and I kept them on board because I
cared too much for them, not because of work they
were doing. They were doing good work, but they weren't
doing the work that I needed for my company that
was doing at the time. In other words, you can
hire somebody and your company can change, but you keep
the same person there trying to get them to fit
in to the dynamics of your new change. That's what
(04:04):
I was doing. Guess who was losing me? So what
did I have to do? I have to make a
hard decision find a person who could fit doing that job. Effectively,
Number two, you keep hiring from the same circle of recommendation. Basically,
I've seen this. You're go into a business, especially a
lot of fast food businesses, You'll see people in the
(04:25):
corner filling that application. Basically, the first applicant who fills
out the paperwork, that's who you hire. Because guess what,
you don't have time. You don't have time for your
own business. You don't have time. So that's the problem
right there. Then number three, you're the problem. You're the
(04:47):
problem because you keep hiring the wrong people. So maybe
you should let somebody else do the hiring. Don't let
ego get in the mix. That's why they have HR departments,
involve the HR. If you're starting a business, those two
things listen to be real careful, because I made this mistake.
If you're starting a business and you don't have an
(05:08):
accountant or a sense of who's doing HR that's human resources,
then your company is not going to make it. You
will fall victim to that line of hey, it was
in business for six months and closed, Hey it was
in business for a month for a year closed because
you did not apply the values of what an accountant
(05:33):
will bring to the table, which means you aren't operating
with a budget, because you operate on a hope and
a prayer, which means that you hope that when you
open the doors open the people will buy your product,
or you hope when you open your doors people be
lined up outside, or you hope because you go to
church every Sunday, then faith will step in and you
(05:56):
will win. That's problem. Then you only hire experienced people
whoa I'm talking about, you know, just not the show
about not hiring people in the fardas the fifties and sixties.
But you got to be careful when you're hiring experienced people.
(06:17):
They're not not setting they ways. You know, technology is there,
but they still want to do it on penning paper.
I like to write everything down, but you know, laptop
is sitting over there. You know, I get with that.
But they want to write everything down. But they got
all that experience. But you're in a company that's you know,
(06:39):
it's technology savvy, but you hire an experienced person, great personality,
you got the experience, got everything, but they want to
do it their way. I'm not telling you to hire
any experienced person, but I'm telling you to hire somebody.
If they experience, they're going to do it the way
you need it to be accomplished at your job. Does
(07:01):
that make sense?
Speaker 3 (07:04):
Then?
Speaker 1 (07:04):
The final thing in this whole world of top five
reasons your company can't find great employees, you keep saying
there aren't good people out there. I hear that all
the time. And let me tell you something. I have
fallen victims of that. I have given up. I've just
the next person to come to that door, I'm going
to hire them. And believe me, I have regretted it.
(07:28):
I have hired enough people in my lifetime. It's not
one hand, not too high. It's I got to take
off my shoes. That's how many bad people I've hired
in my life that, you know what, Because I got
tired of interviewing people. I got tired of going through applications.
I got tired of just wondering, maybe maybe maybe I
can make them a good employee. Maybe I can, you know,
(07:49):
employ them up, you know, work them up, you know,
drop them up, train them up. Now, if the application
says this is what they do, this is who they are.
The value proposition of what you're trying to create with
your business, and your business is to build an opportunity
(08:12):
of uniqueness, a lane where nobody else is working. But
you can't hire the people to do that, then it's
time to fire somebody. See I'm just trying to clean house.
See that's what I'm trying to do right now, trying
to say you have a company over there struggling. You
don't know why, why the doughnuts ain't flying out the door?
(08:34):
Why ain't nobody walking out there wearing shoes. Why won't
you send somebody out there for plumbing service? People complain,
don't want to call you back. Look on, yep, you
gotta a start one star rating the same person you
keep sending it out there. Because we're gonna get your
family in a minute. Family, We will get the family.
(08:55):
Because that's the mistake everybody makes, it's hiring family. We're
gonna get them in a minute. How to fire someone
without hurting their feelings, That's what it's all about. I
will tell you this. To terminate somebody is the worst
feeling in the world. I don't you know. I don't
(09:17):
have people out there that do it for a living.
I don't understand it. I don't drink alcohol, I don't
smoke any any drugs or anything like that. So when
I go in there and talk to somebody, it is
Rushan McDonald's sitting down fully preped So how do you
fire people? First of all, when you fire somebody, this
(09:39):
I'm gonna start number five. Be clear. See, what you
don't want to do is fire somebody and they don't
have a clear understanding why they're being terminated. See, then
you're gonna get in an argument. See, you can't fire
somebody and then they throw the reason for their firing
back on you because you wasn't clear, because you didn't
(10:03):
write down, because you you didn't want to hurt their feelings,
so you just go. You know, it just didn't work out. Hey,
that ain't specific enough for a lot of people out there.
You gotta tell these people so they can be a
better person at the next job they're gonna work for.
It's called evaluations. We're gonna get their evaluation in a minute.
(10:24):
But see what happens is I've had employees. I've had employees.
I've had employees who when they got paid somehow that
same week, they always got sick somehow, somehow the week
they got paid. Now now I'm just listening to y'all,
(10:44):
listen to you. Then some people out there count their
vacation days and they count they sick days. So they
treat they sick days PTO of whatever fancy word. They
call them my days as vacation days. I've had employees
get paid sick. Then I tell them I see the pattern.
(11:13):
I tap that, I see your pattern. They don't care,
because you know why I've allowed them to make this
normal because I didn't want to hurt their feelings. I
was never clear to them because that pattern was going
(11:33):
on for a minute months I saw it. But how
do I break this news to them?
Speaker 3 (11:40):
Now?
Speaker 1 (11:40):
You might say, with Sean, come on now, you could
just walk in and just told them no, no, because
I didn't want hurt their feelings. And if you are
worried about hurting somebody's feelings when you're about to determine it,
bring a witness with you, bring somebody in the room
with you. That'll make it easier. And if you happen
even a bigger struggle, practice practice determination. Because this is
(12:07):
not something easy. I don't want anybody think I'm on
this call this show today telling you that this is fun,
this is going to be easy. But you gotta get
rid of these people who are destroying your dreams. Let
me tell you a story right now. I'm gonna just
break this little story. We're gonna go to break after
this store, how bad employees can hurt your dream There
(12:30):
is a place, a lot of Petrie corners right across
from the forum, that's this salad bar. Right every time
I go into this salad bar, it was always six
people in front of me. Every time I go in
it six people, no matter what it's about. Six thirty.
I walk in there and it was nobody in front
of me. In fact, there was a couple that was
(12:50):
down by the register. Because when you go into l shit,
you go in, you auder your salad, go left, pick
out your different things you want to put in a salad.
Pay at the end. Walking there, there's always six bends,
two on top, two in the middle, two at the bottom.
Six bins. I walked right on end. It was an
ounce of salad in any of those bends. This six thirty,
(13:16):
mind you, six thirty. I see guy down at the end,
little chunky guy down at the end talking to the
people who I assumed he was trying to get their
different condiments that they want in their salad. There was
this tall, skinny dude just walking around, just walking around.
And then there was this dude in the back. He
was just chopping. I don't know what he was chopping.
(13:36):
I was trying to see was he chopping salad or something,
because there was no salad in front of me. Was
he chopping salad? I don't know. I said to myself
out loud, I said, excuse me all y'all still open.
Immediately it triggered the guy down there by the resident.
(13:58):
I guess so because they don't have nothing down out
here either. So okay, well shine, he might have started
something here, okay, I said. I said, I'm just saying
that there's no salad down here, and I just want
to make some selections. So the little tall, skinny dude
went in back. Then he came back out with no salad.
(14:20):
So I'm trying to figure out why is he going back?
Now these employees, now, this place is always packed. Now,
I'm just telling that this is playing out in public.
I'm gonna get you to the end of the story now.
So the guy, the little chuppy guy, comes down in
front of me, tells the skinny dude who wasn't doing
anything to handle the guy who was angry at the
end of the register because he couldn't get what he
(14:41):
was asking for down there. So this guy comes down
in front of me. He says, he's breathing the hawk boy.
I tell you I had to get away from him.
I'm about to punch him. I go, okay, okay, okay, okay, okay, okay.
Now this time I have to tell y'all this. I'm black.
(15:01):
He's black, So I guess he's confessing to me because
he feels some way with me. But see, now you
brought me into your world. Now, brother, you told me
you about the physically harmless dude, because all he wants
is what he's paying for. That's a salad. So I
lean into the dude. That's excuse me, brother, there's no
(15:26):
salad back there. I can't even make a selection. I
think you closed too. Now I talk it just as
clear as I said this to you guys. I said
it to him. He immediately turned to me and with
can I help you? I said? I said, brother, you
(15:48):
have no salads. I said, I like a mix. I
like to mixed romaine with a little you know, the
mix it up. He said, uh, what's your problem? I said,
excuse me, I'm out. See this is an example of
bad employees in a place that I used to go to.
(16:10):
That nobody, the owners, the managers, nobody is doing this.
Let me tell you something. I went home. I told
my wife, Oh, we're going to break. I'll be right back.
We're willa wrap up this story. Then I'm gonna go
to ninety day probations periods while they are so important,
and do not hire family members just because your mama
told you to. We'll be right back when more Money
Making Conversations Masterclass.
Speaker 3 (16:33):
Welcome back to the Money Making Conversations Masterclass hosted by
Rashaan McDonald. Follow Money Making Conversations Masterclass on Facebook, Twitter
and Instagram. Ladies and gentlemen, it's time you stop reading
other people's success stories and start writing your own.
Speaker 1 (16:51):
Hi, this is Rashaan McDonald. Thank you for returning and
listening to Money Making Conversation master Class. This is Rushan McDonald,
and we're talking about value proposition. Value positions are really important,
and those are two words I knew nothing about till
my wife pointed them out the significance, and I used
to debate her the importance of it until she. I
finally sat down and realized that I didn't have a
(17:13):
value proposition for my company. And I didn't really start
turning the corner to what I was being because I
was just successful in other areas. I was successful as
a brand manager or successful giving advice, but I had
nothing to do with my company thirty eight fifteen Media.
When I finally sat down and decided what that value
proposition is. Then I was able to turn that corner
(17:34):
and my company was fortunate this year in twenty twenty
three to win and this Georgia Minority Supplier Development Council
Supplier of the Year Award at the Spirit Alliance Awards
for twenty twenty three as a Class one Division the
top Minority supplier in the state of Georgia. That's what
I achieved once I found out my value proposition. If
you don't have a plan, then thirty eight fifteen media
(17:57):
can help you create one. That's my slogan. I didn't
have that slogan before. These are things that when I
sat down and I drilled down as to what exactly
I was trying to do, I was able to come
up with because I started understanding my value proposition. It's
not just about flipping Hamburger's not just about service or
it or any field that you decided to open your
(18:18):
doors or it or any company you decided to go
work for. What value do you bring to the table
long term, not just short term, because you're never at
a job as an employee just to be hired. You
there to I like to believe that when you come
into a company. You come to the company to be
the supervisor to run that company. That's the attitude you
have to have. If you're trying to get a raised,
(18:40):
that's attitude you've got to have. If you're trying to
get promoted. You can never come into that company and
say I'm trying to get a job a raised based
on the job that I have currently or they're offering me.
You never get a raised. You never get a raised.
You just be frustrated because you are not setting your
expectations high enough, which means that by setting your expectation
beyond your job, you're going to do more than you're
(19:02):
doing for the job they've asked you to do. And
when you do that, then they will pay you more
because you increase your value proposition for that position. But
in doing so, you have to let them know you
are doing more but not asking for no more money,
because once they realize your value, they can't afford to
let you go. It's just the facts of life. And
(19:24):
if they do, then you've increased your value to go
get it from somebody else. Those are some simple tips
that I've learned through the years, and hopefully you're writing
these things down because of the fact that a lot
of people they just take these jobs. I don't care.
I remember when I was sixteen years old, they hired
me to do make hamburgers at Burger King. They hired
(19:44):
me to make hamburgers. But I didn't want to make hamburger.
I wanted to do work the register. That was my goal.
My goal was not to flip burgers and make fries.
My goal was to work the register. Guess what I
wind up working the regis because that was my goal.
And guess who and guess who got the raise, Guess
(20:05):
who got elevated to the next level because I wanted
to do more and so in order to get to
the register, that mean I had to do more than
just make burgers and drop fries. But in the process
of when you start in these companies and you working,
family tends to always get in the way. Family. You
(20:27):
love them, sometimes you don't know what to do with them.
And here's the number one mistake we make with family
when it comes to your company your business, is that
we do not follow the same rules when we hire
family than we do with anybody else. The number one
rule that we don't follow is we don't have family
members fell our job applications. That's the number one rule.
(20:51):
For some reason, they don't sign NDA's there. Those five
none of that because they family. For some reason, we
don't want to know what the family member don't know,
so we don't ask them to fill out a piece
of paper so we can find out what they don't know.
And if you find out what they don't know, guess what,
(21:12):
you won't hire them because you're about to bring them
into a job that you know on paper they can't do.
So here are five reasons you should not hire a
family member. Number one, do not hire a family member
because they are family. I've done that or had a
(21:33):
comedy club. I started with a guy I did know.
Mistake Number one god in business with somebody I didn't know.
We share the same vision because we both wanted to
open the comedy club. So my family members. When I
was at one location that was working for free, they
(21:55):
were just happy, we'll work to do it for you
do all those nice things. But I went to the
other location. They wanted money. Now, for some reason, in
my mind, they'll never filled out a job application because
I never put them on a system of knowing how
much they wanted then I fell victim to not budgeting
(22:20):
for their demands. So suddenly my little budget went out
of whack because I didn't include them in the budget plan.
So do not hire a family because they are family.
Number two, do not hire a family member if you
feel sorry for them. That's number two. Do not hire
(22:42):
a family member to help them get by. That's number three.
Number four, do not hire a family member who owes
you money. And the number one reason you do not
hire anybody in your family if it's based on your
mama recommendation. If your mama is recommending you to hire
(23:08):
somebody and you hire that person, will you get what
you get now? For Shan, you told us a lot
of stuff today? How do we fix the problem? How
do we avoid this problem? It's called the nainty day
probation period. If you follow the ninety day probition probation period,
(23:32):
it will solve a lot of your problems. It gets
a lot of bad people out the door a lot faster,
all that good stuff. What is to know? Ninety day
probation period is a time when a new employee is
carefully evaluated to see if they will be a good
fit for the position and company culture. It's a defined
period of time that starts on the employee's date of
hire and ends exactly ninety days later. During this period,
(23:56):
the employee may receive added management which is education, learn
a new job, which mean they can't complaint. The employer
may also have the right to fire the employee without
cause during this period. The employee may also have to
wait before you know, might not get health covers in
(24:17):
that ninety day period because you might get fired. Okay, Rachall,
this is where the ninety day period. Everybody knows about it,
but then a lot of people don't have time to
put it in application. Listen to me, Liver, Listen to me, employee, employer,
(24:41):
listen to me. You have thirty days. The first thirty
days is the key. When you hire that person, tell
them and emphasize to them they're on ninety days probation.
Speaker 3 (24:52):
Do not.
Speaker 1 (24:54):
Gloss that over, don't do don't don't kind of like
slide it through part of the onboarding process. Let them
know they're on a nainety day probation period and let
them know that in thirty days you and I are
going to have a conversation about how you're doing. Let
(25:15):
them know that for a fact, And you must emphasize
that this is not a threat. This is establishing an
employee employ your rules. This is where we all make mistakes.
This is where a relationship goes bad. This is what
happened at that restaurant I went to. Somehow nobody established
(25:39):
the nainety day probation period to anybody in that salad
bar because it was operating fearlessly that nothing would happen
to them. In some ways, anybody that works for you
has to operate with a degree of fear or they won't.
(26:00):
You didn't think done. I'm serious and some if this
is a good fear, it's a fear based on respect,
It's a fear. This is a job I don't want
to lose. This is a job that if I do
what I'm supposed to do, then I will go. I
will maintain employment. What's wrong with that? Then you get
up to sixty days, that's the key. See if they've
(26:23):
been right for thirty days, that sixty day mark, then
guess what. If you've done what you're supposed to do
as an employer, you've done what you're supposed to do
as an employee, then that sixty day mark is going
to be the critical moment whether you're gonna still go,
I'm gonna tell you right now, sixty days you know
who you got. You're making the decision to hang in
(26:45):
at with a weak employee, or you about to you
know what they said you about to. You're about to
about to see a rose bloom and your a bloom
in your garden. That's the key right there. You tell
the employee what they're doing good, and you encourage them.
If your employee is doing bad, you let them know. Look,
the next thirty days is very key to you being
(27:09):
maintaining long term employments. You let them know right there
at sixty days, because that next thirty days you're gonna
find out how they are built. You're gonna find out
if they're willing to turn that corner and win, or
they rather to turn that corner and be who they
were gonna be when you hire them sixty days ago.
(27:30):
So I tell everybody, do not let an employee destroy
your company. But if they do destroy your company or
your business or your product is because you let them
do that. This is my value proposition today to you.
Don't let you be the property. Hire the right people.
Speaker 3 (27:48):
Do the work for you, Thank you for joining us
for this edition of Money Making Conversations Master Class. Money
Making Conversations Master Class with rough Shan McDonald is produced
by thirty eight fifteen Media Inc. More information about thirty
eight fifteen Media Inc. Is available at thirty eight fifteen
(28:09):
media dot com. And always remember to lead with your
gifts
Welcome to Money Making Conversations.
Speaker 2 (00:06):
It's to show that she has the secrets of success
experience firsthand by Marketing and Brandon expert Rashan McDonald. I
will know he's giving me advice on many occasions. And
in case you didn't notice, I'm not broke. You know
he'll be interviewing celebrity CEOs, entrepreneurs and industry decision make
because it's what he likes to do, it's what he
likes to share. Now it's time to hear from my man,
Rashan McDonald money Making Conversations.
Speaker 1 (00:29):
Here we go today, today's beautiful day outside. Again, thank
you for listening to Money Making Conversation Masterclass. Yes, this
is Rashan McDonald and this is the second episode in
the series of three about value proposition. Last week we
talked about you, you your career, what you can do better,
(00:50):
what you're not doing that should be recognized by your employer,
How to create that uniqueness that will cause them to
give your raise, will cause you to get a promotion.
That what a value proposition can do for you. A
lot of times when you hear the word value proposition
is usually tied to a product or a business, but
(01:11):
I believe that you can take that same philosophy and
tie to an individual, and an individual is you. And
a lot of people responded very positively or is really
thankful for the information I gave them. Where it doesn't
stop today. It will start from a standpoint of value
proposition involved. Today's shows about how to get the most
(01:32):
out of your employees. I will also be given examples
of how bad employees can destroy your business. That is
the value proposition we are talking about today. Because if
you have a dream and you have a version of
uniqueness that could sell, but you have the wrong people
selling it or have the wrong people working to build it,
(01:53):
then your value proposition that you work so hard to
build will fail. And that is what we're talking about
and the reason that fails. There's so many different lanes,
and I'm gonna break it down in groups of five.
When I talk about these different lanes, it's gonna be
the first half hour of this show today will be
about the value proposition and people that you hired. The
(02:14):
second half I bring it on board Thanksgiving and Christmas
is coming up. So I got Chef Gernard Welles, that's right,
legendary I call them legendary family chef Gernard Wells be
on the show today. Please don't go nowhere. People tell
me that I can bake, that I'm award winning please
he is one of the top people in this field.
(02:36):
But let's get started on the value proposition about today's show,
how to get the most out of your employees. Also
be giving you examples of how bad employees can destroy
your business, because let's start this. Let's start it off
with you the problem, making you the problem. Top five
reasons your company can't find great employees. You've heard since
COVID that people want to stay home and remote. So initially,
(02:58):
when I hear that, that means that we are already
given excuses as to why you can't find anybody good
by letting you know, the news tell you, the social
media tell you. But the person who guides all this
is you and how much effort you're willing to put
into getting an employee that will work effectively for Lee.
(03:21):
Here's five reasons why you might not can find a
great employee. Letok go over the first one. You won't
let go of poor performing employees because you care too
much for them and they're such a good fit. So
basically right there. I know a lot of you. I
fell victim to this. I had people that I had
known for a long time, or known for twenty years.
I've known them for fifteen years, I've known them for
(03:42):
ten years, and I kept them on board because I
cared too much for them, not because of work they
were doing. They were doing good work, but they weren't
doing the work that I needed for my company that
was doing at the time. In other words, you can
hire somebody and your company can change, but you keep
the same person there trying to get them to fit
in to the dynamics of your new change. That's what
(04:04):
I was doing. Guess who was losing me? So what
did I have to do? I have to make a
hard decision find a person who could fit doing that job. Effectively,
Number two, you keep hiring from the same circle of recommendation. Basically,
I've seen this. You're go into a business, especially a
lot of fast food businesses, You'll see people in the
(04:25):
corner filling that application. Basically, the first applicant who fills
out the paperwork, that's who you hire. Because guess what,
you don't have time. You don't have time for your
own business. You don't have time. So that's the problem
right there. Then number three, you're the problem. You're the
(04:47):
problem because you keep hiring the wrong people. So maybe
you should let somebody else do the hiring. Don't let
ego get in the mix. That's why they have HR departments,
involve the HR. If you're starting a business, those two
things listen to be real careful, because I made this mistake.
If you're starting a business and you don't have an
(05:08):
accountant or a sense of who's doing HR that's human resources,
then your company is not going to make it. You
will fall victim to that line of hey, it was
in business for six months and closed, Hey it was
in business for a month for a year closed because
you did not apply the values of what an accountant
(05:33):
will bring to the table, which means you aren't operating
with a budget, because you operate on a hope and
a prayer, which means that you hope that when you
open the doors open the people will buy your product,
or you hope when you open your doors people be
lined up outside, or you hope because you go to
church every Sunday, then faith will step in and you
(05:56):
will win. That's problem. Then you only hire experienced people
whoa I'm talking about, you know, just not the show
about not hiring people in the fardas the fifties and sixties.
But you got to be careful when you're hiring experienced people.
(06:17):
They're not not setting they ways. You know, technology is there,
but they still want to do it on penning paper.
I like to write everything down, but you know, laptop
is sitting over there. You know, I get with that.
But they want to write everything down. But they got
all that experience. But you're in a company that's you know,
(06:39):
it's technology savvy, but you hire an experienced person, great personality,
you got the experience, got everything, but they want to
do it their way. I'm not telling you to hire
any experienced person, but I'm telling you to hire somebody.
If they experience, they're going to do it the way
you need it to be accomplished at your job. Does
(07:01):
that make sense?
Speaker 3 (07:04):
Then?
Speaker 1 (07:04):
The final thing in this whole world of top five
reasons your company can't find great employees, you keep saying
there aren't good people out there. I hear that all
the time. And let me tell you something. I have
fallen victims of that. I have given up. I've just
the next person to come to that door, I'm going
to hire them. And believe me, I have regretted it.
(07:28):
I have hired enough people in my lifetime. It's not
one hand, not too high. It's I got to take
off my shoes. That's how many bad people I've hired
in my life that, you know what, Because I got
tired of interviewing people. I got tired of going through applications.
I got tired of just wondering, maybe maybe maybe I
can make them a good employee. Maybe I can, you know,
(07:49):
employ them up, you know, work them up, you know,
drop them up, train them up. Now, if the application
says this is what they do, this is who they are.
The value proposition of what you're trying to create with
your business, and your business is to build an opportunity
(08:12):
of uniqueness, a lane where nobody else is working. But
you can't hire the people to do that, then it's
time to fire somebody. See I'm just trying to clean house.
See that's what I'm trying to do right now, trying
to say you have a company over there struggling. You
don't know why, why the doughnuts ain't flying out the door?
(08:34):
Why ain't nobody walking out there wearing shoes. Why won't
you send somebody out there for plumbing service? People complain,
don't want to call you back. Look on, yep, you
gotta a start one star rating the same person you
keep sending it out there. Because we're gonna get your
family in a minute. Family, We will get the family.
(08:55):
Because that's the mistake everybody makes, it's hiring family. We're
gonna get them in a minute. How to fire someone
without hurting their feelings, That's what it's all about. I
will tell you this. To terminate somebody is the worst
feeling in the world. I don't you know. I don't
(09:17):
have people out there that do it for a living.
I don't understand it. I don't drink alcohol, I don't
smoke any any drugs or anything like that. So when
I go in there and talk to somebody, it is
Rushan McDonald's sitting down fully preped So how do you
fire people? First of all, when you fire somebody, this
(09:39):
I'm gonna start number five. Be clear. See, what you
don't want to do is fire somebody and they don't
have a clear understanding why they're being terminated. See, then
you're gonna get in an argument. See, you can't fire
somebody and then they throw the reason for their firing
back on you because you wasn't clear, because you didn't
(10:03):
write down, because you you didn't want to hurt their feelings,
so you just go. You know, it just didn't work out. Hey,
that ain't specific enough for a lot of people out there.
You gotta tell these people so they can be a
better person at the next job they're gonna work for.
It's called evaluations. We're gonna get their evaluation in a minute.
(10:24):
But see what happens is I've had employees. I've had employees.
I've had employees who when they got paid somehow that
same week, they always got sick somehow, somehow the week
they got paid. Now now I'm just listening to y'all,
(10:44):
listen to you. Then some people out there count their
vacation days and they count they sick days. So they
treat they sick days PTO of whatever fancy word. They
call them my days as vacation days. I've had employees
get paid sick. Then I tell them I see the pattern.
(11:13):
I tap that, I see your pattern. They don't care,
because you know why I've allowed them to make this
normal because I didn't want to hurt their feelings. I
was never clear to them because that pattern was going
(11:33):
on for a minute months I saw it. But how
do I break this news to them?
Speaker 3 (11:40):
Now?
Speaker 1 (11:40):
You might say, with Sean, come on now, you could
just walk in and just told them no, no, because
I didn't want hurt their feelings. And if you are
worried about hurting somebody's feelings when you're about to determine it,
bring a witness with you, bring somebody in the room
with you. That'll make it easier. And if you happen
even a bigger struggle, practice practice determination. Because this is
(12:07):
not something easy. I don't want anybody think I'm on
this call this show today telling you that this is fun,
this is going to be easy. But you gotta get
rid of these people who are destroying your dreams. Let
me tell you a story right now. I'm gonna just
break this little story. We're gonna go to break after
this store, how bad employees can hurt your dream There
(12:30):
is a place, a lot of Petrie corners right across
from the forum, that's this salad bar. Right every time
I go into this salad bar, it was always six
people in front of me. Every time I go in
it six people, no matter what it's about. Six thirty.
I walk in there and it was nobody in front
of me. In fact, there was a couple that was
(12:50):
down by the register. Because when you go into l shit,
you go in, you auder your salad, go left, pick
out your different things you want to put in a salad.
Pay at the end. Walking there, there's always six bends,
two on top, two in the middle, two at the bottom.
Six bins. I walked right on end. It was an
ounce of salad in any of those bends. This six thirty,
(13:16):
mind you, six thirty. I see guy down at the end,
little chunky guy down at the end talking to the
people who I assumed he was trying to get their
different condiments that they want in their salad. There was
this tall, skinny dude just walking around, just walking around.
And then there was this dude in the back. He
was just chopping. I don't know what he was chopping.
(13:36):
I was trying to see was he chopping salad or something,
because there was no salad in front of me. Was
he chopping salad? I don't know. I said to myself
out loud, I said, excuse me all y'all still open.
Immediately it triggered the guy down there by the resident.
(13:58):
I guess so because they don't have nothing down out
here either. So okay, well shine, he might have started
something here, okay, I said. I said, I'm just saying
that there's no salad down here, and I just want
to make some selections. So the little tall, skinny dude
went in back. Then he came back out with no salad.
(14:20):
So I'm trying to figure out why is he going back?
Now these employees, now, this place is always packed. Now,
I'm just telling that this is playing out in public.
I'm gonna get you to the end of the story now.
So the guy, the little chuppy guy, comes down in
front of me, tells the skinny dude who wasn't doing
anything to handle the guy who was angry at the
end of the register because he couldn't get what he
(14:41):
was asking for down there. So this guy comes down
in front of me. He says, he's breathing the hawk boy.
I tell you I had to get away from him.
I'm about to punch him. I go, okay, okay, okay, okay, okay, okay.
Now this time I have to tell y'all this. I'm black.
(15:01):
He's black, So I guess he's confessing to me because
he feels some way with me. But see, now you
brought me into your world. Now, brother, you told me
you about the physically harmless dude, because all he wants
is what he's paying for. That's a salad. So I
lean into the dude. That's excuse me, brother, there's no
(15:26):
salad back there. I can't even make a selection. I
think you closed too. Now I talk it just as
clear as I said this to you guys. I said
it to him. He immediately turned to me and with
can I help you? I said? I said, brother, you
(15:48):
have no salads. I said, I like a mix. I
like to mixed romaine with a little you know, the
mix it up. He said, uh, what's your problem? I said,
excuse me, I'm out. See this is an example of
bad employees in a place that I used to go to.
(16:10):
That nobody, the owners, the managers, nobody is doing this.
Let me tell you something. I went home. I told
my wife, Oh, we're going to break. I'll be right back.
We're willa wrap up this story. Then I'm gonna go
to ninety day probations periods while they are so important,
and do not hire family members just because your mama
told you to. We'll be right back when more Money
Making Conversations Masterclass.
Speaker 3 (16:33):
Welcome back to the Money Making Conversations Masterclass hosted by
Rashaan McDonald. Follow Money Making Conversations Masterclass on Facebook, Twitter
and Instagram. Ladies and gentlemen, it's time you stop reading
other people's success stories and start writing your own.
Speaker 1 (16:51):
Hi, this is Rashaan McDonald. Thank you for returning and
listening to Money Making Conversation master Class. This is Rushan McDonald,
and we're talking about value proposition. Value positions are really important,
and those are two words I knew nothing about till
my wife pointed them out the significance, and I used
to debate her the importance of it until she. I
finally sat down and realized that I didn't have a
(17:13):
value proposition for my company. And I didn't really start
turning the corner to what I was being because I
was just successful in other areas. I was successful as
a brand manager or successful giving advice, but I had
nothing to do with my company thirty eight fifteen Media.
When I finally sat down and decided what that value
proposition is. Then I was able to turn that corner
(17:34):
and my company was fortunate this year in twenty twenty
three to win and this Georgia Minority Supplier Development Council
Supplier of the Year Award at the Spirit Alliance Awards
for twenty twenty three as a Class one Division the
top Minority supplier in the state of Georgia. That's what
I achieved once I found out my value proposition. If
you don't have a plan, then thirty eight fifteen media
(17:57):
can help you create one. That's my slogan. I didn't
have that slogan before. These are things that when I
sat down and I drilled down as to what exactly
I was trying to do, I was able to come
up with because I started understanding my value proposition. It's
not just about flipping Hamburger's not just about service or
it or any field that you decided to open your
(18:18):
doors or it or any company you decided to go
work for. What value do you bring to the table
long term, not just short term, because you're never at
a job as an employee just to be hired. You
there to I like to believe that when you come
into a company. You come to the company to be
the supervisor to run that company. That's the attitude you
have to have. If you're trying to get a raised,
(18:40):
that's attitude you've got to have. If you're trying to
get promoted. You can never come into that company and
say I'm trying to get a job a raised based
on the job that I have currently or they're offering me.
You never get a raised. You never get a raised.
You just be frustrated because you are not setting your
expectations high enough, which means that by setting your expectation
beyond your job, you're going to do more than you're
(19:02):
doing for the job they've asked you to do. And
when you do that, then they will pay you more
because you increase your value proposition for that position. But
in doing so, you have to let them know you
are doing more but not asking for no more money,
because once they realize your value, they can't afford to
let you go. It's just the facts of life. And
(19:24):
if they do, then you've increased your value to go
get it from somebody else. Those are some simple tips
that I've learned through the years, and hopefully you're writing
these things down because of the fact that a lot
of people they just take these jobs. I don't care.
I remember when I was sixteen years old, they hired
me to do make hamburgers at Burger King. They hired
(19:44):
me to make hamburgers. But I didn't want to make hamburger.
I wanted to do work the register. That was my goal.
My goal was not to flip burgers and make fries.
My goal was to work the register. Guess what I
wind up working the regis because that was my goal.
And guess who and guess who got the raise, Guess
(20:05):
who got elevated to the next level because I wanted
to do more and so in order to get to
the register, that mean I had to do more than
just make burgers and drop fries. But in the process
of when you start in these companies and you working,
family tends to always get in the way. Family. You
(20:27):
love them, sometimes you don't know what to do with them.
And here's the number one mistake we make with family
when it comes to your company your business, is that
we do not follow the same rules when we hire
family than we do with anybody else. The number one
rule that we don't follow is we don't have family
members fell our job applications. That's the number one rule.
(20:51):
For some reason, they don't sign NDA's there. Those five
none of that because they family. For some reason, we
don't want to know what the family member don't know,
so we don't ask them to fill out a piece
of paper so we can find out what they don't know.
And if you find out what they don't know, guess what,
(21:12):
you won't hire them because you're about to bring them
into a job that you know on paper they can't do.
So here are five reasons you should not hire a
family member. Number one, do not hire a family member
because they are family. I've done that or had a
(21:33):
comedy club. I started with a guy I did know.
Mistake Number one god in business with somebody I didn't know.
We share the same vision because we both wanted to
open the comedy club. So my family members. When I
was at one location that was working for free, they
(21:55):
were just happy, we'll work to do it for you
do all those nice things. But I went to the
other location. They wanted money. Now, for some reason, in
my mind, they'll never filled out a job application because
I never put them on a system of knowing how
much they wanted then I fell victim to not budgeting
(22:20):
for their demands. So suddenly my little budget went out
of whack because I didn't include them in the budget plan.
So do not hire a family because they are family.
Number two, do not hire a family member if you
feel sorry for them. That's number two. Do not hire
(22:42):
a family member to help them get by. That's number three.
Number four, do not hire a family member who owes
you money. And the number one reason you do not
hire anybody in your family if it's based on your
mama recommendation. If your mama is recommending you to hire
(23:08):
somebody and you hire that person, will you get what
you get now? For Shan, you told us a lot
of stuff today? How do we fix the problem? How
do we avoid this problem? It's called the nainty day
probation period. If you follow the ninety day probition probation period,
(23:32):
it will solve a lot of your problems. It gets
a lot of bad people out the door a lot faster,
all that good stuff. What is to know? Ninety day
probation period is a time when a new employee is
carefully evaluated to see if they will be a good
fit for the position and company culture. It's a defined
period of time that starts on the employee's date of
hire and ends exactly ninety days later. During this period,
(23:56):
the employee may receive added management which is education, learn
a new job, which mean they can't complaint. The employer
may also have the right to fire the employee without
cause during this period. The employee may also have to
wait before you know, might not get health covers in
(24:17):
that ninety day period because you might get fired. Okay, Rachall,
this is where the ninety day period. Everybody knows about it,
but then a lot of people don't have time to
put it in application. Listen to me, Liver, Listen to me, employee, employer,
(24:41):
listen to me. You have thirty days. The first thirty
days is the key. When you hire that person, tell
them and emphasize to them they're on ninety days probation.
Speaker 3 (24:52):
Do not.
Speaker 1 (24:54):
Gloss that over, don't do don't don't kind of like
slide it through part of the onboarding process. Let them
know they're on a nainety day probation period and let
them know that in thirty days you and I are
going to have a conversation about how you're doing. Let
(25:15):
them know that for a fact, And you must emphasize
that this is not a threat. This is establishing an
employee employ your rules. This is where we all make mistakes.
This is where a relationship goes bad. This is what
happened at that restaurant I went to. Somehow nobody established
(25:39):
the nainety day probation period to anybody in that salad
bar because it was operating fearlessly that nothing would happen
to them. In some ways, anybody that works for you
has to operate with a degree of fear or they won't.
(26:00):
You didn't think done. I'm serious and some if this
is a good fear, it's a fear based on respect,
It's a fear. This is a job I don't want
to lose. This is a job that if I do
what I'm supposed to do, then I will go. I
will maintain employment. What's wrong with that? Then you get
up to sixty days, that's the key. See if they've
(26:23):
been right for thirty days, that sixty day mark, then
guess what. If you've done what you're supposed to do
as an employer, you've done what you're supposed to do
as an employee, then that sixty day mark is going
to be the critical moment whether you're gonna still go,
I'm gonna tell you right now, sixty days you know
who you got. You're making the decision to hang in
(26:45):
at with a weak employee, or you about to you
know what they said you about to. You're about to
about to see a rose bloom and your a bloom
in your garden. That's the key right there. You tell
the employee what they're doing good, and you encourage them.
If your employee is doing bad, you let them know. Look,
the next thirty days is very key to you being
(27:09):
maintaining long term employments. You let them know right there
at sixty days, because that next thirty days you're gonna
find out how they are built. You're gonna find out
if they're willing to turn that corner and win, or
they rather to turn that corner and be who they
were gonna be when you hire them sixty days ago.
(27:30):
So I tell everybody, do not let an employee destroy
your company. But if they do destroy your company or
your business or your product is because you let them
do that. This is my value proposition today to you.
Don't let you be the property. Hire the right people.
Speaker 3 (27:48):
Do the work for you, Thank you for joining us
for this edition of Money Making Conversations Master Class. Money
Making Conversations Master Class with rough Shan McDonald is produced
by thirty eight fifteen Media Inc. More information about thirty
eight fifteen Media Inc. Is available at thirty eight fifteen
(28:09):
media dot com. And always remember to lead with your
gifts
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