As a small business owner, a man who we’ll call “Bob”, has noticed that workflow and profitability have slowed over a period of time, which is making him uncomfortable. Bob’s office isn’t far from his rival competitor (Better Construction, Inc., aka BCI), and he notices their trucks consistently leaving the BCI yard every morning. As Bob sips his morning coffee, his frustration reaches a peak. He thinks, “Why is my rival busy while I am struggling?” Bob notices members of his team stroll from their vehicles into his warehouse. He thinks, “I bet they are making their ritual morning trips to the company restroom.” It’s at this moment that he focuses his vexation on these figures.
Bob slams his coffee down, forcefully shuts his office door, and picks up the phone. Who does Bob call? Well, Bob is actually a common friend of the reader and the author of this article. He calls us both for a group chat. He doesn’t even wait for either of us to answer and launches into a tirade. It’s difficult to make out all of what he says, but he concludes with, “I’m standing here trying to make payroll while my competitors are out golfing. Their trucks are consistently rolling out in the morning, while my employees are intent on getting paid for bathroom breaks on company time. Where is that jerk at BCI finding their employees – they’re clearly better than what I have?”
Recognizing the Mindset
There is a moment of silence. Bob starts to catch his breath. He breaks the silence, “I need to find their source, and I need to steal some A players from their team.” Every year, this mindset emerges whenever there is a business downturn for Bob. To clarify, you ask, “Bob, do I understand correctly? You think you are slow, and your rival is thriving because they have better employees than you?” Bob responds, “That’s one way to put it.”
Bob is not alone. This is a perspective shared by many small business owners. What should we ask Bob to consider as we break down this mindset to try to reach some habit changes that will result in better outcomes for Bob?
The Hiring Process
Wisely, you ask, “Bob, whose job is it to recruit new employees?” If Bob is like most small business owners, do you suppose his job listing is the same one he’s used for over 15 years? Has Bob considered revisiting this initial step in the process to ensure he is recruiting the type of employee that he wants? Has Bob looked at the job listing for his rival competitor? Is their job listing all that different? While it might not seem like it to Bob, simple things like updating the format, wording, and application interface are all small improvements that often lead to better outcomes.
Bob has to know that the job market has changed, so Bob and his hiring team (if he has one) will have to learn to evolve as well. If Bob isn’t sure where to start, he might review the process for three companies he perceives to be successful (including BCI). He should review if their processes are clearer and simpler than his. Bob should also ask himself what he really wants and if his hiring literature reflects that. Does his hiring process help him attract what he is seeking? While his competitor might be doing better at this phase, Bob is capable of learning and adapting. Bob has to know that complaining about outcomes yet refusing to change will not help his company.
The First 90 Days (aka Onboarding)
How many business owners does the reader know that are stubborn? Being driven and confident is common among achievers, but adaptation is essential to survival. Bob may think that there is no difference between his hiring process and that of his rivals. He may be delusional, but he may be right. The next question you likely would ask Bob is, “Who is responsible for onboarding and initial training?” Bob would probably start to catch on that we aren’t going to allow Bob to wallow in his misery. Bob notices the common denominator, but he won’t admit the possibility just yet.
The market has opened in recent months, and employers are seeing more applicants over recent years. Yet, employers are still experiencing issues with retaining new hires and young professionals. You might ask Bob if he has considered his onboarding process as being as important to retention as marketing is to sales. What good is bringing in work if there is no one, or no one of quality, to perform it? Bob and his team must inspire and engage their new hires if they want consistent service. Employees who see the purpose of their work have a much higher likelihood of performing higher and staying with the company. Bob would probably ask, “Well, if you’re so smart, how do I do that differently than what has worked for so many years prior?”
The Development Difference
Using this slower time to revisit the hiring process would be a good use of Bob’s frustrated energy. You would encourage Bob to focus on simplification, making the hiring process as easy as possible. Bob’s vision, the reason he started this company, would be incorporated into the onboarding process so that new hires understand what sets them apart from companies like BCI. You would tell Bob that there has to be ongoing training, professional development investments, and real opportunities for advancement. Not everyone wants to be a manager, but everyone wants to be invested in and fairly compensated.
By this time, in this imaginary phone-based sit-down with the reader and the author, Bob has either stormed off or is trying to pretend he isn’t listening (still so stubborn). Bob is recognizing that he needs to revisit his hiring message and onboarding. He knows what he wants, and he wants to embed the purpose that drove him to build his company from the ground up into all of his employees. But the reader has at least one question they want to ask Bob, “Would you stay at a company that didn’t invest in you and didn’t have a path to improvement?”
The Conclusion
If Bob’s rival has unicorn employees, they found them in the same pool of candidates available to every employer. Bob has to come to terms with the reality that there is no magic land or secret portal. Meaningful improvement requires daily trial, error, and adaptation. Even if there was a magic batch of employees that Bob missed out on, his competitor had to onboard, train, and develop those assets, or they would lose them. The reader would remind his dear friend Bob that he has to look in the mirror and be willing to change a few things if Bob wants to see improvement. The good news is that there is no time like now to get started, and small intentional efforts will lead to increasingly positive results. You’ve got this, Bob.
Jon Isaacson
Jon Isaacson, The Intentional Restorer, is a general contractor based in Tacoma, Washington. He is the author of several moderately selling books and the host of the info-taining DYOJO Podcast. Content from The DYOJO aims to help contractors shorten their DANG learning curve.
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