So the next point is “Ramp-Up Responsibility”.

So I want to explain this picture in this image really because it came from a story I heard a long time ago and basically it was about a story about a child and an adult walking into an ice cream parlor and the kid, the child, saw this ice cream is like “mommy, mommy” or “daddy, daddy please take me to get an ice cream”.

The parent was like okay we’re gonna do this, the child is really excited to get an ice cream. After she got the ice cream, the small child walked outside could barely hold the cone properly and drop the ice cream flat on the floor and cried and cried and cried and cried and the adult obviously felt bad and felt you know we’re gonna get you another one. The kid was crying, of course you’re gonna go and get the kid another ice cream.

As they are walking back into the ice cream parlor, the kid spots the triple scooper on the picture and is like “can I have the triple scooper?” and the question really is “Would you get the kid the triple scooper?”.

The answer is, of course you wouldn’t buy the kid the triple scooper because it couldn’t even handle the single scooper right. And that’s the same with your new team member, we wanna make sure that when we bring people, we’re not given them or throwing everything to them straight away, we wanna ramp-up responsibility.

We wanna start with the easy stuff that’s gonna free you up, start with the high frequency-low value ongoing tasks that are gonna free you up in your business, frankly the things that you should be doing. Get them set up, get them in sync and just get them used to how things are going, don’t give them the triple scooper right away and let them work into the higher responsibility because remember this is a relationship that’s gonna lasts for months and years hopefully, so it’s really a ramp-up for their responsibility.

There’s no racing the immediate short term, this is marathon, it’s not sprint. As you start to ramp-up responsibility, they can tick things off your plate, the high level operational things. For instance like inventory management, that’s kind a big thing that most people hold on to for a long time and providing you have the right person of course, you can start to ramp-up responsibility and start to hand over some of the tasks, the recurring kind of projects that happen and get them off-loaded.

So the next point is to “Recalibrate & Review”. Just like they do after a football match, they stop and they replay and they work out what happened, it’s kinda like an after action review to exactly what happen in the game.

That’s what we need to do with this whole process and you can see a place where we can clearly recalibrate with the new hire, recalibrate in terms of how you thought the process went of onboarding them and you can review how you can improve then and how they can improve in their current roles.

It’s really to just stop and see, taking inventory of the progress and the process and really used that to improve next time and really to now kinda put a line in the sand and say okay this is where we are, now where we’re gonna go.

So guys, that is the 5 keys that you need to know when you’re onboarding and hiring talent.

Right now, check in with yourself. What you’ve learned? What you’ve noticed? And, if you like to share anything jump in the group and post away.

Thank you so much and I‘ll see you in the next video.

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