All posts by Hanju Lee

Do you know what’s interesting to me? When I observe different businesses and start getting to know their staff, a lot of times they all seem to have a similar vibe. Like this one time, I got off the freeway and realized that my tire was flat. Not having a spare, I had to quickly call the tow truck and have it towed to the nearest repair shop. Well, the person that answered the phone was quite rude and condescending. He did not consider my emergency situation to be urgent on his end and had zero empathy. In fact, I got the sense that he hated his job and was taking it out on me.

I decided to write a review explaining how it made me feel as a customer to deal with a difficult person during a difficult circumstance. Well, wouldn’t you know it, the owner of the company replied to my review and chewed me out. No apology, just rudeness. Similar vibe.

On the opposite end of the spectrum, I walked into a busy coffee shop to get my flat white, and was met by an energetic and friendly barista who greeted me with a smile and joked around with me to lighten the mood. He told me about how the flat white is made and how they use a unique blend of creamer to make the drink pop. Then, I noticed his supervisor in the back – running around with high energy, whistling a tune, and playfully talking to the other baristas working away. Big smiles, friendly service, excellent coffee. Similar vibe.

My conclusion is that we tend to hire people that get us…and who are like us. We like to hire someone that understands our values and even shares them.

Vibe = Culture

But just because they fit our vibe, does that automatically make them the best person for the job? How do we identify and hire the right person, and not just the perfect resume? Other than finding someone with similar values, what are the best ways to evaluate important factors that will make a great hire?

Here are some to consider…

1. Do a Culture Fit Assessment
According to a study by Leadership IQ, 89% of hiring failures are related to attitude, not the technical skills that tend to be represented on paper. By evaluating cultural fit in advance, you can ensure that a candidate is aligned to your company’s beliefs, values, and unique style. A culture fit assessment is a survey that you include in the recruiting process that asks about a person’s motivation, goals and preferences that can bring these dynamics to the surface. Questions about their dream job, ideal schedule, the amount of support they expect from a manager, or work/life balance can help shed light on their fit within your organization.

2. Implement Job Auditions
Can we really trust every word someone says in a resume or interview? Job auditions are an emerging new way to cut through the BS and see how a candidate engages the actual work you’re hiring them to do. Whether it’s inviting the person to come spend “a day in the life” at your company, paying them to do a contract assignment that’s applicable to their position, or giving them an extended tryout in the desired role, a job audition is like the dressing room of the hiring process – both sides get to try it on and see how it looks before making a final decision.

3. Make Hiring a Team Effort
At BOS Media, we believe in being better together, especially in the hiring process. Having multiple perspectives will help mitigate your own blind spots or biases. Ideally every candidate should be interviewed by at least two people in your organization—preferably three—from different departments, with no single individual having the overriding vote. This might take extra work, but it’s worth it to find the right person that everyone loves to work with.

I hope this helps you hold up a mirror to your hiring process. If you find yourself too busy and stressed out to give thoughtful consideration to who you bring on board, don’t be surprised if you end up surrounded by busy, stressed out employees… Similar vibe.

Well, I’ve gotten a lot of great feedback from last week’s email about finding your dream job and how I totally messed up during my final interview to NOT get it. You can read about my sad story here. So today, I want to start from where I left off.

As I shared before, I just kept replaying the interview in my head and trying to figure out where I went wrong. Honestly, it was a lot of things. But, what I remember most was at the very end, she asked me if I had any questions for her. Instead of having a few prepped questions to let her in on how I think, how I work, and what she can expect of me… I proceeded to tell her why I would be a great hire and how hard I would work and how dedicated I am..etc…me, me, me. I think she was turned off by my self-promotion and indulgence.

If I had it to do all over again, I would have prepared questions to give her insight into my honest intentions. You can see I’ve had years to brood on this idea… here’s what I’ve hand picked:

My top 5 if-I-could-turn-back-time questions, plus some of the benefits that come with asking them:

• Why did you decide to work at this company? I like this a lot since it’s so personal. It gives the interviewer the opportunity to talk about themselves and share from their heart and experience. Hopefully that helps establish a stronger connection between you.

• What are some of the challenges or roadblocks I might come up against in this role? This question shows that you can already envision yourself in the role, but without sounding presumptuous (since you’re anticipating the challenges as well). Based on the answer, you’ll be able to propose how you might deal with the problem as well, and reassure them that you’re not afraid to face it.

• What do the most successful new hires do in their first month here? In other words, you’re the type of person who likes to hit the ground running, and you’re open to learning from the best practices. This insider info gives you a head start to success in the company.

• How does this role contribute to larger company goals? I like how this reflects that you want to be part of something bigger than just you. The reality is, too many people struggle to stay motivated in their work because they never really get this answered.

• Do you have any questions or concerns about my qualifications? This question means you’re not afraid of critical feedback, and gives you a real-time chance to answer any issues they might have with you before you leave the room. This could be the difference between an offer and a rejection.

Hope these questions help you shine in your next interview! Before we go, I want to offer one last tip – an example of WHAT NOT TO DO:

I’m so thankful for that guy’s videos – no matter how bad my interview was, he’s proof that it definitely could have been a lot worse haha.

Hopefully what we’ve shared the past few weeks has helped inspire you to truly think like an entrepreneur about your business. If you’ve been too busy to read these recent insights, you may want to take some time to go back and check them out — it could save you from the many well-intentioned but disastrous practices that cause many overwhelmed small business owners to burn out and ultimately close their doors.

I really want the story to end well for you, so let’s wrap up this E-Myth series on a very practical note. If you’re ready to WORK ON your business and experience more growth and freedom, what do you do now?

Here are 7 Steps to launch your business development program:

1. Your Primary Aim

It actually starts with you, not the business. What are you hoping to accomplish? Are you looking to increase your income, or have more free time? What do you value most? Answering these questions will drive everything you do with purpose and energy.

2. Strategic Objective

This is a very clear statement of what your business has to do in order for you to achieve that primary aim. It’s a vision of the finished product that your business will become.

3. Organizational Strategy

The key here is to build around function. Instead of just hiring random people, define responsibilities through a “position contract” – a summary of the result to be achieved by each position in the company, and the work that each occupant of that position is accountable for.

4. Management Strategy

More than amazingly competent people, you need a management system designed to get you a marketing result. The more automatic the system, the more effective your prototype will be.

5. People Strategy

You can’t just expect people to do what you want. Create a place of community that has purpose and order that inspires them into action.

6. Marketing Strategy

At the end of the day, it’s all about the customer. Visualize the people you’re serving – their demographics, and especially their needs they have that you are helping to solve.

7. Systems Strategy

There are three types of systems in your business: Hard systems (like computers), soft systems (like your people and ideas), and information systems (which tell you how these are both interacting – and what needs to change). Create the system that lets them work in harmony.

One final thought: after creating this incredible, detailed, creative, and robust system that anyone can do, are people even valued? Will they even need special skills for the job? The truth is, it’s not that people are unimportant – quite the contrary. People bring systems to life. 

Great businesses are not built by extraordinary people, they are built by ordinary people doing extraordinary things. Please let me know if there’s anything I can do to support you in this – I believe in you!

Our little family of four has been going to the same dentist for the last 15 years. They know us by name and know all the little intricate details about us. They knew when my daughter was running for student council; they knew when my son was getting his driver’s license; they knew I started growing my hair long and they knew when we were celebrating our anniversary (and all the suffering my wife has endured….hahaha). Do you know how I know that they know? Because every time we come in for an appointment, they follow up on what we shared from our previous visit. Did she win the student council? Did he get his license? How’s your big anniversary celebration? Oh, I see you finally got a haircut, looks much better. 

They created this simple checklist:

• Casually and naturally ask questions that they care about
• Note the answers
• Review the answers right before the next appointment
• Ask specific questions about what was shared last time
• Ask new questions

This made us feel like they cared. And honestly, I think they truly did care and really enjoyed our visits. I believe that was their intention.

I love the idea of systems. As we talked about last time, the goal of an entrepreneur is to create systems that can be duplicated anywhere by anyone. It can transform our day-to-day operations, creating efficiency so the business can scale. Also, it ensures we’re delivering the same service, same product, with the same quality, and the same experience every time.

I am going to leave you with this one last story from the book E-Myth written by Michael Gerber. The story is called “A Match, a Mint, a Cup of Coffee, and a Newspaper,” and I hope it inspires you as it inspired me to continue to create systems in your business with checklists for all to follow and be accountable for. 

The surprising result of all this structure: it actually allows us to be more relational as we serve customers and clients, giving them amazing experiences over and over and over again. 
 

A Match, a Mint, a Cup of Coffee, and a Newspaper 
(Michael Gerber, The E-Myth Revisited)

The first time it was an accident; that is, an accident for me. I hadn’t planned to go there. 

I’d been driving for seven hours, and, tired of the road, decided to stop for the night before going on to San Francisco. 

The hotel was located in a redwood grove overlooking the Pacific. 

By the time I walked into the lobby, the sun was setting and the grove had turned dark as pitch. 

Instantly something told me that I was in a special place. The lobby was warmly lighted. Redwood paneling reflected the red glow of the light onto beige overstuffed couches that hugged the three walls surrounding the reception desk. A long, dark wood table faced the front door through which I had just entered. On the table rested a huge woven Indian basket overflowing with fresh fruit. Beside the basket stood a massive bronze lamp, its deepest burnished light bouncing off the fruit, adding a festive look to the room. Running the full length of the table and falling down on either end almost to the floor was an intricately crocheted linen cloth, its bright, exotic pattern accentuating the colors of the fruit, the bronze of the lamp, and the deep red ochre of the walls. 

At the far side of the table, against the far wall, in a massive fieldstone fireplace, a roaring fire filled the room with the cheerful crackling of its furiously burning oak logs. 

Even if I hadn’t been so tired, the contrast between the heat of the flames on my face and the cold of the night at my back would have been enough to attract me to the room. As it was, I practically melted with delight. 

Behind the reception desk a woman appeared dressed in a freshly starched red, green, and white gingham blouse and a deep red ochre skirt. A pin with the logo of the hotel atop a red ochre ribbon decorated her blouse like a badge of honor. A matching ribbon held her hair back from a glowing face. 

“Welcome to Venetia,” she smiled warmly. 

It took no more than three minutes from the moment she spoke that greeting to the time the bellboy ushered me into my room, despite the fact that I had no reservation. I couldn’t believe the ease with which it all happened. 

And the room! The overall impression was one of understated opulence—thick, muted pastel wall-to-wall carpeting; a four-poster, king-size white pine bed covered by a magnificent, impeccably clean, white-on white quilt; original graphics depicting scenes and birds of the Pacific Northwest gracing the rough-hewn elegance of the natural cedar walls; a stone fireplace with oak logs already prepared and waiting on the grate for the fire someone knew I would appreciate, paper rolled ceremoniously beneath the grate, and an elegant oversized match lying diagonally across the hearth, waiting to be struck. 

Delighted with my good fortune, I changed for dinner; the woman at the desk had made my reservation when she checked me in! I walked out into the night to find the restaurant. A sign by a path outside of my room pointed me down another well-lit path through the dark redwood grove. 

The night air was still and clear. 

In the distance I could hear the hushed, rhythmic patter of the Pacific Ocean surf. Or was it my imagination? It scarcely mattered; an aura of magic surrounded the place. 

The restaurant stood on a knoll overlooking the hotel and the ocean. Until I went inside, I hadn’t seen another person, but the restaurant was crowded. 

I gave the maitre d’ my name and he immediately showed me to a table, despite the fact that other people were waiting. Evidently, reservations meant something in this restaurant! 

The meal was as delightful as everything I had experienced before it, the food attractively prepared, the service attentive yet unobtrusive. I lingered over a glass of brandy while enjoying a classical guitarist who played a selection of Bach fugues for the dinner guests. 

I signed the check and returned to my room, noting on the way that the lights had been turned up on the path apparently to compensate for the growing darkness. 

By the time I arrived at my room, the night had become chilly. I was looking forward to a fire and possibly another brandy before going to bed. 

Somebody had beaten me to it! 

A brisk fire was burning in the fireplace. The quilt was turned down on the bed. The pillows were plumped up, a mint resting on each one. 

On one of the night tables beside the bed stood a glass of brandy and a card. I picked up the card and read: 

Welcome to your first stay at Venetia. I hope it has been enjoyable. If there is anything I can do for you, day or night, please don’t hesitate to call. 

    – Kathi 

As I drifted to sleep that evening, I felt very well taken care of. 

The following morning I awoke to a strange bubbling sound in the bathroom. I arose to investigate. 

A pot of coffee, turned on by an automatic timer, was merrily perking away on the sink counter. A card resting against the pot said: 

Your brand of coffee. Enjoy! K. 

And it was my brand of coffee! 

How in the world could they have known that? 

And then I remembered. At the restaurant the night before they had asked me what brand of coffee I preferred. And here it was! 

Just as I caught on to what they had done, there was a polite knock at the door. 

I went to the door and opened it. Nobody. But there on the mat was a newspaper. My newspaper, the New York Times. 

How in the world did they know that? 

And then I remembered. When I checked in the night before the receptionist had asked me the newspaper I preferred. I hadn’t given it another thought. Until now. And there it was! 

And exactly the same scenario has occurred each and every time I’ve returned. 

But after the first time I was never asked my preferences again. 

I had become a part of the hotel’s Management System. 

And never once has it let me down. 

The system knows what I like and makes certain that I get it, in exactly the same way, at exactly the same time. 

What exactly had the System provided? A match, a mint, a cup of coffee, and a newspaper! 

But it wasn’t the match, the mint, the cup of coffee, or the newspaper that did it. It was that somebody had heard me. 

And they heard me every single time! 

The moment I walked into the room and felt the fire, I knew that someone had thought about me. Had thought about what I wanted. 

I hadn’t said a word, and yet they had heard me. 

The moment I saw the mints on the pillows, the turned down quilt, and the brandy on the table, I knew that someone had thought about me. Had thought about what I wanted. 

I hadn’t said a word and yet they had heard me. 

The moment I heard the coffee pot perking in the bathroom and saw the card that identified it as my brand, I remembered that someone had asked for my preference. 

And they had heard my answer. 

The instant I saw the newspaper and recognized it as my newspaper, I remembered that someone had asked. 

And they had heard my answer. 

And it was totally automatic! 

Every single element was an orchestrated solution designed to produce a marketing result, and integrated component of the hotel’s Management System. 

After my third visit to the hotel, I asked to speak with the Manager. 

I wanted to find out how he was able to produce the identical results for me every single time. 

How could he make certain that someone would ask the right questions so as to ensure the correct results for each and every guest? 

Was it because he hired extremely competent people? 

Were the employees owners? 

Was it some kind of special incentive system? 

The Manager was a young man of twenty-nine. He invited me into his office to talk. It was well-lit, modest in size, and overlooked the redwood grove I had walked through to get to the restaurant. His desk was clean and neatly organized, not a loose paper in sight. 

“This is very orderly young man,” I thought to myself. 

“Perhaps he’s the reason the hotel works so well.” 

The young Manager obviously enjoyed his job, because he warmed immediately to the conversation about his work and the task of producing the results for which he was held accountable by the hotel’s owner. 

“You know,” he said, smiling self-consciously, “it’s funny sitting here talking to you about what we do here at the hotel. Because until five months ago, the only experience I had in the hotel business was as a guest for two nights at a Holiday Inn in Fresno three years ago. 

“In fact,” he continued, “before this job I was working as a short-order cook at a restaurant nearby. The owner and I got to know each other. He asked if I’d like to learn the hotel business, and before I knew it, he hired me. Everything I know about the hotel business I’ve learned here. 

“Here, let me show you.” 

He reached behind his desk for a red binder. Printed on the spine were the initials OM and the logo of the hotel. 

“What we do here is simple. Anyone can do it.” 

He opened the binder to the table of contents. 

“This is our Operations Manual. As you can see, it’s nothing but a series of checklists. This one is a checklist for setting up a room.” He opened the book to a yellow page. 

“This group of pages is yellow. Everything in the Manual is color coded. Yellow has to do with Room Setup. Blue, with Guest Support Services. For instance, when we light your fire at night, put the mints on your pillow, and so on. 

“Each checklist itemizes the specific steps each Room Support Person must take to do his or her job. 

There are eight packages of checklists for each Room Support Person waiting in their mailbox when they come in every day. Each package of checklists is used for one of the eight rooms the Room Support Person is accountable for. 

“As a Room Support Person goes about the process of taking care of his or her eight rooms, a checklist is completed to confirm that the work was performed according to the standards. As you can see, here at the bottom of the checklist is a place for the RSP to sign, indicating that he or she did the prescribed work. 

“To sign and not to have done the work is grounds for instant dismissal. 

“But there’s another part of the system that really makes it work. 

“On the back of each checklist is a drawing of the specific room that identifies each task to be completed, and the order in which it has to be done. The drawing takes the RSP through the routine, and, as they complete each task, they check off the corresponding part of the drawing to show that it was done. 

“With the drawing we can train new people almost instantly and have them producing a result identical to that of a person who’s been with us for quite some time. 

“As added insurance, my RSP Supervisors run spot checks every day to make certain that any errors are caught in time.” 

He paused and smiled. “But there are rarely any errors. They system works like a charm. 

“There’s an equally effective system for everything we do here. The fact is, the owner worked it all out in advance. The lighting, the sauna, and the pool are timed electronically and synchronized with the seasons, so that they deliver a predictable result to the guests. For example, you might have noticed that at night the outdoor lights increase in intensity as it gets darker. That’s done automatically. No one has to think about it. 

“I could give you lots of other examples, but I think you get the point. The whole thing was put together in a way the owner believed would make a positive impression on our guests. You’d be amazed at how many people come up to me after staying here just to thank me for how well they were treated. 

“But it’s not the big things they talk about; it’s always the little things.” 

I could understand and believe all he had said, but still I asked, “How do you get your RSP’s to use the checklists? How do you get them to use the system? Don’t they get tired of the routine? Doesn’t it get boring for them?” 

“Ah,” said my willing host. “That’s where we really shine.” 

Confession.

McDonald’s Fries are better than In-n-Out. I don’t care how for 75 years, their potatoes are shipped right from the farm, individually cut in their stores, and then cooked in 100% sunflower oil. And I don’t care that they’ve never been frozen. I prefer double fried in lard straight from the freezer with a pound of salt dumped on it…just how I like it. Mmmmmm…  

In fact, did you know that I can go to any one of 120 countries in the world, walk into a McDonald’s, order my extra-large fries and it will taste exactly the same as the one I always get 5 minutes from my house in California? 

How is this possible? It’s not like they hire the top chefs from all over the world and do intense training along with rigorous quality assurance inspection to ensure every fry tastes the same wherever the extra-large fries are served. In fact, it was probably prepared by an unskilled, fresh new rookie during his/her first night shift on the job. So again, how is this possible?

Systems. 

Let’s recap our series and walk through how we can build a business according to E-Myth. 

• Don’t be a technician, be an entrepreneur – More Info
• Don’t work in your business, work on your business – More Info

Our third concept is this: Create systems that can be duplicated anywhere and followed and executed perfectly by anyone. 

This is what separates the true entrepreneurs from the technicians. It makes the difference between experiencing growth and freedom in your work instead of feeling overwhelmed by all the tasks that depend on you. Systems are the secret – here’s why:

Systems are automatic. Picture all the work you do translated into a series of checklists. Every single element is orchestrated to produce a result as one component of the overall system. There is no guess work in what everyone’s supposed to do – it’s a matter of checking every detail of this list, step by step, every time.

Systems are consistent. Like America’s favorite fries, systems produce identical results every single time, no matter who is doing it. It’s not based on the brilliance of your employees – once your system has been clearly defined, everyone’s job actually becomes extremely simple.

Systems don’t depend on you. Your most important work is done in advance – thinking through every detail, then creating the operations manual for others to follow. Once every element of your business is translated into a system, you’re free.

That’s the real challenge though – before you get to freedom, the biggest work of your life depends entirely on you: the creation of the system itself. It might seem daunting, and we’ll constantly be tempted to say, “it’s easier to just do this myself.” That all depends on what you mean by “easier.” Handing off a binder full of simple steps that anyone can do and letting the system work for you sure seems easy to me.

I started my business designing and developing websites because that’s what I knew how to do. I was pretty good at it, and I also enjoyed it. I come from a few generations of artists in our family, so I think I might have inherited an eye for design. Also, I studied engineering so I love technology and I geek out on the technical part of development. It was a perfect combination for building websites. So, that’s what I did.

A few years into running my own company, I also became a pretty savvy salesperson…this skill set was a must to gain more clients. Then, I needed to do accounting…money was coming in and going out and I needed to manage it all. Then, I started to juggle many projects at once, and my organization and management of these projects were getting a bit out of control. I couldn’t keep my deadlines. 

Eventually, I became my own bottleneck. I couldn’t grow anymore because there are only 24 hours in a day and only one employee doing everything….me. I became the poster child of what the book E-Myth I referenced last week is talking about. I desperately needed a change. A mindset change and an operational change. This is where  one phrase from the book finally hit home for me:

“Work ON your business, not IN your business.”

What does that mean?

I realized I had started my business as what they call “a technician” – relying on my own effort to get results. No matter how capable I was at the job, and how hard I worked, every aspect of the business was still dependent on me.

But this is NOT the entrepreneurial mindset – it’s literally the e-myth. According to the Chairman of the E-Myth Board, a true entrepreneur has to be able to think differently:

“To the Entrepreneur, the business operates without them. 
     To the Technician, the business operates because of them.
To the Entrepreneur, the business is the product.
     To the Technician, the business is a place to go to work every day.”

Working ON your business means imagining your business as something completely separate from you. Ask yourself: How would your business have to operate if it couldn’t depend on you to personally produce results? What would it mean to re-imagine every system your team would need to effectively deliver the ideal customer experience—without you?

On the most basic level, what ultimately saved my life and business was a fundamental shift in what it actually means to work.

If you’re overwhelmed right now, I want you to know: there is another way. Imagine a business that operates consistently, profitably and self-sufficiently that doesn’t rely on you… where instead of drowning in tasks, you enjoy freedom as you work and grow your business.

This really is possible – can’t wait to talk about it more next week!