Million Dollar Days

Stop Playing Small: The Power of Building a Team

• Robby Choucair and George Passas • Season 1 • Episode 99

Share episode

Send us a text

Ready to break through your growth ceiling? This eye-opening conversation tackles the essential transition every entrepreneur must make: moving from solo operator to team builder. We explore why even exceptional individual performers can never match what's possible with a strong team behind them.

Many business owners get stuck seeing salaries as expenses rather than investments. "I don't care how good you are, you will never beat a team of people as an individual," becomes our rallying cry as we dissect the mindset shift required to scale beyond your personal limitations.

What exactly makes someone a high performer? We debate whether attitude trumps results, using examples from Steve Jobs to Elon Musk to illuminate how different leadership styles can produce exceptional outcomes. You'll discover the key markers of high performance and red flags that indicate when it's time to let someone go – something most entrepreneurs wait far too long to do.

The conversation turns practical with a detailed breakdown of effective hiring processes, from crafting job descriptions to conducting revealing interviews and reference checks. We share tactical approaches for finding A-players who genuinely move your business forward, not just fill seats.

Perhaps most valuable is our frank discussion of team economics: "A bad employee will cost you money. A good employee will cost you nothing. An excellent employee will make you five to seven times their wage." This perspective transforms hiring from a necessary evil into a strategic advantage.

Ready to build your dream team? Subscribe now and implement these strategies to multiply your impact through others. Your business depends on it.

George:

I don't care how good you are, you will never beat a team of people as an individual. So many people struggle employing people. Do you find that in business?

Robby:

I think they fail to see the value of having a whole nother human there. They see the salary. They see the salary, they say fuck.

George:

And they're like whoa I got to pay that much, yeah, yeah, or 80 grand, or 100 grand.

Robby:

And the mentality is like, oh, no, fuck, where am I going to get 60 grand from? And they're like, whoa, I've got to pay that much, yeah, yeah, or 80 grand, or 100 grand. And the mentality is like, oh, no, no, I'd rather just keep that. And do the work, yeah, and it's a broken mentality.

George:

Yeah, it is. They're playing small. They're playing real small and they're always going to be limited with their time. There's, I think, that first hire is probably always the scariest and always the one that takes the longest. But once you hire one, then it's easier to hire two, then hire three, then hire four, and there's companies out there that hire hundreds and thousands of people and you're scared about hiring one. But hiring is just one small aspect of it. It's then getting the really good people and keeping the really good people and keeping them motivated and having them as high performers.

Robby:

Sorry.

George:

Sorry, Sorry go.

Robby:

I was going to say there's a lot of different aspects. Do you think people have a different bar for high performance?

George:

Yeah, absolutely it's interpretation, isn't it?

Robby:

Well, yeah, it's open to interpretation. I guess there's no measuring stick.

George:

Yeah, yeah, it's going to be each person's experience on what they have had over the years of working in a business or as an employee and then putting that to other people as well. But it's good to have some benchmarks, because there is a level of exceeding and there is a level of being really shit as well.

Robby:

Yeah, yeah. But we have a natural bias, oh, without a a doubt, like a very natural bias to think that nah, yeah, I do you know, yes, I work hard. Dude. I know someone, he is arguably the worst worker, wow, I have ever seen in my life like hey, there's no way to speak about Simon.

George:

You can bag him, because I know he's not even going to listen to this episode.

Robby:

But this guy would make Simon look like he's Alex Hormozy. Shit, that's bad.

George:

That's low.

Robby:

Yeah, this is like just lazy, doesn't care less, doesn't think things through. And you ask him if he works hard, then he'll say I work pretty hard. Yeah, I wouldn't say I'm the hardest worker, but I work hard.

George:

Yeah, for sure. Well, the fact that you're even saying that I'm not the hardest worker- oh dude, this person is a person who doesn't work hard at all. Yeah.

Robby:

Like at all Like. Let me give you context, because you're thinking now oh yeah, they come in and they do their 40 hours yeah yeah, what are you doing?

Robby:

what did you put? If you don't work? I worked all week, like, how many days you work two? You work two days. What the fuck do you do the rest of the fucking week working from home? Yeah, fucking duds, tell me many hours do you do? 12. 12 hours a day? No, no, 12 hours total. Are you fucking? And that's your? I've worked all week. Do you know what I mean?

George:

That's 12 hours, half a day. So is he getting paid for a full week? No, oh, okay.

Robby:

Yeah, anyway, person will still sit there and say been a hard week yeah, like I'm a worked hard this week.

Robby:

You know, humans are biased, dude, humans are biased. Most employees employees listen to this now would, I think, rate themselves yeah, I'm a hard worker, I contribute, it's a natural bias. Uh, they did a study in america and they said do you think you're in the top 50 of drivers? And 90 of people said, yes, physically impossible. Yeah, exactly impossible. Yeah, 90 of people think they're in the top 50 of drivers. Like half of them are fucking wrong. Yeah, do you know what I mean? But human nature, what is it? What's the bar For people listening to this? And they're like, all right, cool, tell us. You just dissed us all. What's the bar? How do you see it? How do you?

George:

set it. Do you reckon it's going to be different per company? No, no, why. Companies are based on leaders. Yeah, I'm just saying from a-.

Robby:

So if you had a Okay, pass on. If you had a separate company to this and you had a company called Compass that did commercial construction, are they going to work less hard? No, no, Okay. What if it was a different industry? What if it was a builder elite? Do you hire someone? Builder elite? Hey, builder elite, we don't work as hard. The bar's much lower in builder elite.

George:

Yeah, yeah, that's right, I don't expect you to Do.

Robby:

You say that.

George:

No, no, no, no, not at all. Yeah, not at all. Why? Why not? Well, again, I'm basing the bar off. My determine, as being a high performer is going to be different to what you and what anyone else may have, but I think there's a level of you know. When you're a high performer, I think you can see your results tend to speak for themselves with whatever industry you're in. So, whether there's a you know, if you're a salesperson and you're getting, you know getting, you're closing 20%, but then there's other people out there closing 50 or 80%, well then there's a disconnect there. But you know he might've worked really hard for those 20%, but maybe there's something he doesn't know or not learning or not applying. To close the rest.

Robby:

So what are the cause? You just gave a really good example of skill versus effort.

George:

Yeah, yeah, that's right.

Robby:

Yeah, what determines high performance?

George:

There has to be a level of experience. There has to be a level of knowledge and seeking knowledge and then application, being able to apply that Because you could be the most educated person in the world.

Robby:

So you can't be a high performer if you lack experience.

George:

No, but experience helps especially to make the right moves.

Robby:

Yeah, but experience helps especially to make the right moves.

George:

Yeah, but that's so. A high-performing person that's been in the role for one year and a high-performing person that's been in it for 10, there would be a difference there as far as efficiencies are concerned. There would have to be. There's experience. There's no compression algorithm for experience. Sometimes you have to do the push-ups, yeah, but I'm also very big on age. Age doesn't determine ability either. You may be very gifted. I'm just saying there's definitely application. I'm talking one extreme to the other First getting into the industry versus someone that's been there for quite a while.

Robby:

You think that's so. You're saying someone cannot be high-performing unless they've got a certain amount of experience.

George:

No, they can be within their role. So you could be a high performing graduate. You're not going to be the best. You're not going to be better than the senior manager, for example, that knows things you haven't even learned yet.

Robby:

Could you be more high performing than the person who's in that role, though?

George:

In that same role.

Robby:

Yeah, yeah, why not? Ah, so it's not relevant With what isn't relevant Experience.

George:

With the same level of experience. You're saying in that role, in a graduate role. What You're saying someone? I just said a graduate role and you said another person in that graduate role.

Robby:

No, I'm saying could someone in a graduate role be deemed a higher performer than someone who is?

George:

in a senior role. Again, I suppose it's interpreted before that role For you. For me, I would determine it based on his role and what he does?

Robby:

They say you can only take one of these guys with you into your new company. Who are you taking? Is there a chance that you take the guy with less experience?

George:

Only if the guy with more experience is a dud.

Robby:

So the person with less experience can be a higher performer than the person?

George:

Yeah, potentially it could be an attitude, comes down to it as well, and a whole range of things, yeah.

Robby:

So what are the um? What are the markers Like? What do you measure?

George:

I think attitude has a lot to do with it.

Robby:

For high performance.

George:

Yeah, well, you've got to be geared up for it. I think you've got to have the mindset and the attitude to actually get out there and work and want to be good. Some people want to do like your mate just work your 12-hour days or your sorry weeks, jesus. But then you get the others that want to work the 12-hour days or want to apply, they want to actively learn, they want to become better. They have a sense of drive to want to be better. I think that has to have a level of it, because you get someone that just wants to clock in, clock out every single day. And whilst there are people like that within an organization that you need that do their work, that do it competently, then you're going to want people as well that excel and get the promotions and do all that sort of stuff and want the extra pressure and want the long hours or whatever it might be.

Robby:

So can you have a high performer who has a bad attitude?

George:

Yeah, you could.

Robby:

I've seen that, I've seen that, I've seen that.

George:

I've seen. No, no, it is relevant. You can't say it's irrelevant. It's not irrelevant, you can have it. That doesn't mean it's irrelevant.

Robby:

No, so basically irrelevant so.

George:

I had okay. So I had an ex-boss who was probably one of the best in the industry at what he did, but his attitude was shit. He it. He got the job done quicker than anyone else and he pushed people, but then eventually people stopped working for him because he was an asshole and he lost the confidence of everyone. And no one actually like the next project would come along and they'd be like oh, you're on this job, who's the site manager? Oh, this guy's. Well, no, I'm out, I don't want to do that. Oh well, then you're fired, don't worry, I quit. I've seen that happen. I've seen people quit because of who they were working with, cause he was such an asshole. Now, he was the best at what he did, but his attitude and the way he handled people was rubbish, but that's not my question.

Robby:

What's the question? My question is can he be a high performer with bad attitude?

George:

You can be, but is it sustainable? Like I don't know if it is.

Robby:

Yeah, but that's not the question. Well, you can be yes. Is that a marker of high performance? And if you can be that without that, then it's not, yeah, but that's not sustainable though.

George:

So you can be it for a period of time, but if you've got a really bad attitude, like you're going to lose people, you're going to lose people, without a doubt. You'll always lose people, whether it's clients, whether it's your own teammates, like, like. Eventually it will play out to your detriment. Do you reckon Steve Jobs was a high performer? Yeah, but like he. Probably. Arguably, there was people there that would have worked and would have been amazing at that company that walked away because he was an asshole. Yeah, like he could have got a better result. Arguably, sustainably, like, who knows, maybe Elon Musk is in that same category, maybe he's just like nah, nah, fuck you.

George:

Goes in there, fires everyone at what was it? X? Yeah, he did that. Yeah, I know he did, I know he did. Went in there with a BB gun, just shot everyone. What's that show, entourage, terminator? Yeah, terminator, probably just like that. So attitude, I think still would be something that you've got to look at, wouldn't you? So if you had a high performer that was an asshole, you would go yeah, cool, let's keep him around.

Robby:

That's not what I said. I'm not talking about what I would hire a person based on. We're talking about high performance, yes.

George:

So high performance? Do you need it? You're saying, is attitude a marker of it?

Robby:

Yes, that's what I'm saying and, based on the answer of your question, it's not. It's not.

George:

It's not, but, as I said, like I wouldn't if you had that bad attitude. But you were a high performer, I wouldn't want to have you there.

Robby:

Yeah, but it's not the marker for high performance. Does that make sense? It's like saying hey man, you could bring the best chef in the world, he could cook the best food ever, but if you smell, you're never going to be the chef in my house. And it's like but that's not the marker for a good chef. The good chef is the food they produce.

George:

Yes.

Robby:

Does that make sense?

George:

Yes, it's the work they produce.

Robby:

Yes, so I'm saying that yes, even though this person might not be someone you'd want to have in your company, overall it's not the measurement for high performance.

George:

Yes.

Robby:

Are we talking high performance or are we talking a good employee?

George:

No, we can talk high performance, but high performance is going to. There's a level of being sustained at. High performance, yes, yes, a lot. There's no point. So you're a high performer. On Monday and Tuesday, steve Jobs did it, but for a short term, for 30 years. Maybe that's what killed him in the end. Elon Musk has been gone for 30 years. Maybe he'll die soon, but do you know what I mean? Like in this instance? I mean that's a very extreme example. Those guys are very extreme.

Robby:

Yeah, but I'm trying to give you an example that you can relate to. There would be ones that we don't know of.

George:

Yeah, yeah, yeah, yeah, okay. Well, I would look at that as a negative thing regardless. I wouldn't want that in my organization. You could be a high performer, but you're just not good with people or you do it in the wrong way. I wouldn't want that. It'll piss me off and it'll piss other people off too. It'll be detrimental in the longterm. There'll be very few, unless you were the god of construction and delivered every project six months ahead of schedule and continued to do it and found the way and whatever. Okay, but how long is that going to last? Like?

George:

For us, building is all about relationships. I get people have done things for me when they don't want to because of the relationship I have with them. Yeah, a lot of the time. They know that I'm a man of my word. They know that they get paid. They know that there's things that come up and a lot of things happen. So I'm talking specifically in construction. I mean really in any business, isn't it? It's relevant, yeah, it's all relevant. Any business, any business. Eventually, you will lose people if you are like that, because the fact of the matter is 99% of the people are not jobs and they're not Musk.

Robby:

Yeah, okay, so I think you're confusing leadership with high performance.

George:

Yeah, but I mean high performance is a level that you want it to be sustained.

Robby:

That's not high performance. High performance can be a sprint, is it not?

George:

Yes, it can be, it can be.

Robby:

Why would you want that? I'm not saying I'd want that, but that doesn't make it. Not it by me wanting or not wanting it. The thing is what it is objectively. You think about Steve Jobs. He's just the thing is what it is objectively. Yeah, Right, you think about Steve Jobs. He wasn't, supposedly wasn't a.

George:

May he rest in peace, Uh may which has been bagging him for the last 10 minutes.

Robby:

That's how you raise your face there. Uh, wasn't a very nice person. Yeah, a lot of people said that, yeah, why, that's sustainable, though, isn't it? I'm fucking breaking your beliefs. Yeah, um, do you know what I mean? Though that was sustainable for him, he had people lining up, he could have hired anyone he wanted, and he was borderline crazy, so crazy. He invented things that, oh, and I was sad. Yeah, you know what I mean. High performer, yeah. Now is he someone you'd want in your team? Probably not, yeah, probably not, but high performer nonetheless. So what are the markers of high performance? That's what I'm asking. How would you, do you have any team listeners to this podcast? Some of them.

George:

Yeah, some of them.

Robby:

Yeah, how do you for your team? If you're talking to your team right now, what are the markers that you would set for them to be like hey, you want to be an A player. These are the things you need to be doing. An A player is probably not the same as a high performer. An A player probably includes the attitude and everything else.

George:

Yeah, I'd want results. I'd want to see results. That'd have to be there.

Robby:

Yeah.

George:

So results from? I'll go the construction business because that's the core one. So I'd say results as far as a financial result. I'll go the construction business because that's the core one. So I'd say results as far as a financial result, a program result, so time, a relationship result. So I'd say that would be with contractors, suppliers and clients, so stakeholders within projects, a peer-to-peer result.

George:

Do people want to work with you? I think that's a good marker, because I've been in teen environments where, again, like that old boss I had, people didn't want to work for him. They worked out of fear for him, fear of losing their job or fear of being yelled at or put down. Fear of losing their job or fear of being yelled at or put down. I'd say that relationship matters too. I'd want a level of them wanting to get better too, which, looking at my team, everyone does, from the guy that sweeps the floor to the guys to the general manager. Everyone wants more and wants to be better. I've seen that within, within the team, and they want to achieve more. So they're the, they're probably the key markers that I would look for in my, in people joining the team and people, yeah, either, when I go out to hire as well.

Robby:

And what do you look for when you're going to get rid of someone? Because I put up a video today saying that people hold on to people for too long.

George:

Yeah, and I'm a victim of that too. I've done it a few times. We all do it. Yeah, I've done it a few times and, like even yourself, recently, you've told me to get rid of someone and they ended up quitting, which was probably looking back at it, blessing in disguise, but in the moment, it's like for me, I remember looking back and I'm like I've got to then train someone up to do that role and, yeah, it's a pain in the ass. I'm like, yeah, well, I've just hired someone new and looking forward to them starting, but there's every chance that they'll be amazing and pick it up. And then there's every chance that, okay, maybe they're not the right person, that I thought they would be. But again, based off the short time that I've had with them in interviews and getting to meet them, they were saying certain things. I'm like, okay, that's cool, I like that. I like that attitude. I like that because I feel I can teach people as well. I can teach them skills, I can teach attitude to a degree as well, and I can help guide them and become what they want to do and where they want to be.

George:

So, yes, I have held onto people too long supervisors in the past as well. It's like you know they know the job better than anyone. Let's just get to the end, or let's just get to this point and let's move on from there. But hindsight's a wonderful thing as well. It's a wonderful thing Like in the moment I still don't regret decisions. It's not like I go, oh that fucked me royally. I should never have done that. It is what it is. You just got to adapt when the time comes and make that call and then back yourself. That's what it's going to be. Sometimes they're difficult calls too. People don't like the awkward conversation.

Robby:

People don't like the awkward conversation, people don't like the difficult conversation, so they avoid it. So what do you look for to say cool like this person? If one of your employees is on edge right now, what? Should they be looking to make sure they don't do as in on edge if they were going to lose their job. Yeah, let's say you're going to fire.

George:

Simon, yeah, what they don't do, as in on edge if they were going to lose their job, yeah.

Robby:

Let's say you're going to fire Simon.

George:

Yeah, what should they not do?

Robby:

What are the things they should not be doing? What are the things where it's like, hey man, if you do this, you're done.

George:

Yeah, I'll give you an example. So recently, a couple of employees made a couple of mistakes, which cost a lot of money which I think we've spoken about before Publicly yeah, on this podcast.

George:

I'm pretty sure we've spoken about it. So they made a couple of mistakes which cost a significant amount of money to rectify. Now if they made that same mistake again, I would be having a very serious conversation with them. If they made the same mistake, because then it's careless, then it's oh, it's not my money, it's not my issue, it's not my problem, I'm just going to whatever I'm busy or whatever it is. If they made the same mistake again, then there would be a serious conversation around that, for sure.

Robby:

Elaborate, because that's quite vague, like what's a serious conversation, is it? Hey, pack up your shit and get the fuck out.

George:

Potentially, yeah, because that was a significant amount of money. Do that again. Yeah, they're already at that point. Don't do that again. Yeah, so don't do that. Understand like and we had a team meeting and you know, taking the responsibility, like, okay, maybe it's not my fault that these mistakes happened because I didn't have a process in place or a system in place, or whatever it might be, but, in the same token, everyone else that was involved in that also needs to take accountability and be responsible for that too. There's a mistake was made. Learn from it. Make sure it never happens again ever Because there's no excuse for that to ever happen again. Having gone through that experience and if that happens again, that just shows me you don't care. Yeah, it could mean a termination. Yes, it was big enough to do that. I'd be putting people on notice after that, for sure.

Robby:

Okay, that's a specific example.

George:

Yes, and that was okay. So let's just say it's a smaller issue, lots of little mistakes. A that cost a thousand bucks. Wake up, all right, don't do that again. Hey, that's another $900. Hey, that's another $3,000. So don't waste money.

Robby:

Yeah, they're fucking oath, absolutely, that's all of you. Don't waste money. Don't waste money.

George:

You want to keep the job of PASC on, and it could also be, yeah, but let's flip it over. It could be stuff they're saying. Maybe they're continuously swearing in the office saying inappropriate words and there's women present. Let's just say something like that. Then let's just say my PA comes up and says listen, I'm a little bit uncomfortable in the office because this person keeps saying certain words or swearing a lot, or whatever. It might be Cool, let's go downstairs.

George:

Guys, we need to be respectful of everyone in this office. This is a shared office space. Be respectful of the words that you're using and the things that you're saying. And then that person continuously does it, continuously does it, continuously does it. That's an issue as well. That's a conversation you'd have to have, because it's also a cultural thing. You want to foster a really good culture within the business and have them be the best versions of themselves and be respectful of that. It can be a whole range of things Just carelessness, mistakes, not taking a responsibility for things.

George:

I want to employ people to run their own race. I don't want to have to sit over them and go hey, you forgot to carry the two, because if I'm doing that, I may as well do it myself. So I don't want to micromanage people. I very rarely micromanage people. Today I had a meeting with a client. There were things I didn't know about the project because I'm not involved on that level. But I'd be like, hey, simon knows about it, I've got the answer. I just don't have it here. If he was here he would answer it for you. We know the answer. I'm just not involved on that level. I'm involved on this level.

George:

Now, if I don't have the trust and the belief and the confidence in my employees to do their role, then I think that's a huge marker for them not to really be in that role. You've got to back it up. You've got to be able to get the wins on the board and do what you're employed to do. A bad employee will cost you money. A good employee will cost you nothing and an excellent employee will make you five to seven times their wage.

George:

That's what you want to be looking for. You don't want to be looking for that bad employee. You want someone that's going to cost you nothing at the very worst case scenario, but you want him to be making you money. That's why I employ all the guys and girls within my business. I want them to make money for the organization. You are not a liability. You don't just come off the bottom line every single year. You're an asset. You're in the role so you can help the project progress, so you can help the company progress. And that's what I really look for People that are going to help us progress and people that will make the company money.

Robby:

Talk us through your hiring process. Do you have one? Do you have a? What do you? Well, you've just gone through it, so you have one. Yeah, what's your?

George:

I haven't used a recruiter recent times. You have previously. I have in the past. Yeah, yeah, I did once. Yeah, look, it worked well for me. They got me the right person. I find that recruiters will just generally do the groundwork for you and put the good candidates in front of you, tell them what you want and say these are the people I want to speak to. And they're like, great, so that's what you're paying for. And, look, they may attract some good candidates or they might headhunt a few people that they know are looking for opportunities, but ultimately, that's what they're doing and I reckon that does save you time In this instance, when I was employing a new PA.

George:

I've gone through that process and I'm like I'll put an ad on. Linkedin made a good description because I've had now a PA for a couple of years. Let's say I know what I want and what the role entails. I was very specific with my questions. This is what you're going to be doing. This is where you're going to be working. These are the things and parameters. Are you comfortable with all of those things?

George:

I had my pre-qualification questions, so that way at least it filtered out some of the people that didn't qualify for the role in the first place and then the ones that I sat down with. I went through all of these questions. You can tell from their answers, from their body language, from the way that they answer and the things that they say whether they're going to be a good fit or not. So I interviewed probably six people. Out of the six, there was probably four that were good. Out of the four, there was probably two that I would re-interview and have a second interview with and then made my selection from those two. Now could I have gone another two, three weeks and gone that find another candidate? Maybe, but I want to move quickly as well. If this one doesn't work out, just go out again and try it again. Go find another candidate. If it does work out, fantastic.

Robby:

Do you interview in person?

George:

Yeah, I did it via Zoom first, and then in person, and then in person. I think it's important to meet the person face-to-face.

Robby:

Yeah.

George:

And also I got them to come to the office on a weekend as well, when there was no one here. So they came in on a Saturday morning, we sat down and said this is the office, this is where we operate from, this is what we do. Some non-negotiables for me was it was an office-based role, so there's no opportunity to work from home at the moment. That may change in the future, but for the time being, are you going to change that? Potentially it depends on the role as well. Potentially, site supervisor cannot supervise from home.

Robby:

Of course, yeah.

George:

Do you know what?

Robby:

I mean, like a mechanic can't serve the customer, that's right, bricklayers can't lay bricks.

George:

So, yes, potentially it may change in the future. Look, from time to time I have some of my employees there in the eastern suburbs working on projects. They'll lose an hour driving here to go and work when one of them can go home and work pretty competently, has access to the server and does everything he needs to do. So I'm just going to stay out the rest of the day here. So cool, no worries, do that. And I know he's working because he's still sending emails at the time that he should be working. And I call him and said, hey, what are you doing? And he's like, oh, I'm just doing on this. So I know there's a level of trust there too. But again, I'm still a big believer that predominantly, you should be here operating. But look, I like what you do. On a Friday, every Friday, you can have your team working from home. I think that's good. I don't mind it, so I'm less opposed to it, as I was, say, six months ago or a year ago.

George:

Yeah, maybe a little bit, Maybe a little bit. So, yeah, that was one of the things I did say. It was clear. I said look, there's going to be interstate travel. Are you okay with traveling four to six times a year? Yes, cool, that's a good tick.

George:

We're in a male-dominated office, so there's lots of guys here. Are you okay with working with men, just more for comfort reasons for them. I don't want them to come in here and think we have a 50-50 split down the middle and then they walk in as like, oh, there's just guys here, this is your DEI. Yeah, exactly, so making sure they're comfortable. Again, everyone's friendly, very respectful. You're not going to have any issues, but I think the conversation needs to be had. I've had a few people coming from corporate, like 500 plus people with a business. I'm like this isn't, that Could be one day, but it isn't that now. So I don't want you to think you're going to be in here and you're going to have 400 people coming to speak to you and you've got big corporate role. They go. It's not that at all. This is what we're about. Albert Park, are you four hours? Are you in Geelong? You're going to commute every single day an hour and a half to and from work. So I'd take that into consideration Not to say I wouldn't if they were happy to do that. I know plenty of people that have done that over the years live down that side of town and commute to work every single day.

George:

What else was there? They were pretty much the main ones just from a high level type thing that they needed to be okay with. And then also traveling when we travel, it's with guys as well. You need to be comfortable with that. I'm not going to change it up just because you're the only female. This is what it is. This is who we travel with. This is what it's about. You cool with that. It's like, yeah, cool. So that was important, that they were comfortable with that and they understood the expectation with that too.

George:

And then from there, it's about their abilities, their skillset. What I liked about the recent hire is they were really able, or they were really willing to learn certain things and wanted to get into certain things, and that just showed me that you're not just the type of person that wants to go nine to five and that's it. Don't talk to me after that. It's no, I'm here to work, I'm here to do this. I really want to grow in this area and be better at this and do that. I'm really willing to learn and contribute and I said great, that's the sort of attitude that I want at the business. I don't want someone that's just going to be a zombie, not talk to me you know what I mean have a bit more of a personality than a piece of cardboard, than a piece of cardboard. I just want some cardboard Like a piece of cardboard. So yeah, I think that comes down to it too.

Robby:

Yeah. So if someone was looking at hiring for the first time, what? Because it's like when you don't have payroll? Having payroll sounds scary. You're like, oh fuck, do I pay? How much every month, plus PAYG, plus super plus payroll tax on tier 7 point.

George:

What's the need that you need to fill Ultimately, when you're employing someone, you're buying their time. So what's the role that you need to fill? What's it going to save you from doing so? If you're processing invoices day in, day out and it's contributing to 15 hours a week of you doing that and processing the invoices, then it makes sense for you to employ someone to do that role. They can do that and then they can do other things as well, to give you the time to go out and expand the business and go okay. Well, if I'm no longer, if I've just bought 20 hours of my week back, maybe I can invest that in marketing, in growth, in brand, in whatever it might be. That'll help bring in future work for the business.

George:

And then when you start winning more projects and doing more things, then you go, oh wow, I might need to employ someone else now. Now I need to employ someone in operations. You'll find that once you start to get those people in, it just frees up your time a lot to do all the other things in the business that you should be doing. That's when you can start thinking a bit more like a business owner as opposed to a business doer, and I feel that, yeah, there's a lot of people in business at the moment. They're just glorified directors. They've just got a job, they take on a job to do all the things, all the little things, all the big things. They do everything and it's just not sustainable.

George:

I speak to a lot of builders about this too, because their hardest hire I find for a builder particularly is always someone in the office. It's always their hardest hire. They don't get it. They'll very quickly go and hire an apprentice or carpenters or site supervisors because they can see what they do. They're like oh no, I'm hiring an apprentice and paying him 20 bucks an hour and he's going to hammer nails. I can see the value in that. Yes, he does that. But then when you say I'm going to hire someone to process this. Well, no way, I'm not going to do that.

George:

I'm going to do that myself. I'm not going to let someone process invoices. I'm not going to have someone sitting that role. You're never going to be detailed in that role and it's probably going to cost you money because of that. So, really understanding what the needs of the business are and where your time is most consumed.

Robby:

Yeah, I think the issue with that is people think in their expertise, not as a business.

George:

Yeah, they're practitioners A lot of people when they go out and start a business because they're really good at doing the thing really good at doing the thing that they do.

Robby:

Yeah, or butcher, or whatever it is, I'm going to bake in cakes. I'm going to run a bakery, that's it. I'm going to run a bakery. Bake in, bake in, bake, baking, baking, baking. It's like you're doing a business role. Business is about marketing and sales. That's exactly right.

George:

Baking cakes and you're probably the best cake baker in the world. Okay well, teach those skills, get an apprentice, get someone else in that can take over that role and go do it this way. Learn this way, build this way, because that will really help you grow your business.

Robby:

And I think hiring really good people like I want to. My like yesterday actually yeah yesterday, I was running numbers to see when my next hire is going to be and I'm like I'm gonna pay this person so much money, like I'm gonna get someone so good, I want to pay someone to make me feel dumb.

George:

Yeah, yeah, what a great attitude to have.

Robby:

You know what I mean. I want someone who's like I don't know. What do we do here, man?

George:

I used to have a mentor that said I'm a C-grade student that employs A-grade people and Elon says it too. It's like yeah, yeah, I never went to Harvard, he goes. I never went to Harvard, he goes, but all my employees did so. He's employed the best people to do a certain role and do whatever they've got to do. And that's the attitude you should have. You should want to employ people that are better than you, for sure.

Robby:

Hormozy says it really well as well. He's like if you have two B players, fire them. He's like hire one A player, pay him 1.5 times what you would pay the B player. He goes, you're going to save 50% on wage and probably get five times as much.

George:

Yeah, wow, like so true, yeah, so true.

Robby:

He's like the and dude, they're like. I looked at their, I got to. What did I get from them? Today I saw something and they've got a whole bunch of jobs they're hiring for and they're paying like Good coin. Yeah, there was a job where there was like a quarter of a million bucks advertised Like yeah, it's like 230 to 280 for the right person. I was like fuck Might call him Head across, hey, head across, hey, head across. How much money are you making to go pay someone 280?

George:

Yeah, do you know what I mean?

Robby:

And who are you attracting to that role? Dude, who's? Yeah, that's going to be a weapon. Yeah, exactly, and when we did go, his team were good, his team were good. Yeah, they were knowledgeable, they knew the answers to the questions I knew the answers to the questions.

George:

You'd ask a question and I was like do it like this? Oh yeah, that's kind of cool. I like that, I like that mindset, and also like they'd be influenced by his teachings. He probably does trainings with them as well and say, hey guys, this is how I want you to do it, this is what you want to do, blah, blah, blah. This is your race, you run it, but just up your upskill in these areas. So there is a like you can see the influence from Alex and Layla through the team with their answer. But yeah, that was cool to see that too, and that role wouldn't be for everyone either.

Robby:

I'm sure they have very high.

George:

Yeah, they would have high standards for sure, and when you see the team and they're working every single day. Like that was saying he goes yeah, saturday, sunday, we work every day.

Robby:

What did he say? He takes one day off every third weekend.

George:

Yeah, something like that. So working every single day? Yeah, every single day we're working. No-transcript, that's interesting, yeah, it is so. That's great that you're saying that and and going there.

Robby:

The next high is going to be mammoth yeah, yeah, it's going to be like okay, cool, like let's get someone who can do something I can't do. Not in the sense that like someone who can do something that I'm not able to hire someone, so good, they're like they're going to bring something into the business where it's like I wasn't able to do that correct.

Robby:

This person is better than me at that. Yeah, whatever, that is Sales ops, something, but like you know what I mean, like an A player, like I'll pay you. Well, I'm going to fucking expect the world.

George:

Yes, that's right.

Robby:

Yeah, yeah, don't fuck around. I'm going to expect so much. And the second you slip up.

George:

Yeah, what are you doing? You're better than like I'm not paying you for that.

Robby:

Can't wait. So they have a whip and they work harder. Dang, no, but that's a joke, obviously.

George:

Obviously, obviously. So what would you so once you got the team in? What are some things that then you would look at to keep your team motivated and to show them that you care and that you want the best for them too? Or is it just hey, show me the results, I'll give you a bonus at the end of the?

Robby:

year Depends on what they want. Some people are money driven, some people are not, which is?

George:

totally fine and I said this. I had a team meeting the other day and I said to everyone I said you know, I really the last, you know eight months more. I was speaking to the team and I was like what do you want? What do you selfishly want from the business? I said I'm going to do KPI reviews with each and every one of you in the next couple of weeks. What do you selfishly want from each from the business that we can give you? It can be more money, it could be more time. What is it that you want? You want every Thursday off. What do you ask it? Nothing's crazy, Nothing is over the top.

George:

I want to know and then, if it's something that we can do within the realm of the business, we will look at it. But there's a payoff. It's not going to just happen because you want it. It's that level of cracking the whip. Cool, you want the bigger game, Then you've got to play the bigger game. You want the numbers, you want the results. Everyone always wants a pay rise. Cool, Justify your pay rise. This is performance-based. It's not friendship-based, because if it was friendship-based and likeness-based, well then I'll just give everyone money because I like everyone. Just take it here. You're my friend, I like you, but I need you to give me a result. I need to see the runs on the board, and if you're not getting the runs on the board, then it gets to a point in time where you go well, why are you here? What are you doing? I'm not your friend, I'm your employer. We can be friends outside of work We've got no issues with that but here there, there's expectations. There has to be expectations.

Robby:

You know what else it does. It forces you to lift.

George:

Yourself.

Robby:

Yeah, yeah, absolutely it does. Like, all of a sudden, you can't slack off that afternoon, yeah, or you need to your bottom line. But, like your, all businesses have cycles, right. And it's like your lower end lifts and it's like, okay, we don't make less than this. Now, all of a sudden, because we have to, yeah, that's right.

George:

Yeah, it's like all of a sudden you're like, hey, we have to.

Robby:

It's like there's payroll. We can't not.

George:

Yeah, one of my employees said the other day. It was like oh, we're going to be, we're going to be um, overstaffed once these jobs finish. So what makes you think we're not winning more work? What do you think? Well, you think I'm just going to stop here and just like that's it, stumps, that's it. Everyone just quit, or I'm firing. Each and every one of you see later hang up the gloves. Yeah, that's it. Like we've got some pro, I go.

George:

Yeah, but once we secure these three projects, I I need to employ people. And we've got a really big job that we're pricing at the moment and we've been shortlisted as a preferred builder, which is great, and now it's a level. Now it's on me to secure that job and I'll get it. I'll make it happen. Good relationships in place, they know I can deliver, they've seen my work. So I'm like cool, let's, let's fucking dance, let's go. And that particular project will mean more employees. I have to. And the same deal with you. Like the same question, the same thing you just said. I've said the same thing I need to go out and get a superstar. I need to get someone that comes and looks at this job and I'll finish this in 12 months Easy Finish in 12 months Done and comes in and absolutely kills it Absolutely in and absolutely kills it, absolutely kills it. So that's what I'll be looking for and I'm going. Well, how much can I pay him? Not what's the lowest I can pay him.

George:

Or her or her. How much can I pay him or her? It's definitely him. Let's be honest.

Robby:

Nah, women get paid less.

George:

Well, it's a bad business decision for me not to employ more women, then isn't it? Yeah, it's like you're donating to men yeah, that'd be gay. You make it sound like there's a gender pay gap.

Robby:

No, Is there.

George:

Absolutely there is, absolutely Could be a woman. Could, yeah, absolutely could, a hundred percent. I'll hire on ability.

Robby:

Yeah, not on gender, it's on what's the word Begins with C.

George:

You knew it. You knew what I was going to say. No, so credibility.

Robby:

No credibility.

George:

What's the context so I can help you.

Robby:

About your ability, competency. Competence yeah, okay, yeah you hire ability, competency, competence, yeah, okay, yeah, you hire based on competency, yeah.

George:

And I want to see runs. So if this particular hire it'll be a site supervisor type role, I'll want to see previous track record of delivering a project to that scale. Like, show me the runs on the board and then I'll follow it. If I'm going to pay you good money, I want to know oh yeah, I could do it. I've done one that's half that size, I could do this one. No, I want one that you've done bigger than this one and you've delivered it in a shorter amount of time, or to the quality and all that sort of stuff. And then cool, show me the project, Walk me through the job. Where's the address? Can I speak to your ex-employer? It'll be a pretty like okay, so that to me, if I'm going to pay a high rate for that person, then I would be really looking at.

Robby:

I'd be going deeper into the hiring role. Yeah, I'd do that anyway. Like I speak to previous employers, oh really.

George:

Yeah, yeah, I didn't anyway, like I speak to previous employers, oh really, yeah.

Robby:

Yeah, I didn't do that this time around. You'll be surprised how many people pull out. Oh, really, yeah, you're like, yeah, cool, this is part of our process, we ask you to. So part of our process what we do is, first thing I do is obviously put up an ad.

George:

Did you say where you put up your ad. I put it up on LinkedIn. Yeah, I've had some good success for that particular role in LinkedIn. I think if I went out and go and hire the next supervisor, I'll probably look at a recruiter.

Robby:

Yeah.

George:

Yeah, I'll, I'll entertain it for sure, fair enough. Or headhunt. If I know of someone in the space, I'll probably make a few, because I've got contacts in the industry. So I'll probably make a few phone calls, see who's working and who's not and say, well, who's a gun, who do I get on board? How do we make this happen? Who's unhappy in their role? Yeah, potentially, potentially.

Robby:

Blah, blah, blah, all those chestnuts. All this guy. So our process with hiring is this Obviously put up an ad. You choose where you get a bunch of applicants, screen them. One thing I look for, two things I look for. One is experience, two is consistency.

George:

Yeah, how long have they been in the role doing that?

Robby:

If I find, oh even the level of commitment, yeah, Do you?

Robby:

know what I mean. They can stay in the role for X amount of time. They're not just in and out of roles all the time. You know what I mean. They can say, okay, cool, they were here for 18 months, they were there for four years. It's not six months, nine months, six months, three months, six. You know what I mean. That's a big thing. I look for yeah, that, and obviously the work lines up with what we're looking to do.

Robby:

Then I do a phone interview, so phone screening, yep. Then I do an in-person interview and then when I do the in-person interview, go through a whole bunch of stuff. At the end of it I say cool, like if everything goes well I actually mentioned this at the start as well. But then I say cool as well. But then I say cool, like you. So, part of the interview process, we ask him like what was okay? So your last role, confirm details.

Robby:

Blah, blah, blah. And who were you reporting to? And I'm like I was reporting to George, george, okay, cool, george still there. Yeah, george is still there. Okay, cool, you still speak with him. Awesome. Next, blah, blah, blah. It's like okay, cool, can you, um, can you call George and arrange a Zoom, call you, call him and arrange it with me In the role, like right there. And then no, no, don't call him right now. That's a bit harsh. Yeah, I was going to say that's next level. Call him when you can and arrange a call and just let him know yeah, we want to have a chat with him, just to make sure all ducks line up. And then people are like, oh, yeah, okay, yeah, yeah, I'll do that, yeah, yeah. And then all of a sudden it's like I changed my mind about the role. I was like did you, yeah, did you really?

George:

Well, great that you touched on that. You should never burn your bridges. As an employee, never burn your bridges. Give a shit if you had a bad relationship with them, whatever. Just walk away. Walk away, don't turn around and be like now fuck this guy, this, this, this, because it doesn't leave a nice taste in the other people's mouth.

Robby:

Well, and look, I've left jobs where I clashed with the boss. Yeah, that's okay, but it's like if you check my last three jobs you would have sounded two of them were okay and one wasn't.

George:

Yeah.

Robby:

So if you do it once, for any reason, make sure you haven't done it the time before that and the time before that as well, because then guess what the common denominator is yeah, it's you, you, you know what.

George:

I mean, hey, be honest, say yeah, I didn't get along well with my boss at that job. He wasn't a good boss and I decided to leave. Yeah, that's fine too. Say okay, cool, at least you have the foresight to get up, sit there and take a shit job. I don't mind that if someone said something like that to me.

Robby:

As long as it's not repeated.

George:

Yeah, that's right, that's right.

Robby:

You don't see a pattern, my last boss was bad and my boss before that was bad and I've never had a good boss, yeah.

George:

Interesting. Yeah, that's right, that's right so.

Robby:

Long story short.

George:

That's good that you do screen them and get those references in.

Robby:

Yeah.

George:

I always feel that people will always give the good references, anyway, that's why I don't ask them for their references. Yeah, you ask them for that person.

Robby:

I sit there talking to them about the role Okay, cool, what was your role? What were you doing? Okay, what was your favorite thing about it? What was your least favorite? Who was your manager? Okay, cool. I know this can be really hard to answer, but just imagine you were talking from their perspective and they had to rate you out of 10. What would they rate you? Oh, nine, yeah, cool. Tip a call and then they're like do you know what I mean? It's like it's setting them up, yeah, absolutely Setting them up to. If you are true to what you say, this is all from a book I read that teaches you how to hire A players. Yeah, and it's like, if you're true to what you say, an A player, someone who's good at their role, yeah, absolutely Fucking A player yeah.

Robby:

I'll make it happen straight away.

George:

Yeah, johnny yeah.

Robby:

Have a chat. Do you know what I mean, Dude? Even like we hired Josh a few months back, he teed it up and then one of them didn't show up and he teed it up again like made it happen and rescheduled it. That goes a long way.

George:

Yeah, it does. Even just the attitude of going, hey, it didn't work out, but let me get him another one, let me get him there. Yeah, I'll try again. And he did, and they did.

Robby:

And I was like cool, that's a very good, very good sign. Very that not happened. He probably wouldn't have been hired, you know what I mean. And there was other people in the same position that had to do the same thing.

George:

And they didn't do it.

Robby:

And then I got a message two weeks later, and this is the thing right.

George:

You should thank those people. They just saved you so much time. They're wrong hire as in, like not physically reach out to them. I'm just saying from a thanks, hey guys, you just thank you for not calling me back. I kind of take the credit. Yeah, I mean you put that in, but in the sense of I'm saying like you haven't wasted my time now, like this is a good thing. Yeah, it's like You're qualifying your the same. Like the same way you qualify a client or someone else, you're qualifying your employee 100% 100% it is.

Robby:

I believe. You come work here and you're winning yeah, that's good, you're winning.

George:

You should believe that. Yeah, because if you don't, yeah, who does?

Robby:

who the?

George:

fuck, else is it's a tough place to work, yeah. I don't get it, but do us all a favour run, yeah, run like air and fire, yeah.

Robby:

I'm gonna resign soon. Give in my notice, yeah, but so long story short. You need to build a team around you. Yes, I don't care what you do.

Robby:

Start off with a VA. You need a VA, but start off with a VA, okay, and once you go VA, you will never go back Ever. Okay, and once you go VA, you will never go back ever. Like when I say you will never go back, you will never go back Just just to manage the stuff you don't want to do. I get call lists sorted. I get a peep now. Now, as of today, I've got people calling people while I'm doing nothing. Call them and work out if they want that service to be offered.

George:

Oh, who says something?

Robby:

to someone Three calls booked already, three qualified people qualified, put onto the next stage and now I'll take over. Yeah, it's like okay, cool, now I'll get on the phone with them, as opposed to me sitting there calling these previous leads. Bills weekly bills I don't have to do it, it gets done for me. Uh, weekly invoices I don't have to do it, it gets done for me. Like there's so many different little administration things that I don't have, I don't even have to look at.

George:

Yeah.

Robby:

All because I can pay someone to do it. I can just start there.

George:

Yeah.

Robby:

It's all part time.

George:

Part time also is a good way to get into it. Yeah, just by doing it a little bit at a time and then when you win that next, you just buy back 20,. You know 10 hours a week whatever it is Dude.

Robby:

And then I think you also need to learn how to train.

George:

Yeah.

Robby:

Yeah, because if you don't know how to train people, you'll blame the fish on its ability to climb a tree. So I'm very good at climbing trees.

George:

Very good at swimming.

Robby:

Yeah, but you should, one, hire someone to hire them fast, and then, three, make sure you don't miss out on the next episode, which is episode 100, george, episode 100. I just got chills, I just got chills. The Million Dollar Days podcast, episode 100. This is quite a significant feat. Absolutely 100 weeks in a row 100 episodes, 100 weeks in a row. Never missed a week Consistency.

George:

Not one. Well done, good job. That's sick. Yeah, that's great, amazing achievement. Why do you think these hundreds of milestones are not 87? 87's it's the number, but so is 100. I guess it's a it's like, whenever you see any milestones, they're always like in the tens.

Robby:

Yeah, because you're entering a new set of numbers.

George:

Yeah, okay, that could be it.

Robby:

Yeah, it's like now you're in the triple digits.

George:

Yeah you could be old and like in your 40s.

Robby:

Yeah, it's like. Yeah, the real question is like, why do people celebrate 21 or 18? Oh yeah, it's like that's stupid.

George:

I think maybe in the States, 21 is when you can legally drink yeah, that's probably something to do with that and 18, it's like that's when you're an adult here, or you can vote when you're 18. I don't know.

Robby:

Yes, true.

George:

Yeah, yeah, sell birthday cards. Hallmark made it up. Yeah, well done, congrats and well done on the achievement. Well, look, let's get there first. We've still got another episode to go. Anything that happens between now and then Just call me, I'm done.

Robby:

I'm done. I didn't get 99 stopping you.

George:

That's it, done and dusted. But you know, consistency is very important. We've loved it every step of the way, just being here, having the chat with you guys and having a chat with some great guests, and thank you everyone for listening, yeah, we really appreciate it.

Robby:

And coming back week after week, we've got a pretty. All the numbers show us that we've got a pretty consistent amount of people listen, and last time I gave away a book Cool, did someone reach out? Yeah, more than one. Oh, awesome, yeah, and I was like, okay, well, this is people. Was it the first person?

George:

The podcast works. Was it the first person that I gave it to?

Robby:

Yeah, yeah, yeah, he still hasn't received it. Because I haven't received it, I haven't even got my copy yet. Yeah, I, hopefully not too far off, but we'll keep you posted. But maybe, maybe, just maybe, there will be a big giveaway in the next episode. Oh, I like it, it tingles. I feel like we should play the next episode by Snoop Dogg.

George:

Oh, no, off topic. Off topic, you see. They were like so Snoop Dogg's playing at the AFL, the grand finals? You know that Is he. That's what last I heard. Unless they cancelled the bloke, weren't you saying that was me? No, they were bitching and moaning about it. Oh, okay, because you know it's not appropriate for the grand final and all that sort of stuff. Everyone's kicking up an opinion about it, but just, it is what it is. Just People have some fun. The guy's an entertainer, he's out there and he's going to entertain people. He's the man. Snoop's the man. He's going to go there, he's going to entertain People, are going to sing, they're going to laugh, they're going to dance and probably smoke a joint.

Robby:

Snoop's the guy who can get away with anything. Yeah, apparently they were at some celebrity thing and then 50 Cent pulled up in like a new ferrari and then snoop dogg went up to the valet and he's like, hey, give me 50 cents keys and it's like what do you do?

George:

what do you do?

Robby:

and then 50 cent came out and he's like hey, where the fuck's my car? And he's like snoop dogg took it and he's like motherfucker. And then you're like how cool is that? How do you argue? But how cool is that? Yeah, like how cool is that whole concept? Like hold on, so 50 cents for your stuff, cause Snoop Dogg took his car.

George:

Yeah.

Robby:

Cause the valet buckled. Yeah, I'd do the same. It's a cool it's just cool.

George:

It's cool. That is a. That is a funny story.

Robby:

It's a very funny story. Um, speaking of cool cars and funny stories, the other day I was flying out Sydney and you know I was standing next to him in line Adrian Pardelli.

George:

Oh nice.

Robby:

Yeah, normal guy Didn't speak to him. I'm like leave him alone, man, he probably gets bombarded A hundred percent.

George:

I think he's actually said that in a video I watched on YouTube of him Saying like people would always come up to him and say I've seen videos of like people bombarding him and taking photos and it's like this is just a guy who's done well for himself. That's a bit of character about him as well, getting dragged through the court system at the moment.

Robby:

I don't know if you've seen that with the Adelaide government. Yeah, but I just looked at him and like first I looked and I was like fuck, that guy looks familiar. And then I kind of looked away and then I was like oh, and then I looked at him and I made sure it was him. Yeah, yeah, oh, it's definitely him Right next to me. Um, we were both boarding our private jets. Of course, I'd expect that he was actually walking through security. Is Melbourne um? Is that how it works? If you've got a private.

George:

I think he was going to say but yeah, um, yeah no, you can believe you can leave like if you got a private jet, you don't? I don't know if you always leave out yeah security or but even another airport. I don't know if you always leave from like melbourne, yeah yeah, you probably go from essendon and stuff.

Robby:

yeah, um, but yeah, ran into him. He's just a normal dude who's crushing and just a normal guy. Good on him, he just don't give a fuck.

George:

And once upon a time he would have had no employees. He was actually big on saying he built a decent empire without any employees. He got it to a fairly decent level before he started to employ people. But you know again, everyone starts with zero.

Robby:

He also had a low cost, like a low labor intensive model. You know what I mean. Still does yeah well for the total value. No doubt His Stripe account's probably getting raped by fees. Yeah, I reckonpe account's probably getting raped by fees yeah.

George:

I reckon he'd be getting better percentages than us.

Robby:

Of course, everything's negotiable in life. Yeah, when you've got volume.

George:

Yeah, and that's the other thing, right. I remember we were interviewing as he came out of court in Adelaide or wherever the trial's been held, and the local reporter's like oh, what are you going to do if you get fined? Are that the trial's been held?

Robby:

And the local reporter's like oh, what are you going to do if you get fined? Are you going to pay?

George:

it? Yeah, I guess. So what else am I going to do? I don't pay my fines. Yeah, I know You're a rebel without a cause, but he was just like yeah, whatever he goes, we've worked with the government, he goes, we've had all these things and blah, blah, he's got the backing. It's like do your worst, do your worst, we've done nothing wrong. You're coming after me because you don't have what I have and you're trying to prove a point. Every other state in the whole country doesn't have an issue with what I do. And then you get some bullshit politician in South Australia that's getting their knickers in a twist. And now they're too far gone and they're spending taxpayer money to go to take him to court. Now they're too far gone and they're spending taxpayer money to go to take him to court when all he was trying to do was give shit away.

Robby:

Speaking of taxes, I watched a video the other day from a Dubai millionaire or billionaire or some shit, and his whole thing was like the people in the Western world. I don't understand it. So you work six months of the year for free? Yes, why would you do that? I guess for what? I guess? Average education, no safety. Did you hear that kid?

George:

Yes, that's a topic for another day.

Robby:

That's definitely a topic for another day, but that's full on. But he's like no education, average education, average healthcare, no safety. I guess then you guys are giving up six months of your year for that. He's like that makes no sense to me. He's like if you come here, blah, blah, blah and I was like that's a good point, might buy a ticket to Dubai.

George:

I like it Might not family. Yeah, you mentioned that years ago that you would go there. I want to go see it. I've never even been, oh really. I mean I haven't been for a very long time nearly 20 years but it was pretty impressive. Even back then when I went, I thought some cool stuff there, so I can imagine that it's 10 times better now. Yeah, very, very impressive place.

Robby:

When I went, We'll have to find out.

George:

That's it. Well. So takeaways go out and employ people. If you're a solopreneur or you already have some people, go out and employ more. Look at your next hire.

Robby:

Your next hire should be your best hire. Bring a freestyle rapper.

George:

That's it, because lift your game Like if you're going to go up. Think about it as like a sports team. If your team is going to play another team, you want the best players on the field. You want to win the game, so go out and get the best guys. You're not going to fill it up full of a first year player. You're not going to go out and fill it of people that you can pay the minimum wage, that have injuries, that have niggling issues, attitude issues, all that sort of stuff. You want the best team to help you win the game and that's what you should be looking for.

George:

Look for winners, look for people that want to be there, that have the right attitude, that have the drive and the passion and all these sorts of things, because they exist. There are people that are ambitious out there in this world and want to work and want to win. And find those winners and get them to join your team. Go find them. Boom. Thanks for tuning in, guys. As always, we're at episode 99. So make sure you subscribe for 100.

George:

I'm pretty sure, don't worry about it, just roll with it.

Robby:

Now I'm pretty sure I'm like 90.

George:

You're 99%, 99%, sure, 99%, sure. But yeah, subscribe guys, because that way it helps us grow our influence, grow the channel and we can reach more people. We can reach more people. We can reach more people. Change more lives, change more lives, and we love it every step of the way. Thanks to the long-time listeners and welcome to the new-time listeners, and we'll see, you See you next week, Episode 100.

Robby:

Thanks guys, Thanks everyone.

People on this episode

Contributor

George Passas

Host
Contributor

Robby Choucair

Host