EMPLOYEES: Find and Lead


In America, economists, politicians, educators, and the media often talk about the importance of providing “jobs”. The truth is our country, especially our federal, state, and local governments and our education system have done much to destroy those who are could be faithful workers and productive citizens. Employers are penalized and harassed by the government bureaucracy and weighed down with paperwork, rules, and regulations that often do more harm than good and waste a massive amount of resources. Employees are discouraged from being faithful workers by being taught an entitlement mentality and stifled with stupid laws that demean the value of work.

For many business owners, hiring employees is an invitation to the grief and anguish and the financial drain of paying and training those who are unfaithful.  AND YET, it is also true that,  in spite of all the obstacles, providing employment for faithful workers can be one of the greatest joys of owning and building a business.




First, you should recruit employees when you’ve got more who want your products or services than you can handle.

Second, you should recruit employees when you can afford to pay above average wages and still have room to give them bonuses above and beyond their wages.

Third, you should recruit employees when you are willing and able to invest extra time in both recruiting and training.

WHO SHOULD YOU RECRUIT? Or WHERE is the Best place to FIND faithful employees?

Recruit those who are working faithfully where they are. Don’t waste your time interviewing people who are looking for a job.

Recruit those who have are teachable. If someone is eager to learn and pay the price to learn, they will be of great value. Those who think they have already learned what they need to know (because of a college degree or some other training) are not likely to contribute to your business in the way that someone who is there to learn from you and follow you and your vision.

Recruit those who have a heart for service. If someone is more interested what “benefits” he will receive than what benefits he will be providing for people – that person does not have a heart for service.

Recruit those who are motivated to do the work you need done. The root question here has to do with a sense of purpose. Why does this person want to work?

Recruit those who have the basic ability to do the work you need done. We are all given different talents and abilities. But, ability alone is not enough.

For example, once I was sitting at a high school baseball game in Atlanta Georgia. During the game, I got to talking to a very intense man who was sitting next to me. This guy was feverishly making notes in a big notebook. When I asked him about it – he explained that he was a scout for a professional baseball team – that he was there determining if there was anyone on these teams that were worth recruiting. It was this man’s job to “find the right people” to hire.

Now, there was a boy named Billy who was the star of one of the teams – in fact Billy was the star player on the baseball, football, and basketball teams for this high school – Billy could do it all – he was a “natural athlete.”. Well, I turned to this professional scout sitting next to me and said – “Boy, I’ll bet your interested in Billy – he’s the best all round player this school has ever seen.”

To my surprise, the Scout looked at me as if I had insulted him! Then, he said something very profound – He said they were not interested in the “natural athletes.”

First, because they are usually so puffed up with themselves that they are not teachable,

Second, because they rarely learn how to WORK – it comes to easy for them.

and Third, because they are not loyal – they are the most likely to go skipping on to a better deal the first chance they have.

HE SAID, what were looking for is the man with potential

and that means he must be teachable, willing to work hard, and – hopefully – loyal and grateful when we take him and make him into a real professional player.

These are good things to remember when you go to recruiting people to join your business team as well.


You should initiate the contact. This frees you from wasting time and resources and from the liability associated with discrimination when people you don’t want come to you looking for a job. In other words, forget about hiring people looking for a job, instead, you decide who you want and go after them.

Screen them, don’t “interview” them. Meet with them and get to know them over breakfast or lunch or in some setting where you will be able to observe how they interact with people. If possible, go by their house and meet their family. Spend time with them in different settings. Ask them questions that go beyond what they expect – so you can get some insight into what they are really like.

Test them, don’t “hire” them. Test them by giving them a project to do. A “project” that will give you an idea of how they work. If you don’t have a project, create one. If you are pleased with how they work, give them a more difficult project. Keep doing this until you are sure they don’t fit – or you are ready to talk to them about a commitment.

Come to a point of commitment. Spell out what they can expect  from you – in terms of better opportunity, a better environment, and a better future. And spell out what you will expect from them in terms of service (see chapter one), integrity, and faithfulness.

Once you have recruited someone – Then the real investment begins – and it can be the best investment you will ever make. It can make the difference between your building an asset that could eventually be worth millions – and your ending up with only a bunch of used equipment to sell.

Once you have hired someone, you have to lead them. The question is: are you a good leader or a poor leader.

What is LEADERSHIP? Leadership is communicating direction and inspiring action by being a servant.

The greatest leaders have not been those who chose to be leaders, they have been those who were forced into it by accepting responsibility

Three qualities are required for a person to be a true leader a learning spirit, a servant’s heart, and self-discipline. Those who are puffed up with themselves will become blinded by pride. Great leaders have been those who sacrifice their own rights, resources, and reputation for the benefit of those under their authority. One who is self-indulgent, who lacks the courage to live a life based on priorities, or who is simply lazy, will never be a good leader.

Having these three qualities, leadership then involves three stages – three things you need to constantly be doing if you are going to be a good leader.

The first thing you need to be doing to be a good leader is define a vision. Some call this a mission statement. But, whatever you call it – it begins by examining yourself: Where are you now? Where are you headed? Who is under your authority (whom are you to lead)? What are your responsibilities and what are the individual responsibilities of those whom you are leading? What should you be doing and what should they be doing?

When you define your vision – write out the purpose for your business. How can that purpose be defined so that it becomes a vision. Your “vision” should inspire excitement and a sense of purpose and meaning that is greater than yourself. Define, review, and refine your vision as you move on. As a leader; your energy, your determination, and your ability to overcome every kind of obstacle will be a function of the depth and clarity of your vision.

The second thing you need to be doing to be a good leader is to communicate your vision to those under your authority. This communication begins with your example! Your employees will follow what you do (good or bad) much more than what you say. They will listen to what you say if what you say builds on what you are doing. So, explain what you are doing, why you are doing it, and how they can be part of it. Show before you tell. Then tell in terms of the opportunity they have to be part of it (the vision). Then, help them discover what their part is. And help them get as excited as you are and what it will mean.

The third thing you need to be doing to be a good leader guide those under your authority: A guide goes ahead, but not so far ahead that he leaves everyone behind. Providing guidance begins with paying attention to those you are guiding. It means being aware of whether or not they are on the right path. Then, depending upon how they are doing, it means encouraging them when they are faithful. And it means correcting them when they are unfaithful.

Of course, when you have employees, you also have a whole mess of paperwork that the government requires – payroll taxes, payroll reports, unemployment taxes, workers’ compensation. Don’t try to do this paperwork yourself, find a competent bookkeeper or accountant to do it for you. But, find this person the same way you find employees: you initiate the contact, screen, test, and come to a point of commitment. Then lead this person – Share your vision, communicate, and guide.

AN EXAMPLE OF GREAT LEADERSHIP, BERNIE purchased a struggling insurance agency for FIFTY THOUSAND dollars. Ten years later he sold the agency for FIVE MILLION dollars.

Bernie had a vision for more than just selling insurance – he found that most people did not understand insurance in general – and their own policies in particular.

Bernie decided he wanted to help people understand their insurance – not as a gimmick to sell it – but as a genuine, unique SERVICE, so his customers could make better decisions about their insurance.

I helped Bernie develop simple analysis sheets – these were tools Bernie used to analyze and explain people’s insurance.

Bernie would gather all the insurance polices of each customer. Then he would fill out one of these analysis sheets for each policy. Then he would return and explain each of the policies.

For example, Bernie used the sheet to explain how the Life insurance company uses the funds it receives in premiums – for Administrative expenses (such as Underwriting, Billing, printing of policies, etc.) for Sales expenses (the commissions paid to salespeople), or for the payment of Claims when those who are insured die.

Next Bernie used the sheet to explain the difference between “whole life” and “term” insurance – and why there is such a difference in cost between the two.

Next Bernie used the sheet to explain the types of Life Insurance COMPANIES – mainly Mutual verses Stock Companies.

Next Bernie used the sheet to explain the CONTRACTS – and the provisions that may or may not be included – things such as the Waiver of Premium, common disaster clauses, suicide clauses, etc.

Next Bernie used the sheet the analysis sheet to explain how all of these – the efficiency with which the funds are used, the type of policy, the type of company, and the provisions in the contract – how all of these combined – determine the cost and value of the policy.

Bernie passion for educating people was well received by his customers – so well received that before long he had more business than he could handle.

It was at this point Bernie began RECRUITING – But, he began recruiting – not salesman, but teachers AND HIS TRAINING concentrated upon helping the teachers educate people about how insurance worked.

His EXCITEMENT and VISION for educating his customers caught on with the teachers and before long Bernie had built the largest insurance agency in Colorado with over one hundred agents – and their own four story building.

If you would like help finding, recruiting, interviewing, or training employees (or seeing how you might be better off without any employees), click “CONTACT US” at the top of this sheet or call us at 503-927-2750.