#340: 6 Steps You Can Use To Build A Stronger, More Capable Team for Your Business Easier and Faster Than Ever Before

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6 Steps You Can Use To Build A Stronger, More Capable Team for Your Business Easier and Faster Than Ever Before

The Hiring System with only 6 Steps You Can Use To Build A Stronger, More Capable Team for Your Business Easier and Faster Than Ever Before with Dr. Michael Neal, CEO of Build My Team

Without a hiring system in place, most business owners are hamstringing their business before they see their first new client.

A new survey from CB Insights reveals that there’s almost a one in four chance that at least one member of your team will end up hurting your brand’s reputation and stifling it’s growth.

This occurs as the direct result of new hires lacking a basic level of emotional intelligence as well as not relevant skill sets for the job.

Today, Michael Neal, CEO and Founder of Build My Team reveals the 6-step hiring system framework you can use to build a stronger, more capable team.

A high-performing team is your key to making your business more profitable.

SHOW TRANSCRIPT:

Ken Newhouse (00:03): 
Okay. Ready? This is Ken Newhouse and I’ve got our guest, Dr. Michael Neil from build my team. So dr Mike, on behalf of myself and members of the get clients now nation, I’m going to welcome you to the show.

How are you doing today?

Dr. Michael Neal:  I am doing fantastic Ken. Thank you. And thanks for having me. It was definitely the honor. Uh, you know, after you and I talked the first time and I looked at ’em, I looked at some of the stuff you were doing. I was literally, and this doesn’t happen often, um, it happens quite often actually with the guests I have. But just in general, I was shocked. I was pleasantly surprised at what you had put together because, because, uh, you know, as you and I had discussed as it relates to hiring the right employees and all that’s involved in, you know, all the terrible things that happen when you make a hiring mistake.

Ken Newhouse (00:38):
I put together a hiring system, which was just a conglomeration of bits and pieces of the work other people had done. And I didn’t take any credit for it. I didn’t sell it. I just gave it away because it helped people. But when I saw what you were doing, I mean it was like the difference between, uh, you know, like a matchbox little play car that you’d buy for $2 when you’re a kid versus a car that’s running it to, you know, the Indy 500 or the Daytona 500.

There’s no, not really a comparison. We’re gonna get it that just a bit. But if you could, obviously I’ve already covered your, your bio and introduction, but if you could take a minute or two and just in your own words, give us your, uh, give us your backstory if you could.

Dr. Michael Neil (01:07):
You bet. So I’m a practicing doc. Um, my wife and I practice together. I see patients usually now just three to four days a month and she sees folks the rest of the time this, this whole company was born out of the massive frustration and just constant, um, constant revolving door for hiring issues that we faced within the practice.

We’re located in a rural area and a lot of experienced folks don’t come in, which I think are similar to a lot of practices in America. And we just had one problem after another with people in every single level. So it was really reflective of our hiring systems. Um, and I think more accurately we didn’t have a system. And so we created one.

Ken Newhouse (01:47):
And that’s the system we’re gonna talk about here in just a bit. And guys, I will tell you this, I wasn’t expecting it when we first talked, but at Dr. Mike was kind enough to take me through kind of a, I guess kind of a full presentation that he would take a potential client through and it didn’t take but a few minutes.

And I was literally, my jaw was, I was picking my job because I was really, really impressed. I’m a technical guy and I’m the technical sophistication of this. Not on the, not on the user end, it’s easy for users to use, but on the actual functionality and the, um, you know, the skeleton and the, and the framework of their system is very, very sophisticated.

And super, super cool. But next question, Dr. Michael.

Yeah, I’m still impressed by that. I just, I told a lot of people about it and I’m looking forward to putting this, I initially asked you, I didn’t know if you work with dentists or not.

Ken Newhouse (02:25):
You said you did, but, um, this is something, this is something that I gotta I’ve got to get to nine one, two of my dental clients, but to, to everybody who listens to my show because it’s that important. But having said that, is there, and I think this is something we did talk about as well, but is there, um, a situation or a person that really impacted you?

You know, you kind of touched on it a little bit just a second ago on the previous question, but was there one incident or one particular person that led you in the direction you are now where you’re like, Hey, listen, I’ve got to fix the assist to just, this is the last time this can happen to me. I can’t happen anymore. I’m going to fix it.

Dr. Michael Neil (02:53):
Yeah. A twofold. Um, my wife essentially amazing clinician, fantastic doctor. And of course the more empathetic the person is, the further they should be kept away from hiring essentially. So she ended up bringing on folks that I would describe wounded puppies, essentially. She wanted to nurse them back to hell. She wanted to take care of them. And this is terrific, but you can’t do that in a, in a, in a high volume, uh, healthcare environment. So the absolute critical point for me, the tipping point, um, I go into the front by the behind the reception desk and hear this beeping and it’s beep, beep, beep one.

What the heck is going on? I thought a computer was on the Fritz. I didn’t know what was going on. It turns out one of our technicians was facing the corner just sitting there. You know what she was doing? [inaudible] charging her ankle bracelet, her charging her ankle bracelet, charging her ankle bracelet.

She was on work release. Uh, she was,

Ken Newhouse (03:45):
Oh, okay. Okay. Okay.

Dr. Micheal Neal: 
So I’m thinking, I’m thinking just like some sort of advanced jewelry or some sort of, you know, kid thing that I don’t know anything about as a dad. And this was, this is, this is someone who, um, who’s being monitored by the police?

Dr. Michael Neil (03:57):
Yes. Wow. Yeah. She was in, she got tied up in some stuff that had absolutely nothing to do with work. And uh, the, the practice, uh, I can go on and on. She was charging her ankle bracelet.

I stood there, I was dumbfounded and I just thought, this is it. I am going to figure this out, do an incredibly deep dive into how amazing companies hire their people and we have to turn this around because I can’t continue with this.

I just absolutely can’t. And the backstory behind that is just simply, I mean, my wife and I got to the point where it was so awful at home that we almost got divorced over this.

It was really critical. And if anybody out there listening as a husband, wife duo within healthcare, they’re nodding their head right now thinking, yep, been there, done that, got the tee shirt.

Ken Newhouse (04:37):
I’ll take it a step further because not only did I hit my wife working in the office with me, I had my, I had my, uh, my sister in the office, no boy as well, one sister, one sister at, uh, who was my office manager and my other sister was one of my associate doctors. So think about the tension between three women who, who they get along wonderfully out of work.

But I just, uh, that’s, you know, that’s one of the reasons I swore I never would work with family members again because, you know, um, it was my practice. And the thing with you and your wife is different, cause it’s a shared practice, but still, I mean, I’m the doctor, I should be in charge.

And so everybody has an opinion and it’s not like Boston employee. It’s like, Hey, I mean I’m your wife, or Hey, I’m your sister.

Ken Newhouse (05:11):
Or Hey, I’m your other sister and I’m a doctor too. So that was just a, that was difficult. So what I want to do now, obviously want to talk, I want to just kind of dive in and by the way, I want to say this very quickly just for your benefit and for, um, for a lot of dentists, I think the story you have, Dr. Mike, we just did a series on stories and story telling your business.

But having said that, you have a great story that I think will resonate with dentists when you talk about the guy with the ankle bracelet.

And here’s why. Because a lot of dentists, unfortunately very, very, I don’t think I’ve ever met a dentist who wasn’t super, super smart, but I think a lot of these people, like you mentioned, are empathetic towards the people they hire and they, and one of their biggest problems is they get ripped off.

Ken Newhouse (05:43):
There’s a lot of embezzlement that happens in dental offices, even more so than in happened with respect to me in the chiropractic offices that I had.

But I think that that story will resonate with them. Number one, it’s true. And number two, because it’s, it’s one of their biggest of consternation and actually monetary loss in practice.

So, um, definitely want to share that story. What I want to do now, um, it’s a little bit of a different approach than I normally take is that I want to actually, as we move in and talk about all the problems,

I mean there are so many, I’m going to talk about the big ones that occur when you hire the wrong person, the cost associated, just so many different things. So I want to go through kind of a like a word game with you, kind of a rapid fire war game.

Ken Newhouse (06:20):
So I’ll give you a word or a phrase and then I just want your gut visceral response. Take a minute or two to answer it or you know, as long as you need, um, to be, to give a complete answer.

But, um, I did a lot of reading and research on this over the last couple of weeks and, uh, I’m shocked.

So if I’ve got a stat that’s been updated, please feel free to, to update that. But, um, if you’re ready, let’s roll.

Here we go. Okay. So as it relates to the cost of a bad hire, here’s the appears, the two words that I want to say, productivity costs.

What comes to mind when you hire the wrong person?

Dr. Michael Neil (06:48):
Mediocrity or even worse is somebody who’s caustic to the environment. So as the end of mediocrity, side of things, let’s say you bring someone in who’s great at an interview, they do the minimum.

Have you ever seen a practice, get rid of a, uh, uh, an employee because they’re mediocre, it happens so rarely they do the minimum. They’re very, very difficult to get rid of. And what was the second part of that?

Ken Newhouse (07:08):
Well, just the productivity cost. So let me give you an example. I don’t think I set this up correctly. So if I were to say productivity costs, if somebody were to ask me this as it relates to a bad hire, we’ll productivity.

Cost is number one. I’m not getting that productivity out of an employee who’s qualified to do the job. Both, either if it’s a technical qualification or if it’s a character qualification.

You know, there are people who are super, super smart who do really good work, but they’re lazy. You know, one of my biggest pet peeves in working with dental offices, uh, for the longest time, and that’s why I really narrowed down the qualifications of who I would allow to be a client of mine, was that the staff many times would become upset at the idea of becoming a, of getting busier, you know, and I would hear things like, well, if we’re going to see more patients and he’s going to make more money or she’s going to make more money, I better get paid more money.

Ken Newhouse (07:47):
Or they got mad because I would say, Hey listen, you’re on the clock. You shouldn’t be on Facebook right now. If it’s for work, you know, if it’s a strategic Facebook post for work, that’s great, but when you’re sitting there and things are backing up because you’re goofing off on Snapchat or Instagram or Facebook or whatever it is, that, that’s not cool.

And see, they didn’t like that. They didn’t like the fact that they were being asked to work.

Go figure you’re being paid. And yet you’re being upset over the fact that someone’s asking you to actually work instead of rip the doctor off that you’re working for.

So that would be how kind of, how this little game is gonna work. So as it relates to the cost, cost could be financial, it could be lost productivity, whatever it is.

So what about the financial cost of hiring a bad, a bad person? The wrong person,

Dr. Michael Neil (08:24):
right? So let’s say you figure it out right away and right away in healthcare is going to be maybe six weeks, maybe eight weeks.

You’re looking at for a an hourly wage person and you’re looking at somewhere in the realm of 10 to $15,000 if you can bring them on and immediately dismiss them within two weeks or so, we’re still looking at around 5,000 maybe $7,000 and that comes from the cost of bringing them on all the research to get them all over the last time, the training.

And then what I really rarely see is a practice that turns around and says, boy, look at the opportunity costs of that person being dismissed.

So on the dentistry side of things, your focus was swayed to bringing this person on. That means you’re not spending time growing the practice, you’re not spending time on all of the additional learnings.

Maybe it’s reading a book that’s outside of dentistry that tells you all about different ways to grow your practice.

That’s what you’re not doing when you’re trying not to drown with the higher end problems.

Ken Newhouse (09:13):
Yeah. And this could actually relate the same process could relate to a medical practice or a chiropractic practice.

And then for everyone who listened to, let’s say your consultant, cause I had a lot of consultants who listened and actually a good portion of my overall client base are our clients.

They’re individuals, they’re solo-preneurs if you will, with respect to them. They don’t have employees.

But these same principles will apply as it relates to the vendors that you hire. And so Dr. Mike’s system isn’t set up to like vet vendors, but all these same principles apply as far as you losing productivity and just bad morale with respect to, you know, you hire the wrong vendor, you’re going to upset a lot of your clients or your customers or whatever.

Um, and so all these principles are applicable for virtually every type of business you can imagine.

What about employee morale? What’s the cost of an, as it relates to employee morale when it comes to hiring a bad person? The wrong person?

Dr. Michael Neil (09:56):
Absolutely. So rock star team members can’t stand mediocrity. They can’t stand anybody who’s not pulling their weight, not even close.

They’re capable of two to three times the productivity of a, we’ll call it a mediocre type employee. And we’ve all seen this.

The question becomes how do you get more of the rock stars skinned?

Um, the number one thing we see is that rock stars want to work with more people like themselves.

They don’t want to work with the mediocre folks, the average folks, the uh, there’s a term I heard a long time ago clock punchers I just love it.

Go to work, punch the clock, um, keep the brain on the low idle and then go home. That type of thing.

They really don’t want anything like that. And so unintentionally by facilitating folks who aren’t in the rock star category type thing, it makes it more and more difficult to bring those types of folks in.

Ken Newhouse (10:42):
Yeah, that reminds me of, you know, I mentioned my sister Robin was my office manager and she was like my head office manager over all of the different offices that I had.

And you know, she came to me a couple different times I remember. And uh, you know, eventually it led to her leading, like leaving my employment was the decision we both made.

But she’s like, Hey listen, you’ve got to hire these. The people you’re hiring to be in a supportive role to me are not getting their work on.

And it’s affecting my ability to get my other work done because I’m having to go back and do their work.

And so number one, not only is it frustrating to me, but because I’m not able to put my, you know, put my heart and soul into the really, really important work that I’m supposed to be doing, but now I have to go back and clean up their mess and I’m constantly having to talk to these people.

Ken Newhouse (11:19):
They’re giving me attitude or they’re making excuses and it’s just screwing up my whole mindset.

So I can definitely understand. And that’s really what was the Genesis for my, you know, at the time, which was, in my estimation, a really good idea to put together this quote unquote hiring system.

But now that I’ve seen, now that I’ve seen your system, um, you know, if I had employees, I would never, ever do it any other way.

And we’re gonna get to that in just a bit here, but let me give you a couple more of these, of these. Uh, sure, sure. Yeah, go ahead. Yeah, absolutely.

Dr. Michael Neil (11:42):
Here’s a quotation, Gruenert and Whitaker, the culture of any organization is shaped by the worst behavior the leader is willing to tolerate. So I have that on a wall in front of my desk on the days when you might think, and maybe I’m going to push decision, kick it down the road a little bit.

Um, what’s your you’re unintentionally doing is you’re saying to the rest of your team that, um, the behavior that they want to get rid of is not tolerable because the boss didn’t say it’s intolerable.

It’s, it’s such a very simple and eloquent quote from their side of things, but really the worst behavior that the leaders willing to tolerate.

I would ask the listener. So to kind of ponder that a little bit and think about that in a practicing scenario, you have to draw the line and anytime somebody goes over the line, if you’re not, um, you know, if you’re not putting a stop to that or having your team put a stop to that, you are by definition tolerating it.

Ken Newhouse (12:30):
And that’s also, and you bring up a great point. That’s also that is a direct reflection on you. Every behavior of your staff really is your behavior, whether it’s online or off. And so if you’ve got a, if you’ve got an employee who’s slacking is a direct reflection on you, and so people eventually are gonna start to see you as a slacker.

If you have a dishonest employee, eventually that’s going to reflect on you and you’re going to be seeing. Here’s the, here’s your real quick example.

There been several instances, and I mentioned these earlier, were dentists have actually great dentists, ethical people, really good people just in general, just good people.

They really love their patients. They really passionate about dentistry. And I’ve seen this in a couple of other business settings and they end up having somebody steal money for them. Or in one other case, the person actually committed a crime that they were an employee.

Ken Newhouse (13:05):
They were employed at this person’s business. Well that reflected directly on the business owner and made them look kind of shady even though they had nothing to do with this and it was outside of their business.

And then on the other instances where the dentists were being ripped off of hundreds of thousands of dollars, this cost people in their community to really question their, um, you know, their intellect, their, you know, are they, are these people really smart enough?

Are they on top enough? Are they aware enough? If they can’t, if they, you know, if they aren’t aware enough on and on top of enough of the situation in their own practice to know that somebody is stealing money from them, which is kind of unfair, I will admit.

But still they lost patients because patients really had lost trust in them when they were the ones being victimized. So this has far reaching deep ramifications. Um, any way you want to look at this, there’s no way to spin this good if you hire the wrong person. It’s just, it’s just not possible.

Dr. Michael Neil (13:44):
To that point, just quickly, we went through this in my wife’s practice where the office manager several years ago before build, my team took this over 22 felonies, Ken, that’s what the embezzlement was. Uh, how that was handled by the Pennsylvania state police.

22 felonies. So we’ve been through that and that’s a, you know, every, every dentist, every dog has been embezzled from. Um, you know, you just shake your head.

Nobody gets up in the morning and says, I want to allow this to happen. But again, I look back on the, um, what we were doing at the time and, and the toleration component of it was, was in place.

Ken Newhouse (14:16):
Yeah. I mean there’s, I mean other than being embezzled from, I’ll just quickly say this, the straw for me that broke the camel’s back.

I had a gal that worked for me in my, in my own office. So I had multiple locations, but the office where I primarily worked four days a week, saw my own patients there. Her name was Bridget.

She had a high school education, but she was literally one of the best office managers I ever had because patients loved her.

She did a great job. And the fact that she brought me referrals, like when she was out and about and she made, she made an enormous amount of money. She was making almost $70,000 a year with a high school education because of all the bonus money she was making. But she came to me on a Friday and said, my best friend from high school is getting married and this is back in West Virginia and I’m to the wedding on Monday.

Ken Newhouse (14:51):
I said, wait a minute, we just spent 10 or $12,000 on a promotional campaign. We’re going to be slammed with new patients next week.

You can’t leave. I don’t have anyone to cover. You know, you’re just now coming. She goes, I just found out about it. I said, you can’t leave.

She said, I’m going. I said, if you leave, you’re not gonna have a job. So over the weekend I figured she wouldn’t go.

But over the weekend she came in, her sister was a patient of mine. She deleted all the files in the computer system that her sister had. She stole a whole bunch of money from me and stole all of my supplements cause we had a ton of the, I don’t know, five, $6,000 worth of supplements as well.

And this was, this was 20 years ago. But, um, for me that was, that was the straw that broke the camel’s back when it came to a hiring white people.

Okay. So what about these two? I’m gonna give you a couple more then we’ll dig into a last couple questions and we’re gonna talk about what is that you’ve got as a solution.  I want to ask you about specific ways that your hiring system can help you get clients now.

Okay. Um, how about this, when you hire the wrong person, how does that affect the cultural balance in your, in your company?

Dr. Michael Neil (15:37):
If somebody is absolutely terrible, like we were talking about the mediocre or worse versus a rock star, it’s caustic.

If it gets worse than that, I would describe it as carcinogenic, pretty strong word, but that’s how the team members feel. They go from loving showing up at work or having a great time at work to trying to run the day based on avoidance of the person that’s uh, that’s in question.

Um, healthcare is delivered by a team. Uh, whether the doc thinks that they’re the be all end all of the practice. I mean, we all know this, the team that really does the delivery, the docs, the figurehead, or does the treatment in so many different ways. Um, but when you have somebody like that on board, I’ve seen it.

It’s avoidance. So you talk about productivity, what, what happens when you avoid productivity?
Ken Newhouse (16:18):
I mean, it’s just, it’s a downer. It’s a downhill spiral from there. What about brand reputation? Hire the wrong person. Yeah.

Dr. Michael Neil (16:24):
Yeah. And thankfully this in a lot of ways is heavily reliant upon the doctor and the care that’s provided. But on the team side of things, Google reviews, first and foremost, you have somebody who is a, is more of that caustic presence that might, might think that, that the patient is really secondary because they’re God’s gift to the practice.

You’re going to see it. You just wait. The patient walks out the door and before they get to the car, they’re banging out the Google review. That’s where the one star has come from. You know, nobody gets one star care in healthcare. It’s extremely rare. That’s when the emotional component is attached to the review and they want you to suffer.

They want to take you to the cleaners because somebody in your practice made them emotionally upset and now they’re coming back.

Ken Newhouse (17:06):
Now listen, you didn’t read my questions but this, I’m going to jump ahead to one of my questions that I have because this actually dovetails perfectly, but I’ve seen it in multiple instances.

I’ve worked with a lot of chiropractors and dentists. You know, speaking of backers, I’ve only worked with a handful of medical doctors over the last 25 years, but I have worked with a lot of dentists and chiropractors and one of the things that I’ve seen that literally is horrifying to me deals when you hire the wrong person, you end up keeping that person too long.

And then when you ultimately get to the point of firing that person, the damage they do to your reputation online, you know, they create all these fake email addresses, right?

All these negative fake reviews is astonishing. And so making sure you hire the right person and build a firewall against hiring the wrong person.

Ken Newhouse (17:44):
I mean the emotional devastation when you have a doctor who is way above board, who does phenomenal, who really has all the, you know, has great reviews on Google or any other, you know, like Zocdoc or whatever, and then they end up getting, you know, three or four one star reviews where they’re just, they’re just so over the top that they’re almost UN, you know, they’re incredulous.

But the fact is that’s still stains your reputation and in a lot of instances you can’t get that stuff removed. Uh, there’s a place called the rip off report.

I saw one doctor literally get devastated. An ex employee wrote something on the ripoff report. The ripoff report.com wanted like 50 grand to remove that. It’s like extortion. I don’t know if they’re still around today that that was many years ago. Yeah.

And they have so many people that would use that website that it would rank like it would, it is disgusting.

Ken Newhouse (18:21):
It would rank at the top. I don’t see how somebody didn’t snuff those people out, but a, I don’t even know if they were in the United States, but literally it was an extortion ring.

They ranked so high cause so many people use, there’s their website that if they wrote something negative about you, it was the number one Google search for you. And no matter what, and almost impossible to get rid of it unless you pay them enormous amounts of money.

So I’m not sure if it’s still around today, but I just know that was a big deal and it was devastating to the people that had happened to, and it was, it was from an employee who, who had been fired. Okay.

So let’s, let’s do this. Let’s move on to my next question. I’m going to cover cover a couple different stats. Then I want to talk about the solutions you’ve got.

Ken Newhouse (18:50):
So I’m gonna, I’m gonna read this because it’s actually a little bit of a lengthy question says, according to the us department of labor, the price of a bad hire is at least 30% of the employees first year earnings.

And what I’d like you to do, I want you to dive into this, but based on my experience, I want you to also address another huge financial loss from hiring the wrong person.

A bad hire. And you touched on this earlier, it’s almost like you read my questions doc, you read my mind, but the lost the cost of lost opportunity, which for me was like, that was the one that really got me the most.

How much could I have done had I not hired this moron or this thief or this person who just really a good person, a good heart.

I’m just not qualified to do the work cause I felt sorry.

Ken Newhouse (19:25):
You know, the husband had been friends of ours from church, husband had been laid off, he was an engineer and uh, I hired this guy or this gal, sweet lady and she just couldn’t do the job.

Honest as the day, as long sweet. I mean, nothing bad other than she just couldn’t do the work. She worked at a snail’s pace and I was going to fire her and uh, which was very difficult and they begged me to keep her on because of the fact that, um, you know, he didn’t have a job and they were friends of mine from church and I kept her on for six months and it costs me an enormous, enormous amount of money. When I say friends, they were good acquaintances.

They weren’t like my best friends. If it was stuff that would be different, but I’m just, I just think about how much money I lost as a result of her just not being able to do the work.

Dr. Michael Neil (20:02):
Yeah. And I would, I would approach that a little bit differently. Um, she was brought on because of the personality that she had.

Super sweet, she said, and she was also, um, brought on because other folks were strongly encouraging you slash twisting your arm.

Our philosophy at the company and build my team is to approach it differently. Everybody, including that woman has her own strengths. So, uh, we have to find out what that person’s strengths are, what she wakes up in the morning to, you know, she just does without even thinking twice thinks it’s, it’s not special or anything like that.

Let’s find out what those are and then let’s get her a position where somebody is going to compensate her for doing what she thinks is completely and utterly normal. She doesn’t get why it’s special. That’s the foundational approach of how I build my team has created.

Dr. Michael Neil (20:45):
So that woman, instead of costing all of the opportunity for the six months could have been moved into a different position.

The proverbial Walmart greeter perhaps where she just loved being surrounded by people love talking all day long, etcetera, where she didn’t have to get anything done. That would be the focus for her position.

She wouldn’t be incredibly happy. Um, it would be grateful that somebody would actually pay her to do something so easy, etcetera, etcetera.

And then in your particular case, that gets you out of having to be in that type of position. Right? So our focus is on the strengths, as I said. And let’s get back to the opportunity costs. Um, the story I like to tell is go for a swim, hop into the pool, wearing winter boots. It can you do it? Can you swim while wearing winter boots?

Ken Newhouse (21:29):
Nah, I would eventually take out because my arms would not see. My arms would not carry me.

Dr. Michael Neil (21:33):
Right, exactly. So throw some exercise weights on your arms while you’re doing it too. Are you going to be able to swim? The is yes. At what point do you give up?

Ken Newhouse (21:38):
You’re sounding, you’re sounding Mike, Dr. Mike, you sound like my ex wife here. Let’s, let’s just take, let’s not kill me off before the end of the show.

Dr. Michael Neil (21:43):
Oh, exactly. But that’s the thing. You can get rid of all of that stuff. It’s a ridiculous example, but when you’re in the practice, when you have folks like that, um, we see it all the time.

Practices put up with this. So you’re never able to do anything other than try and, and just tread water. We would switch the, the approach to say, stop with the proverbial firefighting, let’s concentrate on some fire prevention for even a day.

We get the fire prevention methods in place and all of a sudden you can get out of this big message in. And that’s what we’ve been doing with clients.

Ken Newhouse (22:13):
Nice. One other, one other scenario that I want to bring up that I didn’t bring up that’s really, I think more apropos, more relative to the dental practice is this, is that dentists for the most part, and I never understood this until Howard Fran, he’s the CEO of dental town was on my show and he, he, he’d just say, Hey, here’s the deal.

Um, a lot of dentists just want to do dentistry and they leave all of the business stuff, the growth of the practice, things like that. They leave a lot of that up to their office manager. And so there are a lot of times when you have an office manager who has their ideas of how successful or profitable or busy or the type of patients they want to see or not.

And so in my estimation, that would be like my worst nightmare if I had someone who behind my back was subverting my, my goals for in place of their own. And so is your system, is your, is there a way to like filter those kinds of people out? I’m sure there is. I’ve seen, I mean, I’m just, I there has to be,

Dr. Michael Neil (22:59):
yeah. So the, the um, core principle, there’s goal alignment and that’s obviously critical. If your goals are 50% of what their goals are, all you’re going to do is have all kinds of problems trying to get anywhere.

If your goals are virtually completely aligned, now you’re both moving forward in essentially the same direction as fast as you can possibly go.

So the way that we start with that as mindset, um, a lot of hiring focuses around personality. You hire the smile, you train the skill, that type of thing. We look at that as about midway through the assessment process.

Mindsets. Number one, if a person doesn’t have the right mindset for a healthcare practice, whether it be dentistry, chiropractic, eye care, it doesn’t matter what’s going to happen is you’ll bring them on. Everything appears to be fantastic.

You start plugging all the money in the training, etcetera, and then they just up and leave, or worse yet, you want them to leave, but it’s difficult to get them to do. So that’s why we start with the mindset first.

Ken Newhouse (23:51):
Yeah, that’s the thing that I, I just really liked about your system is that you’ve got this firewall set up in the, in the process so that if people can’t make it through this initial filter filtration system, this system essentially removes them.

They’re, they’re done. And so that there’s no additional expense or if you’re not paying for all these other evaluations to take place because it nips them in the bud, uh, but you know, pulls them up by the roots, so to speak, before they’re even allowed to start to sprout or get a good, you know, good solid foundation. Kind of walk us through the process.

So let’s say that I’m a, let’s for the sake of example, and I know your system is pretty much set up for healthcare professionals, but let’s say that I’ve got a practice and guys, again, if you’re not a pro healthcare professional, these principles are still going to apply when you hire vendors.

Ken Newhouse (24:27):
And even, I’ll take it so far as to say this, this applies to you whether or not you’re willing to accept certain kinds of clients or customers into your business.

You know, not only do I or did I filter all the employees that I hired and I highly suggest you do that now utilizing Michael’s dr Mike system, but you should be filtering the type of employee, um, uh, new clients or customers, patients that you allow into your practice.

Because if a negative employee can be toxic, so can the people that you bring into your business to serve, I mean, you know, we’ve all got the quote unquote that one person married that when we see her on the schedule, it’s like not her, not today.

I just not today, today of all days, I don’t want to deal with Mary. And so even if you don’t have a medical practice or dental practice or chiropractic practice, you’re not an app. Is it ophthalmologist or optometrist?

I’m not sure what’s okay, what, it doesn’t matter whichever one you have, if you’re not one of those types of doctors, and if you’re not a healthcare provider, you still can apply these same principles to the people that work with you and also to the people that you accept into your business as a new client or customer. And so with respect to that, walk us through the process of how this, how this process works.

Dr. Michael Neil (25:25):
Sure. First of all, it’s not limited to healthcare. We’ve hired folks, all kinds of industries. Uh, the craziest position we’ve hired at this point is a locksmith 100% nothing to do with healthcare. You told me that. I apologize. I forgot. You’re right.

Yeah. So the first thing we start off with, as I said, is the mindset.

Ken Newhouse (25:41):
Wait, wait, wait. I don’t wanna interrupt you, but I want to interrupt. Tell the locksmith story because that was golden. I gotta hear that again.

Dr. Michael Neil (25:46):
Uh, this poor fellow, he comes from corporate America. He, uh, he decides he wants to own a business, you know, God bless him. It’s the American dream. So he buys a locksmith franchise in a state that the state required a master locksmith license for the business to open the doors. Now I’m not going to have doors, but to get the mobile locksmith van out, etcetera.

So he was on the hook for a locksmith, a franchise fee, all of the expenses for the business and could not legally bring in a dollar of revenue until he hired a master locksmith.

Now you think that that was something that would be upstream a little bit in the decision making process, but he didn’t, this guy’s a fantastic person. He didn’t realize that it would be so incredibly difficult to find a locksmith. We found one for him. He’s up and running,

Ken Newhouse (26:30):
which is not healthcare, which is awesome. So I apologize. I had completely forgotten about that. It’s been a little bit of time since we talked, but uh, anyways, on the healthcare by far. Okay. All right. So go ahead, run with it. Tell us about the process of how this all, all this works.

Dr. Michael Neil (26:40):
Sure. So this was created in after how some companies, the Lofa called the four seasons and another one called Ritz Carlton. How they, how they model their hiring process.

They turned the whole thing upside down. So they’re not looking for people who can do the job. The immediate approach is to look for everybody who can’t do the job and remove them. So to give you an example, long ago, four seasons in Maui, they are hiring a bartender. This is a bartender who works at one of the pool bars.

They have 3,800 applications for this particular position for eight bartender position. So they can’t go through and look for anybody who can do the job functionally.

Every single one of them that applied could. The way that they approach this is to use assessments to go through and remove all the people who can’t. So we’re looking in art and go my team’s case, we’re looking for mindset that matches healthcare.

Dr. Michael Neil (27:23):
The people who don’t have that exit the process. The next thing that we look for is their cognitive capability. We have, uh, for each of the positions that were, were brought in for, there was a, a benchmark of how intelligent or the person should be.

And so they’re, they’re measured against that particular benchmark. Um, on the doctor, let’s say the provider’s side of things, obviously looking for really intelligent people for other positions, maybe not, not quite as much of course.

And then, so you got mindset and you have a really intelligent person and you hit the nail on the head earlier on in the discussion. Next thing we’re measuring is motivation because otherwise you get somebody who’s got a great mindset, he’s really intelligent and lazy. What do you do with lazy, right? That happens lot more today. Absolutely is he has no place in the healthcare practice whatsoever.

Dr. Michael Neil (28:05):
You don’t want those people saying, Oh, now we got to see more patients. You want them to say, yes, I can’t wait. Now we don’t have to sit around. That type of thing. So we’re measuring their motivation and we do it across multiple different spectrums, but, um, how, how do they want to contribute to their day? And there’s some very specific numbers that we’re looking for with regards to that.

Um, after motivation, we take a look at their personality and we’re looking for matches on things. Let’s say for a secretary, you will position their dependability, their, uh, cooperation. Are they a little bit open minded or not? Most importantly, what’s their stress tolerance?

You know, are they going to show up each day wearing a helmet and a flack jacket and ready to go to, to war? Uh, that’s terrific. Um, in a healthcare environment, you know, it’s not on the doctor’s side of things.

Dr. Michael Neil (28:46):
It’s always a lot more pleasant than what we see in the front office. So after the personality, what we look for next step is we’re going to back out to components. We don’t want volatility and we also don’t want neuroticism.

So you can, in your experience, have you ever had anybody join your team where it’s a terrific fit when they’re neurotic and volatile?

Never know. Yeah, exactly. I mean, it’s such a leading question, but, uh, that’s, um, that reminds me of my first marriage, uh, volatility and eroticism on a team in healthcare.

That gets taught to those, those people that just don’t contribute at all. So after that, we take a look at, um, um, some very nuts and bolts questions and our software does this automatically. We’re looking for things like can they work the hours that you’re expecting them to. So for example, um, you need them to work till seven on a Tuesday.

Dr. Michael Neil (29:33):
The candidate can only work til six. They have to pick up the kids, they have to do whatever. That’s not gonna work for you.

So those people are backed up. We’re taking a look at what their hourly wage ranges. Maybe they want a 12 to 14 bucks an hour and you are an offer 15.

We would counsel you not to do that. Offer 13, save 4,000 bucks, easily pay for our service in one shot. Another option that we ask the candidates, here’s the expected driving distance to work.

And this is so straight forward. If they’re going to be driving 30 minutes in a rural area, well guess what?

It’s 30 minutes to get anywhere, right? If they’re gonna be driving 30 minutes to go to a 13 minute or $13 an hour job in more of a metropolitan area, how many folks are they going to be driving by them?

Dr. Michael Neil (30:09):
Like offer them 50 cents more out? You know, that’s what we want to avoid so that this person stays for a long time. We have a whole battery of questions like that.

I’m past that point when everybody gets to the, the near the end of the process, we do a video interview.

So our team conducts a video interview asking them questions that are specific to the position. And what we’re looking for is to gauge their responses. So I’ll give you an example. Um, if you’re bringing on a receptionist position or something along those lines, so they’re gonna be interacting with patients all day long.

Do you really want somebody who’s going to be LOL and OMG and everybody? Maybe not.
Ken Newhouse (30:45):
No, no. But it’s prolific. I tell you what, it’s prolific. I’m shocked at how many dental offices I’ve been into and chiropractic offices I’ve been in where, you know, I’m, I’m there as a consultant and I’m watching and their patients standing at the front desk waiting to check out or check in and the person’s over on their smart phone Snapchatting or Instagramming or holding another camera, taking photos or whatever. For social media. It’s just a, it’s, it’s shocking when I see that. It’s just utterly shocking.

Dr. Michael Neil (31:06):
Right? And something else. Our team is looking for most other things on the video interview. How seriously are they taking this? Are they wearing a proverbial wife-beater and shorts while they’re doing their video interview?

We’ve seen it. Are they, uh, are they dressed in a suit jacket, um, sitting at their dining room table? I mean, it doesn’t matter necessarily where the location is, but how seriously are they taking it?

How are they going to present to your patients at the practice? Those are the types of things we’re looking for.

Ken Newhouse (31:29):
Absolutely. And so, um, guys, just one thing I want you to consider, think about, think about the fact that their automated system is going through finite details that in most instances we just simply would neither have time to ask or we would forget to ask.

And if we would actually run through this in an interview, we would so fatigue ourselves and fatigue the interviewee, um, whether it’s us who are doing the interview process or maybe our office manager, whoever’s doing it, um, having this automated is totally freeing you up.

What’s your time worth? You know, if this takes an hour, which would be a joke, this is like three or four hours worth of work, literally two or three hours they’re doing it through automation.

How much is your time worth? So, I mean, this to me is a, you know, I’ve seen the presentation, I’ve looked at the stats. Do me a favor. Dr Mike, you mentioned you told another story and you told some really good stories.

But the one story that I did remember that really stuck out to me that I wanted to bring up was the one gal who applied to work in an office like four times. And she was rejected because her resume wasn’t put together well. And then she applied and went to your system and tell that story.

Dr. Michael Neil (32:24):
Well, this is, this is, uh, this got us really excited and just fascinated, um, the dental hygienist. So pediatric practice, about 80 cases a day, the dentist is just running like crazy. She had an applicant with a, we’ll call it a not great resume. Um, dental dentist.

Everything’s great with a person. She applied three separate times over the course of, I think it was about a year or so, and the dentist who, a terrific human being reviewing the resume, nothing caught her eye.

There’s nothing in that resume that would have said, boy, you know, let’s move to the next level. So she ignored the person on the fourth, um, application. It was through the build my team process.

We ran her through our entire process and we went back to the dentist and we said, uh, doc, we really strongly want you to consider this person. Well, she’s been to, she’s applied to a whole bunch of times, etcetera.

Dr. Michael Neil (33:13):
And we turned around and said, look, respectfully, if you don’t hire this, uh, this dental hygienist, we’re going to hire her to run our internal dental team on the hygienist level.

And she turned around and moved on. Her immediately hired her. She also paid her more than she’s ever paid a hygienist. And she told us a couple of weeks after the fact that she’s the best hygienists she’s ever hired.

So here we are. This is the polar opposite end of the spectrum where this person is, was just categorically ignored through no fault of either of them.

What was broken in this process is the resume when you’re trying to bank on whether or not a person is great at what they do via their resume, that’s where your decision making becomes squat out of the gate.

Ken Newhouse (33:50):
Okay. So let me ask you this. Um, is there anything that I didn’t ask you today that I should’ve asked you? Like what’s the process, cause we’re going to, I’m gonna ask you before we get into, Hey, how can people connect with you if they want to look into this?

What’s the process? What did I not ask you? Because obviously I’m not a complete expert in this whole system.

You know, a systematic process like you are, I’m familiar with it. I think I know more than most people, but still I’m going to defer to your expertise. What did I not ask today that I should have?

Dr. Michael Neil (34:11):
I bring up a couple quick things. One, um, every position with, uh, within healthcare that we move forward on is guaranteed. So anything that’s looking for, um, through running through our system, like I said, it’s all guaranteed and the specifics are in the consultation that we set up. Uh, that’d be the next thing.

If anybody wants more information about this, go to build my team.com you’ll see a, a prompt to schedule a consultation with one of our team members. And that’s where we could find out more information about what it is that your practice is going through, and then make sure that we’re a terrific fit to solve those problems for you.

Um, and then I think the other thing is just know that this entire company was created to solve one problem, and that’s it.

And we want to be the Olympic medalist of, um, hiring rock star team members for healthcare. That’s all we’re planning on doing.

Ken Newhouse (34:57):
That’s awesome.

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