Bonus Episode: Intensives and Hiring

Hey everyone, my name is Leela Sinha. I'm the

founder and director of the Intensives Institute, where we

help intensives do their absolute best with their

absolute biggest. And today, what we're going to talk about

is intensives, who are founders, who are hiring. Now, before I

get started, I do want to say just one thing for intensives,

who are looking to get hired. Just one thing. Do not take a

bad fit position. Don't do it. You will probably undermine

yourself more than you realize. And yes, I'm saying this from

experience. So there are two possible reasons why you might

ignore my advice. One is if you are, if it's for survival,

absolutely. Survival first. Survival first. Survival first.

The other is, if you're taking a job, as a career growth move, if

you know you need this job to get into that job, and that job

is going to be a great fit, but this one's not. That's cool.

That's cool, that's fine. However, if you are doing a

survival strategy kind of move, if you're doing a career growth

strategy kind of move, give yourself a clear exit date, and

a clear exit plan. Do not move the goalposts and do not be

disappointed in yourself if you're not performing at peak,

because you're not going to. If you're not engaging at peak,

because you're not going to. If you're not over delivering the

way you usually do, that's fine. This is just about getting to

the next step, you are borrowing an expansive strategy. And when

we borrow expansive strategies, we behave differently, we

perform differently. And it's really important for us to cut

ourselves slack and understand what's happening in the

background, in order to allow us to do that borrowing. So give

yourself a break, do what you got to do. Absolutely, I'm 100%

in favor of you staying alive. However, recognize also the

mental toll that it's going to take, to take a position that's

not a great fit; a much greater mental toll on you than on an

expansive. So make sure that if you're doing this, you're doing

it for the right reasons, for a limited period of time, and with

low expectations for yourself, other than the exact thing

you're aiming at. Now, moving on. Thing number two, I need to

say, is this video is primarily aimed at intensives, who are

hiring teams who already have established organizations.

However, if you are an intensive who is hiring, like your first

person, like you probably think you need to hire a VA, you

probably don't need to hire a VA, you probably need to hire

someone different. That's a whole other thing I can talk

about. But but if you're hiring your first person, take a look

at this video, understand what it's saying. But don't expect

all of it to apply to you because I really am talking to

people who have larger organizations. And by larger, I

three people, four people, five

people, 20 people, those are all in this, in the right size

range. But you got to start somewhere, you got to hire your

first person sometime. And if you're not in a position to hire

a whole team right away, if you aren't VC funded, if you aren't,

Angel Investor funded, if there's not some kind of money

backing you if you're not your own angel investor, you probably

can't hire that many people until you get up and running.

And so you're probably just looking for a little bit of

support. And that is completely legitimate. In fact, intensives

have to hire earlier than expansives do. Because while we

are capable of doing a lot, there are a lot of things that

bog us way down way earlier in the process than an expansive

would find. So we end up hiring our first person earlier. But

then sometimes because we are kind of jack of all trades

types, we can fill in a lot of gaps and use software and our

own skill set to get a lot further before we hire the rest

of the team. However, when you're ready to hire the rest of

the team- hello, people. Hello intensives. Hello intensives

founders, I am talking to you. So it's time. You've been

working your way along kind of bootstrapping kind of jury

rigging and kind of figuring out how to get things going in your

company, your company is rolling, you've got like enough

steady income that you feel like you can reasonably hire somebody

and pay you know, pay a whole team and expand. And that's

super exciting and a little overwhelming. Or you already

have done that right. You already have an established team

and now you're ready to do the next layer of hiring, you're

ready to hire a few more people to help the people that you have

so that you can move even further into that CEO role into

that visionary role into that direction-setting role and be

less and less involved in the kind of nitty gritty and

minutiae of running your business, while simultaneously

hanging on to the stuff that makes you love your business

because otherwise that's not going to be so helpful. So

hiring other people. Where do you start? Number one, always,

number one, especially if you're an intensive. And I'm gonna say

that a lot. But I know there are some expansives out there who

will be watching this video just to hear what I have to say,

which is great. But especially if you're an intensive, know

yourself, know yourself, know yourself, know yourself. We are

incredibly powerful, we are incredibly charismatic most of

the time. And it is critical that we know what our strengths,

what our weaknesses are, and what our SIEF types are. So if

you have not taken the Sinha Intensive-Expansive Framework

assessment, I highly recommend that you do so. You go to

intensivesinstitute.com/assessment. And just take that long form

assessment on that page, and it'll email you your score back,

you'll get a score from zero to 10. And like a little bit of a

primer on what an intensive or an expansive is, in case you

ended up here without knowing what an intensive or an

expansive is. Intensives, very briefly, intensives are people

who go like hell and rest, like the dead, who get really into

things or not into things at all, don't really sit with small

talk or pretty chaos-tolerant or pretty risk-tolerant usually,

although that depends on our trauma history. Of course, other

things can intersect. And expansives. At the other end of

the spectrum are very chill, very mellow, very steady. They

don't like surprises, they don't like novelty, particularly

expansives tend to be very narrow in their emotional

expression. So they're excited, but they'll just be like, "Oh,

yay." And they'll be disappointed. And they'll be

like, "Oh, that's too bad," right? And there's not much

distance between those two things visually, or

auditorially. Whereas for an intensive, it's like really big

in either direction. So think about those two things. If you

aren't familiar with the framework, go to

intensivesinstitute.com. There are more resources there. Know

yourself. Know which type you are. Of course, if you're here

already, you probably already know you're an intensive. Know,

your score, are you a nine, which is almost all the way at

the top of the scale? Are you like giggling because you're

really an 11, but my scale only goes to 10? Are you a six? Are

you a seven? Like where are you in the intensiveness realm? Are

you right on the line? Like do you sometimes test as a five and

sometimes as a six? Figure that out. Because who you are and how

you are is going to affect how you interact with everyone just

like it's going to affect your people.Are you high or low

tolerance? That's the next question. Are you high or low

tolerance? And do you work well in expansive environments if

you're an intensive? Do you work well with expansives, if you're

an intensive? Or do you really need things to be intensive

around you in order to give your best work? Either one is fine.

I'm low intensive, I mean low tolerance, I work very well with

intensives. Not usually as well with expansives unless I'm

explaining intensiveness to them. But it really depends on

who you are and how you are. Do you have any lingering,

lingering squishedness? So if you're familiar with my work and

my materials, my book is called Your Not Too Much. You can find

it on Amazon. If you, if you have read my materials, you'll

know that squishedness is something that I talk about in

terms of taking on the societal message that our intensiveness

is wrong. If you are continuing to feel like maybe you're a bad

person, maybe you would be better if you just weren't so

squished. I mean, if you weren't so intensive, if you're

beginning to feel like you would be a better person, if you

weren't so intensive. And if you could just get rid of it, that

would be better. That squishedness, and that's going

to affect you, because then you're going to be down on your

own intensiveness as well as intensiveness in anyone else.

And you're going to feel a combination of like admiration

and resentment for expansives. So you want to make sure that

you're working on your own embracing of your own

intensiveness. Especially as you move into leadership, you can't

afford to feel crappy about something that's just part of

who you are, and how you work and part of your brilliance and

part of your power. Like all of those things come from your

intensiveness. So you can't just like, eh, oh, well, I guess I'm

going to feel crappy about myself now.

Next step, once you know yourself, you know whether

you're squished, you know whether your tolerance level is

high or low. Your next question is your work in general the kind

of work that you do, does it require some measure of

tempering that tempering is again a concept I talk about in

my book. Tempering and, in my intro class, I have a video

intro class if you prefer that, tempering is when we kind of

pull back a little bit, but we do it intentionally. It's not

because I think I'm wrong. It's because I know that if I'm going

to accomplish my goal, I need to perform a little bit less

intensively in the environment where I'm operating in that

moment and then I can just take it off and feel fine about it

when I leave that environment. So we're not taking on the moral

judgment. We're just you know, making a strategic choice; again

taking on a expansive of behaviors as a strategy is

something that we can do frequently. So you want to know

the kind of work you're doing. Does it require tempering in

order to do that work well? Are you working in an environment

where everyone else is expansive, for example? Or where

the process is just really slow and detail oriented? Does the

work actually just need an expansive? Like, you're not

going to hire an intensive, you're going to hire an

expansive that might be your best solution. What is the SIEF

type of your company? That's the third question. So the SIEF type

of your company, all of our organizations and institutions,

collections of people, have a SIEF type, just like individuals

do. So if you have a company, you can kind of sit and consider

like, how does your company handle rapid change? How does

your company handle rapid growth? How does your company

handle steadiness? How does your company handle predictability?

Does it sort of lose its energy? Or does it move forward? And

this is not necessarily the average of all the people

working with you, this is its own thing. It's purely about the

essence of your company or the spirit of your company. Is your

company intensive or expansive? So again, does your work require

tempering? Does it just require an expansive does, does this

kind of work require expansiveness? What type is your

company? Those are really important things to know. In

this situation, the trap is going to be hiring an intensive

because you feel seen and heard and understood even though what

you needed was an expansive. And the zap, the good thing, is

hiring an intensive because you need another intensives around

here to do stuff you're not doing or hiring an expansive

because you know no intensive is going to do this for more than

10 minutes before they get tired of it. So now we're gonna move

on to the particular job. This particular job that you're

hiring for, does it need an intensive or an expansive? Does

it need somebody who's super visionary? Does it need somebody

who's super organized? Does it need somebody who's super detail

oriented? Does it need somebody who's very creative, who's good

on their feet, who thinks well in chaos? Do you need an

intensive or an expansive? And also consider, especially if

you're a high level intensive, if you're an intensive, who's at

the 9 to 10 end of the scale, it's possible that what you need

is another intensive but someone who is significantly more

expansive than you. So if you're a nine, you might need a six,

somebody who has more than two numbers separate from you.

Usually that gap indicates that you're going to have a

challenge. But it also indicates that you have different skill

sets that you have different strengths. And that can be a

real benefit. So consider that it's possible that what you need

is an intensive, just not as intensive as you. Does this

require someone who's high or low tolerance? Are they going to

have to interact with clients who are really expansive? Are

they going to have to interact with clients who are really

intensive? Are they going to have to interact with a lot of

like data and numbers and spreadsheets and exacting

things? Or not? Does it require tempering? When it interacts

with those people, you know, what, what are those people's

needs? Do those people need to be treated with the particular

kind of gentle, like low energy, even tempered expansiveness? Or

are the people that they're handling, maybe they do need to

be treated with white gloves? But maybe it's a more of a high

intensity, like, oh, I'm right on it. I got you. Yes,

absolutely, ma'am. Right, so, so consider what the needs are of

the people that they'll be interacting with. If this person

is going to interact directly with you, I can tell you right

now, they need to be high-tolerance. Because they're

interacting with you, and you're an intensive, that's why you're

here. And they're going to need to be very capable of holding

that line. So you're gonna say, Oh, my God, I just got this

great idea, we're gonna go running off in this other

direction. And they're going to need to have both the authority

and the permission, as well as the skill to say,

I understand that you're really excited about this. And here's

what we need to do first, and you're going to need to be able

to respect them in that counterbalancing. So make sure

it's somebody that you can do that with. The trap in this, is

believing that you need and can hire someone who is both. Who is

a little bit of a SIEF nine and a little bit of a SIEF two, like

really visionary and, and dynamic but with great

organizational skills. No, no. I mean, you might find great

organizational skills in an intensive, if that's what they

turn their intensiveness toward. But you're not going to find

someone who's a little bit of a nine and a little bit of a two.

So if you if you think that it's better to have like all the

things you need mashed into one job because one hiring seems

better than two hiring, especially if you're dealing

with small numbers of hours. Let me tell you right now that's not

true. The trap is trying to hire one person for that job, the zap

is splitting that job into two, so you can hire one of each and

every one will be happy. So then you're going to hire a nine for

a few hours and a two for a few hours. And they're each going to

get to do the thing they're brilliant at and neither of them

is going to be stressed out all the time, low level, just

background noise stressed out, because even if they can do the

other thing, it's really hard for them to do it. Okay, so

we've gotten to the point where we understand the job we

understand the needs, we understand the requirements,

it's time to write the description and the application.

So first of all, your application form should not be

generic ever. There's no... there shouldn't... just don't.

It should cater toward both the job and the SIEF type that

you're trying to attract. From here on, you are both judging

and being judged. You start setting cultural expectations

for how your company operates here. So make the job

description and application and process appeal to the right kind

of person, if you know you're hiring an intensive, keep in

lots of novelty and excitement and sparkle. And it's okay to

surprise them. And it's okay to like do something wild a little

bit. If you know you're trying to attract an expansive don't do

that. They're just gonna feel weird and uncomfortable. And

then they're not going to want to work for you. And they're not

going to know why. Because the job description looks right,

what you're looking for for an expansive is an experience that

steady and reliable and predictable with lots of

information, here's what to expect. And then you do exactly

what you told them to expect. Because that makes an expansive,

feel supported, that makes an expansive feel secure. So you

want to make sure that whichever one you're hiring, your hiring

process is turned toward that kind of person, that SIEF type.

So if you're looking for intensives, and you get their

attention, they start to you know, who's hiring who's

interested, you get their attention, you got to keep them

engaged with novelty with, you know, even automated emails, but

automated emails that make them feel like like they should stay

around, like they should stay involved through the process.

And of course, you want the process to be as fast and

streamlined as possible. That's just, that's just kinder to

everybody, no matter what kind of person you're engaging. If

you're hiring an expansive, give them lots and lots of

information about the process, what to expect, give them time

and space to digest it slowly. Give them checklists, give them

spreadsheets, give them things that make it feel like

everything is planned and everything is organized. This

might be really hard, you might actually have to hire a

contractor, just quickly, to help you create that experience.

Or you can hire me to consult, I'll give you a little more

information about that at the end. But you really want to make

sure that you're creating this nurturing safe environment for

an expansive, and this stimulating, engaging

environment for an intensive.

Do not lie about who you are, like, don't lie about your

company, don't lie about yourself. But do make it

welcoming for the people that you want. While simultaneously

not lying about who you are. And benefits should follow types

too. So as you're thinking about, you know what kind of

benefits you're going to give this person, even if they're

part time, intensives like a lot of flexibility, expansives like

a lot of rhythm and a lot of routine. So you're gonna want to

have a conversation with them, or just think ahead. And when

you're thinking about what kinds of things to offer them, make

sure you're offering them things that are appropriate to their

SIEF type. Because, you know, and there are some variations

intensives who have to be out at three to pick up their kid will

have to have a regular schedule of being out at three to pick up

their kid. But intensives and expansives, both are going to

give you better work if they're in a better supported

environment. And so you're gonna want to think about like, what

kinds of things will keep an intensive engaged, what kinds of

projects will keep an intensive engaged, what kinds of things

will keep an expansive, feeling steady, and at ease so that they

can do their best work. Because you really want out of whoever

you hire, you really want their best work in as little stress as

possible. So the trap here is pretending you're someone you're

not or setting up a process that encourages applicants to pretend

that they're someone they're not. So you want to make sure

that you're clear about who you're looking for, but that

you're never shaming someone for not being that person. You want

to make sure that your process is like this is who we would

love to see these are the qualifications we would love to

see. These are the qualifications that are like you

know, they're nice to have, we don't absolutely have to have

them. The more clear you are and the more consistent you are no

matter who you're selling to- because you're selling yourself

right? No matter who you're selling, presenting yourself and

this position to the more clear and consistent you are about

what you say about what you're offering, the better off you'll

be. The zap is setting up a process and atmosphere that

encourages people to be honest about what environments and

supports they need. Everybody knows Oh, I work better in

silence Oh, I work better with music. Oh, I've worked better

when people can just drop in and talk to me, Oh, I work better

when I'm completely undisturbed; encourage people to be honest

about what they need, make it clear that there's some

flexibility in your company, about meeting those needs. And

then you can seriously consider as part of the process, you can

seriously consider whether you can include those as part of

shaping the role. If you're going to need them to be like

right on with something, tell them that; if you're going to

have a lot of space for them to kind of create their own

structure, their own role, tell them that. And if you need them

to be responsive to your own intensiveness, tell them that

and tell them, especially if you're working with an

expansive, you want to make sure you set a container around the

chaos as much as possible. Like if you need to brain dump to

your person, periodically, you can let them know that like,

okay, every Wednesday morning, we're gonna have a brain dump

meeting. So don't, I'm not expecting you to like come to

the meeting and take notes, we're going to record it, I'm

going to make sure you get the transcript afterwards. And what

I want you to do is be a sounding board for me so that my

best ideas can come out because I'm a verbal processor. Which is

very different from Oh, I had these six ideas, and we're going

to execute them all, which is where an expansive goes with a

brain dump. If they don't have other information. They're like,

oh, no, I have to keep track of all this. And I have to make all

this happen. And how is that going to work? It's not and

that's fine. It's actually fine. But you need to tell them. Okay,

so you put out the job description, you put out the

application, the application makes as much sense as it can

and you know, job applications are always a little weird. But

it asks questions that are relevant, it doesn't ask

questions that are not relevant. It invites people to tell their

story in such a way that that they can fill in the blanks.

This is especially important if you're trying to hire an

intensive. If you're trying to hire an expansive, what you want

to do instead is give them a lot of structure, give them a lot of

clear questions, bullet points, lists, how many of this do you

want, that kind of stuff will really help an expansive move

through the process. An intensive will probably give you

less predictable information unless they have really clear

instructions. So if you need something really predictable, if

you need like your last three employers, ask for your last

three employers. But if you don't need that, don't ask for

it, ask for the stuff that you really need, it's really going

to help you make the right decision. And it's going to help

them make the right decision. Now the interview.

When you go into an interview, at that point, you're really

discerning for fit, you want to see if this person is going to

be able to do the job, you want to see if this person is going

to be, you want to, you want to explore together, find out

whether this role has enough in common with this person. And

this person has enough in common with this role, that you want

them in that role, that they'll be able to meet your needs in

that role. And it might be that the job shifts a little bit if

you find someone who's really brilliant, but doesn't have like

a little of this or little of that you might be able to think

of ways that you can shift the position, even in the process of

the interview and selection process. So have some questions

that will help you determine what the person's strengths are

and whether they'll match the role. And you can ease back a

little on SIEF type, you may have had them take the

assessment, do not do not do not do not use the assessment as a

gatekeeping tool, don't have them take the assessment first.

And then and then decide who you're going to interview based

on their assessment scores. The assessment is a very coarse

tool. Instead, you want to use it as a way of exploring how

this person might work and how this person might fit in with

your institution or how they might not or what they might be

able to do that you hadn't imagined. So don't use it as a

gatekeeping tool, use it as information as you're going into

the interview. You're probably going to be tempted to say "oh,

well you're an expansive so I don't really want to consider

this candidate" but don't do it. If they made it as far as the

interview if they made it past the application process and all

of that there's something you liked about them. So keep them

in the queue and see what you need to do. See what they have

see why it is that you were really attracted to them or they

were really attracted to you or both. At this point type is less

important than actual fit. Type is a tool and you hit this point

where like their type is less important to their ability to do

the job than their actual ability to do the job. Know what

qualities you would have to see in say an expansive to hire them

for a role that you think you want an intensive for or vice

versa. Know, oh yeah well, the reason I think this is an

intensive role is because they have to do a lot of management

of kind of chaotic situations. So if somebody does great in

chaotic situations, even though they're an expansive, then maybe

I would hire them anyway, because it'd be awesome to have

somebody in this role, who's really good at organization for

a variety of other reasons. And that's something we usually find

in expansives. No game playing. No gotchas. I shouldn't even

have to say this. But somehow, we still live in a world where

this is something that needs to be said. Be kind, this is not an

adversarial process. This is not like you jockeying with them.

This is not about how much work you can get for how little money

this is not about how you can force someone to like, live up

to their potential. You're an intensive, you understand people

intuitively, usually. You can be shrewd, you can be mean, don't

do it. You don't need to, you don't need to, it doesn't get

you better employees, it doesn't build a better company culture.

And if you establish that at the interview, you're stuck with it.

Don't do it. Be nice. Be kind. Watch for hesitations that are

consistent with one type or another. So if you're not sure,

if this person is true to type, or if they're, if they're,

you're kind of considering them across type, or if you're not

sure, for some reason, what their type is. Maybe they like

maybe they came back with a high SIEF score, but a low

reliability score. Watch for hesitations that are consistent

with one type or another. So are they really visionary? Do they

get really excited about new creative ideas? Are they very

planful? Do they say, Oh, well, yeah, I am. I have 16

spreadsheets, and that's how I run my life. Are they really

steady? Do they get inspired really easily do they like go

down a rabbit hole with you for 15 minutes? Know what you need.

And keep that in mind, one way or the other. Of course, if you

like them, and they're not a fit, tell them as soon as

possible, but also keep their name on file. And if they're

amazing, super consider creating a role for them. You're an

intensive founder, that is something you're really good at.

And you don't want to let go of somebody who would be great in

your company. Just make sure that it's they would be great in

your company, and not you just really enjoyed talking to an

intensive. And that's why the interview went three hours. Do

not give anyone a final decision until you sleep on it.

Intensives, we love love love to make our gut decisions. And you

probably will have made a gut decision by the time you've

wrapped your last interview. But don't give anyone a decision

until you've slept on it like go from your gut. If you meet with

somebody who's absolutely perfect, and you can't imagine a

better candidate, then cancel the rest of your interviews. And

then hire them.

Because what you want to do is make sure that you're deeply in

integrity through this whole process, or you're going to feel

crappy about it every time you look at this person. And that's

not a great way to go to work. The trap is loving the way you

click with the other person so much that you forget what you're

hiring for, and you hire the wrong person. And the zap is

finding someone you feel good about who also has all the

qualities you need. And that sometimes will take two rounds,

sometimes it'll take, you know, creative readjustment of the of

the materials of the job description in the posting and

the application materials. But make sure that you do the work

that you need for a good fit. The same way I said at the very

beginning, that intensives looking for jobs shouldn't

accept a bad fit except for a very narrow range of strategic

reasons, you should not accept a bad fit either. It's better to

hobble along for another two months and redo your search,

than it is to end up with the wrong person in your company.

Getting the wrong person out of a company when it's early

stages, and when they're very embedded is really hard. And you

don't want to have to do it. So of course you still have to

accept the risk that perhaps something will go wrong,

perhaps. But we don't want to encourage it to go wrong. So if

you meet with everybody, and you don't find a fit, try again,

redesign things, tweak things. Again, you can hire me to

consult if you've gone through one search and it's failed.

That's a great time to bring me in if you didn't bring me in

initially. And we can figure out what you need to do to make your

job posting and your work more appealing to the right people.

If you go through it twice, and you're still having trouble, it

might be you. And that's when it's a great time to do a one on

one consult with me or, or just to go to your therapist and talk

to your therapist about it. See if there's stuff under there

that's keeping you from letting go of control, keeping you from

engaging in a collaborative process with someone else, you

know, figuring out what's going on. And finally, I'm going to

talk a little bit about onboarding even though that's

not technically part of the hiring process, because it's so

critical. Again, you want to tailor the onboarding to the

type, you want to give expansives lots of room to

adjust, and lots of paperwork to read at home to get them up to

speed. You want to give them formal meetings and get

togethers to meet the team, you want to be really clear about

the expectations, especially at the beginning, don't give them a

lot of wiggle room just be like, "Okay, so, so we're just going

to start you out here and here and here," and then set up a

meeting at which you're going to exchange feedback after the

first couple of weeks; not very long, just long enough for them

to have felt what works and what doesn't work to get to know some

people. Expansives are less likely to give you feedback

spontaneously, so you want to make sure you create structures

for that; they're less likely to go outside what they understand

to be the expectation. So make sure you set up whatever you

need from them as an expectation and create a space for it.

Intensives need enough meaty intrigue to get them engaged and

keep them excited, especially if there's any kind of lag between

the interview and the onboarding. Lots of learn as you

go, hands on, engaged kinds of learning is great. Not a lot of

consequences for mistakes. If you teach them that they can't

make mistakes, they won't take risks. And if they don't take

risks, they're not going to bring their best. So make sure

that there's a buffer system, you know, if they're gonna make

mistakes, and that they can't send them live to the client,

for example, then make sure that their deadlines are like a week

before the client deadline so that they can share with you and

and really give themselves the space to, to make that mistake,

and then still have recovery time. Let them meet and chat

with people in their own way. But make the opportunities easy

for them create spaces where they can interact or where they

can bump into people, or where they can just spontaneously

message people. Send out some bios, this is probably good for

everybody; send out some bios. So everybody kind of has some

place to start. Sometimes it's really hard to start a

conversation, especially if you're an intensive and you

don't know if the other people will have anything in common

with you. The audit for an onboarding process. Auditing an

onboarding process probably takes only like an hour when we

are auditing just for SIEF type. But it can make a huge

difference in the in the arrival experience and in the the

attitude that people have the experience, the initial

experience that people have, the first impression they have of

your organization. So absolutely, I can be hired for

that as well. And then they're there. And then they're on your

team, and then you can start to hand stuff over to them. And

then you might need to work on handing stuff over to them. I

know I always have trouble letting go of stuff. But when I

do, it's such a relief when I just hand it to someone else.

I'm like, this is your job. I don't have to think about it

anymore. So just briefly, thank you for hanging out with me.

to hire well, it's so important to hire well. And I think it's a

process that often gets badly neglected. Getting the

candidates in the door is something that, you know,

there's an entire recruiting industry out there for it. But

once the candidates are in the door, are you really handling it

well? Are you really making sure you're bringing in the right

candidates? Are you really going through the process in a way

that's supportive for them. So thank you, thank you for

considering all of that, in addition to all of the

everything else that runs your company. If you want to hire me,

I have a package on my website, which I'll put the link in the

comments. It's a five session package we do. We do a getting

to know you, I need to know your company. If I already know your

company, we might be able to skip that one. Job Description,

development, interview, onboarding, and then a post

onboarding, like settling in; a review after about a month or

six weeks. How's it going? Is there anything that you feel

like needs to be tweaked or that's weird, and you're

wondering how you could how you could address it. That's

something I can help you with too. So that package is

available on my website. Totally check it out, if you would like

some support with SIEF hiring, SIEF smart hiring just makes

things so much better for everybody. And it improves your

odds of having the right candidate so dramatically, that

I would really encourage you to consider all of this. Go back

over it actually work through the questions and the process

because I know you probably watch this while doing something

else, or listen to it while doing something else. And once

you're through it, really see, see how that affects things. You

know, you're going to, you're going to encounter a different

perspective on your hiring process when you do this. It's a

different way of approaching hiring and it really leans in

the direction of, of holistic hiring; of a kind of whole

person hiring rather than just hiring for the particular skill

set you think you need. And I think that's where hiring is

going. And I'm so glad you're on board with me. I'll talk to you