The 3 Traits of Team Players

Hey, good morning, TRC Nation. So glad to have you here. This is going to be an exciting day. Hey, if you've not been here before, I'm glad you can make it. Always. I'm always excited to do these trainings with the TRC Nation. It's one of the things that really kind of lights me up. I love doing this kind of stuff. So if you have any questions, you can always reach, you know, type in the chat if you have a question. Also, too, if there's anything that pops up you want to talk about later, you can always email me at donald the restaurantcoach.com let's jump into my slide deck. I got some really, really, really exciting things today for you, so I think you're gonna love it. Let's jump into it. Here's a great quote to start off with. It's I, I say a lot, too, is that restaurant success isn't rocket science, it's people science. And if we've never met before, I am Donald Burns. I'm known as the restaurant coach. I am a former restaurant owner, a consultant. I've been an executive chef with Wolfgang Puck. I also have quite a few books out there. My first book, your Restaurant Suck, and my second book, your Restaurant Still Sucks, are both Amazon best sellers. And my third book is coming out this month. It's actually just a few weeks away. And that is your restaurant Culture Sucks. And then I'm done with, I'm done with the Suck series. I'm going to call it a day, and then I'm going to move on to some of our topics when I do some writing. So let's talk about that stuff. All right, here's a great quote for you. The greatest danger for most of us is not that our aim is too high and we miss it, but that it's too low and we reach it. I would say probably the biggest thing holding restaurant owners back and restaurant leaders from getting the restaurant in the life that they truly desire is that their goals are too low. You want to set people big, huge, audacious goals. You want to reach for the stars. If you don't reach for the stars, come on, you know, you gotta really set huge, huge, audacious goals. And you want to be committed and raising your standards to achieving them. Now, I teach quite a few frameworks in my coaching programs, but the one thing all my coaching programs are based on is called the 3P framework. I teach three different there's BAS. Three foundational frameworks. I teach. I teach the restaurant success pyramid. I teach the 3P framework and also teach what's known as the culture wheel. Those are my three foundational frameworks that I teach everything. All my coaching programs are all based on all these. These base, these three basic frameworks. But the one that is probably the most valuable is known as the 3P framework. And if you've never heard about the 3P framework, I'm telling you, it changed my life when I had my first restaurant and I was struggling, and I finally got a business coach, and he was a really successful businessman, and he introduced me to this concept of the 3P framework. And it is a game changer when you understand all the problems in your restaurant, all the problems in your restaurant can be traced back to this 3P framework. So what is this 3P framework? It's pretty straightforward. It's people, product, process, people, product, process. Now, the way I was taught, now again, and this framework has been known for years across all kinds of business, business platforms. The. The one I've heard, the way I was taught it at first was actually, it was people, process, product. But after working, you know, the last 13 years, working with over 20, I think it's now 2400 restaurants, I realized quite a few years ago that I had to have the process map kind of changed a little bit. So we teach it, or I teach it as people, product, process. And the reason being this, people in process are the bookends. When you have the people part and the process part solid, it is a bookend, and it protects the middle, which is your product, which basically you can think of like almost like a force field, and it protects your brand, which is so critical to how we do everything. And I'm telling you now, every problem in your restaurant can be traced back to one of these three pieces, one of the three P's that's happening. And I will also go out on a limb and I'll make a huge, bold statement here. I will go go out to say that 80% of all restaurant problems are in the people part. And I'll even go farther and say that most of the P. The problems in the people part have to go with that mindset part. Everyone thinks that restaurant success is, you know, again, it's rocket science. It's not rocket science. It's people science. And the people science is understanding that 80% of those people problems are your mindset, your psychology, the limiting beliefs you have. Those are the chokeholds on your restaurant and on getting the restaurant and the life that you want. You got to understand that this stuff Is not, I'm not playing around. And that the owner's mindset is everything, everything when it comes to getting the restaurant you want. Now, when we're looking at this people part, okay, there's a couple things that go in there. Probably my biggest thing I focus a lot on with anyone who's in my coaching programs is culture. And that's why my third book, your Restaurant Culture Sucks, is dedicated almost exclusively about culture. Because culture drives the bus. Without the right culture, without a great culture, you will never, ever get to the point where you get the restaurant in life you want to. And I talk about the restaurant success pyramid. There's four basic levels of success at the bottom of this pyramid. Think of the pyramid divided into four equal parts. @ the bottom of the pyramid is what I call the bad restaurants. And the bad restaurants are. They're basically losing money. They might be breaking even, but mostly they're usually losing money. They're really, they're really struggling. Those restaurants. If there's a correlation to culture, those restaurants have what's known as a toxic culture. Now the next level up in our kind of success pyramid is what I call good restaurants. And that's like the average restaurants. And 60% of all restaurants in the United States actually anywhere in the world are what I call average. And they're basically surviving. They're doing, you know, usually they're making 1% to the national average in the United States is 6%. They're good, but they're surviving. You have a great month and it's almost like a roller coaster. You have a great month, oh my God, you're on top of the world. You think it's the most amazing thing. We're going to be great. We're going to. You have dreams and visions of franchising and then you have a really bad month and then you're wondering why you're doing it. All that's good restaurants now, their culture. If I was going to have an equation to culture for them, they have what's known as a training culture. And a training culture basically is where most people train on the front end. What I mean by that is that you hire someone, they get onboarded and you start doing some training. It's usually what I call very triable in the sense that usually a follow up, very kinesthetic, kinesthetic learning. There's four different learning modalities. I teach all my coaching clients. And your coaching program has to involve all four learning modalities. If you want to have a very, very effective training program. One training program or one modality of learning is called kinesthetic. It's usually the follow. Watch me do it, you do it. You watch me do it, you do it. And that's how a lot of people learn. It's very tribal. The problem with training cultures is it's never going to elevate. People just usually do the bare minimum to get by. That's why those restaurants are good. And they never really, you know, ascend the ladder to the next level in the pyramid. The next level in the pyramid is called great restaurants. Great restaurants make up only 15% of any market. They're usually doing 7 to 15% profit. Now you might be thinking, wow, 7 to 15% profit, that would be great from where I am right now. Might be, oh, my God, that would be amazing. I wish I could do a 15% profit. The downside with being at the great level is you get comfortable because you think you made it. And the problem when you get comfortable is you don't implement at the same level when you were really, really hungry. And then you start slacking a little bit, you start cutting back on your standards, you start dialing back, you start taking your foot off the gas. When you do that, almost guarantee your restaurant will drop right down to the, to the good level. And then the restaurants there at that great level, they have a learning culture where they're constantly learning, constantly improving, constantly wanting to be better, constantly wanting to improve. We have this philosophy, all my coaching clients have this philosophy of 1% improvement. Every day we're trying to get 1% better than we were yesterday. That's the goal. You want, you want to try to be always 1% better today than you were yesterday. If you can adopt that philosophy, you are on your way to reaching the top level. And the top level is what I call it, staying restaurants. Outstanding restaurants only occupy 5% of any market. Those are the restaurants that are at the top. They're driving the market. They're usually making 18 or higher in profits. And they really, really have. This is where, if I was going to look at culture, this is where it's more what I call a leadership culture. And a leadership culture is where the team runs the restaurant, but they run the restaurant your way. Now look at that very bottom. If you, if you look at the bottom of our kind of culture, culture pyramid, those bad restaurants that have toxic cultures, the team runs the restaurant, but they run the restaurant their way. You're never going to get the restaurant you want when the team runs the restaurant the way they think it should be run because they all have a really different conception about what the restaurant should be like. And it totally usually dilutes your vision and your brand. So people, product process. Almost every restaurant in the world, they focus on the first thing they know. And they all know products. They all focus on the product part, the product parts, the easy part. And I would actually go out to say that the product part's easy in the sense that everyone knows how to design a menu or create a menu. They just don't know how to make that menu super, super profitable. That's where this 3P framework is so critical. But today, what I want to really focus in on is I want to focus this in on this one part of the people fame kind of frame. And that's going to be what's known as hiring. Okay, we're really focused in on the hiring part. So hashtag, you'll hear me every once in a while say hashtag, WTD. Or sometimes I'll say WTSD. Right, WTSD. Write this shit down. Write this down. 80% of restaurants do not have a hiring plan. And that is the problem. That is the conundrum, that is what's holding people back. You got to have a hiring plan. There's quite a few plans you should have. And I talk about this. I have a program called the accelerator program. We talk about strap maps. Strap maps is our strategic plan, kind of framework that we teach. And you should have a long term plan, you should have a five year plan, you should have a three year plan, you should have a one year plan, you should have a quarterly plan, you should have a monthly plan. And inside that monthly plan, you should have a marketing plan. You should have, inside that monthly plan, you should have a training plan, what your training platform is. And you should also have what we know as a recruiting hiring plan or a bench plan. A lot of people call it a bench plan. My bench plan is I look at my bench just like if it was a sports team. I look at the depth of my bench and realize what do I need to replace? Who do I need to promote? Okay, it's usually just two things. I'm either promoting them, I'm developing them. So I'm developing and promoting people or giving them more opportunities or giving them more opportunity to grow and learn. Develop, or I'm just replacing them. It's not really much in between. Hashtag, write this one down too. This is a good one. All people are not created equal. I know you think they are. Well, actually all people are Created equal. But not all people are a good fit for your restaurant. That's what I really want you to know. All people are, on the surface, created equal. We all breathe air, our hearts all pump the same. We all eat food, we all have to sleep. All people are created equal on the surface. But not all are a good fit for your restaurant. So what makes a really good hiring plan? There's a quite a few things that make a really good hiring plan. Number one, you should have some kind of recruiting plan. Like, what is my plan to actively recruit? Actively get people into my restaurant that want to work with me. What is your recruiting plan? Most people think that putting up job ads is a recruiting plan. That is the worst recruiting plan in the world. Job ads are very passive. There's a workshop I teach, a couple different ones I teach. I have one called the Higher Attitude. And I also have one that's a more deeper dive. It's called the Talent attraction method. Those workshops, I really take it down the rabbit hole and talked a little bit more. And job ads are the worst thing you can do. And I hate to say that probably 95% of restaurants place job abs, job ads out there hoping that they get a really good person. Hope it's not a strategy. You gotta actively recruit. And there's a couple different ways to recruit. Some recruiting is I'm actively recruiting. Where I'm actually going on. Indeed, going on LinkedIn. I'm looking for candidates and looking for potentials and I'm sending out cold emails. Hey, I saw your resume. Hey, I saw your profile here on LinkedIn. I'm really getting ready to expand my team and I'm getting ready to grow and open up a couple new restaurants. I'm not sure if you're looking for an opportunity, but I'd love to talk to you. That's actively, actively recruiting. How else do you recruit? By marketing your culture. Restaurants have a horrible, horrible reputation. We treat people like we pay dirt. You're never going to see your family. I'm gonna work you to death. You don't get any breaks. You probably don't get to eat too much if you eat at all. You know, don't even think about getting a dog because you'll never be home to have a dog. I'm gonna work you to death. We got to do a lot better. And how do we do that is we need to market not just our food and our drink, but we need to market our culture and market the energy and the excitement in that. People like working with us. That's a recruiting plan. Updated job descriptions is another huge thing you need to do. Most job descriptions are very, very generic and boring. You want to take your boring job description and trust me, you can go to restaurant owner.com and download a crapload of them. And but, and then if you just turn it around and just put your logo on there and use as a job description, you're missing the boat. Job descriptions have to be updated, they have to be modified and the best thing you can do is change them. The verbiage from third person to first person. So most job descriptions say something like, you know, must be able to work nights and weekends, must be able to lift 50 pound bag. No, you want to change it to I must be, you know, I will be available to work. You know, I can lift. You want to change it from third person. First person interview guides are another great thing. You got to have some great interview question standards and not ask the boring, boring interview questions everybody asks all the time. What do I mean by a boring interview question? Tell me about your last job. What would your manager say about you? Everyone knows the answer to those questions. They prep them. That's why so many people get really, really discouraged about interviewing. Because they interview someone, they have a great interview, they hire the person and then a week later the person they hired is a different person. Well, it's because people know how to interview, right? People know what to say. You want to get past the standard boring interview questions and dig down into behavior. And we're going to talk a lot today about behavioral questions because I'm going to share some insights into some new behavioral ele that make a great team Onboarding checklist. You got to have a checklist. Make sure you have a solid checklist that you are following to onboard people the right way. And then also having a solid training program. My, my pro. All my, in all my coaching programs we follow a methodology. It's called the 70, 2010 training protocol. 702-010 training protocol. And what does that mean? 70% of our training is still the traditional kind of way. Very tribal, very kinesthetic, very hands on. 20% is immediate feedback. Like right after the shift where they have a training shift, we sit down, we talk about what went right, what went wrong. I give them some tools, we go over tools, we review, I ask questions, they ask questions and we have this really kind of interactive training session. Like almost like a, like a post, a post shift. And then 10% of your training program should be online reinforcement. You should have some kind of Online training portal where people can go in and learn and relearn. I mean, there's people on your team that know every lyric to every Shakira song in the world. And they didn't do it just from listening to a song one time. They learned those lyrics from listening to the songs over and over and over and over again until they understood the lyrics and know the lyrics by heart. Same thing with our training. Repetition is the mother of learning. Hashtag, write that down. Repetition is the mother of learning. You got to have some kind of format that they can go and watch a video, some kind of training video of the process over and over and over and over again until they get it down. I have a great saying. I tell all my clients, we never train them until they get it right. We train people till they can't get it wrong. Train people till they can't get it wrong. Train the bad habits out of them. That's what you got to do. So interviewing, Interviewing is basically getting the right people. Getting the right people is critical. So let's jump into today. I want to talk about the three traits of team players. The common mythology or mistake most restaurants make is we put people together. And I would ask you right now and just go ahead and type in the chat, if you can, what do you call the people that work with you? Do you call them the staff? Do you call them the employees? Do you call them the idiots? Do you call them the team? What do you call the people that work with you? Go ahead, go ahead, type in the chat. What do you call the people that work with you? I'm always shocked when people say this. I actually know some people that call them the idiots. You know, I had one custom, one client, he didn't do it very long, but he used to call his, his team. He used to call his team the children. And I said, do you understand that words are very powerful and the words that you use tend to kind of dictate how you treat them? So a lot of times I'll go to restaurants and work with, with, with my clients, especially my accelerator program or my higher end coaching programs. I'll go to their restaurants and I work one on one with their team. Okay? A lot of times I listen to the words that your team says and I'm listening to the words that you say. One of my kind of red flags is when I hear team members calling the owner, boss. Hey, boss. All right, that's a red flag when I hear the team saying, well, you know, the front of the house, like the kitchen team might be saying, ah, you know those, Those. Those servers, Red flag. I know well the front of the house, Red flag. Or if I hear the service team saying, ah, you know those kitchen guys, Red flag. Oh, you know that back of the house, they just think they're so special. Red flag. The words you say, the words you use are an indication of your culture. Hashtag, write that down. The words you use on a continual basis are a reflection of your culture. Words have power. One of the biggest things we could do right away to break down this division of teams is stop using words that divide the team. How many people use the word front of house? Back of the house? In almost every restaurant in the world, there's a. There's a constant fight. Call it good versus evil. Front of house versus back of the house, day staff versus the night staff. This location versus that location. Everyone thinks that the other people have it better. We got to break down these walls if we want to start developing our brands and developing our culture to the level where we can get that leadership level where we can have the team run the restaurant, but they run the restaurant my way. And one of the best things to do is watch the words you use. Okay, Stephanie says she uses the word team. This week, I challenge everyone here. Listen to the words you say when you're talking to your team. But the best one would be listen to the words your teams use, the team members use when they talk to each other. Listen to the words your team uses when they talk to each other, because how they talk to each other eventually is how they're going to talk to guests. So be very, very careful. Be mindful of the words that you use. Be mindful of the words that your team uses. They do represent your culture, whether you believe it or not. Now, this whole workshop today is based on a book that was recommended to me by a very good friend. And the book is. It's Patrick Laconi. And the book is called the Ideal Team Player. And the principles I'm going to talk about today originate from this. There are three, I would say free, three characteristic traits that almost everyone on your team at this point has. And when they have a blending of all three, they become the ideal team player. What do I mean by a team player? Team player is someone who basically does what they need to do to get the team to move in the right direction, to move the brand in the right direction. That's a team player. I'm not talking about someone who steps up now and then. That's not a team Player. I'm talking about ideal team player. What do you think? Just write in the definitions real quick right in the comment if you could. What is your definition of an ideal team player? What is your definition of an ideal team player? When I ask restaurant owners this, common things I get is, you know, someone who steps up when I need them to, someone who covers someone else's shift. Okay, what is your definition of an ideal team player? Let's talk about this real quick. What is your definition of an ideal player? Ideal team player, because I'm telling you right now, if you can't define it, you can't improve it. If you can't define what is an ideal team member, you can't improve the metrics that create, eventually create an ideal team member. So what is an ideal team player? Ideal team member to you? What is an ideal team member? That's probably the first thing you have to do is look at. Someone's mentioned someone in the chat said someone who works together for the common goal. That's a great definition of an ideal team player. Someone who suspends their personal agenda for the common goal, for the perpetuation and growth and protection of the brand. That is an ideal team player. So what makes an ideal 2 employer? There's three basic things that make the ideal team player and there are three different traits. There's, there's humble, there's hungry, and they're smart. So let's break down each one. Humble humility in a team member shows up as a lack of excessive ego and concerns about status. They are quick to share credit, they praise others freely and sometimes even kind of forget to give credit to themselves in the interest of celebrating the team's collective win. They demonstrate strong alignment towards the team's goals and prioritize collective wins over individual ones. Humble team players are self confident, but they're not arrogant. I mentioned a lot in my first book, or actually it's in my second book, I talk about difference between cocky confidence and cockiness. I think I might mention my first book too. You know, someone who's confident is they know that they can do the job and it shows up because they're very, very confident that they can do the job. Cockiness is someone who wants to go out and tell you how good they are. And I will tell you from 42 years of experience in the restaurant business, the ones that are cocky really usually can't back it up. They talk a good game, but when the hits the fan, they usually are the first ones to run. A memorable quote that summarizes this indispensable attribute is humility. Isn't thinking less of yourself, but thinking of yourself less. That was a huge, huge thing. Humble, right? Now, as I go through these three different traits, you're going to start having people pop up in your head on your team. I want you to make notes of who pops up in your head. Who is humble, who's not humble, okay? This is a huge, huge thing. So as I'm talking about this stuff today, I want you to think about the people on your team and let's, you know, talk about practical application. Think about the people on your team and who's humble, who's not humble. That's trait number one. Number two is hungry. Hungry people are always looking for more. They are intrinsically motivated. Okay? So when we talk about motivation, there's interest, intrinsic and extra, and just basically internal external motivation. All right? Some people are internally motivated, Some people are externally motivated. Internal motivation is self driven. External motivation is, you promised me this and it's like the carrot and stick you. Oh, wow, I get that. That's external motivation. All right? People that are really, really hungry, they are internally driven. They're very diligent. They have a strong desire to do more by going above and beyond. Hungry people do not have to be pushed by the manager to perform. They constantly look and ask for more responsibility. They're always thinking about the next step and the next opportunity. Right? Start thinking about people on your team that you have that are hungry. Now, a lot of times I really go into behavioral traits a lot. Behavioral dynamics. And in my new book, coming out, your restaurant culture sucks, I have a huge chapter just on behavioral assessments and behavioral dynamics. And one of the things I talk about a lot is I talk about in there. I talk about, there's dominance, extroversion, pace and conformity. That's the four cornerstone behavioral traits. When I think of people that are humble, they usually don't have. They're usually low extroversion. When I think about people that are hungry, the trait I think of is usually high dominance. Okay? People that are high dominance are usually hungry. And this third trait is smart. Now, smart's not smart like you think they are. Like, wow, that guy's wicked smart. Yeah, I lived in Boston for five years. Not smart by the things of like being, you know, smart smart, but we're talking about smart is that they. This refers to emotional intelligence and interpersonal awareness. The capability to conduct oneself in a group situation and deal with others in the most effective way. Emotionally intelligent people ask good questions they listen, I mean they really listen to what others are saying and they engage in conversations intensely. Smart people exercise great judgment and intuition around the subtle kind of dynamics of the group and they're fully aware of the effect of their words will have on the team. When I think of people that are usually super emotionally intelligent, the traits I think of as far as behavioral traits tends to be high pace, high paced. People tend to sometimes have a little bit more emotional intelligence because they're kind of tuned into the emotions of others. They're kind of more into, they kind of have this sense of they know when things are going wrong. They're kind of like the protector of the team. Now just because they have one trait doesn't mean they're super emotional intelligent. So let's talk real quick about what emotional intelligence has. There's basically five different traits that regulate emotional intelligence and there's amazing books out there. I have a whole program, it's called the Leadership Blueprint where I take people through a 16 week leadership course. One of the modules we talk about is emotional intelligence and it's not anywhere. It's nowhere near the depth of training that we it needs for it. I probably need to do a whole separate training just on emotional intelligence. It is that important. If you had to google anything and if someone said what is one thing I could work on this week, coach to improve my leadership skills, I would say work on emotional intelligence. Emotional intelligence compared is comprised of self awareness, self regulation, which is usually the biggest thing. We all have problems with motivation, empathy and social skills. Just google up emotional. Some great books out there. Daniel Goldman has some great books if you don't like to read. There are also tons of stuff available on audiobooks available too. You can go to LinkedIn Learning if you're looking for some free resources. LinkedIn has a learning center. If you did not know that if you have a LinkedIn profile you can go to LinkedIn learning and just google emotional intelligence. You will find all kinds of great classes that you could take. And if you're really a great leader, you could actually, actually watch them with your team, especially your leadership team. No reasons why you can't learn more and become more. Remember our goal is always to be 1% better than we were yesterday. So a real team player. Let's talk about a real team player then. So a real team player must embody all three qualities. Hashtag. That's a really important thing to remember. They have to embody all three qualities. Not one, not two, all three being deficient in any One of those usually leads to undesirable effects on the cohesiveness. That's the stickiness or the teamwork of the team. And we're talking member, we're talking here about an ideal team player. Here's the problem. Lack of one or more of these virtues leads to some very interesting Personas. So here's what I want you to do. I'm going to go through a few different types. I'm going to call them archetypes. I'm going to go through a few different types of archetypes and define what are the traits these people have. And then I want you to kind of see who on your team kind of fits this kind of archetype. The first archetype is called the accidental messmaker. You know, that team member who's really, really wicked smart, motivated, always bubbling with great ideas, and very, very often and very likely inadvertently ends up rubbing other team members the wrong way. We all. I can think of people in my past. I could probably think of a dozen people off the top of my head right away. Super smart, super motivated, always. Oh, man. Always have great ideas. But very often, and a lot of times they don't. Again, inadvertently, they don't mean to. They just sometimes end up rubbing other people on the team the wrong way. This person is humble and hungry, but they don't have emotional intelligence. They're not smart in that sense. So when I said this person's wicked smart, I'm talking about book smart. This is the person who can quote off stuff and tell you about this and that. That's something I call wicked smart. I'm not talking about smart. As far as our behavioral traits, as far as emotional intelligence. So the accidental messmaker. Can you think of anybody on your team just. If you can, just in the chat, you don't name their name, but you just say. Just type in the chat real quick. Yes or no. Can you think of someone on your team who's an accidental messmaker? Yes or no? Someone's super, super bubbly. I mean, they're super smart, motivated, always got great ideas. But it seems like some people love them, some people hate them. This person is humble and hungry, but not smart. Almost everybody's saying on the chat, yes, yes, yes, yes, yes. The next person. You've seen this person all the time, too. The next archetype is the politician. That person who is everyone's friend and confident and knows the perfect thing to say every time. They're motivated, they're eager, they're ambitious, but only underline the Word only, but only when there's an element of personal benefit. They're not really thinking about the team, but they're only thinking about themselves. That is the politician. Meet the skilled politician is they're hungry and smart, but they're not humble. They think about themselves. Remember, humble people put the team before themselves. The politician. Super charismatic, usually super friendly. Usually I, I like to say in the, in the, in the behavioral trait world, they tend to be high extrovert. They know the perfect thing to say. They're everyone's friend. They're probably usually high extrovert, high pace, high extroversion, high pace tends to be politicians. They're very confident, but the problem is you got to watch out because a lot of times they're very motivated, they're very eager, very ambitious. But they have what's called a hidden agenda. They're all about like, they're in. They're tuned in a radio station. Wiifm. What's in it for me? That is the politician. Think of any politicians on your team, if you're, if you're honest, you probably say, yeah, I might have one right now. And usually you don't have a lot of politicians. Usually only a couple of them. Meet the likable slacker. They, they really care about their colleagues, the team members. They're very charming. There's. They're always positive. They're very technically capable. They're very dependable. They're a solid team member. They show up to work on time. They do their things, they keep their head down. They don't cause waves. Very positive. You know, they like everybody, but they only do as much as is asked to do. And they rarely proactive in seeking new areas of work. Say hello to the likable slacker. This is someone who's humble and smart, but not hungry. And I was looking at behavioral dynamics for those people that are on the call that are in my coaching programs, this would be someone who's super high pace, super high pace people. Tends to be, and I always say tends to be. It's not written in stone. Behavioral traits are never written in stone. They're a good guideline. Behavior predicts performance, but doesn't. Is not 100% accurate. 96% accurate. Not 100%. Meet the likable slacker. Can you think of anybody on your team who is the likable slacker? Everyone love. They're great. People love them. Very charming, very positive. You know, they do their job great, solid team member. But they only do what's required. They don't really do anything above and beyond. They never really ask for more. They don't want to learn more. They're just kind of really happy and content with the status quo. I'm going to tell you right now, you probably have a lot of slackers on your team. You probably have a lot of likable slackers on your team. Very humble, very smart, and smart as far as emotional intelligence. They're kind of tuned in other people, but they're not hungry. They're just really content. And the last one, you've probably seen, this one. This might be you, too. Okay? I've always warned owners, this might be you. The pit bull, a powerhouse of execution. They're determined to get stuff done, you know, but they also have a really, really. They really have a big focus on their own personal achievements with little concern for the team. They neither know nor care how their words impact people around them. A bulldozer is someone who's just. I mean, they're all hungry. They're not humble nor smart. They have no emotional intelligence. They don't care. So in behavioral dynamics, this is the person who's like, super, super, super high dominance, super high dominance. People tend to be like this, all aggression, all about results, focused on personal achievements, focused on me getting stuff done. They would basically just bulldoze people to get out of the way. That's the pit bull. Can you think of anyone on your team who's a pit bull or anyone you've worked with in your past that's a pit bull? Super, super, super aggressive. They're not humble, don't care. What if their words hurt people's feelings? So how do you use these. These. Basically these archetypes. So how are we going to use these archetypes? Two ways we're going to use these archetypes in hiring the right people, because then I know you're going to say, well, what do I do, coach? I already got people on my team that are already like this already. Well, here's the beautiful thing. We can actually use this to help us develop our team, okay? One of the things I want you to understand is your restaurant, your culture is a reflection of your habits. Habits. And I can easily rep. I can easily replace the word habits with behavior, okay? Your restaurant is a reflection of your behavior. The beautiful thing about habits and behavior is that they're learned. They're learned things. You learn them, and you've learned these habits. Sometimes you have bad habits. And I usually tell people, when I do, like, one on one strategy calls, I say, if your Restaurant's running really smooth. You probably have more good habits than bad habits. And if restaurants running a little rough, you probably got a few bad habits you got to replace. Beautiful thing about habits and behavior is that behavior and habits are learned. So if you can learn it, you can unlearn it and then learn a new habit. That's a great thing about habits. So how are we going to use this? We're going to use this as basically to understand that when we use these terms of humble, hungry, and smart, they're not innate. That means they're not stagnant. They don't just like, oh, that person's just hungry. Nothing I can do about it. No. They can learn that goes to emotional intelligence. They can learn to dial it down. They can learn to keep this kind of monster, this pit bull. You can learn to keep it on a leash and then take them off the leash sometimes when you need to, and then put them back on the leash. The thing is, a lot of restaurant owners, they have a pit bull that they take off the leash when they need someone to go, like, kick some butt and get done. It's better if the pit bull learns how to be able to take himself off the leash and put himself back on the leash when he needs to. That's emotional intelligence. So the biggest thing we can do is developing. And I'm gonna. I'm gonna talk about. And when we talk about developing people, remember these attributes are consciously developed and improved with practice. How many times do you think it takes. How many days do you think it takes to learn a new habit? How many days do you think it takes to learn a new habit? How many days? The standard answer most people say is 21. It actually takes 66 days to learn a new habit and up to sometimes up to 260 days. You got to understand, habits are not. And changing behavior is not an overnight easy thing to do. It takes, on the average, 66 days to change a habit. That's where most of us give up, is that we give the 21 days or 30 days, and we don't see the results we want, and then we stop. We stop short of the goal. If you're a leader, you should frequently evaluate your current team members against these three virtues. Humble, hungry, and smart, and identify areas where each person could improve. A beautiful, easy thing to do is like, this is an easy one to do. Get a piece of paper and write and just basically draw three lines so you have four columns. This is an easy one to do. And if you're a member of my coaching program. Consider this your homework. You're going to get a piece of paper, draw three lines so you have four columns. In column one, you're going to write the team members name. At the top of the next three columns you're going to write humble, hungry, smart. And then you're going to give me a percent of how much they are of each. How much percent humble are they, how much percent hungry are they, how much percent smart are they? A good ideal team member is balanced. Okay? And then once you kind of understand where everyone's at, remember the biggest thing about coaching is this. I understand where you are now, where do you want to be? And then we just make a plan to get there. So after you kind of understand where each person could improve, create an individual development plan. Okay. I call them personal development plans. For each member on the team who needs improvement in their areas. You want to notice serious deficiencies and then if you have a really serious deficiency, you want to flag it for what's called a pip. A a personal improvement plan or a performance improvement plan. You can Google pip, personal improvement plan or performance improvement plan. So if people are on good, working good, you work on a personal development plan to move them forward. If they have a red flag, I give them a pip. So I kind of escalate the kind of changes they need to make faster. So we can use these traits for developing our team. That's what we have currently. And then we can also use them for hiring. We want to change the way we hire that traditional kind of one dimensional approach, you know, of hiring for technical skills. It's not going to give you a really great insight if they're a good potential, good team player. So what I'm going to show you today is I'm going to show you some behavioral based questions to determine if someone's humble, hungry and smart. I'm going to tell you the question you should ask and I'm going to tell you what you should look for if you're taking screenshots. These next slides coming up are the screenshots you want to take if you're a member of my coaching programs. We'll probably go over this again, so don't worry about it. But this is really, really good stuff. You want to change the biggest mistake most people make and I've done it too. Please do not think I am without fault. I have done this so many times. I have made so many bad hires in my career. It's pathetic. And it h most of it happened when I had my first restaurant, I need a line cook. Go through the applications. Oh, line cook. Four years experience. Perfect. No, I was a train wreck in the kitchen. Just sloppy, bad attitude, condescending. Oh, my God. I, I could see a potential sexual harassment suit from the way he talked to the service team. I was like, oh, my God, no, I don't need this. All right? Do not hire for skill. Hire for personality and train the skill. Everyone who ever learned how to be really, really good at something, all it is is repetition. No one was just born, I'm telling you right now. And if you're a prodigy and somebody who's like, different than that, then that's amazing. But I've never seen, and I said like 42 years I've been in the industry. I don't know anybody who, like, could just barely walk and was a badass saute chef. That takes practice. Years and years of practice. You know, people become better by practice. That's the big thing I want you to understand. So let's talk about hiring today. Boom, boom, boom. We're going to tell this, we're going to call this your toolkit. Here are some humble, hungry, smart, interview based questions. I'm going to break them down into different categories. We're going to start with the humble and then we're going to move to the other ones. Okay, so humble, here's some good interview questions for humble. All right. Humble team members are quick to point out the contributions of others and they're slow to seek attention of their own. So when I'm listening to people talk to an interview and who should be listen, who should be talking mostly in the interview? What's the standard ratio? What's the standard ratio of you talking versus them talking? What percent out of 100, what percent should you be talking? Is it 50? 50? Should you be talking 60? 40? Should you be talking 80? 20? The biggest problem I find with most restaurant owners is that they talk too much. They're trying to sell themselves and sell the restaurant. You want to do it where you should be doing 20%, talking and listening. Okay, let them talk. 80%, you should talk, only talk 20%. You're asking questions and you're getting insight and getting feedback. And you should have a piece of paper not writing on an application. You should have a blank piece of paper and you should be writing. Now when I'm doing interviews, people who sit next to me, a lot of times I'll do this with my, like, people on my membership program, if I go to their restaurant and I'll do An interview with them, and I'll have them say, sit right next to me. And I'll have my notepad and I'll say, watch the. All I want you to do is really just watch the notes I take, okay? Because the notes I take a lot of times aren't what they say, it's what they don't say that's the key. So humble people, they share credit, that they share credit. They emphasize team over self and they define success kind of collectively. Like, oh, yeah, I worked with this place. We want to, we win this award. You know, it's not like, wow, you know, I worked this place, I won this award because of me. That's individual. Okay, so here's a good question. Describe your current team. What do you like and dislike? By asking a team related question, it may be apparent if he or she values a team effort, is willing to do what is necessary for the good of the team. Encourage the candidate to describe specific interaction with colleagues and experiences working on the team, and use those words. Describe your current team. I know a lot of people like to change the questions around when I give them to them, but the behavioral questions are designed to be behavioral questions because a psychologist designed them. Because this is what will happen. I'll say, here's the question I want you to tell your. Ask somebody, describe your current team. What do you like and dislike? And then I'll get an owner who want to kind of, you know, just kind of make it up and go, hey, tell me about the people you work with. You know, are they cool? Do you like them? Do you not like them? Are they assholes? No, don't, don't go off script. Stay on script with these questions. They're. They're designed for a reason. All right? And then here's another good question. What are the most important accomplishments of your career? So I'm asking them for accomplishments of their career. Again, I'm looking for more mentions of we than me or I. Of course, it isn't about being so simplistic as to, you know, it's just to count the responses. I'm not looking for accomplishments. I'm looking, wow, that guy had 12 accomplishments and the guy after him only had three accomplishments. I don't care how many accomplishments. I want to understand the scope of them in related to were they the kind of person that was more focused on the team and the growth and the brand than themselves? Okay. In the event that someone refers to him or herself individually more as a member of a team, probe whether or not they were Working alone or with others. Some people just work on small teams. Okay, more humble questions. Here's another one. What's the most embarrassing moment in your career or your biggest failure? Now look for whether the candidate celebrates that embarrassment or is mortified by it. Humble people generally aren't afraid to tell you their unflattering stories because they're comfortable with being imperfect. Remember that humble people aren't afraid to tell you their unflattering stories because they're comfortable with being imperfect. People that are super high extrovert people who are not humble hide their deficiencies. Also look for specifics and real references to a candidate's own capability, culpability. Okay, look for specific, real references, Another question, and then it's basically a follow up question, you know, how did you handle that? Embarrassment or failure? Look for specifics on how the candidate accepted responsibility, how they learned from it, and how they actually acted on what they learned. That's like the biggest things right there. Somebody who's humble knows they make mistakes, they take responsibility for it, what they learned from it, and then they learned what to do so it doesn't happen again. Now here's a question and a lot of people say to stay away from this question. This is a good question as far as humble and say, what is your greatest weakness? Yes. And I know this seems like a tired question, but it's still a very useful one. The key hashtag. Here's the key. The key is to look for answers that are real and a little painful. Canons who present their weaknesses as strength is, you know, I take on too much or I have a hard time saying no are often afraid to acknowledge real shortcomings. So, and that's usually one I, I'll get this a lot. And I've asked this question, hey, what's your greatest weakness? Oh, I take on too much. I have a hard time saying no. All right, that's shallow. That's like surface stuff. You're trying to, you're trying to deflect the real question. That's the thing you got to really understand. To avoid this, it's a good idea to coach candidates with prompts like I really want to know what you'd like to change about yourself. Or better yet, what your friends would say you need to work on. So if they give you a surface answer, just dive a little deeper. Okay. The key to answer is not what their weaknesses are, unless of course the person's an ax murderer, but what they're. What they're comfortable acknowledging. Okay. What they're. They're comfortable acknowledging, especially acknowledging something real, something about themselves that they just want to basically say, you know what, I really need to work on this. Okay, dig deeper and you'll get better. A few more humble, Good humble questions I like to ask. All right, how do you handle apologies, either giving, either giving or accepting them. How do you handle apologies, either giving or accepting them? Someone said in the Facebook quotes or in on the chat says people are trying to put their best foot forward. Yes, they are trying to put their best foot forward, but that means they're interviewing you for. They're, they're putting up a mask or a front. You're not going to get the real person. That's why interview questions have to be deeper and you gotta dig down. You gotta force them to go to some uncomfortable places on the interview parts. Yeah, everyone in interviews is trying to get the job. They're going to tell you what you want to hear. You got to dig a little deeper. And these questions here are really good ones, especially if you push them a little bit farther when they give you a surface. A surface answer. And you know, it's kind of like a standard surface answer. Like, what's your weaknesses? Oh, I'm just really not good at saying no. Okay, That's a surface bullshit. One that you've prepped. Really. What do you really need to work on? What is something. If I had, if I asked your best friend what was something you need to work on, what would they tell me? All right, dig a little deeper. How do you handle apologies, either giving them or accepting. How do you handle apology? You know, how do you handle apologies? Look and ask for specific. Humble people are not afraid to say they're sorry. And they accept other people's genuine apologies with grace. And then usually people who do this usually have a story. Yeah, you know, I remember this time when. And they'll tell you a story. Remember, 80% of the time they should be talking. You're just asking some questions and you're just. And if you're getting a surface answer, you're just digging a little deeper. You're pulling back the layers of the onion. That's what you're doing here in an interview question. Can you tell me about someone who is better than you in any area that really matters to you? Can you tell me about someone who's better than you in any area that really matters to you? Look for candidates who demonstrate a genuine appreciation for others who have more skill and talent. Humble people are comfortable with this. Ego driven people are often not. I talk about my friend who is a consultant and a coach. His name's Beau Bryant. His nick, his tag nine is the restaurant giant, Bo. I go out of my way saying bo is brilliant. Bo is really, really great at a lot of things I'm not good at. I'm comfortable with that. I know a lot of people that are really, really great at stuff. I mentioned on a call the other day about my real estate. Like, people ask me questions about real estate. I'm not a real estate expert. I don't pretend to be a real estate expert, especially for restaurants. My friend Mark Chase, he's the real estate restaurant expert. That's. I just go to Mark, man. He knows so much more than I do about this. He's so much better than this. He's the person that you need help, you need help with. Okay, all right. Those are humble questions. Let's get into some hungry questions. Hungry team members are self motivated. Remember, they're self driven. They're self motivated. They're very diligent. They are constantly thinking about the next step, the next opportunity, which sometimes you need those people. Sometimes those people got to be put on a leash. Here's a good question. What's the hardest you've ever worked for someone in your life? Look for specific examples of real but joyful sacrifice. In other words, the candidate isn't complaining, but he's grateful for the experience. I will tell you now. I look at this when I think of this question. What's the hardest you ever worked for something in your life? My time when I was a chef with Wolfgang Puck. The hardest, Even harder than I. Owning my own restaurants. I worked harder than I ever did, but it was the most. I was the most amazing experience in my life. I learned so much about myself. I learned so much about my shortcomings. I learned so much about my deficiencies. And it made me a better, better chef and also made me a better leader, made me a better person. It was the most amazing, hardworking thing when we did the, you know, you always see the Oscars every year, and Wolf always does. We always cater the Oscars. He's been doing it since, I think, I mean, 80s, late 80s. He's been catering to Oscars, and the Oscars are a huge event. To get selected to be on the team is really a huge event or a really huge accomplishment. To be selected to be a leader of a certain part of the Oscars, that's a huge thing. But you will work. I mean, non stop. So the Oscars are. We do it at the Hollywood Highlands facilities. We have a catering kitchen there on the top floor. And it's a really great kitchen by the way. It's amazing kitchen. Huge, huge walk ins that have doors on both ends of the walk ins and you just rolling, you know, speed racks and speed racks of food that's been prepped for these events. And the Oscars is not just like one event. You gotta understand that Wolfgang Puck Catering does the Oscars, but we also do all the parties that are going around LA in support of the Oscars. So there's tons of other events. And then you got people doing private events at their homes. So on any given day, I remember looking at the, the BEO board, banquet event order board. On a normal Oscar, like before the Oscars, there's anywhere from like 60 to 70 events going on simultaneously all day. And we have a huge team of people and we basically divide and conquer. When the Oscars are going, you basically that word sleep, you forget about sleep. You're basically working. You come in the rest, you come in the kitchen at 6am and you work usually to around midnight, 1 2am Wolf gets a, they get a hotel right next to the H H facilities, they get a couple hotel rooms. And basically what you're doing is you're rotating time with your team is you're going and taking little naps and you're getting maybe a two hour break. So you get about two hours of sleep, maybe three if you're lucky. You get time to maybe jump in the shower, shower up real quick, throwing, you know, clean chef coat, and then you're back in the kitchen and you're working. And usually do that for like a week straight. It's amazing. Hardest work I've ever done in my life. Most rewarding, gratifying thing I can ever tell you. Okay, here's another great question. What do you like to do when you're not working? This is a great question. What do you like to do when you're not working? Look out for too many time consuming hobbies that suggest the candidate sees the job as a means to do other things. That's not to say that there's one specific kind of activity activity or that's an indicator of not being hungry. And it's certainly not to say that you're looking for someone who has no interest in life outside of work. I definitely don't want someone who just like all I do is work, work, work. But you know, a list of hobbies like extreme skiing, you know, sledding, storm chasing, shark hunting might be a Red flag that they're an adrenaline junkie, right? And then that's someone who's going to put the needs they're, they're not going to put the needs of the team ahead of their personal pursuit. More hungry questions. What was your work ethic like as a teenager? I love this one. Look for specifics, usually relating to school, work, sports and jobs. When it comes to sports, it's not just about participation, having fun. Look for examples of difficulty, sacrifice, hardship. Ask the candidate how hard they worked in school, how hard they worked in high school. Did they really strive to do well, did they have a job, did they train extraordinary hard in sports? You're not looking for one particular answer, but rather for something real that indicates a person has work ethic. And here's the thing you have to understand. Work ethic usually, not always, but usually is established early in life. This was. I love this question. This should be one you should all add to your repertoire for sure. In fact, you should all these questions to your repertoire of interview questions. But I love this one. What was your work ethic like as a teenager? The next question, what kind of hours do you generally work? Again, hard working people usually don't want to work 9 to 5 unless their unique life situations demand of it. And, and if they do, they usually are getting additional work done at home. That's not to say that some people are stuck in dead end 9 to 5 jobs and are itching to get out and do something challenging. But if a candidate is satisfied with a predictable schedule and talks too much about balance, you've all heard the word balance. Then a chance he or she is not terribly hungry. Now again, this goes on the position I'm looking for. If I'm looking for a prep cook, I don't want somebody who's really hungry. I want someone who's high pace and not that hungry. I want someone who can be a good team leader. I want them to have a little hunger, want them to learn to be better. But I don't want somebody who's just going to be just like, you know, just be very happy with the status quo. But again, it goes on position too. Okay, but watch that word. Especially when someone talks about being a manager or moving into leadership and then they start throwing out the words about balance. We all know leader, leading a team, running a restaurant. It's sometimes not a balancing act. In fact, I hate the word life, work, balance. I think it's the worst thing in the world that we got hooked on this idea of life, work, balance. There's no such thing as life, work, balance. There's just life. Some days my personal life takes precedent. Some days my business life takes precedent. Okay? I always say, you want to seek life, work, integration, where the two become kind of seamless and they also become both very rewarding. I love what I do. I truly, truly love what I do. I love getting on coaching calls. A lot of people say, wow, I don't see how you can sit on coaching calls from 9am to 8pm on a Monday and be on coaching calls every hour on the hour from 9am to 8pm I love what I do. I don't think of it as work. I really don't. Again, when they talk about balance, it's not a litmus test, but it's kind of a red flag. Now, none of this is to advocate and please write this down. None of this advocate. People should not prioritize their work over their families. I'm not saying that at all. It just went when the candidate focused a lot of hours that they're expected to work. They may not be the kind of hungry team player need. Okay, fair enough. And here's a few questions for smart. Got a few more slides and we'll wrap this thing up. Smart team members are interpersonally appropriate and aware. Remember, they have emotional intelligence. They have good judgment and intuition about this. Kind of the subtle subtleties of the group dynamics. Basically, they have kind of a good intuition and good sense of how the team's doing, how people are feeling. They're kind of in tune to the vibrations of the team and they also understand how the impact of words and actions impact other people. So here's some good smart questions. Have you ever worked with a difficult colleague or boss? And how did you handle a situation? Now, this is a standard one, but by asking this question about a difficult working relationship, you're going to learn if he or she can read a situation and handle them skillfully or do they just. They just kind of go off and vent. Hey, ever worked with a difficult colleague or difficult. Oh, yeah, man, I was a total. What a jerk, man. He's just like, you know, he just come in, he just bark air orders and stuff like that. Man, I hated working there. It was horrible. Yeah, well, I only worked there for like through two weeks and I got a different job. All right. He didn't handle the situation. He avoided the situation. Another good question. How would you describe your personality? I love this one. This is a really good one. How would you describe your personality? Look for how accurately the person describes what you're observing and how introspective this. Smart people generally know themselves. People with good high emotional intelligence generally know themselves and they find it interesting to talk about their behavioral strengths and weaknesses. People who seem stumped or surprised by this question may not be terribly smart when it comes to people. And what I mean by smart is don't have emotional intelligence. When I use the word smart, I'm talking about more of emotional intelligence. A couple more questions. What do you do that others in your personal life might find annoying? This is a great question. I love this one too. Everyone annoys someone sometimes. I annoy my girlfriend a lot. Okay, Smart people are not immune to this, but they're also not in the dark about it. They also tend to moderate those behaviors at work or at home. You know, there's some things you do that annoy the out of people. If you have emotional intelligence, you just don't do those things around the people that you annoy. You know, you still have it. You don't not stop it, you know, unless it's like a horrible, horrible habit, like, I don't know, like picking your nose in front of people. I don't know, it might be a bad habit. I don't know if it's. It's all subjective, I guess. So again, everyone annoys someone sometimes. Hashtag, write that shit down. Here's another great question. What kind of people annoy you the most and how do you deal with them? I love this question. What kind of people annoy you the most and how do you deal with them? What you're looking for here is the candidate self awareness and self control. Again, smart people know they have pet peeves. They also own the fact that some of those pet peeves are their own issues. There's a great quote out there. I think it's from Abraham Maslow. It says the thing that. No, actually it's Carl Jung, sorry, Carl Young said, the thing that annoys us the most about other people is the thing that annoys us the most about ourselves. Okay? Smart people know that. That their pet peeves and they also know that some of their pet peeves they have are just your own kind of perception. One of my favorite quotes in the world is from Shakespeare and hashtag, write this down. If you can get the. If you can get the kind of message in this quote, it will change your life. The quote is this from Shakespeare. Nothing is either good or bad, but thinking makes it so. Nothing has meaning until you attach one to it. Nothing is good or bad, but Thinking makes it so I have a huge pet peeve about, like, kitchen cabinets being opened. Like, when someone goes to the cabinet to grab something and they leave the cabin open, it just drives me crazy. I don't know why. It just drives me crazy. It's one of my pet peeves. So I'm always like, just, you know, and at first it'd be like, close the cabinet, Close the cabinet. And then I just realized that they just. They don't have the same perception about it as I do. And I just walk gently over there and just close the cabinet. No big deal. Okay? Smart people also know. People with emotional intelligence also know how to deal with annoying people in a productive, constructive way. Someone said, yeah, because I'm tall. This must be someone who knows me, because a lot of people don't know how tall I am. Yeah. And my girlfriend is short. All right, some more smart questions. Some more smart questions. What would your former colleagues describe you? Would your former colleagues describe you as an empathetic person, or can you give an example of how you demonstrated empathy to a teammate? I love this. And this. And this is one you want to use verbatim, you know? Would your former colleague or teammate describe you as being as an empathetic person, or can you give me an example of how you demonstrated empathy to a teammate? Some people use the word empathetic. The issue is, is whether the candidate seems to understand what others are feeling. There are certain personality types that are less empathetic than others, and that's fine. Okay. What you're looking for here is an indication that a person values empathy and whether they have the understanding of their own strengths or a weakness. In this area, a lot of people, one of the best traits for a leader is you gotta have empathy, not sympathy. And the easiest way for me to define the difference between empathy and sympathy is this. I'm standing on the dock. You're sitting in a boat next to the dock. You're crying. Empathy is. I understand you're crying. I'm staying on the dock. I see you in a boat crying. I can understand. I can relate to why you're upset and why you're crying. Sympathy is, I'm in the boat with you, and I'm crying with you. Okay. Empathy always trumps sympathy. So why is this all important? Why is this important? Having great team players is a prerequisite for effective teamwork, and it's solid teamwork that unlocks the true and full potential of teams. People who are hungry, humble, and smart demonstrate behavior such as vulnerability based Trust. They're also, they have healthy conflict. They have active commitment, they have peer to peer accountability and they focus on results. And these things in turn lead to an incredibly successful team. We'll wrap up here with a quote for you. Hiring is the most important function you have. And most, most of us aren't as good at it as we think. Refocus your resources on hiring better and you'll have a higher return than almost any training program can develop. That was Lazlo Block. He's the former VP of people at Google. He knows what he's talking about. Okay, so how do you create your hiring plan? A couple simple ways to do it. Number one, update your job descriptions. Use the list of behavioral based interview questions we talked about today and make sure to hire for personality and train for skill. I do have some deep dive workshops. My restaurant coach university and my mastermind group has access to the higher attitude program and then my restaurant accelerator coaching program, they have a deep dive workshop. It's actually, I think it's eight sub workshops. That's called the talent attraction method. So here's what's next for you in the restaurant coach nation. Make sure to check out my books. If you have not checked out my books, I'm very happy to say all my books are available on audible too. So if you don't like to read, you can always listen. So my first book is your restaurant sucks. My second book, your restaurant still sucks. And my third book coming out, your restaurant culture sucks. I'm actually going to give you an opportunity to get a signed copy of my third book coming out in about two weeks. It's going to be, it's called your restaurant culture. Your restaurant culture sucks. Here is the challenge. This month we're gonna do trainings on Friday. I won't do training next Friday because I'm out of town, but we're gonna have three live trainings this month. If you attend live, all three live trainings, you have to attend all three live. All three trainings live. You have to be on the call. I see eight people on the call right now. You have to attend all three trainings live. And then inside the members area of the restaurant coach nation, you have the opportunity to invite people. You have to also invite 10 people to join. Between now and the end of the month, you have to invite at least just a minimum of 10 people to join the restaurant coach nation. If you qualify for those two things, you will get a signed copy of my new book, your restaurant culture sucks. This one is one of the Three. Yes. So you already got one in the bank. All you gotta do is show up. The other two will be. I'll just, I'll give you the exact dates. The next one will be July 22nd and then July 29th. This one does count as one of three. So you already got one in the bank. You just gotta show for the other two. And you gotta recruit 10 people into the Restaurant Coach Nation. You can easily do that. You can invite people to join the Restaurant Coach Nation. Remember, tools are just potential. Yeah. Pick the tools up and apply them. Please. Please. This recording will be up available for a little bit longer on the Restaurant Coach Nation and then unfortunately, I usually take them down after about four or five days. So share them with as many people as you can. Watch these interview questions. Go back re watch it. Write down the interview questions you need and start using them verbatim. Remember, a psychologist designed them, so don't mess them up. Okay. And then remember, Fridays, except for next Friday, I'm out of the country next Friday. Fridays we're gonna start doing training on Friday mornings, 9:00am Pacific Standard Time, right here inside the Restaurant Coach Nation. We're gonna go live and have a good time. So if you have any questions, comments or anything like that, you can please, you can always reach out to me@Donald therestaurantcoach.com I always look forward to listening to people. If you want to talk a little bit deeper about coaching, just go to my website, therestaurantcoach.com and you can book a strategy session with me. If you want to talk, if you want to go on a deeper level and find out what's going on, that's a great way to do it. So there's no other questions, comments. Everyone said thank you. Someone says there are no more than 10 restaurant people, but most of them are already part of my coaching program. Yes, sorry. But make sure they're in the Restaurant Coach Nation. This is about. This is about building up the Restaurant Coach Nation. So make sure you're inviting people to join the Facebook group, the Restaurant Coach Nation. I appreciate it. I appreciate every one of you. Have a fantastic weekend and I will talk to you in about two weeks. We'll have another live training. If you have any topics that you want to talk about, you always write into right on the. In the members area on Facebook. In the Restaurant Coach Nation, write some topic areas and in fact, I'll put a question up there. What topics would you like to see on the live training? And we will address those and hopefully I'LL be able to do some training that can help you get closer to getting the restaurant in life you want. Everyone, have a fantastic day.