Performia Intro Seminar - Get the tools to create productive, fun, safe teams

Welcome everybody and I'm glad you joined in and I'm gonna speak as fast and straight to the point as possible. And, but I also like to tell some stories to make it a bit interesting. So, you know, we're all here today because firstly, I wanna share my personal experience because, you know, I've been working now over 40 years full-time. I know you're going, oh my God, you don't look that old. And been in business like about Gee, what's that? What's 41 less? So 35 years I've been in business for myself and, you know, I've been accoladed as being like this star young business person and, you know, I was out empire building and in my, in my 20s and built a very successful, very profitable business. And, you know, I started out with this goal that I wanted to be able to employ anybody and make them into superstars because one thing I learned as a young guy in my teenage years, being pretty dynamic is I could pretty much get anyone would come and that I worked with, I could get them to produce. And I did fail a couple of times. I had people, my boss would call me and go, oh, we've got an apprentice. He doesn't wanna show up because he makes, he says, you know, he gets exhausted when he works with you, you know. So, but that was my goal and it was, I was really successfully did it for the first few years with a smaller team. But then, you know, when I started hitting 50 employees, it's, you can't, it's really hard to keep that culture going. And, but we kept growing and, you know, we hit 150 employees and my Midas touch ended and where I was able to just, everything just seemed to make and flourish and money would pour in. It just, it started to drop off. And I realized that, you know, I had a lot of staff issues. I had the unions came in and started interfering and business became horrible. Like, you know, instead of looking at the monthly reports and going, oh my God, I'm a superstar. Look at the monthly reports and go, oh my God, I don't know what to And then I, you know, I realized it's like I didn't want to be involved in hiring interviews. I didn't want to be involved in with people. I started resenting my team. You know, I felt like I was working 120 hours a week just to survive, just to basically, you know, create cash flow. And it was horrible. So, you know, I did the usual thing. I downsized and sold off things and got back to, you know, a normal manageable size with my type of culture where I could sort of expel my charisma to get people to excel. And then that was exhausting. So, you know, I ended up selling the business in my mid-30s. And just as I was selling the business, I came across Performia and I went to pretty much a similar seminar to what I'm presenting today. And I go, oh my God, I know exactly where I've gone wrong. And, you know, very simply, it's like, you know, as we all do, is I think as business owners, we generally have this same thought. We sort of go into businesses, we're gonna create a better culture and a better place for people to work. And then you sort of, we put our attention more on that and that actually creates sort of a worse environment to work in and a worse job for ourselves. So Martin Runow, who is the CEO of Performia International, did this seminar and I go, I just had this whole epiphany which I really want to hope you guys have today. And I met up with him after that and basically I was selling my business, looking for something new. So I just thought, all right, I'm gonna take on Performia. I want everyone to know about this. And I did an 11-day training in Taiwan and started Performio Australia. And then we kicked off our China and Japan offices and had a ball, had a blast. And fast forward a little bit, it's like, you know, I was helping some of the other businesses kicking ass with this product. It's like I wanted to do, I wanted to go out and basically have my own crew. So, because I'd never really, apart from building Performio, I hadn't built a business again. So I built another air conditioning business totally using Performio for all the hiring and it just, it was a totally change. Like, you know, we could achieve margins that I never thought possible. We'd achieve such a fun environment. And, you know, this is in construction where it's actually mostly adversarial and, you know, but managed to pull off, you know, what, you know, I could see my clients achieving and then had the same experience. So, you know, now I'm more of a client of Performio than than working at Performia. I only get to do these, I only get to do these seminars. So hopefully, you know, my goal is that you come out of here today with a bit of a different viewpoint on firstly what can be achieved, but secondly also, you know, some tools to start, you know, with to change your viewpoint and change a little bit where you put your attention to help, you know, build, you know, to go that next level up. where you, you know, really getting the best out of people and creating an environment where people just love to work and they love to, you know, be part of your team. So I'm just gonna share my screen here. I know it's somewhere. There it is. Found it. Okay. And we'll go through. Here we go. So basically, we're gonna talk about building Our culture. So building teams and culture. So this is a bit about me and my past. It's like, you know, you can see that, you know, I had a really successful period, but it's like what this doesn't show is how unsuccessful things go when you just lack this experience or knowledge and tools with people. So Performia is in basically 24 countries, been around for a long time, helped a lot of people. And, you know, we're hitting nearly 10 million candidates have gone through the system. So We have a very deep knowledge on how to really help our clients, you know, expand their businesses. And it's a journey. So if you, you know, unfortunately we don't have a red pill or a blue pill, but basically it's like what the goal is, is to build a fun, safe, and highly effective team. And let's just define safe because we have an OH&S definition of safe. But we define safe as a group of people that not only, you know, don't have accidents, but basically the most important thing is that anyone that's in your organization, their motivation, their— what brings them the best feeling is helping others. So if you have everyone in your organization that wants to help everybody else in the organization, it creates a major change. And I'm sure you've experienced where you get people in your organization and they may sometimes look like they wanna help, they pretend like they wanna help, but in actual fact, they're, you know, cutting others down, they're undermining the business. They, you know, you don't wanna call them to even, you know, do a favor or help out because, you know, that's just gonna be useless. We wanna build this fun, safe, highly effective team. And it's possible, you know, and perhaps it's even easy when you have the knowledge that you're gonna gain some of today in screening people and then being able to screen candidates in and out. And screening in is not something we normally talk about so often in the industry. It's like we normally talk about screening out, but ultimately we're trying to screen people in. And as much as we make mistakes in not screening the proper people, the right people out, we also make mistakes that we never see of not screening in some people because we never know if we should have screened them in. We only know the ones that we screened in that we shouldn't have. We only want to add people to our team that have some verifiable record of adding value to groups. And/or the community. And so this is the key thing we're gonna go over today is that it's like no matter how a person looks or feels or sounds or their experience, their knowledge, whatever it is, it's like if they can't demonstrate to you that they can actually add value to other, to groups, or they've been able to add value to groups in the past, then there's no real point in going any further because the main objective of you hiring someone is they gotta come in and add value. They're gonna add more value than they cost the organization. And so this is the very first step we're gonna go over today in, in when it comes to hiring and bringing people into your organization. Next, we are gonna add stable people that are mostly solution orientated. Obviously, they fit the position, match with your business values, and that's something that it's like most businesses are already trying to do, but generally without the tools to be able to do it. You wanna add people that are more interested in adding value and helping others. than their own importance. So, you know, if you're interviewing someone and they were trying to tell you how good they are, how, you know, how experienced or how much knowledge or how many degrees they've got, generally these are the people that you don't want on board. You want people that are more interested in what the role is gonna be, how they're gonna succeed in the role. Next, you wanna be, you wanna be tough and disciplined with your hiring. So the more disciplined you are in the hiring, the more you have the right tools to screen people in and out, the more you attract people with the right message, the more honest you are with them during the hiring process, the less disciplined you'll need to be with your team once they come on board. And this is something that, you know, I had to learn is like, you know, when you're hiring the right people in, I had, I realized I didn't need to really manage them at all. It's like I was more there just as an experienced mentor, mostly from a technical perspective. Like, you know, I started quite a technical air conditioning business and it was my technical expertise that was needed, not my management or my performance management experience. So, you know, we don't, I don't have discipline. I don't have to discipline staff. Doesn't mean I don't get frustrated from time to time. But more I get frustrated with suppliers or our customers and my team. It's, I love my team. The ideal team is one that each team member enjoys achieving individually to enhance the group. You can be yourself with the team and there is nothing to hide or hidden between any of your team. So this is like, you know, this is like the ideal team where it's like, you know, you don't need to— it's like a little bit like running, you know, a sports team. It's like you share the wins, you share the losses, you know. And you share everything in between. And it's like, you know, the more you can share at every level in the organization with as many staff as possible, but the trials and tribulations, the profit, the losses, the costs, the wins, the easier it is to run your team. There's like, you don't really need to withhold or you shouldn't be withholding anything from any of your team and you should be sharing as much with them so they can be on board and feel like, you know, they are contributing or even better, they can contribute more when times are tough or even good. Like anything valuable, this may not be an easy road to take. It could take several years. But in saying that, it's like, hopefully, you know, if you're a person that can really adopt new things, and you should be able to walk out today and make some major changes in how you run your organization and how you decide to select people. But for some organizations, you gotta basically cycle through people, you know, the people you gotta get out of the organization, get in, and it's like, but ultimately, we're creating a culture change from how, from the start of when we place an ad. This is where a culture change starts in an organization. So it could take a little while, but you could also see major changes today. There's possibly nothing more satisfying. And in fact, I think for me, it's my biggest satisfaction is when, you know, you can build a group of people that can basically, you know, they, they're winning and you know, when they're winning, when there's basically, you know, profit is the score. When you get a group of people and you can go into an industry against competitors and you can, you know, create more money left over than what it costs to run the organization, it's like, that's a, it's a great feeling. And when everyone in the team is earning more than they could anywhere else and, you know, they're enjoying the trials and tribulations as much as you enjoy and hate them, then I think you've got something really satisfying. And so basically, you know, some of you have done this journey before that are here. And welcome to those people. Some of you are partway through, some have never seen it before, but it's like, this is really the start of it today. I really wanna get, you know, that epiphany that I had. And so we could look at every organization that sits on a scale and, or the cult— the culture sits on a scale and we hear all this stuff about culture, but ultimately it's like the best Culture is what creates the most sense of achievement for everyone within that group and the best results for the overall group. And if a culture is, you know, in business, the culture is not all about, you know, being nice, being touchy-feely, being whatever it is. It's actually about like having that, you know, sense of achievement together. And we did this, if we look at the low end of the team culture scale, like, you know, You can have an organization where people feel under attack, where, you know, one person basically can basically destroy an organization, you know, have with lies and sabotage and, you know, and for them, good decisions, for everybody else, bad decisions. It's, you know, you can have this situation where there's a paranoia around interviewing and constantly wondering if people are gonna steal or take from you or whether they're being lazy, you know, are they not contributing as much as they should? You know, you wanna basically get rid of hiring, you know, based on experience. You know, you wanna, you had that feeling that business is shrinking because of failures that, you know, you had to sell off. People have had to sell off and get out. It's like, you know, and this is basically describing what was happening in my business. I got to the point where, you know, I was losing, you know, from making $2 million a year, losing $2 million a year. Just, you know, really because it's, you know, I just didn't understand how to really select people with this basic step and then how to actually put my attention to manage them. Hopefully you weren't in that situation. So that turned it around to basically, you know, people were hiring, actually produced, we're getting, you know, margins improved, became more confident because we had a system. And that's a big thing too. It's like one of the things you get really scared. I was always scared that I'd have people leave. And I've learned this lesson. If I'm scared that someone's gonna leave, then probably the right thing is for them to leave. And, you know, one of the things I do in my businesses now is basically I have pools, you know, and I have my onboarding set up so that it's like, you know, it's like I can very quickly and easily replace whoever leaves the organization. So I'm never worried about those sorts of resources. And I basically got my time back, you know, I shifted from these people want to destroy me to I've got a team. And it's a big difference. And also too, you know, I lost faith in humans. At one point I thought the only way you can make money in business is you gotta be a drug dealer or some sort of criminal. But, you know, it's like anything, when, if you blame anything outside of yourself for the issues that are happening around you, you can't solve them. I can't solve what the government does. I can't solve what the market does. I can't solve the labor market and the people who are out there. The only thing I can do is look internally and go, these are the things, the tools and the abilities I need to sort inside myself to solve this problem. And well done to everybody that's here because at some point you've gone, you know, I'm not gonna believe what the media or my peers are telling me. It's like, I'm gonna go and solve this. And, you know, obviously, you know, doing this, it's in having Performia as being a customer of Performia has created an unbelievable freedom. And it's also, it's closed out something for me because it was horrible basically, you know, selling down my business at a point of really defeat rather than, you know, going out of it in a point of winning and feeling like, you know, I'm in the championship of the industry. So that's normal. You know, every business should have a team that they love working with, they're productive and who look forward to working with each other every day. I think this is really the goal, you know, and this is something it's like print out, put up in front of you because if you get that, that will bring in the profits that will bring in more money than you know what to do with to solve your problems or, you know, put into the bank and it'll also allow you to start paying people whatever you really wanna pay them. It's like you don't need to feel like you're competing with corporates or, you know, you're competing with government projects or EBAs and union and all this other stuff. It's like all that goes out the door. So, you know, like we said earlier, if we're defining the ideal team, it's basically, it's productive, fun, and safe. And safe, like I said, is motivated by the desire to see others winning. If you've got this in every one of your individuals, and this basically becomes your team, and it's crazy different the way things operate. So basically, you know, we're looking to transition the team into like having a can-do attitude, you know, where the whole team arrives motivated, driven towards a common goal, focused on achieving outcomes and winning. Just sounds like the old, you know, it's a play football when I was younger, Aussie Rules football. And, you know, I never got paid for it, but I couldn't wait to go to training. I couldn't wait to play games. And even for years I'd play juniors and seniors because I just couldn't get enough of it. And there's, you know, when you've got that same attitude that basically people would work in your company for no pay, you know, you've made it. When you add on the fact that you can pay them more than they get anywhere else, that's sensational. So the first challenge, let's look at a little bit of what really happens and you'll all be familiar with this. It's like the first challenge to hiring a productive team is basically, you know, we meet people, you know, either by resume, you know, video, maybe AI has filtered them through, whatever you use. But then finally you're sitting in an interview with this girl. She looks amazing. Her resume is amazing. Her experience is amazing. She's just a delight to interview and you're going, oh my God, I was like, I've got to get this girl to work for me. And of course, you know, you hire her and, you know, on another hiring year, this guy comes and sees you the same. In fact, even better than this girl. Like, this is the guy you hire and you're wondering, it's like, oh, it's like this person that knows more about my business and is gonna achieve more than what I can achieve in it. This is the person that's gonna basically give me my life back and take my business through the roof. You know, I've hired people like this and gone home to my wife and go, oh my God, I found this amazing person. It's like he's gonna start and, you know, we're gonna have all those, you know, you know, more time back. I can be with the family. I can do all this stuff. So it's very exciting. Then occasionally you're desperate, you hire someone, she doesn't look the best, looks like she just came from a rave party. But, you know, we've all been there. We're desperate. It's like, okay, when can you start? Tomorrow. Great. We'll take you. And then we have this guy that comes in, you know, he sits in the interview. It's like, you know, his resume is really not impressive. You ask him questions and he doesn't answer so well. Like you might ask, like, you know, do you work hard? You know, I do what I need to do. If there's an emergency, can you stay back and do overtime? I don't really like to do overtime. Oh, well, tell me a bit about yourself. You know, I turn up to work, I do my job, I go home. But you know, you're desperate, so you put this guy on. Then we come back 12 months later and let's look at this scenario. And you know, every one of those people I've seen before, and I'm sure you have. So you check over after 12 months, you look at this girl and she's just killing it. She's amazing. She's just produced like crazy. Everyone loves her, you know, If 5 more of her rocked up, you would just hire them straight away. Then we've got Mr. Champion who we interviewed, loved so much. And then we look back and we actually realize that this guy has produced nothing at all. I had a guy like this. I hired him to be my Queensland branch manager, you know, told me all sorts of things and reasons why things couldn't happen, made me spend more money. He gave me a lot of confidence because when you hire a guy that you're really excited about and he's not working out, you sort of blame yourself a little bit. And we call them a professional candidate. So they can, they trick you during the interview and they also trick you sometimes for years and they can make it feel like you're the problem. The industry's a problem. You know, this guy I hired in Queensland, he even told me, he even lied to me about how much we had to pay guys in Queensland to get them to work for us. I find out like 3 years later when he's left and pretty much destroyed my business that, you know, we're paying them 40% above what they would have moved for. So you can just, and I can tell you story after story after story about this guy. This girl, we checked back and she only lasted 3 weeks as expected. The good thing is when you hire someone like her, you keep an eye on her. You're like, better keep an eye on her. It doesn't look so good. So, you know, as suspected, didn't work out. And that 3 weeks gave you time to find someone to fill that role. This guy who was very dull and uninteresting, we check him and we go, oh my God, Firstly, I forgot he worked for us because that's what these guys normally are. You forget they work for you. Secondly, he's the most productive person I've ever hired in that role. And so we look at these 4 scenarios, which obviously, you know, looks great, it's great, looks great, is shit, is, you know, looks shit, is shit, looks shit, is good. They're the 4 scenarios. You look at this and you go, oh my God, I need to learn a little bit more about people. It's just something more than resume and interview. And obviously, we just want to be hiring in this zone. We don't want to hire the person, people that can't produce. And out of these 2, it's like the guy on the bottom right, he's much more cost effective. When we ring the girl on the top left and we go, hey, we want to offer you the job, she's gonna, oh my God, I love you guys so much. But would you believe you're the 4th company now that's offered me a job just today? Because she fits and ticks every box, you know, on every type of hiring system. And so you end up quite often with these type of people, like in a little bit of an auction, trying to get them to work for you. You normally stretch your budget to get them, and it's normally right to stretch your budget to get them. The guy on the bottom right, you go, hey, just ringing you, let you know I got the job. Oh, fantastic. When do I start? And no one's contacted, no one's even actually got this person in for a an interview because he hasn't really, you know, put so much on his resume. So you can start him much cheaper. It gives you a lot more room to grow his salary. But be careful because sometimes you do forget these people work for you and they can be passed over all the time because they're so dull and boring. Then you don't hear from them. They don't complain. They don't come and ask for pay rises quite often. But, you know, after a couple of years, they might just come and tell you one day they're leaving because they just feel like something's not quite right. They don't even realize that they should have a pay rise, but You know, so this is the best, right? And these are what we call our screening-in candidates. These are the candidates you would normally pass over. And if you don't have a tool that can screen people, the wrong people out, that can also screen the right people in, then you're missing sometimes, you know, 90% of the value of your screening and candidate screening systems. And this guy on the top right, he's not only someone that comes in and you pay him a wage and doesn't produce something. Oh, you know, 99.9% of the time they'll also be actually sucking value out of your business by being destructive. It's like, you know, minimally they will distract you off what they should be achieving. So that's not being achieved. Maximally though, they can be building mini empires in your organization. They can be harvesting off contacts. They can be, you know, lying to you, like I said, about, you know, how much it costs to hire people or do whatever. They can convince you to spend money to solve problems that they've created. They can convince you to spend money to solve problems they shouldn't need money to spend, spend money on. And they're terrible. Unfortunately, you know, I've experienced them firsthand and I've now seen hundreds of my clients, you know, who have experienced them firsthand and, you know, going through the Performia training and go, oh my God, I hope people like this will work for me. Better still, you know, we've actually probably stopped thousands of these people coming into organizations and we call that disaster aversion. You never see the value of it. But you look back and you go, oh my God, I haven't had anyone like that since I started using Performia. And so, you know, in the workplace or in the working environment, it's like we have a certain percentage of each type of people, person, and we give them a name. And we do this so we can start going, well, where do we need to focus our attention? So So we have this chart, which is called a Gauss curve. And basically at the bottom axis, or sorry, the side axis, we have the number of people that are in the workforce. And across the bottom, we have their performance level. So you know how much they produce in a certain amount of time. And at the top performance area, we have a group that we call performers. And why hence we have the name Performia, because we want to help our clients find performers where they're needed. And these performers make up about 20% of the workforce. This may seem a bit strange to you because you're going, oh my God, it's like I thought there was only 1 out of a million people that could really perform. And they basically produce 80% of the result. And we don't mean that they basically do 80% of the work, but just think of this. If you've got 10 people in your organization, you've probably got 2 people that are performers. If one of those people goes away for a month or leaves the organization, quite often the group of 9 could halve, you know, their output. If the second person that's a performer, the 2 out of the 10, the second person out of 10 leaves, then even if you replace those 2 people that were not performers, quite often the whole group can sort of fall apart, start running around in circles, you know, not and get pretty much, you know, can start even getting negative results. And the reason that is because we define performers basically as people that get results without the requirement of needing extra, of needing any sort of outside pressure, instruction, or anything else. You basically go to this person and go, hey, I need you to run the Queensland branch. And there's the address. Here's the team of people. Here's the different contacts, comm lines, how to use our system. That's what we call onboarding. We onboard the person. And then we give them the, we go, here's the strategy to execute, which the strategy might just be as simple as we want to grow sales by 20% and we want to grow our profit by, you know, by 11%. And they go, yes, boss. And then you sort of forget about them. And then, you know, 3 months later you go, oh my God, I wonder what he's doing up there. And you look at the results and go, oh my God, like, you know, the person is actually delivering it. And they could even be, they can be anywhere in the organization or, you know, anywhere in the scale of types of jobs They could be a cleaner, you know, but if a clean— if you hire a cleaner who's a performer, you forget they work for you. It could be a contractor. You never have attention again that your office is not neat and tidy. You never have attention on like doors are left unlocked or that, you know, they forgot to clean something. Performer, it should be really someone you forget about and you only remember them because you go, oh my God, I forgot how hard it used to be to have my cleaner. Oh my God, it's like I don't put any attention on our Queensland office, but it just keeps growing. And this is the performer. And you realize it's like 20% of the workforce are performers. Just look out the window of an airplane, you know, when you take off out of a city, look at a city and go, this doesn't go together with a bunch of, you know, incompetent people. There's a lot of competence in our society. The next category we have, we call doers. And doers make up 80— sorry, 60% of the workforce. And they range from being like unbelievably productive. In fact, there's no limit to how productive someone or a group of people can be, down to basically what we call the zero productivity line, which is that red line there on the left. That zero productivity line is where basically you've got a person that's contributing about the same value as they cost the organization. And a doer is a person that's really willing. They want to succeed. They want the people around them to succeed. They want to get the job done. But they're also the type of person that sort of, they need something to land on their desk or in their space, or, you know, it needs to be some sort of routine or something they know a lot about or be trained on to get the job done. And they rely on a performer somewhere in their vicinity to basically be very productive. The good thing is that, you know, if you're a really what we call a highly effective doer, so they're right up near the right-hand line on the performer, performers section. It's like with the right mentoring and, you know, trust, you can, they can become performers, but not every doer can become performers. I'm sure you've had unbelievably productive staff members before. You put them into a role where you need to have a performer because you, you know, you don't want to hire doers. You wanna only hire performers when it comes to supervision or running teams and running other people. And so you move a person into a performer role who's unbelievably productive and they crash and burn. And unfortunately, then they normally leave the organization, and then you lose a really productive person because not everyone wants to be or is built to be a performer. Not everyone you can mentor into that role. That's why sometimes you'll see, you know, a 60-year-old tradesman still out there on the tools, you know, not because they're not ambitious or anything else, but it's like that's where they, they found to be most productive. And unfortunately, you'll see there's still another section to go. Past the zero productivity line. And this next section we call, we split into 2, into troublemakers that make up that 17.5% and suppressive people. So troublemakers are people that they're still willing and they still want things to go right. But unfortunately, it's like they're like your unlucky people. You know, they're the people that, you know, they try to make things just as they're getting things right in the workplace and they're going really well on their job. You know, something happens and, and it doesn't work out for them. They're the person that you absolutely, you know, you can't rely on. They're the people that won't show up at the most important time. They're the people that often have the most sick days because they have, they're unlucky with their health and they're generally unlucky in life. Good people, they want to do everything right, they want to contribute, but just things don't work so well for them. And there's a whole technology around why that is. And we cover that as a second stage of our training in our personal, in our personality section. But I'm sure you've bumped into these people before. The lowest end, and luckily the lowest percentage, is what we call suppressive people. And these are people that basically their intention is to see others not do so well. You know, they succeed by sort of pushing everyone else down them so they rise to the top. And, you know, it doesn't matter what you really do with these people or how you try and help them. It's like, you know, the more powerful you are and the more you try to help them, the more scary you are to them because they think you're like them, just as you think other people are like you. And so they think that you just wanna basically crush them. And of course, if you're powerful, then you're very scary because you could crush them very easily. And so these people, they gotta survive in the workforce. So they work on all sorts of subterfuges and misdirection and they generally try to introvert and move blame around and try and make themselves sort of invisible to the fact that they're causing trouble. And I'll guarantee that all of you have met people like this in your life. I'll guarantee that some of you have had them in your business and maybe have them now. And, you know, they, there's a whole list of things to how to identify these people. And our system in with our personality testing can also pick up, you know, that we could possibly have other people that are trying to enter our organ— enter your organization. You don't want them in your organization. I can tell you firsthand how destructive they are for my own businesses and through many stories and now that I've seen with our own clients. Quite often you can just remove this person from your organization and you can go from basically breaking even to just having best years on record. within a very short period of time. This is the person without even replacing them, you know, things go better. And quite often, they're the person that you're most scared that's going to leave the organization. So basically, the whole idea with Performia is we just want to move this chart over. So no suppressive people, they're out and not going to be allowed back in. And then we want to hire around these green dots here. So we just, we basically want to be hiring people that are effective doers and performers. You don't necessarily want a team or need a team of all performers and then move this chart, this curve over. So, you know, this can literally have 100 times effect on profitability and sales just moving this over. And, you know, it can be one of the most cost-effective ways to create profit and fun and, you know, satisfaction in your organization. And you're probably asking a question that many people ask is like, if, you know, 20% of the workforce are performers, why don't, you know, why don't I see them? Why don't they apply for jobs? And the simple fact is, is like when you had someone really productive and gets the job done in your organization, they don't leave jobs. You know, one of the things that I find most of us believe is that people move jobs a lot in Australia. But per the Australian Bureau of Statistics, the average time an Australian stays in a job is 12 years. And even more than that, over the last 20 years, younger people are actually staying longer and longer in jobs, not shorter and shorter. The misinformation on this comes from companies like Seek and recruiters that make money out of people moving companies. So they try and drive this narrative out there to employers and employees that it's like you know, move jobs, they make money out of people moving jobs. And unfortunately, we pay SEEK as employers all this money to advertise for us, but they actually don't work for us. They actually advertise to candidates to move jobs, to get pay rises, to question their job, to question their career, to question their purpose in life. Because they make money out of people leaving. And they push that narrative that it's like, yeah, it's normal. People leave all the time. It's not like it used to be. People don't stay in jobs anymore. But over the last 20 years, older people are moving jobs more than they used to. Like older people, you can actually look at, there's a whole, the Australian Bureau of Statistics have very detailed on nearly down to the postcode, gender, age on how much people move jobs. And it's interesting to look at and especially more than interesting, it gives you confidence that it's like, you know what, I know what, why can't people, people should be staying 20 years in my business. This whole, like it's all temporary. It's like, you know, it's a, It's a misnomer, it's misinformation, and it's basically, it's something to put, set aside because it just, it makes everything in your organization temporary. Another thing with this too, the more you put focus in your organization or pay people based on result and measure people's productivity, it's like the less likely you are to have troublemakers and ineffective doers. You know, the ultimate workplace is where no one is on hourly rate. Everybody is paid by result. And then you've got an organization where it's hard for people to hide. On the contrary, you know, if you go to a government department or some large organizations, you can feel how lazy and slow and destructive the organization is. And that's simply because there is no attention on productivity. And so one of the very first things you can do in your organization is look at minimally, you know, reward people with positive attention that are producing. And then if you can move that over to basically, you know, rewarding people, you know, with some physical prizes or even with pay and bonuses, the more you can do that based on performance, the more you'll insulate yourself from lazy or, you know, destructive people staying in your organization. Occasionally, though, destructive people can also be very productive. And they actually use their productivity as a shield to stay in the organization. And that's something you— takes a bit of clever weighing up. So that's the result we're going for. So I'm not sure if you guys have seen our little cart video, but it sort of demonstrates the different types of people very well. I think we all can recognize those people. So let's have a look at a little bit of strategy. So basically, when we're hiring, the general thing is, is basically we place an ad and, you know, if you're lucky, you get a resume, or you might get a lot of resumes. And so when that, when our resumes come in, it's like we sift through them. Some organizations use what's called resume bots, and now AI is getting heavily involved in this area, although there are some interesting laws that are coming into place about AI and who's responsible for how it operates in the HR space. And of course, you know, generally look at knowledge and experience, you know, how much experience the person's had, where they've worked before, you know, these sorts of things, and try and get them down to a point where you, you know, you may have 2 or 3 people you want to interview. Let's say there's a lot of people, you know, come in for this, apply for this role, you've got 50 resumes, you look through, you'll find the 5 or 10 that look the best. If there's too many, if there's too many that look too good, then you start looking at where they're located and maybe, you know, how long their last name is and different things to decide who to interview. Then you interview them to understand more about their motivation and how compatible you'll be, you know, and will they accept the salary and these sorts of things. And from there, basically, you might do a second interview then to get to know more about personality. And, you know, this can take quite a bit of time to work through this process. And sometimes in interviews, if you do the second interview, if you do what I used to do, it'd be like, let me just get 3 other colleagues. So maybe together we can make a better decision, or maybe I can pass the blame off better to somebody else because there's more of us in the room if it doesn't work. And of course, you know, it's really hard to get to know personality, but you, you know, through the interview you get a feel for the person, you hire them, and now you just see how they go on the job. Let's see how much value they add to our organization. And this is the traditional hiring method. And the thing that we tell our clients, and hopefully they take the advice, is basically instead of testing performance on the job, let's basically look at turning that hiring cycle around. And so instead of starting by looking at resume, let's only be interested in, has this person got some past evidence of being able to add data to groups? This is the key to hiring. And the reason we're not even that interested in resume is because we don't want to screen people out because a resume is not so interesting. Of course, you know, you may screen people out because you're hiring for an airline pilot and you don't have 8 years to train someone that has no experience. But or the person's not in the country, or there might be some major reason. But it's like if they're basically located in an area and they have the core minimum statutory qualification requirements. It's like, I want to know about you. Yeah, I don't care if you're like 97 years old and weigh 600 pounds and you're in a wheelchair. I want to know about you. And so we just wanted our performance. And here's the tricky part is, firstly, not many organizations in Australia measure productivity. It's like not many employees, when you ask, let's say you want to find that guy, well, okay, so tell me, What value did you add to your last organization? Well, you know, I turned up every day and it's like, no, I don't wanna know about that. I wanna know what value you added. Oh, well, everyone liked me and my customers always liked me and I got some 5-star reviews for the company. But this is not valuable. These are nice things. So we don't have a culture in Australia, maybe in the Western world. We don't have a culture. And this is probably why we vote in crazy politicians. But it's like we don't have a culture of basically valuing people by what they actually add in value to the community because that's the true value of a person, not the car they drive, not the university they went to. It's like, how much value did you add, positive value to the community? And that's what we're really asking a person. And so they should be able to, you know, if you, a salesperson should be very easy. If you ask a salesperson first question, like what, value did you add to your organization? And she would go, oh, I was always 20 to 25% over my sales target every quarter. And this would be a go, okay, I'm interested, tell me more. But if you ask the salesperson that question, they go, oh, you know, it's like last month, the leads were pretty bad. And, you know, so it's like, you know, didn't have the best month. And okay, well, tell me about your best month you had. My best month, I made 50% of budget, you know, and suddenly you're not as interested. And the good thing about this is it's like you're not spending hours to get to that question. And, you know, worst case scenario, you might be spending a year to find out the answer to that question. In sport, can be quite easy because in sports, you know, we have all sorts of measurements. We measure, you know, the different— per se, if it's soccer, there's all different leagues and different countries and there's, you know, And then within the team, it's like, you know, each team's the same size, it feels the same size. But sometimes even when you're hiring in the same industry from your competitor, it's like there can be a lot of differences. And the best part and the best tool you can actually have is how to be able to quickly identify how much value someone's been able to add to their groups and organizations in the past. Because when you get really good at this tool, or if you wanna have the best hiring strategy, you wanna be able to widen your hiring pool. You don't want to have to hide in this really narrow little crevice of going, I can only hire people with this experience, with this quality, these qualifications, because that makes it really hard to hire. Because one thing you'll see is that, you know, it doesn't matter if a person doesn't necessarily have the right education or the right experience or the right qualifications. If they're productive, if they got a really good record of adding good value to organizations and groups in the past, they could be a person that comes in very quickly, learns the new skills, or adapts to your organization and becomes a superstar. And so if we can't find evidence of a person adding value in the past, it's like they're just past, they're next. You know, I don't care what job they've had then. I don't care that Microsoft paid them $750,000 salary. That's— I'm not interested. All I'm interested in is like, You tell me what value you've added. And it's very interesting because even a person that hasn't measured their productivity in the past or hasn't had it measured for them will actually look in and start coming up with ways of measuring. Because generally productive people, people that add value to organizations and groups, they're constantly playing some sort of game with their productivity. If someone else isn't measuring it, they have some measurement system. And we have a very simple interview process that we train our clients on so that they can, they can get the, they can get these questions answered so they don't miss out on productive people that they should be hiring but screen them out. And they don't get interested and waste time on people that are just gonna be basically flaky and a waste of money in your organization. And only when we get them through this first factor, of knowing that they could be productive, are we interested? And then we've been interested, then we want to look further and find out more about the person. And so basically what we want to know is like, you know, how productive are they? Sorry, what's their personality? Like, you know, they're gonna fit the position. How long are they likely to stay in the company? Are they capable of teamwork? And, you know, in some jobs you don't really want team players so much. Some jobs are lonely. So then you want to find this out. And so you wanna have some sort of personality system that basically can analyze people's, you know, strengths and weaknesses if they, you know, have the dark side, you know, how productive or solution-oriented, where they go to, which emotions they use as tools when they're stressed. You know, you wanna know all these things before a person starts to get a better idea they're gonna fit and win in your organization because it's just important to have responsibility for how much they're gonna win. as it is how much value they're gonna add. And of course, we have some personality testing system that we train people on, turn the system around. And not only do they know how to like read and understand a person's personality, but they also get to actually understand and know how to handle emotional or mis-emotional, wrong emotional situations in an organization. And, you know, it's really great when you can clear out of an organization totally all the mis-emotion. And they only have appropriate emotions at that time that are happening. Now, you know, the person's personality fits, the person's gonna stay in the company, their capability of teamwork matches what's required. You know, then we wanna know more about their motivation. And we split motivation into 2 parts, which is inflow and outflow. Basically, you know, is a person more interested in contributing and receiving something, or does a person need to be contributed to before they'll consider you know, contributing. This is really a delineation and you don't really want to have inflow orientated people working for you. You know, you want to have people that are coming in and it's like no different to playing weekend sport. The money is not the issue. It's that idea of being part of a team, the camaraderie, the contribution. That's what's more important. Of course, we all need money as well. So, you know, I'm not saying money is not important, but it shouldn't be a key factor. It's like which car park they get, what office they have, you know, all these things are inconsequential to an outflow, you know, productive person. And funny enough, and like I said at the start, the most important thing, the most important thing— sorry, we're stuck. The most important thing or least important thing we'd look at is knowledge, because knowledge doesn't equal education or necessary experience. You can have someone that's done 20 years of— in an— in the industry, they've got all the credentials, they went and did a PhD on, you know, micromanaging hay in a paddock, and then you put them out to grow hay in a paddock and you've never had worse years ever. Then you start to ask them questions and you look through their— you, you check with their references after and you go, Oh my God. Yeah, this guy knows everything about hay except how to grow it. And, you know, I love watching, well, what's that show? Air Crash Investigation. You know, it's such an interesting show. I love how they get down to the source of the problem. And, you know, quite often, probably half of those shows are basically incompetent pilots that had all the qualifications, all the skills, all the training. And, but then they crash an airplane, kill a bunch of people. And then they look back and they go, oh yeah, this guy was actually incompetent the whole time, but just kept getting passed around different parts of the organization, different parts of the industry. And so knowledge and education are really a waste of time. It's like they're interesting if a person, you know, because if they're already productive and their personality fits, they're outflow motivated. But also too, if a person has those first 3 factors, training them is actually quite easy. 99% of training that's out there in the industry is about skill training, how to gain more skills, you know, technical skills usually within an industry. So they're not that hard to add on. And if you get a performer, it's literally give them, you know, here's what you need to achieve and they'll go to, they'll do your training or they'll go to YouTube or they'll work out how to solve it. They'll find the right people in the organization to solve things and, and get to that competency and capability. And so, you know, and also the better you can onboard, the more you can train people within your organization, the more that keeps widening your ability to hire people in that don't have to fit this very narrow pathway. So, so basically the way that when you have the performance system in with performance, you can actually, we have an online system that can start basically creating the reports to very quickly filter people whether you want to, you're interested in them or not. Then you can create a personality evaluation to know whether they're gonna fit the job, have fun in your organization, fit with your culture. And, you know, once from there, you can basically start to screen out the people that don't basically score so well or don't, you know, not gonna be performers or they're not gonna be very effective doers. And at this point, you can start to speak to people and interview people and and save yourself a lot of time. And, you know, we've literally, we've had clients that have had 5,000, 6,000 candidates go through, apply for jobs. And the whole admin to basically get to this point is just, can be a few hours. And then it's the usual really interviewing and, you know, knowledge and experience checking. But let me tell you, and I know this again from firsthand experience, if you've got factors 1, 2, and 3 in performance, personality, motivation, knowledge and experience aren't a big deal. And, you know, I've brought people into very technical roles that have got really poor technical experience and they become superstars in 3 to 6 months, you know, and they're people that should be costing, say, $150,000 to bring in, that you bring in for $75,000, $80,000. And because they're sort of at the bottom of the industry, but with the right 1, 2, and 3 factors, they basically come in and kick ass. And then the only problem I got is that like they become so good is 2 years later, like, you know, people are offering them $200 grand a year. But fortunately, it's like, you know, we've got the capacity to bring them up to that sort of pay as they, as they get their knowledge and experience quickly and demonstrably, you know, valuable for the organization. So I think that's the fastest I've ever spoken in 1 hour. So, and then you basically hire them and they come in. So basically, here we are, next steps. And we didn't go over advertising, but it's like, before you start advertising, clearly define the type of person you want. So it's like, and we go through this obviously a lot in our training, be careful when you actually advertise, when you advertise and you're selling the job to a person, don't sell it to them on glamour and benefits, sell it to them on what's gonna be tough about the role, what's tough in your organization, what you don't like in your organization. Sell it to them on the dirty washing. Don't sell it to them on the clean washing. And in actual fact, you know, you can even embellish how bad your organization is or how tough the job will be. It's like, you know, you wanna have this goal at the end of 12 months. You want the person to be basically sitting in their 12-month review going, oh my God, you said the job was gonna be so hard, but it actually was never that hard. And that's how it should be. It's like the worst thing you do in your organization is firstly sell people to come into your organization on high pay and beautiful company and you have a great coffee machine because this attracts these inflow type people that are just looking for benefits and don't care about results. But secondly, it's like if a person gets through that tough embellished sell, then there's a good chance that it's like they're not gonna be running to you every You know, a few weeks going, oh, this, I'm having this trouble and that trouble and it's tougher than you said. And I think I need more money to do this job because I think I'm gonna get it. So very important. Concentrate on the most important factor when building a team, which is productivity. Acknowledge people that are producing, paying people more that are producing, you know, reward people that are producing. Only interview people past the first question once you know if they can contribute. Value to groups and organizations. That is number one culture building tool. If you want to have the championship business in your industry where no one can come close to your margins, no one can come close to the quality, no one can come close to your safety records, that's the number one thing. It's 99.9% of focus on productivity, people that produce, candidates that can show you a productive history. And, you know, if you're ready to take it further, then just, you know, definitely come to one of our trainings or sign up on what we call the journey. Like I said earlier, it's not easy. You know, it's like if anything was easy, everyone will be doing it. And it just takes a bit of discipline. It takes a bit of, you know, sometimes turning your whole idea of how things work 180 degrees and then getting in there, rolling your sleeves up and making sure that the tools that you learn in Performia are in your organization and working. The good news is it's, we train and mentor people the whole way through. We're not consultants so that basically you become the guru in your organization of building a culture. And as your organization grows, you'll grow your HR team around how this works as well. So you're not into this, you know, dare I say, this woke and flaky way that, you know, businesses in our society is going. So it's not for the faint-hearted. And hopefully you've enjoyed today. I've gone a little bit over time, so I apologize for that. If you've got any questions, just, you're welcome to put them in the chat, and Negar will come back to you, or I can even set up a meeting with you. So thanks today, and appreciate the time and look forward to meeting some new people. And I see some familiar faces there as well. So hi to those guys, especially Steve. You're very much a blast from the past, I think. You came to our training, I think it was 2006 or 2007. So thanks for hanging around for 20-odd years.

You're very welcome, Gareth. It's been a pleasure.

Yeah. And you've still been one of my best clients. So thank you.

Yeah. As consultants, we, you know, we still recommend Performia to everybody because what I know is it works. And just as a comment, I can guarantee to everybody 3 decisions that I took personally to help others, particularly franchisees, thinking that I could change these people, cost me more than a million bucks. So I use that as a story all the time because it's true.

Yeah, no, it is. It's a great story. So thanks, Steve. It was great working with you and Linda. You guys are a dynamic duo.

Yeah, we have a lot of fun. That's what it's all about.

All right, so thanks everybody, and I look forward to seeing you on the next presentation, which should be our performance training.