Why 2 Employees Beat 6 (The $400K Hiring Math)
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How did the ‘two A-players beat six B/C players’ hiring math come from a volleyball story?
I was over in Dubai. I was speaking at a big Mindvalley event. I was standing talking to this guy, six foot seven. I play pro beach volleyball. And I said, if I got six guys from my team, and he starts laughing and he goes, dude, we'd beat you every single game. I'm like, wait, so two guys would beat six? He goes, every game. So I realized that if you have two A players, you pay them 200 grand each, that's two people for 400,000. Or you have six B, C players. I'm paying six people 100 grand each. The two A's at 400 would destroy the six B's or C's at 600.
All right. Listen, guys, this is part two. Everyone was excited about Cameron Harrell, which I'm a big fan of. I work with him on a regular basis. He spoke at my last event. He just knows business and he knows everything. Really top-down business, but it's really bottom-up business. He wrote a lot of books. He's known for growth and scaling, works really well with CEOs and COOs. And what I talk about, we'll probably jump into this, is I'm a visionary, then we've got the integrator. COO Alliance is the number one global peer community for second-in-command leaders founded by Cameron in 2016. It provides high-level leadership training and support for COOs, VPs of operations, GMs, and presidents who run company-wide operations.
I could talk on and on about Cameron, but why don't you just introduce yourself? I'm sure everyone's heard of you, but... It's always good to get a refresher.
Wow. All right. Introduce myself. Cameron, entrepreneur, COO. I've built a bunch of companies. I've been paid to speak now in 30 countries. I've been paid to speak on every continent, which is really random. Built a bunch of different businesses. I had my first real company when I was 20 years old. I had 12 full-time employees. Grew up in a family of entrepreneurs. The fourth company that I built was 1-800-GOT-JUNK. The first one I was involved with was a group called College Pro Painters, which not a lot of people know of, but was probably the best training ground and where I learned the most about leadership was building College Pro. Every year, we had to go out and recruit, hire, and train 800 university students to be franchisees.
And then in six weeks, they had to go out and recruit, hire, and train 8,000 students to paint houses. So imagine in six months hiring 9,000 people. I did that four years in a row. So yeah, that was some of my bio, I guess.
You know, we could dive into a lot of the stuff we left off on. But, you know, I want us to just start by talking about a vivid vision. And we talk about this all the time. My bracelet says ruthlessly prioritize. I've got ADHD, every symptom you could think of. I got ideas coming out of the yin-yang. And we're not ready for all my ideas. And Jeff Bezos talks about this. I just did that with my finger just to remind me to say it. Yeah, so we're not ready. We're trying to build a company that can handle all my ideas. They all go in the Asana board. I want to be heard. We worked a little bit with Dan Martell. Dan Martell loves you, by the way. Mutual. He said... You know, the worst thing, Tommy, is when you don't feel heard.
He goes, you'll wake up in the middle of the night, you'll say, what happened to that idea I had two weeks ago? Where's that at? When are we doing it? What's the priority level in your team? So he had a meeting with my complete executive team and said, this is just who Tommy is. Doesn't mean he doesn't, he'll take no gracefully, but it needs to be heard. It can't just be shoveled off the board. But let's talk a little bit about— Let me speak to that.
Yeah. Because that's separate from vivid vision. You said the Bezos thing, and then we hyperlinked really, really quickly. So what Bezos said in a meeting or in an interview one time was, I have so many ideas that I have the ability to kill my company by pushing too many ideas out onto the floor too quickly, and I have to slow myself down. Right. And I think what Dan is saying and what you're saying I agree more with, which is we need to get our ideas heard—
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Chapters
7 chapters
1
How did the ‘two A-players beat six B/C players’ hiring math come from a volleyball story?
0:00–8:05
2
What is a vivid vision and how does it act as a blueprint for scaling a company?
8:05–54:09
3
Which KPIs should leaders see daily and how do you prioritize metrics?
54:09–55:58
4
How do toxic employees drag down a sales team and culture?
55:58–57:48
5
Why should small companies outsource training instead of building LMSs?
57:48–1:00:08
6
What profit and P&L advice do entrepreneurs need to avoid bankruptcy?
1:00:08–1:04:52
7
How can CEOs delegate, hire A-players and balance life for happiness?
1:04:52–1:48:09
Speakers
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