Human Resources

Name a Great Coach without a Great Team


It would be tough to argue Bill Belichick is the greatest football coach of all time if there was never a Tom Brady. . .

Would Phil Jackson have won the most NBA championships in history without Michael Jordan?

Would Young Money Records still even exist if there was never a Lil Wayne?

Every strong leader knows that what truly differentiates their capabilities is their team.

They are focused on attracted the best talent and pushing them all towards one goal. . .

Have you ever heard of a professional sports team that’s main edge is to only recruit players 1-4 years out of college and hope they stay for an eternity?

Not every player is Michael Jordan, not every player is Stephen Curry.

There are Lebrons, Durants, and Shaqs everywhere… although they’re just as important!

The main focus is the IMPACT that these players can have on a team.

If they can keep them long term, even better.

But they’re only focused on one thing. . . the championship.

If we want to oversimplify, the leader is the brain, the team is the muscle.

Succeeding as a big brain with no muscle sounds realistic until a neanderthal comes along and clubs you on the head.

>> Don’t be out of balance <<

If your strategy works, you want your team to be as powerful as possible to truly send a ripple into the universe when you go to market.

Low effort recruiting. . .

will get you low effort results. .

with low effort new hires.

Do it right the first time, and every time, and you will completely change your career.

Follow this link to request a copy of Elite LBM Talent: The Blueprint (link) to learn exactly how to supercharge your talent acquisition to skyrocket your career.

Human Resources

Reacting to Resignation Letters

The Worst Kind of Break-Up . . .

When you have someone leave your team – you’re put in a tough spot.

You’ve got a territory that’s not being covered and a book of business that still needs to be looked after.

You’ve got all of your other responsibilities, and now the threat of declining business.

Your personal quotas and goals aren’t changing either…

Not to mention, if one person on your team leaves… That makes it even easier for the next to leave.

Rumors float around, and nobody in the history of gossip has ever made LESS money by being recruited away…

The bigger problem is, it can take up to eleven months for a new sales rep to break even. . .


If you’re putting the weight of the work onto other employees or managers, you’re setting yourself up for another departure.

That means every month the role is left vacant, the floor starts to creak inwards just a little bit more…

And even if you bring in an “acceptable” salesperson – everything won’t just snap back to normal…

So why not spend the time and money hiring a superstar?


Someone can come in with loads of self-actualization that’s ready to make big things happen.

When you bring in someone with positive energy and a trustworthy approach – that can spread to other members on your team.

Bring in someone that’s going to hit the ground running and someone who is going to lead your team.

With all eyes on you to make sure the territory performs – are you willing to skate by with an okay hire?

Or are you ready to get it done right and make a huge impact

Are you hiring to win, or are you hiring not to lose?

The choice is yours…

 Tactics to hire in the absolute best talent in your market are in our free guide, Elite LBM Talent: The Blueprint (link)
Human Resources

A Fast and Loose Recruiting Strategy is Worse than Gambling

“Do you feel lucky. . . punk?”

Do you like gambling?

There’s a 50% chance your next hire will be considered a mishire in the first 12-18 months.

. . . And if they last, odds are – they’ll be an average performer at best.

LeadershipIQ studied over 5,000 hiring managers, 312 organizations and 20,000 employees

The results are grim. . .

46% of all hires will fail within 18 months 35% will be considered average performers 19% of those hires would be considered a success in that same time period

It’s our mission to de-risk your next hire.

Our process provides better filtering, reporting, and market penetration than anyone.


Career ladders are an artifact of the Mad Men era.

You sign onto an organization at 21… follow the rules… get promoted… and retire with a shiny gold watch.

Those days are long gone.

The career ladder died 30 years ago, when over 85% of Fortune 1000 companies downsized their white-collar workforce…

Particularly mid-management jobs. As those companies thinned out… Leadership positions disappeared… and will never be seen again.


The career ladder has been replaced with the corporate pyramid.
Most top-performers have a burning desire to expand, develop, and advance both personally and professionally.

If you’re reading this I assume you either are a top-performer or you want to be one. Well, as you move up the food chain in your career. The competition for the top-spots heats up, and the failure rates are staggering.

The Harvard Business Review puts the failure rate among management hires at 60 percent. And the consequences of failure in your current role can derail a once- promising career. And the higher up the food chain you are, the hotter the competition gets…

No matter how good you are, or think you are, if you want to compete and win. . .

You need an edge.

That edge is ELITE TALENT

You can learn all about how to purify your recruiting process in Elite LBM Talent: The Blueprint (link)

Human Resources

Don’t Hire a Town Crier! (When You’re Recruiting)

Leaders of the building materials industry: When it comes to headhunting – don’t hire the town crier!

“Hello! I am the perfect person for the job!”


There’s plenty of recruiters that can handle getting your job opening out into the global market. They post it on Indeed, CareerBuilder and LinkedIn. They post it on groups, they post it on their Facebook, and they create video updates about the opening.

Then what’s next? Hundreds of people start knocking on their doors. Emails, phone calls, text messages, telegrams, and smoke signals all start pouring notifications onto their to-do list.

You’re looking for a window salesperson.

And now the town crier has the city of Greenville beating down their door…



So they’ve got to screen. Loads of screening. Constant phone calls and emails all day. 95% of the candidates aren’t even close. They’ve got everyone from sandwich technicians to coal miners applying for the job – and they all want responses!

What’s more likely here – the recruiter presenting the first applicable person and shutting down the search, or the recruiter screening everyone?

 Are they defining your market and its competitors?

 Are they reaching outwards to specific associates?

 Are they providing a block of candidates, all well-qualified?

Of course not, they’re trying to deal with the tsunami of people coming in through all of the advertising they’re doing.


The town crier gets everyone’s attention

A headhunter gets the right people’s attention

Attract the right candidates to your role. Think like a salesperson, identify your market, connect with them, and offer something of value or a solution to a problem.

Don’t let your internal HR, hiring manager, or external recruiter get bogged down in the processing of hundreds of resumes. Work with someone who knows how to properly identify and target your ideal candidate market. Bring your search specificity to a whole new level.

 … and most importantly, take some tips from Elite LBM Talent: The Blueprint (link)
Human Resources

Recruiting with Half a Funnel

Don’t Search with a Stubby Funnel!

Some hiring managers in the building materials industry are start their recruiting process in the middle of the funnel by only focusing on candidates that show INTENT. . .

The candidate pool is seen as the candidates they already have a relationship with, candidates applying to jobs online, and candidates that happen to be referred.

If we want control over the search, we should be able to develop intent within a candidate audience.

This is done by adding three stages prior to the Intent step to drive more activity.

Mapped >

Comms >

Interactive >

Intent >

Mapped – An audience that a search team is able to identify independently by name within the market. During the second step of our recruiting process, we begin to scrape data to find out as many applicable candidates in the area as possible. Typically we make two maps, one of a large audience of candidates that are acceptable, then one small audience of candidates that are knockouts. Citing the Pareto rule, we likely want to spend 80% of our time with the knockouts, but we still want to have efforts on that other 20%, those should just be more automated and at a larger scale.

Comms – An audience a search team actually has an ability to communicate with, whether by social media, email, or phone. After mapping the market, we begin using 3rd party sources to find emails and phone numbers in order to make contact. We want to make sure we are getting the opportunity in front of them from as many angles as possible.

Interactive – The group of candidates that are responding to your outreach or opting in through different marketing channels. As candidates are seen as not a fit or not interested, they are moved off of the interactive candidate list and onto an out of process list. An interactive candidate list should be completely filtered out before interviews take place.

Intent/Roster – The candidates that are qualified and show Intent in pursuing the role. Here we are building out a roster irrespective of compensation levels. Using a Roster, we can compare candidates we interview to the entirety of the market and be more confident in how we make our offers. It is easy to believe a role is paying a median wage for the type of candidate that’s being searched for, but it is a much more honest look when you are staring the numbers from a search’s specific market in the face.

If we extend our search funnel and start to drive more and more activity, we will increase our candidate pool without decreasing our average quality of candidate – which leads us with access to not only more candidates but better candidates altogether.

There’s a lot more information on this process in my video series called the Sixty Second Strategy Series – check it out!

Human Resources

FAQ: “What Questions Should I Ask During an Interview?”

Focus on Interview-Specific Questions

It’s more about crafting questions unique to your interview, as any question that can be applied to all interviews is probably not that polarizing (aside from compensation, etc).

When it comes to the role, outside of experience, aspirations, and flexibility, what is functionally or situationally important? Add one or two of these topics to the base focus topics. For a salesperson, this might mean their current network.


Base Focus Topics:

1) Experience
2) Aspirations
3) Flexibility



Questions focused around a candidates technical ability as well as their interactions with coworkers.

– What’s your experience selling windows?
– What territories do you cover?
– When it comes to approaching a cold lead, whats your standard operating procedure?


Questions looking for ideas on how a candidate sees their career developing long term.

– What does a successful career long term look like to you?
– How do you want to see your career develop long term?
– What type of environment would keep you producing at your best?


Questions to gauge overall flexibility of candidate functionally and travel-wise.

– If we were to introduce facing contractors into the mix, would that make you more or less interested in this role?
– How much overnight travel are you comfortable with?
– If there was a chance we needed you to relocate within the first four years, would that make you less interested in this role?


Questions to understand what the candidate’s current influence or reach is in regards to the product they will be selling. Imagine this interview is for a manufacturer and this salesperson is driving specifications with architects.

– How familiar are you with the architect community in the assigned territory?
– What groups or associations are you a member of?
– What do architects like seeing most?

Human Resources

All Hat, No Cattle: Avoiding Hiring Duds


Anyone who handles recruiting has heard all about passive candidates…

It’s the #1 recruiting buzz-word of our time!

Are they actually even any better? How can we avoid hiring someone that’s all hat and no cattle?

Finding the Real Deal. . .

Check it out, LinkedIn did some research on employees in the market and 18% of professional employees are what we call “Active” — they’re out there trying to find a job, actively applying to postings and networking to find opportunities…

LinkedIn also says 20% of employees are “Super Passive” or “Fixed” meaning they’re not interested in talking to anyone about jobs. They’re pretty much giving the finger to recruiters on a weekly basis. They’re in love with their current employer — and props to that employer for having such a great environment that the candidate doesn’t want to be bothered with approaches about other opportunities!

Here’s the real kicker… LinkedIn’s research says 62% of employees are open to considering a new opportunity but they AREN’T actively looking. They’re happy where they are, but they do ultimately want to develop their career long term. At the same time, they aren’t applying to job postings or calling back every copy/paste recruiter sending them crappy emails.

These last two groups are your rockstar candidates. They’re in the zone, they got the blinders on, they’re working hard. They are so bombarded with job postings and crappy recruiting emails that it all becomes static. They’re numb to job descriptions and their resume is out of date. They’re hesitant to deal with the stress of a job search or being in an interview process.

So why are they even valuable?

 They’re certified and accomplished
 They’re highly effective and impactful
 They’re excitable and motivated
 They’re honest and authentic

Simply put… You might just run across a rockstar by chance (but you probably won’t).

Successful Partnerships and Communication

Leaders in the building materials industry have always relied on job postings and contingency recruiters to find their talent.

Many aren’t creating an employer value proposition and most who do aren’t doing it well.

This isn’t their fault, they have active candidates banging on their doors – they don’t have to sell the job when the person applying already wants it!

Passive candidates take more time, they’re harder to reach, they’re harder to sell and they expect much more in the recruiting process.

But they’re worth it…

They deliver. 🚚

Which is exactly why restricting yourself to active candidates is the #1 cause of early turnover also known as the dreaded “coin flip” of hiring…

Look, 46% of all hires turn out to be mis-hires within eighteen months. Then what? You’re back to the drawing board wasting more time finding a replacement.

Do it right the first time

While passive candidates are the perfect target for strong recruiting, don’t let another recruiter speak with one of your possible candidates without first crafting a real compelling reason to attract the best candidates in the market.

If you’re looking to supercharge your recruiting process… check out Elite LBM Talent: The Blueprint (link)

Human Resources

Top Five “Meme” Strategies for Recruiting

Don’t believe the hype!

I’ve seen a lot of different ‘gurus’ on LinkedIn and Facebook pushing random strategies that don’t really seem to move the needle. Given that I need to continue to communicate and share content, I thought I would share a couple of strategies I see over and over that don’t get it done….

1) Write great job descriptions!

 In modern times, reading a job description is like reading IRS paperwork. Many believe if you change the layout, change the verbeage, change the focus – you will have a pretty nice job description that everyones interested in.
The only issue is you don’t want everyone to be interested in it, you only want qualified candidates interested. In our process, we ditch the job description (for the most part) and create a job invitation that doesn’t look anything like a description to filter and entice the right kind of people to opt-in for a conversation.
Wow, look at this inviting and interesting piece of paper!

2) Buy a job posting on LinkedIn/Google/Indeed!

This is a fair strategy if the role itself isn’t of a critical focus. Typically, paying for job postings does not get a good return if you’re looking for someone at the top of their game. Reason being, typically the best candidates aren’t surfing the web for job ads, they’re too busy knocking the cover off of the ball every single day. They may not even be answering emails or calls from recruiters… You won’t typically find your best candidate on a job board.
“You’ll have qualified candidates in 24 hours!”

3)Post status updates on LinkedIn/Facebook/Twitter that you have an available job!

Now, this is a great action to take, but not what we would call a full strategy. Many gurus are espousing that if you just update your status every day eventually the right person will show up on your doorstep. Wrong. It does move the needle a teeny bit, but a social update action should really be one step in a huge outbound process you’re creating.

4) Host a Periscope/Facebook Live to Recruit Candidates!

This one is actually kind of funny because I can only imagine how a hiring manager would feel after attempting this one if they aren’t from a Fortune 500 (or more likely, 100) company. For those that don’t know, Periscope is a live streaming platform. You can get on and stream a video of yourself and interact with commenters.

This would be great if you are Coca Cola, Gucci, Apple, or gigantic names that would end up driving a lot of traffic by name alone. If you are a local or regional distributor, you will likely spent 15-30 minutes sitting in a room of 5-10 people that have nothing to do with what you’re looking for.

5) Make a Recruiting Video and Post it to LinkedIn/Facebook/Youtube!

 From this list of five, this suggestion is actually very good if you make a high quality video. I have seen companies phone it in with their recruiting video where its either a person talking into a camera for 2-5 minutes, or its a Windows Movie Maker edited introduction of the office that just looks terribly low effort.
If you’re interested in employing this tactic, it’s really all about showing who your company is and why someone would want to work there. This is effective because it gives a direct look at your firm internally and could possibly end up going semi-viral depending on the quality. The issue is, most people phone it in.

If you’re interested in getting some strong recruiting process that will work time and time again on a long-term recruiting horizon. Check out our Recruiting Blueprint located at
Human Resources

Candidate Mapping: Strategies to Consider


Researching recruiting targets to attract

Business is war, and you’ve got to have good intel to win. In this crucial second step of the recruiting process, you need to work on mapping out your territory as densely as possible.


For example, if you are a window distributor, you should define every single other distributor selling windows within a 25-50 mile radius (you may have already done so for a SWOT or something of the like in the past).

Once you have that list, and are confident in it, its all about figuring out /exactly/ who is working for them. It is a bit different approaching someone from the hiring firm itself, but on our end as an agency, we have a couple of tricks to get the exact roster information without tipping anyone off that a certain employer is looking for new salespeople.

This stage is all about setting a plan, setting targets. If you have this in order, it makes your recruiting steps much much easier and clearer.


Create a funnel for each role you are interested in recruiting for and run applicable traffic to it. These should be associates you have identified within your market.

This means creating a strong employer brand and consistently selling your company. Many firms only sell their product, but its just as important to sell your company to the open market. This includes videos, blogs, and automailers.

Consider this more as a marketing campaign that’s focused on establishing and understanding and driving interest behind the company and opportunity.



This applies more for when you have a relationship with a great external recruiting team (ours). However, even internally there should be strong reporting on each individual name and employer that is being targeted as well as the status of each relationship.

That report will keep the hiring manager objective on the status of the search as a whole. This is to make sure the targeted candidates are on the right track instead of waiting to see inapplicable candidates that are pressing for an interview.


Want to learn about the recruiting process as a whole, and how you can implement our system on your own?

Check out Elite LBM Talent: The Blueprint (link)

Human Resources

Candidate Selection: Strategies to Consider


Create the draft, then sign the first pick.

The beautiful part about this stage is that if you have effectively implemented the previous stages, this one will be an absolute breeze. What we’re doing here is tying up some loose ends, finalizing our decision, then making the offer to the candidate of our choice.


In the final stages, it is always smart to get a reference from someone who /has not/ been directly identified by the candidate.

This is to take the conflict of interest out of the process when it comes to getting a reference on a candidates background. This doesn’t necessarily have to be a previous manager as they may be limited, but someone that worked alongside them at bare minimum.



The action that hiring managers fear most is a counter offer from the current employer. This wastes so much time, and if you don’t have a backup candidate – can force you to start all over! Old school recruiting gurus like Bill Radin suggest you should warn the candidate about the possibility of counteroffer, but also figure out at what scenario they would accept a counter offer from their current employer.

Bill says to start high such as “Would you accept a counter offer if they doubled your salary?” He mentions that this also will make the counteroffer seem underwhelming if something does come through.



This is the simplest, yet most delicate stage. When we are working with our clients, we prefer to make the offer and set the start date. However, when it comes to making internal offers, the best idea is to sit down face to face and make the offer. This way, you can get any questions answered, and make sure to have the entire process wrapped up the same day as the offer.

Typically, candidates should almost know the offer is coming and should already be in the ‘yes’ mindset. One of the biggest mistakes that hiring managers can make is making the offer too early. Do not make the offer the same day, or the next day as the first face to face interview. Some hiring managers get over-eager to hire, but this does nothing but scare the candidate. The offer should go out a few days to a week after the final interview. I also suggest not making the offer time sensitive. The candidate should accept in less than a week – but if you give them a time limit, it creates more questions and more uncertainty as they feel like they are being unfairly influenced to make a quick decision.


Didn’t get the opportunity to read about all of the steps before you get into the offer presentation stage? No problem, check out Elite LBM Talent: The Blueprint (link)