HireMyVA Podcast

HireMyVA Podcast 103 – How to conduct employee satisfaction survey

Listen To The Audio

Watch The Video

Episode Transcription

Dave Braun
00:00:02
Hello, everyone. Welcome to the HireMyVA team in business building podcast brought to you by Yogoozi.com. In this podcast and at HireMyVA, we help you to reclaim your freedom through hiring and thriving with virtual assistants without breaking the bank and of course that means your bank. I’m Dave Braun. I’m here with my partner, fantastic business mentoring coach but most important, my good and great friend, Larry Broughton. I should say the Larry Broughton. I’m never gonna let you that down, man.

Larry Broughton
00:00:35
I know you won’t. Hello, handsome Dave. How are you?

Dave Braun
00:00:37
How are you, man?

Larry Broughton
00:00:38
Doing great. Good, good.

Dave Braun
00:00:39
Awesome.

Larry Broughton
00:00:40
Listen, the last couple of podcasts we were talking about confidential work climate surveys. Yeah. I think is this part two of a two-parter? Is that right? Or—.

Dave Braun
00:00:49
Yeah, this is episode 103, it’s part two. The first part was we talked about the why behind doing it, you know, the purpose. Right? And we talk about whenever you do anything, make sure you understand the why behind it. So you’re not wasting your time and it also makes sure that if you understand the why you’ve got better results that’ll happen after you’re doing the how. Right? So we talked about the why behind doing an employee satisfaction survey or confidential work climate survey, as you mentioned with your team members. And of course, as Larry as you’ve point out, and it makes so much sense. We talk about, we like to use team members, not the word employee, but we’re doing it. Cos most people in the title of this, we put employee cos most people search for that.

Larry Broughton
00:01:36
Yeah. Right. Well also, I mean there are times when you have to use the word employee for compliance issues and, and that sort of thing. So obviously. So I would encourage folks that don’t listen to this podcast as a standalone.

Dave Braun
00:01:51
Yes.

Larry Broughton
00:01:51
Most of these podcasts you can go and you listen to that one and never listen to another one. And there’s a lot of value in it, but go back and listen to episode 102 on why to do it. That’s really important. And now we’re gonna talk about how do you actually do it because there will be some folks who are listening and they were a solopreneur and now they’ve got a couple people on their team and they want to kind of figure out like, are things really going as I think they’re going, some of these folks will have several hundred employees or team members and we know that others will have thousands of team members. And so it’s a little bit different for each of those and we can talk about timing, not that I suppose as well. If you want Dave, I could just share with my experiences. Because we’ve done it a variety of ways where we’ve got a few team members and then thousands.

Dave Braun
00:02:36
Yeah. We’ll both share our experiences, maybe the way we start Larry is we talked about mistakes, you know. Mistakes to avoid, right?

Larry Broughton
00:02:46
Yeah. Well, there’s a bunch that gonna pop into my mind. Number one, that you have to make sure that people understand that this is confidential.

Dave Braun
00:02:56
Yeah.

Larry Broughton
00:02:56
Right? Because if it’s not confidential, then they’re not gonna give you their honest opinions.

Dave Braun
00:03:00
Yeah.

Larry Broughton
00:03:01
And frankly, even the first couple of times that you say it’s confidential, they’re not gonna give you their honest opinion because people don’t trust —just because you say it’s confidential, is it really confidential? And so, because they’re going to be concerned about some kind of backlash. And so that leads to mistake number two, is actually having negative ramifications if people give you honest feedback. You can’t ask for honest feedback and then reprimand people for giving you honest feedback. That just builds a real level of contempt and distrust in an organization. Another one that kind of pops into mind is not letting people know what the results of the survey were or not listening to them or even worse humiliating people who actually did bring things up. But if you ask someone for their feedback and then you never close that feedback loop and say, Hey, I heard you and here’s what we’re going to do.

Larry Broughton
00:04:03
Or I heard you and I understand what your goal is or what you want. And we’re just not in a position to meet that right now but it’s something that we’ll take under advisement moving forward. You have to let them know you heard them. So those are a couple of the mistakes that kind of popped to mind, that pop into mind. I’m sure there are plenty of others. Hey, if you guys have been part of a work climate survey before, would love to hear how that went. Give us, you know, some comments in the comment section here. But Dave, do you have other things that kind of pop into mind, that mistakes that you’ve seen made in your past life?

Dave Braun
00:04:34
Yeah. Let me tell you on a couple of those. So like one of them, you know, you talk about people will only give you their honest feedback maybe after a couple of them or the third one or whatever. Right? So that’s one of the mistakes that people make is to not continually doing work climate surveys, not having it part of your culture. So if you do a — here’s what happens, oh my gosh. All the time. So a company is doing it. Somebody comes in in HR and says, you need to do this. They do it. There’s a report on it. And then that’s the last one that’s done for years and years. Right? And so that’s a mistake. They only do one and then drop it, then that’s like, what are you telling people that you’re, you’re telling people as an owner or a management team, you’re just trying to check off the box.

Dave Braun
00:05:26
Right? Somebody in HR told you that, hey, here’s a good idea, you wanna do this. No, that’s not it. And then, you know, the other mistake is, you know, kind of like related to what you said, number three is not following up. And there’s, I think a really good way to do it, but I’ll tell you my experience is when we had one of these, you know, they started following up, they had a, you know, an all-employee meeting. Here’s the results and here’s the plan. Right? That’s great, but then that was it. They may have talked about the next quarter, but then that was it. Everything else was dropped. The sales were going down a little bit in the quarter and then it was like panic mode on the leaders, like what are we gonna do to get these sales up instead of saying, you know, yeah, we gotta do this. We gotta do both. We gotta keep going with it. And what that led to is for people there, it would be like, if they give me another survey, would I really care how I answered. I’d probably just give it lip service. Right? So, I guess that is the mistakes that we’re talking about will actually cause your company more harm than good by doing it. If you’re not gonna do it right, don’t do it at all.

Larry Broughton
00:06:44
Yeah, yeah. Yeah. So the key on doing it right is following up. I mean, there’s a lot of other things, but you can’t ask for information and then not do something with it.

Dave Braun
00:06:54
Yeah. And follow up the right way. And, I think that the best way to do it as a leader is to put yourself in the position, of an employee or a team member who gives you that feedback. What would they want to see? You know, they’d wanna see that they were heard, that you’re taking it seriously. Taking it seriously means you keep reporting on it until the issue is resolved or at a minimum telling them that, well, you know we heard this issue but there’s all these other ones over here that are more important. We’ll get to this, but we gotta concentrate on these higher-level ones first.

Larry Broughton
00:07:28
Yeah.

Dave Braun
00:07:29
Something like that.

Larry Broughton
00:07:32
Yeah. The first time we ever did one of these at my former organization where I was a partner, it was painful, the first couple. You know, we were growing very quickly. We didn’t build an infrastructure in front of the growth. We were always building after the growth, which is very painful. And, after we did the first one, it was, you know, some of it was very personal. You know, I won’t say attacks, but pointing out some of the obvious things about, you know, my leadership style that I didn’t necessarily like about my business partners leadership style and you know, and I remember us both being, feeling wounded afterwards but we were both had the courage to say, okay, let’s go confront this. Let’s have a meeting and not confront it, but let’s have a meeting with everyone, do a memo about it. Okay. We heard you. Yes. Okay. Right. Yes. I sometimes come across as selfish or yes, I may have, you know, an ego problem or whatever, it might be, but you have to take your medicine.

Dave Braun
00:08:37
Yeah.

Larry Broughton
00:08:38
You have to take your medicine. Right? And let’s, let’s remember sometimes there’s there such a thing is called icon toppling. Okay. Faith Popcorn, I think might may have coined to that years ago. She had a newsletter, she used to call The Popcorn Report. And some people have given the shot, were given the opportunity to take a shot at their boss or their leader or their owner, just because of their pain. They may say things that they would never say to your face. And it’s even more amplified now with social media. Right? I heard a guy named Michael Malice. Put it this way, he said, hey, I’m from New York. If someone comes up to me on the subway and calls me an idiot and tells me that I’m stupid, I’m not gonna put any credit into that. I’m just gonna get as far away from them as quickly as possible. Right? And that’s how you need to take some of these people that are on social media. Right? Well, you can’t necessarily do that with a team member. Right? Because sometimes it is indeed confidential and you don’t know who might be saying it. And so you do have to be like, take it in and say, is there value in this? Is there truth in this? And if there is, own it, if it’s not, jettison it and keep moving forward. Right?

Dave Braun
00:09:53
Yes. So I think there was a couple of mistakes in that, where you were talking about it. One is a mistake whereas leaders, if we’re going into this, if we already have a certain attitude, like, well, I can’t wait to hear what they say about our company. Cos I think everything is all sunshine, lollipops, rainbows, and bunnies. Right? So you’ve gotta, already got a preconceived attitude. You gotta go in thinking, but it’s yeah it’s almost like a blank slate. I just want to hear what they say. That was one. And then the other one would be feeling too — if there’s a lot of negative stuff or some of it feeling too wounded afterwards to even follow up on it.

Larry Broughton
01:10:34
Yeah. Well, if it is, then you gotta look at that. This is an opportunity. Say, oh my gosh, thank you for identifying that cancer that’s in my lung early. Then it’s just a spot that I can now deal with it. What’s the treatment? What do I need to do? Right? Before they actually come in and rip your lungs out. Right? So I think that’s — you gotta look at this as an opportunity to grow, to improve. Okay? So it’s medicine and sometimes medicine is better and sometimes it’s, you know, sweet. You’ve gotta take it.

Dave Braun
01:11:06
Yeah, absolutely. If you’re gonna improve and if you’re gonna grow, it’s gonna hurt sometimes. Right? — and exercise. I mean, if you’re not, if at some point if you really want to grow and build muscle or build stamina, it’s gonna hurt. Your lungs are gonna burn. Your muscles are gonna ache. Sore afterwards. It’s gonna hurt but there’s a payoff. Right?

Dave Braun
01:11:26
You gotta desire that growth. Okay?

Larry Broughton
01:11:30
So that’s it, that’s some of the mistakes I think that people made.

Dave Braun
01:11:34
Yeah.

Larry Broughton
01:11:34
Maybe we have to talk about what do you do if you are just a newbie organization, you know, got a few people.

Dave Braun
01:11:40
Yeah.

Larry Broughton
01:11:40
Do we go there next?

Dave Braun
01:11:42
Well, one other thing I think we gotta point out is to list. I don’t know what point, give me your opinion on this cos you have a lot more experience than me. At what point in an organization number of team members, would you say I’m gonna hire an outside company to do this? And that’s really important, is to have somebody outside to do it because if you don’t, people are gonna start thinking, oh my gosh, they’re gonna trace my IP address in my — you know, and how we’ve heard and everything and all that. Right?

Larry Broughton
01:12:08
And we’ve heard that. I would say as soon as you can afford it.

Dave Braun
01:12:13
As you can afford it, what do you think would be like the level? Would it be —

Larry Broughton
01:12:17
some people are cash-rich and some people aren’t. So you have to decide. There are organizations like SHRM, the society of human resource managers. Is that right? Who offer this service, some of the chapters. Our insurance company offer, the service. All right. Because they provided a lot of the HR administration on the backend. So whoever your HR administrator might be, like the people who monitor your team member handbooks and those type types of things. And that was just part of their monthly service for us. So you just gotta ask the questions for it, but I would say have an outside person, as soon as you can.

Dave Braun
01:13:03
Okay.

Larry Broughton
01:13:04
I mean, even if you’ve got three people on the team. Now, one way to do it, I used to be in a pretty high-end mastermind group where there were a dozen business owners. I think the minimum size business was 5 million dollars. Is that right? That might be right. And so part of the process was, that we started implementing is that we would go around business to business and we would audit each other’s businesses. Not just do you come and you say, Hey, here’s my, my problem is, and you attend your meeting, but we were committed and we would actually start auditing people’s business. And the chairperson of the mastermind would conduct the confidential work climate surveys. Because she had an HR background.

Dave Braun
01:13:54
Okay.

Larry Broughton
01:13:55
Okay. And so she would administer them. Okay. So that’s another way to do it. In the early days, I would just ask questions. Doesn’t need to be super formal? In the early days when you’ve got two or three, but I would ask for feedback like, hey, we’ve been in business for a year and you know, you’re our third or second team member and I really would like your feedback. Like how are things going? Like really? And if you haven’t built a relationship where they feel they can trust you, you’re not gonna get real feedback from them but at least you’re asking and you’re starting how to do it. I would encourage you though. Particularly in the early days, reward those people who are trusting you with their lives and their careers early on. Let them know, thank you for joining my team. Thank you for joining our team. Because I know that you could go work someplace else, but you chose to work with me, to work with us, to grow this organization.

Larry Broughton
01:14:51
When you say things like that, it kind of lowers their guard a little bit and if you’re sincere about it, then they may give you feedback and say, hey, I really want us to grow this thing. I’m hoping that you know, the three of us that are here in the organization today or here 15 years from now as we grow this thing, but I can’t do it by myself. I don’t know. What’s really going on. You’re closer to the is part of the business than I am. What can we do differently? You know, how can we improve? How can we serve the clients better? How can we serve you better? Just start informally. That way, you start building a culture in your organization that It’s a learning organization. As an organization of honesty and integrity. So I would start there. Ultimately though, Dave, as I was saying, there are HR firms. I mean, there are, let me back up. There are some insurance companies who will do this for you. There are chapters of SHRM or HR organizations out there that will do this. And there are companies that just administer. I mean, just do whatever online search platform you use up go or Google or whatever it is and type in, start doing research for work climate survey administrators, those types. You’ll find stuff.

Dave Braun
01:16:06
Yeah, that sounds good. Now, if—

Larry Broughton
01:16:08
I’m sorry. Then there wasn’t an immediate step for us. We did the verbal stuff, then once we actually hired a VP of HR, we call the people services. Once we had a VP of people services, we did administer a couple of them ourselves but then we did find that people were saying, oh, okay, it’s coming from a Broughton hotels URL. You guys are gonna know who it is — just to process of elimination. And so we just got out of it completely. That’s what they did. Like the insurance company, they actually would send out reps to each of the hotels. So if you got 25 different facilities, they would go to them and they had an English speaker and a Spanish speaker or a two Alexa speaker or a Romanian or whatever, wherever they were from to make sure that people knew. And they just took laptops with them. They use their laptops and the person came in —break and sat down and did it so that we’re not tracing IP addresses. They’re all coming from the same place.

Dave Braun
01:17:17
Well, you’re scanning my fingerprints as I tell.

Larry Broughton
01:17:19
Oh, there you go. You got in between. We’re taking fingerprints off the computers. Yeah.

Dave Braun
01:17:23
We’re taking a picture of you then the clock, so we can line it all up.

Larry Broughton
01:17:27
There. Hopefully, if all your team members are feeling that, then we’ve got a corporate culture problem. If they really don’t trust you that much, we’ve got a bigger issue to deal with. But yes, I suppose there is a way that you can track everybody if you really wanted to do that. But the key here is you want information that’s gonna help you become a better organization and a better leader. So does it really matter? I suppose it does. Yes. One of the things Dave, before we get too far sidetracked, you do have to take into account. When are you given these things? What’s going on in the organization? Was there just a leadership or staffing change? There. Was there a toxic environment in that department in the months leading up to this, right? You do need to measure all that.

Larry Broughton
01:18:18
And by the way, what we would do is we have — what hotel were they in and what department? And it was very general. What departments? Because some departments only have two people in them. Right? So you make it general enough where you can’t figure out who it is. Right? And what we would do depending on the asset that we were acquiring. So let’s say we took over a hotel. Sometimes if we knew, then we could tell during the due diligence process of buying it or taking over the management. What the corporate culture was like, Right? So sometimes we would give the confidential work climate survey within the first week of us getting there. We wanted a benchmark —

Dave Braun
01:18:57
that’s a good point, yeah

Larry Broughton
01:18:59
to start with, right? And then we would do one, six months later and then there would be annually after that. Okay? If we see people that start getting below a certain score, we start delivering them every quarter is what’s measured is improved. Right? So really, but that’s only valuable if you use it, if you’re just doing the surveys and not acting on them like we’ve talked about already, it’s kind of a useless process.

Dave Braun
01:19:28
Yeah, I agree. What would you say if you had to pick a couple of questions that you’d want to make sure we’re on the survey, you know, what do you think, what would be your top couple of questions?

Larry Broughton
01:19:42
Do they have the tools to do their job effectively? I would do some questions around trust. Do I trust my manager, leader, whatever? Do I understand the vision and mission of the organization?

Dave Braun
01:19:55
Okay.

Larry Broughton
01:19:55
If so, what is it? You know, those types of things I think are very important. I think I mentioned this in previous podcast. We had about 45ish questions in hours. We try not to have very much fluff in that. But things about, if you were offered each job somewhere else, would you take it? Again, because we’re trying to build a corporate culture here. Right? If you were ill, you feel like your supervisor or team members would visit you in the hospital. What’s that trying to get to the level of camaraderie and love in an organization. Right? So those tend to be, I think, that kind of pop out right away. Yeah. And depending on what’s going on in the organization, oftentimes the first one that you do might be a little more general. Excuse me. I gotta take a drink here. All right.

Dave Braun
02:20:54
That’s okay. So in other words it might be more general, but then as I think what you’re saying is, as you discover, you know, maybe some issues that you need to hone in on, it’s like, well, wait a second, here’s some general issues. We’re not living out our core values or whatever. We need to have a few more questions to figure out what’s are the specifics, right? What are some of the specifics that are happening? Is it — and you know, try to get it. Is it an immediate supervisor or is it from the top? Is it one of the core values? Is it a location? You know? So that kind of thing.

Larry Broughton
02:21:27
That’s right. And then sorry about the voice.

Dave Braun
02:21:31
I know this subject really chokes you up, you know, it does me too.

Larry Broughton
02:21:33
Ultimately you want the same questions every time so that you can benchmark it. You can track yourself against each of those.

Dave Braun
02:21:45
Yeah. So I, I guess then what you’re saying is you would continue to ask those same questions but maybe would you add a few as well. Right? So, what you’re saying is this satisfaction and employee satisfaction survey or climate survey is not necessary, just a static thing that you’re gonna ask every single time. Right? It’s something that you —

Larry Broughton
02:22:06
Like right now I would do one that pertains to the pandemic.

Dave Braun
02:22:10
Yeah.

Larry Broughton
02:22:10
Right? Do you feel safe?

Dave Braun
02:22:12
Oh, that’s a good one.

Larry Broughton
02:22:14
You know, in your workplace. You know.

Dave Braun
02:22:18
Yeah. I know that like another one that people would ask would be like, you know, is, do you feel like productive when you talk about the tools, do you have the tools at home to do your job? Or do you feel productive on working from home, on a scale of one to 10, 10 being best, would you rather keep working at home or would you rather come in the office? Stuff like that, right? That are related to the times going on and I think one of the things you talked about was important about the timing of it. Right? If you’ve got a company that all of a sudden you’ve got a winful of money and you’re like feeling really generous and you give everybody bonuses. And then the next day you drop the survey on them. It’s skewed. Right?

Larry Broughton
02:23:01
Yeah.

Dave Braun
02:23:02
So don’t do it — that’s kind of a mistake. So don’t do stuff like that.

Larry Broughton
02:23:06
Yeah. I agree.

Dave Braun
02:23:07
Okay.

Larry Broughton
02:23:08
So I think we answered that. How do you actually do this? So we talked about what to do. If you’re a small organization, kinda do it yourself, just informal conversations. As you grow and you get an HR professional, have them administer it. But I would recommend Dave, that as soon as you can afford to have an outside organization, administer it on your behalf to do that because it builds the level of trust in the organization. So how else do you do it? We talked about timing. And when you would do that, maybe you start out doing one now. If you’re in the mergers and acquisitions, you do it upon or within six months of the first, you know, of the merger and then do it annually. After that, I would not let it go longer than 12 months. A whole lot can change in an organization in 12 months. Right? If things are not going so well, consider doing it quarterly or every six months. Right? And we talked about some of the important questions. How to do it and then just make sure how do you communicate the results. Okay?

Dave Braun
02:24:10
And continue to follow up.

Larry Broughton
02:24:12
Yeah. Continue to follow up. Now, what we’ve done or what I’ve done, sometimes we’ve done full-on team meetings, particularly with managers and leaders. And then with memos afterwards. Since the advent of zoom, we’ve been using zoom for years, even prior to the pandemic. We would talk about the results in my quarterly state of the company addresses so that anyone who wants to get on there can see it and then give some of the highlight reels and action items in the form of a memo to every team member, every stakeholder.

Dave Braun
02:24:51
And I think it’s good to share both the — when I say the good and the bad. Right? You wanna share the good things that are going on in your organization. And I think, and I love your idea of, you know, continuing to do it and making sure you ask similar questions and charting those over time. If you share that with people, you might find that; hey, you’ve been on a good trajectory, but then all of a sudden, uh-oh. There’s a dip, right? And that’s easy to have happened and it’s better to —

Larry Broughton
02:25:23
in reality —

Dave Braun
02:25:23
Make people understand that reality is your friend. Like you say, right? It’s better to understand that you’ve got at this little dip and then you can be like, uh-oh, we’re going off the rails here. We better do something about it.

Larry Broughton
02:25:32
Yeah. So obviously share the good with your team and your stakeholders, whether you’ve got partners, investors, whatever, cos those are victories. Right? And share the bad and the ugly as opportunities. There are only opportunities if you put action plans with them or behind them. Right? And then follow up to make sure those are done because those can turn into victories. It’s very interesting. I’d mentioned that, I don’t remember, was this podcast or the previous one about the whole idea of dust ones?

Dave Braun
02:26:00
Yeah. It was a previous one. You mentioned the dust wands.

Larry Broughton
02:26:02
I talked about room attendants at a hotel that we had acquired were always getting beat up by guest and by their former manager that there was dust on the top of picture frames and on ceiling fans. So we asked them, do you have the tools to do your job? And if you don’t, what tools would you need? And they said, we’d love to have collapsible, expandable dust wands. How much of an investment was that under a hundred dollars to invest to — every room attendant, their own dust wand. And all of a sudden they felt great about it. Morale goes up because they know they’re gonna be doing a better job. Guest satisfaction scores go up, complaints, go down, efficiency go up. Oh my gosh, what’s the great value of that? And so by us doing that within the first couple of months, then the room attendance, all of a sudden we are heroes to them cos we listened to them. Right? So just because it’s a problem, doesn’t mean it’s not an opportunity to turn into a victory.

Dave Braun
02:27:01
Yeah. So give your team members the option to be able to give suggestions, of like; hey, you know, on a scale of one to 10, 10 being best, this is a five. Well, if it’s a five, what would you do to help get it up to a 10?

Larry Broughton
02:27:17
Yeah, that’s right.

Dave Braun
02:27:18
Yep. All right.

Larry Broughton
02:27:20
Good.

Dave Braun
02:27:20
Whew. That was pretty awesome.

Larry Broughton
02:27:23
Well good. I’d like to hear from the listeners or the viewers if you’re on YouTube. What has worked for you in the past? Have you done work climate surveys? Confidence or work climate surveys or employee surveys? On either side, have you been on the receiving end or have you been on the administration side? What are good questions you’ve heard? What lessons have you learned from these things? I’d love to hear it. Share it in the community if you’re part of our HireMyVA or Victory community as well. If you’re thinking about administering one of those. Ask questions there, we’d like to help you out.

Dave Braun
02:27:59
Yeah, absolutely. We’d love to take a look at what you’ve come up with. Be awesome, okay? Great. Thank you everybody for joining us today. Remember building a team is the way to reclaim your freedom. One of the ways to build your team right is to do work climate surveys, as we talked about. Well, of course as you’ve heard and if you’re in our community, know that we are here to help you, especially with our course and community. And of course, our White Glove Service where we find a rockstar VA for you. So three things we’d love for you to do, and I’d really appreciate it; number one, subscribe to this podcast with your phone and subscribe on YouTube at the subscribe button and click on the little bell next to it, to get reminders. Number two, give us a rating.

Dave Braun
02:28:43
Obviously, we want five star but give us rating, put a comment, as Larry mentioned. Let us know some of your experiences with a work climate survey and what happened. This will all help us to get the word out. And then number three is go to HireMyVA.com for more information on our course and community and our amazing White Glove Service. Remember, even without experience, you’ll learn how to prepare for hire and thrive with virtual assistants. Larry and I’ve helped a lot of folks. We want to continue helping more. So come on and join us, come into our Q and A’s. Let us answer your questions and we’re gonna help you grow as a person and as an organization. Just to get started on that, go to HireMyVA.com for more information.

Larry Broughton
02:29:29
Yeah. And again, this podcast is brought to you by Yoogozi.com, which is really our online learning portal, offering by size nuggets of learning for entrepreneurs, leaders, and, and high achievers. We have a moral obligation to serve our teams and to serve our communities. We can’t do this alone. We’re all on this journey together. For Dave and I, and for many of you, we have a higher power that we answer to. All right? We are stewards of our businesses. So I’m gonna offer you this, God bless you, God keep you, and God hold you. Now, go do something significant today, my friends. Okay? Go get ’em. Bye.

Check Other Great Episodes

HireMyVA Podcast 26 Interview with Sara Lang 1

HireMyVA Podcast 26- Interview with Sara Lang

So today without further ado, we’re going to do something a little bit different. We had an interview, I did an interview with Sarah Lang a while ago. She’s a web agency owner and located in Ontario, Canada, and she’s been a friend we’ve helped her get a great VA, a little bit ago still with her today, did a great interview with her. And I learned, you know, several things from her and I’ve, you know, I’ve got a list here, but you know, one of the things that she did to prepare herself and she’ll talk about this is, is that she ended up just starting to do her processes, recording her processes. And we, and we talk about, that’s a huge side benefit of deciding to actually employ somebody to work on your team is that it kind of forces you to be, to grow up and be a real business. Right? Get your processes down.

HireMyVA Podcast 117 5 good habits to enter 2022

HireMyVA Podcast 117- 5 good habits to enter 2022

We’re going to share with you some of these five Keystone habits that we think are really super important, but one way I think Dave just kind of described this is that a Keystone habit means that this is a central habit that’s going to affect or govern some of the other key habits. That’s what I want to make sure that we’re understand that we’re talking about the same thing here. And these are really important because when you develop these good Keystone habits, it’s going to affect all these other areas of your life. It’s like this chain reaction, this chain of events are going to happen, and that’s going to develop positive outcomes.

HireMyVA Podcast 12 Ive heard theyll just disappear days at a time 1

HireMyVA Podcast 12 – I’ve heard they’ll just disappear days at a time

It really comes down to three things. I think one is the personality of the person that you’ve hired. The second, that can be cultural because there are some cultural events or life circumstances that happen where culturally, they deal with it differently than we might here in the U S additionally, part of the cultural thing is the way that they respond differently to their boss versus here in the U S and the third thing is communication. Have we communicated effectively what our expectations are of what happens when some kind of life drama, emergency, tragedy, holiday, comes up? So really, I think comes down to those three things and we can kind of winnow this down from there.