I do think in a company that's fast growing in a company where you have things that you like to do more your way, you want to look for people who are not, don't have old career energy, which is if somebody's already had like the pinnacle moment in their career, and they are looking to come in and they're like, I just want to find somebody who I can basically tell them how to do it my way. I try to give people feedback on an interview and when they don't accept the feedback or they get a little ruffled,

then I'm like, all right, this is one of those people. What's up? How are you guys doing? You guys,

good energy? Yeah. Feeling good? Okay, great. So we will, yeah, we're going to get right into it, right into it. Amazing. So my name is Peter Livingston and I work for a faith-based

nonprofit and we sell classes and books and education to men 24 to 25 to 54 who need practical

help in life. And we're about at $6 million in revenue. We're trying to get to $15. And the thing that's

stopping us is that we're scaling faster than our team can handle

from a pacing perspective. So we're hiring which will help, but how do we know when we need

coaching for the team members that are on the bubble and just to give them more time versus

when have we passed the threshold that we're outpacing or out or not able to coach those

team members into becoming what we need them to be? It's a tough question because I think it

comes down to the business model and what you want to do now and in the future. So let me explain.

When you're hiring people, so you're hiring people for a position, you want to think, okay, what skills does this person need to come in already like preloaded with? Like I'm not going to take the time to train them on these skills. And that's where we list requirements. Right. It's like you want to come in with these skills. Like I think degree, all that's bullshit. We just want skills, right?

We approximate a degree approximates to a skill, and that's why we put it on there.

But really, we want someone to have skills.

And so whenever I'm thinking about hiring somebody, I'm thinking,

what skills do I want them to already come into the job with?

Because I think that they'll take too long to train. That's the first thing I think about when I'm hiring. Now,

then when somebody comes in, if everybody is taking too long to train, then maybe we don't have

the right type of mix of the teammates, or maybe we don't have the right level of skill of the

person. The other way that you could look at it is like,

okay, well, how much do we want to invest in the people? I think that it's a ratio more than like,

do we want to or do we not want to, which is like, I think as a team, when a team's small and

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