I want you to think of your worst employee, the person who's lazy, they don't show up on time,

but they don't actually get their work done, they're inefficient.

What if I told you that that person was actually your fault that they acted that way?

Why? Because you hired and trained them. So today's video is going to be about all the things

that happen after the moment you hire someone to ensure that they're successful and you retain them.

So there's really three things that go into

fulfilling on your promises made when you've hired somebody.

Onboarding, expectations, and context.

At the end of this video, what I'm gonna do

is I'm gonna walk you guys through

how we onboard teammates at Acquisition.com.

So let's start with expectations, okay?

Expectations are simply the verbalization of how you would like something done. Let's look at a common example when you tell your kid to make their bed. It's like, Johnny, go make your bed. Right? He might make the bed and it might look like shit, right? Because he made the bed, but it's all frivoled, like the pillows are everywhere. Technically it's made, but it doesn't look that great.

Or you could say, Johnny, go make your bed like a five-star hotel would make your bed. And then it looks nice. The sheets are all spread out. There's no wrinkles. The pillows are fluffed, and it looks great. That's the difference in how we verbalize expectations to people. When most people come in, even when you hire someone who's

experienced, they're still playing the game based off the rules of their last job. And so until you

set expectations that are different and then reinforce those expectations, they're going to just

continue doing what they've always done. And so you hire someone from corporate. They're often told

to be quiet during meetings. And so they're often punished for speaking up during meetings. Whereas if you hire that person, bring them into your company and you're a small team, you want them to speak up. And so they might come in and at first they might not be talking at all. And what that tells you is not that that person is shy. It tells you that that person has been punished for speaking up. And so what you want to do is reinforce them speaking up if that's a behavior you want. The easiest way to do this is to first set the expectation of what you want, to verbalize it, to add it in the job description, to explain it to them, and then to follow up with encouraging them when they are meeting expectations. Unfortunately, what happens most of the time is that a company hires a person. They sell the person on this big, grandiose vision, how amazing this role, is how amazing the company is, because they're just desperate for this person to say yes. They tell them they get flexible work, working hours, oh, you don't need to answer on weekends, all these things. And now what happens is that person comes in and then they see, oh, you do expect me

to work until late at night. Oh, you do want me working weekends. Oh, people aren't that nice here.

Oh, you do want me to take on this huge project that wasn't part of my role. And even if that person

might have agreed to those things on the front end, the fact that you didn't set the expectations properly, now it's a negative. So you've taken a neutral experience and you've made it a negative simply not by letting them know ahead of time. There's the line which is neutral, right? They're just getting what they expected. There's below the line, which is where most companies go. Now they're feeling badly about the role. They're regretting their decision. They're feeling like,

maybe I should have stayed at my last job. Now, what do you do to get above the line? Well, to stay at the

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