292 episodes

#1 Hiring Podcast designed specifically for values-driven startup founders & entrepreneurs. Tackling people challenges in hiring, interviewing, onboarding and retaining top performers.

Hire Power Radio was created for entrepreneurs and startup founders to provide experiential learning & the tools to win-win the strongest people.

We challenge the conventional thinking of how you hire for your startup. Empowering your team to structure unbiased interview practices that attract high performers.

Startups are a wild ride - Hire Power Radio is here to help you to conquer the hire, then the world!

www.hirepowerradio.com
www.rickgirard.com

Hire Power Radio Show Rick Girard

    • Business
    • 4.8 • 44 Ratings

#1 Hiring Podcast designed specifically for values-driven startup founders & entrepreneurs. Tackling people challenges in hiring, interviewing, onboarding and retaining top performers.

Hire Power Radio was created for entrepreneurs and startup founders to provide experiential learning & the tools to win-win the strongest people.

We challenge the conventional thinking of how you hire for your startup. Empowering your team to structure unbiased interview practices that attract high performers.

Startups are a wild ride - Hire Power Radio is here to help you to conquer the hire, then the world!

www.hirepowerradio.com
www.rickgirard.com

    The 10 Disciplines with Gino Wickman

    The 10 Disciplines with Gino Wickman

    Being a startup entrepreneur is a struggle. 
    As some of you know, I recently joined the ranks of a startup founder. In November we launched Intertru and boy, my world has moved to light speed to a totally new dimension. It has become ridiculously exciting!
    But there is one huge challenge… maintaining operational discipline. 
    My struggle comes from the need to put out fires and execute critical projects outside of my expertise. Making it difficult to stay disciplined in a workflow cadence that produces results.  
    Today we are going to key in on 10 Disciplines that you can implement today in your life to produce consistent results to the benefit of your company growth!
    Guest Bio:
    Gino Wickman is the Author of Traction & founder of EOS Worldwide, an organization that helps tens of thousands of businesses implement EOS with the aid of an international team of almost 600 professional and certified EOS Implementers and online support. There are over 180,000 companies using the EOS tools worldwide.
    Today Gino focuses on helping entrepreneurs and leaders maximize their freedom, creativity, and Impact through his books:
    Entrepreneurial Leap, Rocket Fuel, The EOS Life, and The 10 Disciplines for Managing And Maximizing Your Energy.
    TODAY WE DISCUSS:
    What are the 10 disciplines 
    Discuss the most relevant to startup entrepreneurs
    PROBLEM: 
    Discipline
    We are all balls of energy – some burn bright, some don’t
    You are racehorses (entrepreneurs/leaders) – harness energy
    Don’t have to motivate/teach basics – eat, sleep, exercise, work ethic
    Each stands on its own, fully customizable
    Fast, simple and powerful

    Challenge?
    10-year thinking
    Take time off
    Know thyself
    Be still
    Know your 100%
    Say no…often
    Don’t do $25 an hour work
    Prepare every night
    Put everything in one place
    10. Be humble
    How do we solve the problem? 
    10-year thinking
    Shift your mind from short-term thinking, to thinking in 10-year timeframes
    Every decision is a 10-year decision/thinking, not a goal
    Sam Cupp – 10-year business cycle
    When you do – time slows, a peace comes over you, make better decisions and
    get there faster
    Quote “Overestimate one year…”
    Les Brown “Good Decade”
    Shifts energy
    Action – write date 10 years from now, write age, write goalOther things are ok
    Now think about everything you are doing today
    See it every night

    Say no…often
    Say no to everything that doesn’t fit in the first 5 disciplines
    Warren Buffett quote/”No! No!”
    “…physical discomfort/guilt…” – Essentialism, Greg McKeown
    Eat a worm?
    If it doesn’t fit with the first 5 disciplines – say no
    Turn to person – say “No!”
    Action – say no to something in the next 7 days/cancel an appointment
    Prepare every night:
    Before your head hits the pillow every night, document the next day’s plan
    Go to bed knowing exactly tomorrow
    Sleep better
    Spontaneous – BS, come one, if you’re running a company, you don’t have the luxury
    Subconscious does the work
    Wake up with ideas/solutions
    Get more done
    As opposed to waking up and figuring it out
    Use any technology – I use a legal pad
    Action – do it tonight
    Put everything in one place
    Pick the one place you will capture every idea, commitment, thought, action item and promise
    Let people down/chaos/sticky notes
    The legal pad
    Throughout the day write down your commitments, promises, ideas, to-do’s
    Compartmentalize all at the end of the day
    Action – pick your “one place” and do it tomorrow
    Guest Links:
    LinkedIn: https://www.linkedin.com/in/ginowickman/
    Website: https://ginowickman.com/
    Download a free copy of the 10 Disciplines eBook
    Visit the10disciplines.com to learn more
    Read a 10 Disciplines article written by Gino
    Contact Gino:
    gino@eosworldwide.com
    (248) 672-1192
    Host Links: 
    LinkedIn: https://www.linkedin.com/in/rick-girard-07722/
    Company: https://www.stridesearch.com/
    Podcast: https://www.hirepowerradio.com
    YouTube: https://www.youtube.com/channel/UCeEJm9RoCfu8y7AJpaxkx

    • 26 min
    Hiring the Right Person, Right Seat, Right Stage with Dean Stoecker of Alteryx

    Hiring the Right Person, Right Seat, Right Stage with Dean Stoecker of Alteryx

    We all understand the concept of right person, right seat. But as the company grows the demands of each seat change. What is required from zero to $5 Million will most likely shift on your journey to $10 million in revenue. 
    So hiring ahead of that curve becomes the biggest challenge. 
    It is important that, in the earliest stages of the company, everyone in the organization identifies as a “builder”. Builders are the people who have a deep desire to problem-solve issues that have not even become identified and create systems from scratch. 
    As the business grows, the need for “improvers” becomes critical as they are the people who can scale to each milestone and beyond.
    Guest Bio:
    Dean Stoecker is the co-founder and Executive Chairman of the Board. Dean founded Alteryx in 1997 and led the company as CEO through October 2020, achieving solid organic growth, and a successful IPO in March 2017.
    Dean’s leadership and motivational skills, along with his ability to create, communicate, and realize a vision, were a driving force behind the company’s 20+ year success. 
    Dean serves as advisor to entrepreneurs, is an active philanthropist, and is passionate about humanizing the world of data science and analytics, which is evident in the company’s culture, extensive resources for continued education, and efforts to influence social change.
    TODAY WE DISCUSS
    Right person, right seat, right stage
    How to ensure you have the right person at every growth stage
    PROBLEM:
    Preparation for changing out key employees at different levels@ $10mil, $25mil, 
    Get great alignment with the teams
    Strategically & tactically- align strategy with tactics
    Don't be afraid to switch your teams

    Challenge?
    Alignment between strategy & tactics
    People have different ideas about what we need to do as a company
    Knockdown, drag-outs about who we wanted to be when we grow upKPI’s for each department
    People knowing why they were building things

    Why is this important to the company?
    People need to be rowing in the same direction
    First hires need to be 9’s
    9’s will never work for 6’s 
    Rick’s Nuggets:
    All about Positioning
    Value alignment, builder, passion for the mission

    SOLUTION:
    How do we solve the problem? 
    Predicated on growth rates
    Team of 5 did a million in the first year
     Understanding if they are willing to accept tasks that they never signed up for
    Focus on the next milestone

    Build teams that can get you there
    Keep your 9’s
    Risk/Reward profile needs to match yours
    Play any position then go deep

    Legacy of promoting 
    Leadership is about how many leaders you create
    Invest in training
    Who has the best skills at the cheapest price that can last you the longest 
    Biggest worry, Middle management

    Take stock of your own skill sets

    Andre Geim- “grazing shallow”
    Fall in love and go deep

    Risk reward profile 
    You want someone who can play any position then goes deep
    Longevity - meandered from generalist to specialist
    Risk reward profile needs to match yours

    Rick’s Nuggets:
    The first team
    It’s all about positioning
    Really desire what you are (ie: ground-level startup with no money)


    Key Takeaways that the Audience can plug into their business today! (Value):
    Make sure you have a time that provides strategic and tactical alignment(first 6 years)
    Be prepared to swap out the team many times. The team that got you to $5mil won't get you to $20m. Be aware of your markers
    Guest Links:
    LinkedIn: https://www.linkedin.com/in/dean-stoecker/
    Company: https://www.alteryx.com/
    Facebook: https://www.facebook.com/alteryx
    Twitter: https://twitter.com/alteryx
    Instagram: https://www.instagram.com/alteryx/
    Other: https://www.siteminder.com/
    Host Links: 
    LinkedIn: https://www.linkedin.com/in/rick-girard-07722/
    Company: https://www.stridesearch.com/
    Podcast: https://www.hirepowerradio.com
    YouTube: https://www.youtube.com/channel/UCeEJm9RoCfu8y7AJpaxkxqQ
    Authored:  "Healing Career Wounds"  https://amzn.to/3tGbtre
    Startup: www.intertru.ai
    Hi

    • 30 min
    Pre-vetting Candidates Before the Interview with Payman Taei of Visme

    Pre-vetting Candidates Before the Interview with Payman Taei of Visme

    Over the past few years talent has been scarce. And when talent is scarce, fear leads hiring decisions. We don't want to lose (what we perceive to be) “good people”, so we shortcut the interview process. 
    Here's the thing, our perceptions are often wrong.  Our gut is often wrong. And it is wrong because the data we input is either assumed or circumstantial. Resulting in marginal hiring that hurts your business. 
    So, what if every person that you hired thrived in your company? What would be the ROI if you operated at a hiring success rate over the 90th percentile? It would be pretty f-ing amazing, right?
    A crucial part of why we get hiring wrong too often is that we don't invest the time to adequately vet people before we bring them in for an interview. This starts with your first call (phone screen). We miss the opportunity to gather true data as to whether a person is positioned well for the organization and their level of performance. 
    That's right, positioning and performance.  The most crucial data that help you understand alignment before wasting anyone’s time in a formal interview process. 
    Evidence that is not present on a resume. 
    Guest Bio:
    Payman Taei is the Founder of Visme, an all-in-one visual communication platform, and Co-Founder of Respona the link-building for SaaS and Agencies to improve google rankings. 
    Payman is an avid technologist who loves new trends and tries to keep up with the ever-evolving internet. His background in Biology has led him to truly believe in the art of evolution. Everything changes in time. You either follow or create new trends or you will be left behind. 
    TODAY WE DISCUSS:
    The challenges in today's pre-vetting of talent
    How to properly vet people before they enter your interview process
    HIRING STORY:
    Hired a marketing person, a person who was known. Went on a whim and made the hire without involving 
    Assumed that because the person worked for a certain company the person must be good
    Knew within a 45-day window, the wrong hire
    Missed clues: a bit of fluff, selling themselves more. Claimed to have done a lot. Exaggerations
    Marketers commonly take a lot of credit for a lot of company success
    My post:  https://www.linkedin.com/feed/update/urn:li:activity:6999061564083380225/ 
    PROBLEM:
    Pre-vetting people before they come in for an interview
    Challenge?
    100’s of resumes. More does not mean better
    Select a handful of people who are worth the time to interview
    Most of the roles the CEO is still involved with
    Create an efficient system without automation (Smaller companies)
    Highest quality with the least friction as possible
    Why is this important to the company?
    Made some bad hires
    Time is a premium 
    personality /cultural fit & skills
    We Sacrifice lower experience for a better cultural fit
    Rick’s Nuggets:
    Judgement should not be made on a resume but on the phone screen/Discovery Call.
    Great resumes don't equal great people
    High performers are busy making an impact 
    Great interviewers have had a lot of practice. 
    Understand Pain, Desire & Impact

    How do we solve the problem? 
    Pick the needle from the haystack
    Prequalification process
    The application itself
    Manner in which the resume is submitted -spammer or researched
    Passionate - learn and know about the company
    Not job hopping
    Interested because of a,b & c 
    Large pool of referrals

    HR interview
    Personality & brief technical experience
    Going through the resume and understanding career history. 
    Gut check - authentic, a nice person, compassionate & caring, wanting to make a difference, 

    Technical interview (2 step)
    Projects, role on projects
    Tech stack, where are you comfortable, specific technical questions
    Deep dive into the technical experience with the team lead

    Decision
    Yes- move into reference check
    30, 60, 90 day review cycle on kpi and goals

    Rick’s Nuggets:
    Operate from a position of abundance
    Discovery call
    Positioning
    Does the person have a good reason to make a move
    Does the person truly desire

    • 32 min
    Building an Advisory Ecosystem with Coco Brown of The Athena Alliance

    Building an Advisory Ecosystem with Coco Brown of The Athena Alliance

    Let’s talk about building an advisory board.
    I think we would all agree that having strong advisors and mentors in your corner brings huge benefits to every organization. Not just as sound advice in making business decisions but also providing introductions and bringing credibility to the business. 
    So when is the right time to build your advisory board? As soon as you find the right people who will help. This means before you hire your first employees. 
    Building an advisory board, much like building company values, is often an activity to do later. But guess what, later is too late!
    It is like pouring a foundation after the house has been built. 
    Investing the time to build a board before things get too crazy, is the smartest way to ensure that the decisions you make are solid enough to bring the business to it’s full potential.
    Guest Bio:
    Coco Brown is the Founder and CEO of The Athena Alliance. Athena has helped thousands of leaders grow and advance in their executive careers, and has brought over 400 women to corporate boards from growth stage private companies to name brand public companies. 
    Coco has personally worked with hundreds of top leaders, CEOs and boards to evolve modern leadership. She’s served on ten commercial and non-profit boards and advisory boards, and has led two notable companies (Taos, acquired by IBM, and now Athena). 
    She is part of Nasdaq's Governance Insights Council, and is often called on to share guidance to the evolving focus and breadth of responsibility within the Modern Boardroom.
    TODAY WE DISCUSS:
    When to build your board of advisors
    How to leverage your advisors through investment cycles
    Challenge?
    Not having the right board in place when the company gets to funding
    Not building a structure, cadence 
    End up with a board that is forced on you. 
    Not being as strategic as you can be. 
    In a formal advisory capacity
    Why is this important to the company?
    If your are not thinking early about this, when funding comes you may not have a strong pool of potential independents for your board
    Becomes feeder for the formal board
    Need to balance the power of the board
    Even without that - maybe you never need a formal fiduciary board beyond the core founder/owners. But not having an ecosystem of advisors around you limits the competitive advantage you get by consulting outside your employee base. 
    Rick’s Nuggets
    Making decisions on your own, Gut without data

    How do we solve the problem? 
    Mindset
    Most of us oriented around the team under - the team we are building
    You need to orient as well to the team around you
    Framework -How the team evolves over time
    Close connections that best approximate the roles you will need to build
    Lesser known to you, but better known publicly - pool of people to draw on 
    Formalized - work on issues of the business together over time, in a rhythm/ cadence

    Structure -
    Individual relationships
    Experts who are honest with you

    Think tank - bench for something formal in the future:
    Mixed group
    Diverse 

    Formal Advisory to Board
    Mimic your C-Suite to get ahead of where you are now
    Give you choices


    Networking
    Beyond your usual network
    Who are the experts
    Groups like Athena ;)

    Rick’s Nuggets:
    Identify “Who”Dream team

    Reach out- Go for it!

    Cold call or gain an introduction
    Ask for help

    Formalize the relationship quickly
    Key Takeaways that the Audience can plug into their business today! (Value):
    Think beyond your internal team
    Build in advance of your needs
    Consider the competitive advantage
    Guest Links:
    LinkedIn: https://www.linkedin.com/in/cocobrown/
    Company: https://athenaalliance.com/
    LinkedIn: https://www.linkedin.com/company/the-athena-alliance/
    Twitter: https://twitter.com/CocoBrown1020
    Twitter: https://twitter.com/athenaalliance
    Host Links: 
    LinkedIn: https://www.linkedin.com/in/rick-girard-07722/
    Company: https://www.stridesearch.com/
    Podcast: https://www.hirepowerradio.com
    YouTube: https://www.youtube.com/channel/UCeEJm9RoCfu8y7AJpaxkxqQ

    • 27 min
    The Characteristics of a Successful Hire with Allan Jones of Bambee

    The Characteristics of a Successful Hire with Allan Jones of Bambee

    What are the common characteristics of every successful person at your company?
    Think of those characteristics and write them down as standard operating procedures. This is critically important because when we operate under the same frequency, pace, and purpose… growth happens. But this can change instantly when a new person is added to the team. 
    Too often we hastily add a person to the mix without understanding how they really operate on a daily basis. Assuming that they will be the answer to all of our current challenges because of the skills they are bringing to the table. 
    There is nothing more critical to hiring success than aligning people first, and skills second. This means investing the time to dig deeper into your interview process. Understanding not just what a person accomplished but the details of exactly how it was done and why it was approached in that manner.
    Guest Bio: 
    Allan Jones is at the helm of Bambee, a new type of business built on the innovative premise that every small business should have a dedicated HR Manager. This concept was derived from Jones’ previous experiences working with—and growing up around—small business owners.
    In 2021, Goldman Sachs celebrated Allan Jones as one of the 100 Most Intriguing Entrepreneurs at its Builders + Innovators Summit. For three years running, Forbes has named Bambee a top startup employer in the U.S., and in 2022 it announced Bambee as a Top 5 Company in Los Angeles.
    TODAY WE DISCUSS
    Understanding your company's unique characteristics
    How to implement critical characteristics into your interviewing & hiring process
    Challenge?
    Getting people who fit a special suite of characteristics
    Infinite characteristics that are valuable
    How do you narrow it down to 8?
    Being honest about who you are
    Characteristics of leadership values
    Mastery of communication
    Broad outcome objectivity: don't care where the right answer comes from
    Urgency & greatness in tandem

    Separate leadership & team values

    High potency friction
    Hired leader that doesn't fit,
    Courage to make a change
    Scoring system & scorecard

    Why is this important to the company?
    Looking at blemishes before celebrating wins
    Continuous loop of how can we be better
    Continuous improvement is just part o the game
    200+ employees 

    Not afraid to say “not every person is right for the company”
    Companies are Olympic sports teams, not govt service agencies

    Rick’s Nuggets:
    How people operate within your company
    Core values drive the operating characteristics
    Adding a player to the game, not an ass to a seat
    How do we solve the problem? 
    Identify that the problem exists
    Building leadership personas
    Hired multiple executives and 50% did not work out
    Right after fundraising
    Practices did not scale

    CEO can not make hiring decisions for the company
     He is not the only sign-off anymore. 
    Interview Structure
    Hiring committees 
    Only leaders sit on the committee
    Master of communication
    Cliff notes version of who you are personally & professionally
    Go to the resume
    Listening skills along with speaking



    Eliminated Leadership savior complex
    Problems would be solved by our next hire
    Company already had great people
    Never let a problem go unowned

    Realization that already had an A+ executive team
    From savior to draft pick
    90% success rate

    Rick’s Nuggets:
    Values drive characteristics
    Interviewing processStructured & designed to gather evidence to support the correct decision
    Assign interview questions for people alignment
    Follow up with what & how questions 

    Key Takeaways that the Audience can plug into their business today! (Value):
    Offsite with sr leadership & build leadership personas’
    As a founder ask yourself “ your unique role in the hiring failure”
    Set up screening committees
    Make sure you are aligned
    Guest Links:
    LinkedIn: https://www.linkedin.com/in/allandjones/
    Company: https://www.bambee.com/
    LinkedIn: https://www.linkedin.com/company/bambee/
    Twitter: https://twitter.com/TheAllanJones
    Twitter:

    • 29 min
    Hiring with Poorly Defined Metrics of Success with Kurt Davis of Stealth Smiles Startup

    Hiring with Poorly Defined Metrics of Success with Kurt Davis of Stealth Smiles Startup

    Let’s talk about performance metrics for a minute.  
    Do you have performance metrics drawn out for every person before they are hired? Are they clear on the expectations for the first 90 days of employment? 
    If not, you are setting people up for failure because expectations are never in alignment. We're going to leave it to you to “figure it out”.  Then we scratch our heads when the person fails, wondering what we missed in the interview. 
    What was missed was the work on defining the role and writing down the company’s expectations of what needed to be accomplished by the individual in the first 90-120 days of employment. 
    I have discovered that companies who just “wing it” have a much higher offer turn-down rate and employee failure rate than companies that invest the time to clearly define what success looks like. 
    Look this is not “too hard” because you don't know what will happen in the next few months of the business. If it is too hard, maybe you are in the wrong business.
    Guest Bio:
    Kurt Davis is a technology entrepreneur and author. 
    The first 20 years of his career were spent between Silicon Valley and Asia, working with technology startups in finance and business development roles. 
    Kurt is now focused on Biteline (a startup marketplace for dental professionals) & Recently published a book called Navigate to the Lighthouse: A Silicon Valley Guide to Executing Global Deals.
    TODAY WE DISCUSS:
    Performance metrics
    How to clearly define metrics 
    Challenge?
    The company is not successful because of people not knowing
    Gate of allocation of resourcesDeep analysis 
    Gut & instinct drive the decisions
    Distrust the gut …. Until it is the last variable

    The team cannot hide now that we are under the microscope
    Setting expectations:The work is going to be hard
    Leadership needs to communicate

    Why is this important to the company?
    Need to get it right the first time
    Want people to trust the strategy and thought process 
    Need people to come on board the thinking & the strategyGetting people behind the way of thinking

    Rick’s Nuggets:
    Not sure how to clearly define the metrics 
    Out of the scope of their expertise
    Dont have the time
    Not sure
    We’ll let them tell us

    Hiring failures start with your preparation (or lack thereof)
    How do we solve the problem? 
    Look at the problem (analysis)
    Clearly define what you want each person to achieve
    Clear about what you are investing against
    Very clear on what you need each person to get done
    Do they fit the culture, values
    Measure twice, cut once

    Can the person get it done
    Resume checks off
    Fit value wise
    Deep details 
    Look at the work, ask for deliverables
    Working exercise


    Rick’s Nuggets:
    First Week, First 30, 60 & 90 days
    Have deliverables at each milestonePresent to the team your findings on X
    Prepare a plan for Y
    Deliver first version of Z

    Put them in your Job descriptionHere’s what you will be held accountable for in your first 30 days

    Key Takeaways that the Audience can plug into their business today! (Value):
    Take the time to do your homework. Do your strategy, planning.
    Know exactly what that person is going to do in the first 90 days. 
    Guest Links:
    LinkedIn: https://www.linkedin.com/in/kurtdavis1/
    Twitter: https://twitter.com/KurtDavisNew
    Instagram: https://www.instagram.com/kdalive/
    Facebook: https://www.facebook.com/kdalivetravel/
    YouTube: https://www.youtube.com/user/kudavis
    Book:  https://www.amazon.com/Navigate-Lighthouse-Silicon-Valley-Executing/dp/1544530331
    Host Links: 
    LinkedIn: https://www.linkedin.com/in/rick-girard-07722/
    Company: https://www.stridesearch.com/
    Podcast: https://www.hirepowerradio.com
    YouTube: https://www.youtube.com/channel/UCeEJm9RoCfu8y7AJpaxkxqQ
    Authored: "Healing Career Wounds"  https://amzn.to/3tGbtre
    Startup: www.intertru.ai
    HireOS® inquiry: rick@stridesearch.com
    Show Sponsor:
    www.stridesearch.com
    www.intertru.ai

    • 22 min

Customer Reviews

4.8 out of 5
44 Ratings

44 Ratings

RecruiterinOhio ,

Hire Power Radio- Great Content

Really enjoy listening to Rick’s interviews

Ulises I. Orozco ,

Fantastic!

One of the best HR podcasts out there. Rick asks all the right questions and really digs into the issues. Love it

Michael Go cubs go ,

Must listen!

Rick is a real pro. He met with us a few times to develop a “Show Flow” which enabled us to refine the presentation and interview so his audience would get the best take-away.

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