Talmar Anderson - Boss Actions
What is a company, if not a collection of employees doing great things. If it isn't a collection of employees, it's a job, and if the employees aren't doing great things, well, it isn't much of a business either.
One of the biggest problems entrepreneurs, managers and leaders of all types run into is keeping their employees engaged, trained, happy and loyal. With help wanted signs littering the landscape more than lite beer cans, your employees clearly have options.
So what is a boss to do? This is where Talmar Anderson of Boss Actions comes in. She has set up a plan to get, keep and improve your employees. Listen as she explains some tips and tricks for you to be the boss that your employees love to work for.
Enjoy!
Visit Talmar at: https://bossactions.com/
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You have found Authentic Business Adventures. The business program that brings the struggles, stories,
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and triumphant successes of business owners across the land. Past episodes of course can be found at the podcast link at drawincustomer.com
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We are locally underwritten by the Bank of Sun Prairie. My name is James Kademan and today we're welcoming/preparing
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to learn from Talmar Anderson,
the founder and CEO of Boss Actions.
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Helmer, how are you doing today?
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I am doing great.
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I have a little voice thing.
I apologize.
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We were at a conference for four days,
but I'm excited to be.
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I sound way sexier and deeper
than I normally do.
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So it's really not a bad thing.
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Now you got the Stevie Nicks
thing going on.
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That's awesome.
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So I was interested when I think
Susie Moon introduced me to you.
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Yes, she is the bee's knees I love her.
Yeah.
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And I checked out your website.
I saw what you have going on.
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I'm like, oh, my goodness.
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There is not an entrepreneur out there
that does not have employee issues.
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If you don't have employee issues
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that just tells me they
don't have employees.
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Probably.
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That's a statement I probably should make.
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But you are correct.
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So how about we start off, what is
Boss Actions and what do you do?
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I love that.
First of all, James, thanks for having me.
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I really appreciate it. Literally,
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I'm just trying to let people know
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that they don't have to figure
this stuff out by themselves.
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So it's always any time I can get people
answers faster than I'm in my lane.
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And I appreciate that.
Fair.
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The Boss Actions, hiring strategy and boss
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best practices for business owners
and entrepreneurs because it's a process.
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It's a system.
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It's not magic to find good people.
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You don't have to be
lucky to be a great boss.
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And so I'm trying to make it as easy as
possible for people to quickly
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find the answers they need and start
building their kick ass team.
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Right?
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It's got to be specific to you, your
industry and what your business needs.
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Nice. How long has
Boss Actions been going on?
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So in 2018, Boss Actions was
the big shift, if you will.
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I had an operational
consulting company since 2011.
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It's called Talmar It Up because
I'm all about action verbs.
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Then we shifted to Boss Actions when we
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identified that literally,
no one is out there helping people learn
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how to hire the right people and help
them be successful in the company.
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It's interesting.
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I had
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Calls on Call,
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my main business has grown quite
a bit in the past few months.
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That's exciting.
Yeah, it's very exciting.
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But that just means you're hiring more.
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And in hiring more,
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sometimes you drop the ball
on the people that you hire.
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You don't know how good they
are until after you hire them.
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Okay.
Those are two different things.
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The boss dropping the ball and not knowing
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if they're the right
person before you hire.
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Well, I guess in the end, I as the boss,
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take responsibility for an employee
that I hired messing up.
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I get it.
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So
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you have to tell me if that's correct
or not, but I believe it's at the top.
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You look at the top.
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Well, okay, James.
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So I have, like,
100 questions I want to ask you about
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that particular hire,
but let's go high level first.
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Sure.
So, yes, I fundamentally believe that it
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is up to the boss to learn how
to identify what the business needs.
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So, yeah, it's on the boss.
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But don't take it so
hard on yourself because
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I'm not exaggerating when I say,
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as far as I know, I'm the only business
with a process that is really
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giving people the ideas
of how to step through it.
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So you just didn't know that there was
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somebody or away,
whether it's my way and you magically find
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somewhere else, but that there's
a way to learn how to do this.
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You can develop your own skills.
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You can understand
there's a process to it.
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So I would tell you
to give yourself a break.
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However, now that you know
the answer, shame on you.
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If you do this for the next three years
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and you end up in what we call a hiring
loop, you're slowing your growth,
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and you're not going to serve as
many clients as you want to impact.
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Guaranteed if you can't get
this piece into your tool belt.
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Yeah.
It's interesting when you think about
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the opportunity cost of a bad
hireful and honestly.
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The stress and the energy.
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So what happens to a lot of small
business is they try to hire, right?
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They do the best they can what they know
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to do what they think
they're supposed to do.
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And they just keep getting these people
that take advantage of them or literally
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steal from them or don't
show up and can't deliver.
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And they're like, is this good?
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I literally had somebody hire me
at our highest level package.
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First question he asked me was, tell me,
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you just have to tell me,
are my standards too high?
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Am I expecting too much from these people?
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And that's what I'm doing wrong.
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And my heart totally broke again.
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And I was like, no, man,
it doesn't have to be this.
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It's just that you want to learn how
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to set the expectation so that you can
make sure you're getting what you need
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and matching it to what
the business needs for success.
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And then we have to learn how to attract
and how to make people prove to us that we
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have a reasonable expectation, they will
be able to bring those success markers.
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And we do that with a lot
of different steps.
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All right.
Does that help?
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So tell me how when you first started boss
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actions, did you have a system
in place with before no clean slate.
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Let's figure this out.
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Yeah.
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Before I was on my own
business owner, entrepreneur.
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I make the joke, but I used
to boss around attorneys.
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I ran law firms.
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And so I was always
the operational COO type person.
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They call it a firm
administrator and law firms.
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And so I would run these
million dollar companies.
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And I handled the business
side of business, right.
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Accounting, marketing it.
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And, of course, HR.
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And then the deliverables
the process and all that stuff.
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I had internalized the process,
but I had never thought about it.
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So then when I went on to be
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an operational consultant, I was like,
just answering whatever they need,
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meeting the business owner where
they were to give them answers.
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Consultants tell you what to do.
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Coaches help you figure it out.
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Way too impatient to be a coach.
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I could never do it.
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I want to tell you the answer.
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You can act on it or not.
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But let's just get to the heart of it.
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This is how we can do it successfully.
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After several years,
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there was a dearth of business coaches,
which I was often compared to.
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And I was like, I feel like
there's something speaking to me.
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So I went back over all of my cases
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for seven years, and I found
out very interesting thing.
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Every single client,
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whether I worked with them for 1 hour or
one year, had the same two questions.
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How do I find good people and what
do I do if I have to fire them?
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And so I was consulting on that, like,
consistently with everything else.
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So I thought I can't be
inventing the wheel here, right?
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That imposter syndrome thing hanging over
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my head telling me,...
