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Saturday, May 9th, 2009

How to Fire Someone…Includes A Script


I’ve had to fire or let go a handful of people in my career. Firing someone can be tough, but if you follow these guidlines you should do just fine.

Here are my learnings:

It's Ok to Fire Someone (Fairly)

It's Ok to Fire Someone (Fairly)

Make The Decision Fast

The adage, “Fire Fast, Hire Slowly” is very true.

On the firing side, I have never regretted firing someone who was a consistent problem. On the flip side, I have often regretted moving too slowly on firing someone.

If your gut tells you that a person isn’t working out, you owe it to your business and the employee in question to move fast.

Clarify The Reason You’re Firing Them

You need to identify the reason that you’re firing your employee (for yourself first; and then later to explain to the employee). It could be for performance..or it could be that they did not fit into your culture.

Whatever the case, have it well-thought out for yourself and have specifics (examples or data) to back you up.

Document The Reason You’re Firing Them

You should make sure that you or the hiring manager document the reasons for the termination before the actual firing.

The most common way to do this is in a performance review (also called a Performance Appraisal) in which you share your feedback with the employee in question.

I should write an entire article on Performance Reviews…but in the meantime, check out Performance Appraisal for more background.

The most important point is that the employee should not be surprised that they are not working out…and the details of this should be documented so that if the terminated employee ever tries to to sue you for Wrongful Termination, you will have written details to show a hudge.

Determine Their Last Day

Now that you’ve decided to be decisive (good for you!), you should determine when you’d like the person to leave.

If the person you’re firing has done something crooked, you may be choosing for their last day to be immediate.

In most cases, the person you’re firing is just not performing to your standards or is not a good fit with your culture or values. In that case, I try to be consistent with all employees by using a standard amount of notice (2 weeks, 30 days, 2 months, etc.); though this may vary based on how long they’ve been with you or what their seniority is.

If you don’t have a standard, then use your next firing to determine your standard (so that this is easier on you in the future!).

If your company is small, like many I’ve worked in, it’s ok for you to learn as you go!

Determine Their Final Deliverables

Figure out exactly what you need from them between the time you fire them and their last day.

I prefer to make this list a fairly short list of deliverables to allow the fired employee to have some extra time to search for a job.

Determine Their Severance (if any)

Next you need to determine what severance payment if any you will pay them.

Again, this should be consistent where possible. There should be a minimum severance package for an employee who had just recently joined the company (i.e. less than a year) and there can be extra severance based on longevity and seniority.

For example, some companies pay a minimum severance of 1 or 2 weeks to anyone they let go and then an additional week of severance for each additional period they’ve been there (e.g. an extra week of severance for every year they’ve been at the company)).

Your industry may play by different rules so you should ask around.

And, again, if you don’t have a standard set of severance packages yet, that’s ok — you can use your next firing or two to establish one.

The point is to be standard/consistent so that this will be easier for you in the future.

What to Say When Firing Someone (Write a Firing Script)

Now we’re getting closer to having to actually fire the person. This is a very important conversation and I urge you to write out a script of what you’re going to say.

Here’s a script that I used to fire Cooper (don’t worry, I’ve never fired a real Cooper before):

1. “Cooper, this isn’t working out between us.”

2. “The primary reason is [fill this in with the reason(s) that you already identified above] “E.g.: “Cooper, the reason this isn’t working out is that we believe we need a more experienced person in your position to help us reach our objectives.”

3. “We value you immensely, Coop (list all his contributions and really make him feel loved).”

4. “And what we’d like to do is give you time to figure out your transition.” (This is optional based on when you determined their Last Day (see above) to be).

5. “Since we know it’s easier to find a job while still an employee, you can remain a paid employee until [fill in the date (see above)] ”

6. “Between now and [fill in the date], we ask that you complete the following deliverables, and you can feel free to use your remaining time as “flex time” to search for a job.

7. “We’ll do our best in supporting whatever next job you get.” (e.g. You say you’ll be willing to act as a reference (assuming you see some positive things in the person) or at least will confirm that they worked at your company)).

Dress Rehearsal

I recommend you practice the script with a fellow executive, your manager or a mentor.  Do a dry run-through together — it will make you much more comfortable with the difficult conversation you’re about to have.

Really dig into what Cooper’s pain point is going to be regarding his imminent employment termination. It may be that he is driven by some extra money (i.e. severance) or it it may be that it’s very important for him to save face.

The Actual Firing

Ok, now comes the part you probably fear the most (I did too): You have to tell the employee that he or she is out of here.

Here’s what I do:

  • Follow the Script — I go through the script (see above) step by step from memory (I keep the bullets in front of me on a notepad just in case)
  • Listen — After going through the script, I sit back and do nothing but listen. It is very likely that Cooper is now going to begin experiencing the “5 Stages of Loss” (especially the first three or four):
    • Denial — Cooper may deny the reasons that you give him for termination
    • Anger — Cooper may become angry either at you or someone else in your organization who he tries to blame
    • Bargaining/Negotiation — Cooper may begin to negotiate (i.e. offering to take another position or lower pay, etc.)
    • Depression — Cooper will likely experience this most after the meeting is over
    • Acceptance — Cooper will eventually accept the decision
  • Stay Firm — Cooper may argue that it’s an unfair termination — stick with your script and decision. Don’t send mixed signals.
  • Be Compassionate — This is going to be hard for Cooper, so show compassion.
  • Be Respectful — Treat Cooper with the utmost respect, regardless of the circumstances — Take the high road!

Most of the time, Cooper will eventually accept the decision; though he may try to bargain a bit in which case you should be open to exceptions to any of the terms you outlined if Cooper makes a strong case). But if you’ve done your homework, your Severance and Timing will have been fair and Cooper will accept it.

Other Things To Consider

  • Getting Cooper to Sign a Release — Get the person you’ve fired to agree that they accept the Severance terms along with their Final Deliverables and what their last day of employment (this can be in print or even email is fine).
  • Termination Letter (aka Notice of Termination) — Cooper may ask you for a termination letter…you should give it to him with the basics mentioned in the 7 Steps above (keep it short and to the point).
  • Communicating that the Employee is Leaving — If Cooper is managing people, you may consider allowing Cooper to communicate his departure to his team (to save face); Otherwise, it will Cooper’s manager’s responsibility to communicate Cooper’s departure to team members (keep the message simple and tell others they can contact you directly if you have specific questions).
  • The Threat of a Wrongful Termination (or Unlawful Termination) Suit — If you have followed all the steps and have documentation of the situation, it is rare that Cooper will sue you. If he does, you will be prepared with documentation to get a fair hearing.

A final reminder that I can’t emphasize enough: Deal with the issue swiftly.

You owe it to your company, yourself and Cooper to be decisive.  Plus, the sooner you act the more flexibility you have in helping Cooper on his way (and the more money and headaches you save everyone).

And if  you want to minimize the number of people you fire, please read You Must Topgrade.

If you have questions not covered in this article, please comment below (it can be anonymous).

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Friday, May 8th, 2009

2 “Moneyball” Tactics to Hire Undervalued People


I was inspired by the book MoneyBall by Michael Lewis who chronicles the Oakland A’s baseball team and its strategy of focusing on undervalued players in the Major Leagues.

The Oakland A's Proved You Don't Need The Most Money To Win With Hiring

I’ve found some success in applying this to business. Specifically, I am always on the look out for undervalued people.

Here are two examples of undervalued people I look out for and find:

Falling Stars (or “Falling Angels”)

Falling Stars are workers who hit a certain apex in their career and then for some reason fell — often far — from that level.

The reasons they  are “falling” may include personal problems such as divorce, substance abuse or alleged unethical or illegal activity.

Such Falling Stars are worth a close look to be given a second chance, especially if they proved themselves for a long period of time before their fall from grace.

I recall an attorney who was having a challenging time on the job market because one of his prior employers had run into trouble with the Federal Government and this had tainted the attorney’s reputatin…but closer scrutiny showed that this individual had done nothing wrong and in fact had a track record of 25 years or proven value! He was a fallen star.

Note: Since I wrote this post, I read a good post by Dallas Mavericks owner Mark Cuban in which he used the term “fallen angels”  to describe players who were former stars on the decline in performance, but whom improved in the right new situation.

Mark gets it.

Diamonds in the Rough

A second example of undervalued people is what I refer to as “Diamonds in the Rough.”

Diamonds in the Rough are different than Fallen Stars…as the label implies — they are quite valuable individuals who are simply not appreciated for their potential.

Diamonds in the Rough usually exist because of poor managers or leaders surrounding the Rough Diamond.

A good place to look for such Diamonds in the Rough are mismanaged companies as they sometimes forget to dig deep enough to find their diamonds.

A good sign of a mismanaged company is one ego-driven management; they typically take their Diamonds for granted.

A great time to hire Diamonds is when their employer is not doing so well in business…perhaps their sales have flattened or profits are down. The Diamond will have his or her antennae up a bit higher during those times…and you can scoop in and hire them!

MoneyBall Author Michael Lewis has written a couple of other good books I recommend (especially if you like “inside baseball” type books with real-life characters being written about as if they were fictional:

Liar’s Poker: Rising Through the Wreckage on Wall Street (in inside look at Wall Street from his four years working at Salamon Brothers) and

The New New Thing: A Silicon Valley Story (About Jim Clark who founded Silicon Graphcis, Netscape and Healtheon)

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Tuesday, May 5th, 2009

The 16 Carl Jung Personality Types


There are 16 personality types, inspired by the works of Carl Jung (with subsequent products based on those types trademarked by Myers-Briggs).

Below is a list of the 16 Jung Personality Types.

Click on any one of them to learn more details such as good careers and famous people for each type.

If you haven’t already taken the quick test, take it here: Personality Type Test — It’s free!

There’s also a fun Simpsons TV Show Personality Test.

If you enjoy personality types, you might also enjoy the The Nine Enneagram Personality Types

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Tuesday, May 5th, 2009

Free Carl Jung Personality Test


There’s a free 72-question online personality test (don’t worry, it’s all yes/no questions) that you can take to help determine which of the 16 Carl Jung personality types you are.

Some people call it the Jung Typology Test.

Here are some tips for you BEFORE you take this really valuable test:

  • Answer the questions honestly (if you try to game the system you it will mistype you)
  • Answer the questions quickly — Don’t spend more than 10 seconds on each question (you’ll finish in about 10 minutes or less)
  • Go with your gut — Click Yes or No based on what your gut tells you
  • When you’re finished, copy and paste your type AND the numbers associated with your type (those numbers will be helpful for you to dig more into your type later if you’d like to (without having to take the test again!).
  • No Wrong Types — Remember, there are no wrong types.

Ok, enough pep-talk. Click here to get your Free Personality Test

One more thing: Afer you’ve taken the test, don’t forget to check out The 16 Personality Types so you can find out more about your particular type (including careers that make sense for you and famous people who are your personality type!).

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Sunday, May 3rd, 2009

5 Simple Steps Of How I Accidentally Lost 30 Pounds

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Catchy headline, right?

Well, it’s true…and most of it happened over 6 months.

This was a picture of me circa 2006

Before Rob: Me at 200+ lbs circa 2006

After Rob: This is me at 173 lbs in 2008

After Rob: This is me at 173 lbs in 2008

So, here’s my story on how I accidentally lost 30 pounds…maybe you or a loved one can benefit.

It started about two years ago when I was 39 — I weighed 203 pounds at my highest point. The 30 pounds came off over a 12-month period (about 20 pounds within 6 months!).

And, again, I wasn’t trying to lose weight, so this is a weird one.

What’s a weight loss story without before-and-after pictures. I picked a couple in which I’m wearing roughly the same outfit (in this case a suit).

I have bathing suit pics too, but let’s not go there!

So what happened? Well, after the weight-loss, I reverse-engineered the experience best I could.

There are 5 items that stand out.

I like acronyms so I came up with “S.E.E.D.S” to outline the five steps (which are in no particular order).

The SEEDS Approach to Weight Loss

So, SEEDS is:

S = Sleep
I watched an episode on 60 Minutes that showed the effects of weight on Sleep deprivation. One normal looking guy (my age and weight) was put in a lab and woken up periodically so that his sleep was both inconsistent and shorter than it normally was for him.

The effect: he suddenly started eating twice as much food — they showed him eating an entire pizza with multiple toppings (and he remarked that he had never before eaten more than a couple of slices).

In other words, he felt tired and food represented energy to him. Well, the food certainly provided some short-term energy for him but it also added a bunch of calories to his body.

How much sleep do you need? Seven to 8 hours of sleep is widely considered to be healthy (I sleep an average of 7 to 7 and 1/2 hours).

It’s also important to make sure that you have as calm and deep a sleep as you can. One way to do this is to make sure you don’t consume caffeine too late in the day.

A massuese was giving me a massage and mentioned that she was also a nutritionist; I had a soy latte with me when I showed up for the afternoon massage and she told me to be careful as caffeine has a 6-hour half life.

So, for example, if you have a tea or coffee at 3pm and it contains 50 miligrams of caffeine, 25 miligrams of caffeine will still be in your body at 9pm and 12.5 miligrams will be in your body at 3AM.

So that 3pm cup of coffee is the same as having a half-cup of coffee at 9pm! That will effect your deep sleep (you still may fall asleep but you’ll wake up a big more groggy cuz of the caffeine).

I now try to have my last cup of caffeinated beverage at 12noon each day.

E = Eating
I met another nutritionist (a wonderful woman named Minna Yoo) at Samovar Tea House in San Francisco and traded her some business advice (she later launched a cool company called LoveBottle).

Minna’s advice: She drew a circle on my place mat representing a giant plate, and she drew a line in the middle of it and said that that half of your plate should be vegatables; then she drew a line through one of the halves so that there were two quarters — and she said one of those quarters should be protein (any kind you want) and the other quarter should be some sort of grains.

Minna also said that most people (including me) need around 1,200 to 2,500 calories per day (depending on how active you are) and you should spread that out over 4 to 5 meals (there are exceptions to this (if you’re an active athelete, or training for a marathon or Triatholon type event, for instance, you need/burn many more calories).

She told me that if I tried to eat those proportions for every meal, I would feel healthier. I have since adopted those proportions for most of my meals. The key: make sure to keep enough veggies and protein around.

Some other eating tips I found during my weight loss:

  • Read Ingredients
    • Read ingredients and keep a special eye on calories and try to keep your calorie intake to 500 calories or fewer for most meals if you can.
    • Watch for Sugar Versus Fat in Snacks — A good rule is to pick the lowest sugar snack option as sugar equates to calories. Fat is actually less important to weight loss. On sugar, I try to eat only snacks that have 10 grams of sugar or fewer  per serving– this is hard to find but two of my favorite slow sugar snacks are Z Bars and MOJO Bars (both by Cliff Bar).
    • Beware of energy bars in general — Energy bars often contain 20 to 30 grams of sugar per serving.
  • Dark Chocolate Rules
    • Pick as high a percentage of cocoa as you can tolerate as there is exponentially less sugar in the higher dark chocolate. I eat 82% cocoa dark chocolate and I’m able to have 1/3rd of a large dark chocolate bar each night and it’s only about 70 calories!
    • Beware Popular Candybars as a Habit — You will find triple the amount of calories in a Hershey Bar or Reeses Peanut Butter Cup as my 82% bar — i.e. you can eat three times as much of my dark chocolate bar than a Hershey’s Bar!
  • Many Meals
    • Four to 5 Meals Per Day — I believe that when I went to 4 to 5 meals per day at 400 to 500 calories each (versus 3 meals a day (at about 800 calories each) ), that my weight started coming off.
    • Bread — A typical slice of bread has 100 calories in it and a bagel has about 160, regardless of whether it’s white bread or whole-wheat or rye. I love bread but what I now do is eat mostly NON-white bread (the reason is that it has more nutrients and fills you up faster (so you don’t need as much).  Another trick I use is that I try to eat bread only when it’s fresh or when it’s in a favorite sandwich of mine (I like BLTs!).
    • Bread OR Pasta (not both) — I try not to eat bread in a meal if I’m already having a starch such as rice or pasta.
  • Fruit
    • A modest amount of fruit (or juices) any time is great.
    • Beware of too much smoothie! For instance, you could have the Orange Dream Machine smoothie at Jamba Juice and that’s 750 calories (the equivalent of over one meal worth of calories for yourself). Note: The largest size of Peanut Butter M’ood at Jamba Juice contains over 1,000 calories! (two meals worth of calories!)

The Next E = Exercise
I had previously exercised 4 or 5 times a week and I stepped that up to daily. Some of my approaches to keeping this up:

  • Break a Sweat — I try to do something to break a sweat at least once a day (a good sex life is the easiest way!)
  • Drive Less– I try to walk or bike (instead of drive) to something wherever possible (bonuses: it feels better AND helps the environment)
  • Enjoy It — I focus my exercise on something I enjoy (i switched from treadmill jogging (boring for me) to basketball playing; I also try to do one walk/hike by the water at least one day a week.
  • Make it a habit — I find it’s easier to exercise when I’ve made a habit out of it (same time of day, every day, etc.)
  • Early Rising — I find that it’s easier to exercise early in my day — Read How to Be An Early Riser to learn tips on waking up earlier (it has changed my life!).

D = Drinking (as in less alcohol)
I cut my drinking by one-third, from an average of three drinks a day to two drinks a day.

That oesn’t sound like much but beer, wine and cocktails have about 100 to 150 calories in them so if you do the simple math of drinking one less drink per day then that will cause a decline in your calorie intake of about 5% (the average person should have about 2,500 calories per day).

Calories are similar to weight, right, so just think that one less beer or cocktail a day could help you reduce your weight by 5% (since I was 203 lbs at my peak, that could have been 10 lbs right there!)

S = Spirituality (Optional)
This last step is really an optional/bonus round…as I feel the previous four steps are key and this one is more of a multiplier!

I added a form of spirituality to my life during my weight loss period in the form of yoga.

I can’t explain any scientific reason why yoga helped me with weight loss, but my hunch is that it was the icing on the cake to my four other tips (Sleep, Eating, Exercise and Drinking). The main benefits I get are to let go of stress and “just be” as they say.

Since I take a Vinyassa Flow class in 75 degree temperature, it’s also an excellent detox (I break a sweat every time!).

While any one of the 5 SEEDS (Sleep, Eating, Exercise, Drinking and Spirtituality) will help you lose weight, I believe there’s also a compound effect (the lollapalooza effect as investor Charlie Munger calls it) that took place in me improving in all five of these categories, even if just a little.

I was very lucky that I happened to dabble in all five at the same time!

So, that’s how I accidentally lost 30 pounds! I’m still at around 172 pounds and feelin’ great!

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Wednesday, April 29th, 2009

How The Ritz Carlton & I Run Our Meetings: The Daily Huddle


The Daily Huddle has arguably been one of the greatest productivity and efficiency boosters I’ve personally experienced.

Since I started using it, I’ve run into numerous industry leaders (such as the Ritz Carlton and Johnson & Johnson) who benefit from the Daily Huddle.

Duhh, why didn’t I begin this 20 years ago!


England huddle to celebrate victory over India in Mumbai, March 2006

I first read about the concept of the Daily Huddle in Mastering the Rockefeller Habits, which may be the best how-to book for small businesses that I’ve read.  Its author Verne Harnish was inspired by the habits of business tycoon John D. Rockefeller and translates those for you to apply to business today.

I know, I sound pretty excited about this stuff — that’s cuz I am!

So, what is the Daily Huddle? Well, for starters, I use the term “Daily Huddle” because I like the ring of it — you may have heard it called names like Daily Scrum, Daily Pulse, Daily Agile, Daily Lineup (Ritz Carlton) or Daily StandUp. The concept is what counts.


Let me outline the basics first:

  • Time of Day — It should be as early as possible (ideally in the morning).
  • Length of Time — 5 to 15 minutes (depending on the size of the team).
  • Number of Attendees — Teams of 7 or fewer people (if you have teams that are larger than 7, you probably have a team that needs to be split up).
  • Who Attends — Every person in your company should be attending at least one Daily Huddle (but no person should attend more than two or three).
  • Who Runs It — I recommend you pick the senior manager of the particular team to run it (unless he or she is not organized in which case pick the most senior organized person).
  • Where Does it Take Place — It can be done in person or over the phone or on videoconferencing if you’re lucky enough to have one of those.


The agenda is the same every day. I recommend you first test out the Rockefeller Habits’ suggested agenda. That’s what I did and we didn’t need to change a thing.

  1. What’s Up — The first section of the Daily Huddle should be about each of your team members sharing the What’s Up of what they’ve accomplished since you all last met. Total Time: 3 to 5 minutes (Every participant should talk for no more than 30 seconds each).
  2. The Numbers — The second section is about the numbers of your business. Here, you should cover the critical metrics that are most important to your team. For example, in my Sales Daily Huddle, we report on such vitals as total sales by brand from the previous day (with comparisons to prior periods) and percentage of our monthly sales goal we project. Total Time: 3 to 5 minutes
  3. Roadblocks — This section focuses on the roadblocks (also called “bottlenecks”) that the team members face. Total Time: 3 to 5 minutes.
  4. Values & Ideology — This last section covers values-related items that don’t fit nicely into the first 3 sections of the meeting. An example of Values or Ideology items might be praise that someone outside the group has earned or a personal item that someone outside the meeting is facing that is affecting their performance (for example, we just had a woman on our team whose neighborhood in Santa Barbara was on fire (from Wildfires); and one of our values is to make sure to take care of such people in need of assistance (by offering to pick up her slack and be extra supportive of her and her family).

Bonus Tips

Here are some other things I’ve noticed from my experience with the Daily Huddle.

  • Give it a Week — It will be tough for your people to adopt at first (the first one will be awkward when, for instance, you ask people “What’s Up?) — But it will become easier as the team figures it out (give it a good week!)
  • Don’t Problem Solve — You should keep it focused on problem-identification and not problem-solving (if there’s a problem that can’t be solved with a “one-liner” by one of the group, then you should schedule to meet off-line.
  • Start at Odd Time — Try scheduling it and a time other than the half-hour or hour (e.g. try 10:02am in the morning). Reason: People will remember it more and you’ll find they show up at 10am to 10:01am (instead of being late!).
  • It Helps The Rest of Your Day — The Daily Huddle will help you and your team better figure out how to spend the rest of their day.
  • Start with Senior People — The most effective way to roll out the Daily Huddle is to have your organization’s leaders do it first (secret: if leaders do it, it will trickle down through the rest of your business).

And please read Mastering the Rockefeller Habits — it’s chock full of other valuable habits and ideas for businesses to grow.

You should comment below about your experience with the Daily Huddle — I really want to hear your opinion!

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Tuesday, April 28th, 2009

A Simple 4-Step Approach on How To Sell Better (SPIN Selling)


I used to consider “Sales” a bad word; until I got good at it!

In this case if you’re not comfortable with the idea of “selling’ you can replace “Sales” with “persuading” or “problem solving” — now let’s help you sell!

Neil Rackham wrote a terrific book called SPIN Selling in 1996. What I like about it is that it provides you a framework for selling better based on the results and experience of thousands of salespeople and their supervisors.

Most important tip: The more questions you ask, the more effective you will be.

So, what is SPIN Selling?

SPIN is an acronym that stands for Situation, Problem, Implication and Need and the book recommends that you ask questions about all four of those.

Below are some SPIN Selling questions to ask (let’s pretend you are selling vacuum cleaners):

Situation Questions

  • How many carpets or rugs do you have in your house?

Problem Questions

  • What problems do you have with your vacuum cleaner?
  • How old is it?
  • How often does your vacuum cleaner’s belt break often?
  • How heavy is it?
  • Where do you store it?

Implication Questions

  • Is your vacuum cleaner so heavy that it aches your back to lift it from the closet or even to vacuum?
  • Is you vacuum so large and heavy that it’s hard to store away?

Need/Payoff Questions

  • How much happier would you be if you had a new vacuum cleaner that was half the height and weight, and could easily be stored and NEVER needed a new belt again?

So, when trying to persuade or problem-solve or sell, try asking lots of questions first and focus on your buyer and what will lead to their big payoff!

SPIN Selling is a must-read for any business-person; it explains SPIN selling techniques and backs it up with detailed research. Rackham later came out with the SPIN Selling Fieldbook which is also an excellent read.

I recommend you buy SPIN Selling first and then if you have people on your team who you want to share the concept with, then buy them a copy of the slightly less expensive Fieldbook.

Do you have any thoughts on the SPIN Selling technique or the topic of sales in general — if so, please make a comment below.

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Saturday, April 25th, 2009

A Mis-Hire Costs You 13X That Person’s Salary: Why You Must Topgrade


It can cost you 13-times a person’s annual salary if you hire the wrong person, according to Brad Smart.

Brad is the main man behind a couple of books, Topgrading and Topgrading for Sales, which I highly recommend to anyone involved in hiring.

A dozen of my colleagues and I were lucky enough to spend two days with Brad in Chicago in October 2005 when we took his Topgrading training program (which I also recommend).

The 13X cost of a mishire was a stunner!

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