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Ep 697. Why a New Hire’s Failure is 100% Your Fault with Sam Gembel

⏱️ 38:24 🎤 Caleb Auman, Sam Gembel, Brittany Auman
AUDIO EPISODE
Ep 697. Why a New Hire’s Failure is 100% Your Fault with Sam Gembel
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Chapters

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  • 0:00
    Accountability for New Hire Failures
    Caleb acknowledges a personal mistake in not clearly defining success for a new hire, leading to potential missteps.
  • 3:50
    The Biggest Mistake in Leadership
    Sam shares his biggest mistake as a business owner: putting people in leadership roles they neither wanted nor were suited for, and keeping them there.
  • 15:58
    Never Compare Your Why
    Sam recounts a pivotal moment with his coach, learning that not everyone shares the same ambitions or 'why,' leading to a restructuring of his leadership team.
  • 28:29
    Believing in the Vision
    Sam emphasizes that employees don't need to believe in the company's vision themselves, but they must believe that the leader believes in it.
  • 35:13
    Company Responsibility for Failure
    Sam asserts that 100% of the responsibility for a new hire's failure in the first 90 days lies with the company, citing lack of training and clarity.
  • 54:17
    Accountability and Consistency
    Sam identifies 'accountability' and 'consistency' as the key differentiators for companies that turn average workers into high performers, warning against tolerating toxic employees.
  • 1:03:32
    The 'To-Don't' List
    Sam explains his 'to-don't' list as a tool for personal growth, highlighting his struggle with being a people-pleaser and the importance of not letting others hold him hostage in his business.
  • 1:18:45
    The Risk of Not Training
    Sam challenges the fear of training employees who might leave by asking, 'What if you don't train them, and they stay?'

Speakers

C
Caleb Auman
Host
S
Sam Gembel
B
Brittany Auman
Host

Key Takeaways

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Clearly define success for every task and role, especially for new hires, to avoid miscommunication and potential failure.

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Avoid placing employees in leadership roles they don't want or aren't suited for, and don't assume they will grow into it over time.

✦

Recognize that not all employees share the same level of ambition or 'why' as the owner; tailor growth opportunities and expectations accordingly.

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As a leader, your primary responsibilities are setting the company vision and establishing the culture's tone; everything else can be delegated.

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Employees don't need to personally believe in your vision, but they must believe that *you* believe in it to rally behind you.

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Take 100% responsibility for a new hire's failure in the first 90 days, as it often stems from inadequate training or unclear expectations.

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Implement consistent accountability across your team. Tolerating poor performance from some employees will demotivate high performers.

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