You Need to Hire Based on Your Vivid Vision®

Even down to the employee recruiting stage, your company’s Vivid Vision® helps ensure alignment.

That’s why you need to hire based on your Vivid Vision®, but how do you do that?

Also, if you don’t know what a Vivid Vision® is, check out this blog first!

Require a Pre-Interview Vivid Vision® Reading

Have all your potential employees read your Vivid Vision® before their first interview. This way they’ll know if the job/work culture will feel right to them. Ideally, doing this weeds out unqualified candidates.

One bad apple can spoil the whole bunch. You don’t want an employee that doesn’t want to make your Vivid Vision® a reality. Not only will that employee be a drain, but they’ll bring others down, too.

Ensure Everyone Gets a Copy of Your Vivid Vision®

To make sure that everyone does read your Vivid Vision® before their first interview, set up an email auto-reply so that all candidates who send their resumes to your company via email instantly get a response.

This response should say something like, “Thank you for applying to work for us. Please read the attached Vivid Vision® that describes what our company looks and feels like three years out. If this sounds like the kind of company you’d like to help build, send us an email with the words, ‘please interview me’ in the subject line.”

It’s a great system that saves everyone a lot of time by not interviewing candidates that don’t like what the future has in store for them. It also shines a spotlight on candidates who are paying attention and take the time to send a reply back following your directions. Plus, in the interview, you’ll know if they’ve read your Vivid Vision®. The ones who have will stand out!

Come Back to the Vivid Vision® Frequently

It’s important that, even after hiring, you have all of your employees and suppliers re-read your Vivid Vision® every quarter. When every employee reads it, the process of alignment starts taking place.

Every quarter, have each person read the Vivid Vision® quietly and circle keywords or sentences that resonate with them. Then go around the room and have each person read out the areas they like. This provides alignment for the whole team before the brainstorming process takes place. It can also assist in planning and prioritizing future projects.

“It is very important that you share your Vivid Vision with your employees. When your employees know exactly what is envisioned for the company in the next three years, especially all the minor details, they know that their work will have an impact.” – COO Alliance

Your Vivid Vision® should be in use in all aspects of the job, from hiring to being an employee. Everyone involved with your company needs to be familiar with it. If a potential candidate doesn’t bother to get to know it, then their interview isn’t worth your time!

Do you use a Vivid Vision® or something like it when hiring new employees? Let us know in the comments below!

If you have questions or would like more information, I’d be happy to help. Please send an email, and my team will get in touch with you!

Editor’s Note: This post was originally published in June 2012 and has been edited for accuracy and comprehensiveness.

The Secret to Successful One-on-One Interviews

“What’s your biggest fault?”

“Tell me about a time you disagreed with a supervisor.”

These are just a couple of traditional interview questions asked all the time by highly trained HR insiders. The problem is, traditional, wishy-washy interviews suck.

Sticking to the typical, pre-approved interview script means that the interviewee only says what they think you want to hear. Because of that, you end up missing out on asking a lot of questions you wanted, and needed, to ask.

So how do you have successful one-on-one interviews?

Interviews Should be Serious, Personal, and Intense

Does this mean you should hang a bare light bulb and polish up your waterboarding skills? Certainly not, but that doesn’t mean it shouldn’t be intense. Staffing your company is too important not to push for the best.

Avoiding an intense interview and therefore avoiding questions that could create potentially awkward situations can come back to haunt you. Besides, once the person is hired, things are going to get a lot more intense than the interview, so you’d be better off seeing how they deal with it in the one-on-one interview before offering them a contract.

“Ask unexpected questions. Get your applicants to tell you about the time they disagreed with a customer and how they handled it. Ask them their top three workplace accomplishments. They’re all great, tried and true interview questions. You’ll be surprised by how much more you can learn with these!” – Cameron Herold

Find a Balance

The secret to a successful one-on-one interview is balancing a professional, respectful approach and also getting what you want.

One of the most important things to know before going into an interview is that almost everyone lies, or at least exaggerates. The key is to listen to your gut and dig deeper when it tells you that something is fishy. It’s easy for someone to claim they’re good at a skill, but when you ask them something that requires them to prove it, that’s when you catch them in a lie.

Does your interviewee claim to be great at time management? Then ask them what their time management strategies are and how they put them to use in the workplace. Make sure they give concrete examples. Vague answers are an answer themselves — the answer being that they’re lying.

Yes, the interview might get awkward, but that’s the cost of finding the perfect candidates. If you simply stick to a traditional interview script, it’s easy for people who only exaggerate their skills to sneak their way into the job.

Use Pregnant Pauses

Another good technique for one-on-one interviews is to use pregnant pauses to your advantage. Sometimes it can be useful to count to ten in your head after an interviewee finishes an answer to see if they volunteer more information into that pause.

Sure, it definitely creates some extremely awkward silences, but the information you can garner not just from the additional information they’ll volunteer, but also from how the individual responds to the pause is so valuable to you in the interview process.

Don’t shy away from the intense and the awkward. It’s a job interview. Sometimes you have to get intense to find the best people you can for the job. It’s worth it.

Do you have any other interview strategies that you use? Let us know in the comments below!

If you have questions or would like more information, I’d be happy to help. Please send an email, and my team will get in touch with you!

Editor’s Note: This post was originally published in August 2016 and has been edited for accuracy and comprehensiveness.

Get Set For Interviewing Candidates!!!

Other than thoroughly reviewing a job candidate’s past employers online, dig around on Facebook, LinkedIn, Twitter and YouTube to see how they portray themselves. Social Networks are public domain, so don’t feel like you’re infringing on anyone’s rights.  Some of the things you find may surprise you!  Read on, and get more insights here too.

Formulate a list of questions related to the preferences you’ve already decided you need in a candidate. Your preparation should give you a list of areas to delve into deeper. I love making my questions right on their resume and then, once I’ve got a ton of questions written down, putting a number beside each in the order I’ll ask them to ensure I cover it all.

One-on-one interviews should always be two hours and can often go as long as four hours if you’ve really prepared and really grill the candidate, asking multiple questions around each area.

The setting for the interviews should be appropriate. Use your intuition to know whether a more or less formal atmosphere is appropriate.

The interviewer explains this stage of the process to the candidate. Build rapport with the candidate, but don’t do all of the talking. The interviewer has to stay in control of the discussion, so don’t let the candidate control the time or the questions. They’ll have their turn to ask questions later.

Always look for transition points in their job history because that’s where the most illustrative stories lie, and if a candidate shares them, you’ll begin to see more of them as a person. Moving between jobs, schools, career changes, and marriages help you get a better idea for who the candidate is as a person.  Probe into the transitions –respectfully – and find out why they happened. Don’t assume all transitions are bad – ask the candidate why they made the choices they did in order to get a comprehensive picture of them as an individual.

Digging Deep In One-On-One Interviews

interrogation-techniquesOne of the most important lessons I’ve learned from interviewing is that everyone lies, or they at least exaggerate a little bit.

When you’re interviewing people, you must make sure that candidates actually have experience doing what they say they do. You’re not looking to see if they know how to do it.  There are lots of great books out there for people to read to learn how they might do something.  You want to find people that have proven past performance.

You want someone who has the practice and has perfected their craft. Your business deserves nothing less than that.

Don’t be afraid of grilling people hard in a one-on-one interview.

#2 – How to Be An Expert Recruiter/Interviewer (Actual Tips)

OK – My Feb 16th blog post sucked was way too much of a sales pitch.  Yes, I believe in recruiters- at the right time, however, I also know companies can get great at recruiting & interviewing. You deserved more than me just pushing recruiting firms at you…

Here are some tips:

  • The best employees aren’t looking for jobs, you have to know where they are, and go find them.  They work for the top companies to work for in your market, or the INC 500 winners, the Top 40 Under 40, Best Workplaces etc.  A Players work at the best companies.  You’ll find them on FaceBook & LinkedIn too.
  • A Level employees change jobs for alignment, culture, clarity of roles, and opportunity.  They aren’t going to jump ship to just any old company, so make sure that you’ve set your company up to really attract them.  Ask your current employees for 5 things (that don’t cost money) that would make your company a best place to work, and put them in place now.  It’s a start.
  • Job Ads MUST attract – don’t be boring…  Here is one I used (it fits my culture) and was for an Exec Assistant.  The ad helped me find a person who is a perfect fit.
  • Behavioral Traits – Think in advance about the key traits the person must possess.  Make a list of them – like: Leadership, Attainment, Tenacity & Introspection…
  • Interview Questions – Once you know the traits you’re looking for, come up with 3-5 questions you can ask to probe for answers on each trait.
  • Scorecard – Describe in detail the 10 things the person being hired will have to get done during their first two years in the role.  Then interview them in depth to ensure they have done similar work before.  Hire for Experience and Cultural Fit.
  • Group Interview – Use a Group Interview to look for cultural fit.
  • Reference Checks – Do as many as 10 if you have to.  Draw out names of people to call during the interviews.  Don’t just call the names the candidate gives you.
  • Raise The Bar – Every new hire should raise the average skill set of your group.  Just like a sports team, work to keep bringing awesome employees into your company.

How to Be An Expert Recruiter/Interviewer

So, you want to be an expert recruiter ?  You want to get strong at interviewing ?

In all likelihood, this will never happen.  MOST CEOs and Entrepreneurs have far too many things on their plate to get good at this.  I’m not talking about being competent, I’m talking about being awesome at it.

As Malcom Gladwell says in his book Outliers, it takes 10,000 hours to become an expert at something.  Let’s say he’s exaggerating, let’s say it only takes you 1,000 hours, or even 100 hours, are you really prepared to put that much effort into getting great at interviewing & recruiting, if you’re not – then it’s easy – outsource it to the professionals.  Especially when it comes to key hires.

I’ve personally spent close to a thousand hours interviewing and working on my interview skills.  I can stack up with the top 2%.  That’s why I finally decided that instead of simply training CEOs on how to recruit and interview their key hires, I’d source 2 TOP Recruiting companies who could do it for them- for the key hires at least.

I’ve found two:

-one focuses only on C-Level roles where the total comp is $300,000 or higher.

-the second focuses on VP, Director, and C-Level where the comp is $150-$250k.

It you’re interested in having them do retained searches for you, drop me an email, let me know what you’re hiring, comp etc., and I’ll happily intro you.

OR, spend a thousand hours, and perfect your recruiting & interviewing skills, and do it yourself… 😉

Interview Questions

The following interview questions are from a survey I found years ago and also include a bunch of my favorites.

I only listed the ones I really like best, categorized according to personal background, skills and abilities, academic preparation, and other topics.

This list of questions would be an excellent resource to use when preparing for interviews with prospective employees.


  • What are your personal goals, and have you achieved them? If not, why?
  • Who was the most difficult person you’ve dealt with? How did you respond?
  • Describe a frustrating experience from work. How did you deal with it?
  • What are some of the greatest personal challenges you have faced?
  • How do you handle rejection?
  • What aspects of your past jobs were most frustrating?
  • What life experiences have given you the greatest reward?
  • Can you tell me about the toughest job you’ve ever had?
  • What was the most difficult aspect of obtaining a college degree?


  • What are your career interests?
  • What are your standards of success/goals for a job?
  • What are your goals and aspirations for the next three years?
  • What are your long-range goals and how are you preparing to achieve them?
  • If you could create the perfect job for yourself, what would you do?
  • Please tell me about your plans for the future.
  • What work would you like to do that really interests you?
  • What is your timetable for achievement of your current career goals?



  • What skills do you possess that will help make you successful in this job?
  • Why should we hire you?
  • Have you ever worked in a similar position with another organization, and what did you enjoy most about and least about it?
  • Please discuss some of your past jobs and what you accomplished in them?
  • What prior work experiences have you had?
  • What were your accomplishments in these prior work experiences?
  • Please tell me about the duties/requirements of your last job.
  • Elaborate on one of the work experiences listed on your resume.
  • What did you enjoy most about your previous job experiences? Least?
  • In addition to your educational and professional experiences, what else would you like us to know about you in order to make an appropriate decision?
  • What skills will you bring to the job that will enhance our team or company?


  • What are your major strengths and weaknesses?
  • What did you see as your major strengths and/or weaknesses on this job?
  • What would your last two employers say about you, good and bad?
  • How would you describe your supervisory/leadership style?
  • Who or what had the greatest influence on your life?
  • Describe the difference between motivation and inspiration, and how these apply to you in the work environment.


  • What are your greatest achievements at this point in your life?
  • Tell me about your accomplishments during college that make you proudest.
  • If friends/colleagues were to describe you to a stranger what would they say?
  • What do you consider most important when evaluating yourself?
  • What were your most significant achievements?


  • How would you describe your style of communication?
  • Tell me about a time you had to sell an idea to someone else.
  • What do you enjoy doing most?
  • Tell me about a time you had to present information to a large group of people. How did you feel and how successful were you?


  • How well do you work with others?
  • What are some of the pros and cons of working on a team project?
  • When have you led a team to achieve a specific goal, what were the results?
  • What have you admired in people who have previously supervised your work? What haven’t you admired in these individuals?
  • How would you resolve conflict in a group situation?



  • What changes would you make in your school’s academic program?
  • Tell me about a time you found a new and better way of doing something.
  • What was the largest, most creative project you’ve been involved in to date?
  • Tell me the most creative solution you have come up with to solve a problem.
  • Tell me a time when you had to bring out the creativity in others.



  • Please tell me about a conflict and how you resolved it.
  • Tell me a time you had to make an important decision with limited facts.
  • Tell me a time you had to make an unpopular decision.
  • Tell me about a bad decision you made and what you would do differently?


  • How do you organize your day?
  • Tell me about a time you delegated a project effectively.
  • Describe to me a time when a supervisor delegated a task to you when you had a full workload. How did you handle the situation?
  • Describe what your closets and garage look like today.


  • What personal qualities do you bring to this firm?
  • Tell me about when you dealt with an irate customer.
  • What does the term “the customer is always right” mean to you?
  • What’s the best example of awesome customer service you’ve provided?


  • What starting salary do you expect as an employee?
  • When comparing one company offer to another, what factors will be important to you besides starting salary?
  • Please tell me about yourself. How would you describe yourself?
  • Name three people who have inspired you and why.
  • What personal qualities do you bring to this firm?
  • What do you know about our company?
  • Why are you interviewing with us?
  • Why do you want to work in the position you are seeking?
  • What are your expectations of us?
  • Why did you select us?

The Reverse Sell

salesmanWhen interviewing job candidates, use what I call ‘The Reverse Sell.’

It involves being in a position of power throughout the interview and getting the candidate to sell themselves on the company and also on their skills in handling the job. When the interview is over, if the candidate is more excited than ever and really knows they can do the job and that you’ve raked them over the coals and might not offer them, then you’ve done your job.

Ensure any fears the candidate has are addressed during the interview.  Don’t handle them as they come up – instead, jot down their concerns or fears until later in the interview for just the right moment. This ensures you will handle them so the candidate isn’t worried about them and sees a few reasons within your system to minimize them.  “So, about an hour ago you asked about…”

Reverse selling occurs by emphasizing how hard a position will be and getting the candidate to sell you on why he or she is right for the job.

In addition, ‘reverse selling’ also occurs by stating the concerns you might have about a candidate’s weaknesses. For example, you might say, “It appears your computer skills are very poor and will hurt you. Can you address that with me?”

And all of your questions should be asked by the end of the interview. Leave no stone unturned.

Regardless of what department you’re hiring for, if someone can’t passionately sell themselves to you on why they’re what you’re looking for, walk away.  You’re doing them a disservice if you hire them.

By the way, this works in franchising too – don’t sell franchises, award them to qualified candidates who really sell you on their skills.

Work Out Harder and Hire Fit People

If you’re not currently setting goals to be in better shape, you know what you need to do.

Trust me – your back problems and evolving double chin will disappear faster than you think.

Ya I just don’t have time to work out.” Neither does Barack Obama, but he’s hard in the gym for an hour in the morning, 6 days a week.

Don’t you hate it when I’m right?

Also, when recruiting, look for athletes and hire people who play sports actively.

Look for team players.  Look for those with athletic goals as adults.  Those who wake up working out hard will work hard in their jobs.  Those who sit on the couch watching TV that makes them dumber will produce similar results at work.

pic Eden Prairie News


Meetings Suck: Turning One Of The Most Loathed Elements Of Business Into One Of The Most Valuable

We all know that meetings suck, right?

You hear it all the time. It’s the one thing that almost everyone in business can agree on.

Except it’s not actually true… 

Meetings don’t suck.

We just suck at running meetings.   

When done right, meetings not only work, they make people and companies better.

In Meetings Suck, world renowned business expert and growth guru Cameron Herold teaches you how to use focused, time effective meetings to help you and your company soar.

This book shows you immediately actionable, step-by-step systems that ensure that you and everyone in your organization improves your meetings, right away.

In the process, you’ll turn meetings that suck into meetings that work. 

In life, we always hear about people who’ve made huge decisions from their gut – without data.Today, I want you to make a decision, not only from your gut, but also from some data.  A decision that is only $12 per employee but will be priceless for your business.

Right now, your gut is telling you something is wrong with your company’s meetings.  You KNOW everyone complains about meetings.

People HATE going to them, they HATE running them, and they really have NO idea which meetings are truly necessary but they hold meetings simply because they think that is what they SHOULD do.

Even some of the smartest CEOs in the world complain about meetings – Elon Musk publicly told employees at Tesla & SpaceX to walk out of meetings if they weren’t being run properly.

I sent Elon a message saying that wasn’t going to fix anything – the key is to fix the root of the problem – NOT continue to ignore why meetings suck.

A Meeting is – Any phone call, video call or occasion where 2 or more people meet to discuss or work-through office topics.

Most employees on average spend 1-2 hours per day in meetings.

And likely, none of those employees – front-line staff or leaders – have had any training on how to attend meetings or participate in them, LET ALONE How to RUN THEM.

Consider this…

If the Average employee spends just 1 Hour per day in meetings – that’s 1/8th of their time.

If the Average employee earns $50,000 per year.

And they’re spending 1/8th of their time in meetings, that means you’re paying $6,250 dollars per year for just ONE employee to attend meetings.

The reality is, employees spend 1/8th of their time – and 1/8th of your company’s payroll – doing something they have literally NO idea how to do.

The Reality is…

95% of employees are booking & leading meetings – and they have NEVER been trained on how to run them.

95% of employees have had NO training on how to show up and participate in the meetings they attend daily.

And 95% of employees and companies have no idea what meetings are even necessary to hold.

Meetings CAN be hugely effective – IF you know how to run them

Meetings don’t SUCK, we just SUCK at running meetings. 

Investing $15 per employee – to help ensure the $50,000 a year you spend on them is an obvious and easy choice.

This could be the most impactful $15 you’ll ever spend and will save the company’s money, time and resources instantly.

Buying a copy of Meetings Suck for 100% of your employees and having them read it this month will have a huge impact on your company’s success.


Free PR: How To Get Chased By The Press Without Hiring A PR Firm

Public relations has always been an essential part of doing business which is probably why you’re shelling out big money to an outside PR firm. But the truth is that you don’t need them. You already have all the necessary tools in-house to do as good a job as the so-called experts. 

Cameron Herold and Adrian Salamunovic have taught thousands of company execs how to exploit free media coverage and ditch these expensive, often ineffective outsiders. 

Cameron & Adrian have also built in-house PR teams, spent decades learning how to generate Free PR and how to leverage public relations to complement their sales and marketing strategy. 

In Free PR, you’ll learn how the media world operates while you gain invaluable insider knowledge and actionable advice on how to: 

  • Build your own in-house PR team
  • Provide effective interviews
  • Score great media coverage for free with just a few easy steps 

Landing public relations coverage for yourself and your company is a powerful tool to help elevate your personal brand. PR is easier to generate than marketing, PR is easier to leverage than marketing and PR is more cost effective than marketing. In other words, Public Relations is more critical than ever in growing your brand and your business. 

You’ve got more passion, commitment, a larger stake, and a deeper understanding of your business than any outside PR firm could ever have. So stop wasting money and take the reins yourself.  Learn the secrets to landing TONS of Free PR for your company.

What they’re saying:

“I think PR is the core for promoting any business. Public relations acquires customers! That’s what’s cool about this book.”

– Kevin O’Leary,  Shark on ABC’s Shark Tank

“The ultimate guidebook for those looking to get press, grow their brand, and get in front of the masses. Free PR is the roadmap you’ve been looking for.”

– Peter Shankman, Founder, Help a Reporter Out (HARO)

“Adrian and Cameron will show you the secrets of getting massive exposure for your business. This book is packed with actionable insights from two guys that actually know how to to do it.”

– Dan Martell,  Serial Entrepreneur & Investor (, Unbounce)

“I told Cameron to write the book on generating free PR. I’m excited to see that he’s finally sharing his secrets with the world. This is a must read for any entrepreneurial company and marketing team.”

– Verne Harnish, Founder of Entrepreneurs’ Organization (EO) and author of Scaling Up (Rockefeller Habits 2.0)


Vivid Vision: A Remarkable Tool For Aligning Your Business Around a Shared Vision of the Future

Many corporations have slick, flashy mission statements that ultimately do little to motivate employees and less to impress customers, investors, and partners. 

But there is a way to share your excitement for the future of your company in a clear, compelling, and powerful way and entrepreneur and business growth expert Cameron Herold can show you how. 

Vivid Vision is a revolutionary tool that will help owners, CEOs, and senior managers create inspirational, detailed, and actionable three-year mission statements for their companies. In this easy-to-follow guide, Herold walks organization leaders through the simple steps to creating their own Vivid Vision, from brainstorming to sharing the ideas to using the document to drive progress in the years to come. 

By focusing on mapping out how you see your company looking and feeling in every category of business, without getting bogged down by data and numbers or how it will happen, Vivid Vision creates a holistic road map to success that will get all of your teammates passionate about the big picture. 

Your company is your dream, one that you want to share with your staff, clients, and stakeholders. Vivid Vision is the tool you need to make that dream a reality.


The Miracle Morning for
Entrepreneurs: Elevate Your SELF to
Elevate Your BUSINESS


A step-by-step guide to enjoying the roller-coaster ride of growth — while getting the most out of life as an entrepreneur. A growth-focused approach: The book is divided into three sections, which cover planning for fast growth, building a company for fast growth, and leading for fast growth. Each topic the author covers — from creating a vision for the company’s future to learning how to generate free PR for a developing company — is squarely focused on the end goal: doubling the size of the entrepreneur’s company in three years or less. A down-to-earth action plan: Herold’s experienced-based advice never gets bogged down in generalities or theory. Instead, he offers a wealth of practical tips, including: How to design meetings for maximum efficiency; How to hire top-quality talent; How to grow in particularly tough markets; How to put together a board of advisors — even for a smaller company; How even the busy entrepreneur can achieve a work/life balance.


Hal Elrod’sThe Miracle Morning has helped redefine the mornings and the lives of millions of readers since 2012. Since then, careers have been launched, goals have been met, and dreams have been realized, all through the power of the Miracle Morning’s six Life S.A.V.E.R.S.


Now The Miracle Morning for Entrepreneurs brings you these principles in a whole new light—alongside the Entrepreneurial Elevation Principles and the Entrepreneur’s Elevation Skills. These are essential skills that you need to create a successful business and personal life. Cameron Herold— Bestselling Author and a widely-respected expert on entrepreneurial mindset—brings his wisdom and insight to you using Hal Elrod’s powerful Miracle Morning framework.


The principles and skills you’ll find in this book will help you to channel your passion and achieve balance in a remarkable new way. – Learn why mornings matter more than you think – Learn how to master your own self-leadership and accelerate your personal development – Learn how to manage your energy—physical, mental, and emotional – Learn how to implement Hal Elrod’s invaluable Life S.A.V.E.R.S. in your daily routine – And much more… You’re already an entrepreneur. Now discover how to take your success to the next level by first taking yourself to the next level. The Miracle Morning for Entrepreneurs is your roadmap to masterfully building an empire with a powerful vision, utilizing your areas of personal genius, with the right team at your side.

Start giving your business and your life the very best opportunities for success, right now.

A step-by-step guide to enjoying the roller-coaster ride of growth — while getting the most out of life as an entrepreneur. A growth-focused approach: The book is divided into three sections, which cover planning for fast growth, building a company for fast growth, and leading for fast growth. Each topic the author covers — from creating a vision for the company’s future to learning how to generate free PR for a developing company — is squarely focused on the end goal: doubling the size of the entrepreneur’s company in three years or less. A down-to-earth action plan: Herold’s experienced-based advice never gets bogged down in generalities or theory. Instead, he offers a wealth of practical tips, including: How to design meetings for maximum efficiency; How to hire top-quality talent; How to grow in particularly tough markets; How to put together a board of advisors — even for a smaller company; How even the busy entrepreneur can achieve a work/life balance.