Recruiting

The Secret to Successful One-on-One Interviews

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“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.

Everything I Know About Recruiting I Learned Duck Hunting

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Duck Hunting for Employees

My grandfather Cam Shortts was a great businessman, but he was an even better hunter.

He owned a successful hunting and fishing lodge in northern Ontario, an amazing place where I spent many, many days in my youth. It was a lodge that was frequented by corporate big wigs – CEOs, CFOs and COOs holed up there on their vacations.

And it was “up north” nestled on the shore of a shimmering lake with that great man that I learned everything I needed to know about recruiting.

No, Gramps wouldn’t drag out his old business school texts to the duck blind. Instead, his methodical, precise approach to hunting taught me valuable lessons I’ve carried with me ever since.

Grandpa knew exactly what kind of ducks he wanted before he set out to hunt—mallards, blue-winged teals, and wood ducks. But more importantly, he knew what kinds of ducks he didn’t want. Namely, fish ducks who are renowned for tasting downright terrible.

It’s an approach many business people don’t take when “hunting” for candidates. Sometimes, hiring the right Chief Operating Officer, marketing executive, sales personnel or even a CEO for that matter, is about NOT choosing someone who will be bad for the company. Businesses focus so much on what they want, they don’t consider what they don’t want. Before the hiring process begins, you should absolutely list all the traits you would love to have in the ideal applicant—e.g., years of marketing experience, ability to travel, an MBA, with exemplary prior experience as a Chief Operations Officer, etc.

But then, think about the traits you absolutely don’t want. Your list might have things like avoiding candidates who appear to jump from job to job far too often, or who have worked for a company you don’t respect, or even candidates who smoke. I know of a CEO who gave the keynote speech at a COO training seminar just because he wanted to scout a COO he could make his 2nd in command. And believe it or not, he wrote off most of the COO candidates for being late to the training seminar because they were brushing off training as a unimportant experience!

Grandpa was so focused on getting the ducks he wanted, there were many times we’d go home without having fired a single shot (not an easy task for a 14-year-old who really liked to shoot!) He always said he’d rather leave without a single duck then leave with a bad one.

This lesson rang true when I was involved in hiring for a key senior position. I won’t name the company, but I will say is that we were on the lookout for a fearless Chief Operating Officer who could transition a company through difficult times. A director and I traveled to Boston and whittled 150 resumes down to 16 candidates. After multiple interviews with each of them, both my colleague and I couldn’t pinpoint one that blew us away. And despite the pressure to hire for the role, both of our guts said “no” so we flew home empty-handed.

Knowing what kind of ducks he wanted was one thing, but Grandpa’s ability to pick them out when most everyone else couldn’t even see any ducks in the sky was amazing. It’s a skill he honed over years of hunting (he did own a hunting lodge after all) and it’s a skill I’ve picked up after hiring hundreds of people in my career. CEOs, Chief Operations Officers, CFOs, you name it, and I have hired them.

Nearly anyone can gloss over their weaknesses with a fancy resume or well-crafted cover letter. But once you get that candidate into an interview, it’s easy to see right through their bluster and unearth the real candidate (for better or worse).

Huddled in our blind, waiting patiently for the birds we wanted—those are the memories I will always have of my Grandpa. These are also the lessons that have helped me recruit awesome employees throughout my career.

Happy hunting!

Learn more about how high growth can be yours on Cameron Herold contact page or email rachyl@cameronherold.com

Use A Rifle To Find Top Employees

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13bIf you’re contemplating the use of a search firm, chances are you are looking for a new Leader to join your team.  There are thousands of search firms to choose from and, making the right choice depends on the criteria you use in your selection process.

Here are a few tips and questions to think about:

  • Purpose, Culture and Values matter.  As you consider your search firm options, dig into the overall philosophical alignment between your company and that of the search firm.  Do you align?  Will your search partner challenge your thinking and push you to hire a better leader?  Make sure you select a search firm that understands your company’s Purpose, Values, Culture.  Most search firms know how to find individuals with the technical aptitude to do the job – that’s the easy part. The best search firms find Leaders who are profoundly connected to your Purpose, align with your Values, and fit into your Culture.
  • Engagement matters.  The Gallup organization states the number one reason why employee engagement is so low is due to poor leadership. People are more than just a resume, and it takes more than experience to be a Leader.  Does your search firm partner have a process that helps you benchmark the performance objectives of the role, uncover the requisite behavioral/personality profile of the role, and delivers an individual who cares about the same things your company cares about?  Finding a Leader who can influence real change and win the hearts and minds of your team can be the difference maker.
  • People matter.  The best Leaders are constantly being bombarded with job offers.  Is your search firm partner setting themselves apart through their outreach efforts/approach?  Are they simply using the same ‘rolodex’ they’ve always used?  Transformational Leaders have higher expectations; they want to know what your company stands for, the difference you are trying to make in the world, and that you care about more than just their resume. Be thoughtful in which search firm you select – their philosophy and process will have a tremendous impact on the future of your company.

Email me – Cameron@BackPocketCOO.com if you’d like an intro to the recruiting firms I have all my clients using.

Now, here are 5 reasons to use a Search/staffing company (non retained) all encompassing.

1.    Confidential representation and a proactive approach to connecting with quality candidates and leaders, often times with a replacement guarantee.  Hiring a 3rd party agency gives you the ability to discreetly call into your competitors.

2.     Hiring Experts:  Provide consultation and guidance to further define your role and ideal target candidates.

3.     Resources and Outreach: Search firms have the strength and focus to reach out to many more candidates.  Search firms expand your pool of candidates and save your company time.

4.     Stay focused on your core business:  Search firms are always hiring and reaching out to thousands of professionals each day.  Outsourcing a critical hire can save you and your team countless hours sourcing, screening, interviewing, and reference checks.

5.     Objectivity:  Professional search firms offer a consistently objective hiring process, which avoids biases, building continuity throughout the hiring process.  Search firms streamline the hiring process, eliminating many of the variables involved in a critical search.

Email me – Cameron@BackPocketCOO.com if you’d like an intro to the recruiting firms I have all my clients using…

Everything I Know About Recruiting I Learned Hunting Ducks

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My grandfather Cam Shortts was a great businessman, but he was an even better hunter.

He owned a successful hunting and fishing lodge in northern Ontario, an amazing place where I spent many, many days in my youth.

And it was ‘Up North’ nestled on the shore of a shimmering lake with that great man that I learned everything I needed to know about recruiting.

No, Gramps wouldn’t drag out his old business school texts to the duck blind. Instead, his methodical, precise approach to hunting taught me valuable lessons I’ve carried with me ever since.

Grandpa knew exactly what kind of ducks he wanted before he set out to hunt; mallards, blue-winged teals, woodducks. But more importantly, he knew what kinds of ducks he didn’t want. Namely, fish ducks who are renowned for tasting downright terrible.

It’s an approach many business people don’t take when ‘hunting’ for candidates. They focus so much on what they want, they don’t consider what they don’t want. Before the hiring process begins, you should absolutely list all the traits you would love to have in the ideal applicant; years of marketing experience, ability to travel, an MBA.

But then, think about the traits you absolutely don’t want. Your list might be have things like avoiding candidates who appear to jump from job to job far too often, or who have worked for a company you don’t respect, or even candidates that smoke.

Grandpa was so focused on getting the ducks he wanted, there were many times we’d go home without having fired a single shot (not an easy task for a 14-year old who really liked to shoot!) He always said he’d rather leave without a single duck then leave with a bad one.

This lesson rang true when I was involved in hiring for a key senior position. A director and I traveled to Boston and whittled 150 resumes down to 16 candidates. After multiple interviews with each of them, both my colleague and I couldn’t pinpoint one that blew us away. And despite the pressure to hire for the role, both of our guts said ‘no’ so we flew home empty-handed.

Knowing what kind of ducks he wanted was one thing, but Grandpa’s ability to pick them out when most everyone else couldn’t even see any ducks in the sky was amazing. It’s a skill he honed over years of hunting (he did own a hunting lodge after all) and it’s a skill I’ve picked up after hiring hundreds of people in my career.

Nearly anyone can gloss over their weaknesses with a fancy resume or well-crafted cover letter. But once you get that candidate into an interview, it’s easy to see right through their bluster and unearth the real candidate (for better or worse)

Huddled in our blind, waiting patiently for the birds we wanted—those are the memories I will always have of my Grandpa. They are also the lessons that have helped me recruit awesome employees throughout my career.

Happy hunting!

BEST Recruiting Strategy EVER!!!

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78bI have been recruiting thousands of employees for 25 years now – and this is easily the best recruiting tactic I’ve ever heard of for getting true A Players.  It’s a twist on the old internal referral bonus…

I cover a ton of other systems on recruiting and interviewing here – but this one is fantastic…

  • All employees are eligible.
  • Any employee referring another person from outside the company who gets hired earns a bonus of 100% of that employees starting salary.  i.e. refer a person who earns $120,000 and you earn a bonus of $120,000
  • The bonus is paid out 10% a year, for 10 years.  So you’ll earn $12,000 a year for the next 10 years…
  • Caveat is – both of you need to be working for the company for the bonus to keep being paid out.  If either of you leave for any reason – it stops.
  • Keep referring new hires, and you’ll keep adding new bonus amounts on top of the others.

The best part of this is, internal employees will work to keep people happy so they stay, you’ll have a built in happiness machine.

Seems expensive at first blush – but it will drive great new people into the company, and the longer people are with you, the more skills and culture they’ll build up for you.

More great tools about recruiting here…

For information on this topic, check out: Leadership at 100MPH.

How to Be An Expert Recruiter/Interviewer

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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

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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.

ABILITY TO DEAL WITH ADVERSITY, THINKING AND PROBLEM SOLVING

  • 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?


CAREER GOALS AND OBJECTIVES

  • 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?

 

RELEVANT EXPERIENCE

  • 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?

LEADERSHIP

  • 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.

INITIATIVE AND FOLLOW-THROUGH

  • 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?

COMMUNICATION

  • 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?

WORKING EFFECTIVELY WITH OTHERS

  • 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?

 

CREATIVITY AND INNOVATION

  • 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.

 

DECISION-MAKING

  • 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?

DELEGATION AND ORGANIZATION

  • 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.

CUSTOMER SERVICE AND SALES

  • 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?

GENERAL

  • 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?

Lessons From Duck Hunting

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75bMost top performers work for really average companies.

Your job is to find the amazing people that work somewhere else and get them to work for you.

Don’t make a habit of recruiting and hiring unemployed people.  Find the go-getters that have jobs right now!

On the day Intrawest Ski Resorts were acquired by Fortress, I was on the phone to all the top people at the company telling them I wanted to hire everyone good because it was going to implode.

I eventually hired five of their key people over the next three months because I knew that these people had already been working for a high performance organization. I just went out and got them. It was as easy as that.

Getting the right people can be easy if you’re willing to make it happen.  I often see entrepreneurs struggle because they don’t know how to seek out exceptional people or they don’t work hard enough searching for the gems.

My grandfather, Cam Shortts, who recently died at 96, taught me how to hire great people. He owned a hunting and fishing resort in Northern Ontario called Lift-The-Latch Lodge, and he’d take me duck hunting as a teenager.

Grandpa always knew exactly what kinds of ducks he wanted before we set out to hunt: blue-winged teals, mallards, wood ducks and canvas backs. He also knew what kind he didn’t want: fish ducks. Before we set out on any hunting expedition, he made it clear what his goals were, and that our reward was only as worthwhile as the ducks we’d selected.

Recruiting the right people is just like duck hunting: you must have a crystal clear picture in your mind of exactly what you’re looking for, and good aim.

You also need to be sure that all new hires will truly impress every person they interact with, whether it’s customers, strategic partners, vendors, the media, or the public at large.

So know exactly who you want to hire, go find them, and shoot them out of the sky.

For information on this topic, check out: Leadership at 100MPH.

Your City Isn’t Different

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A business owner recently told me they couldn’t hire any great employees because there weren’t any to hire in his city.

I said, “It’s not a tight labor force, there’s just a whole bunch of crappy companies to work for.

There are a ton of great employees–they just don’t want to work for you. It’s an easy market to find great employees when you’re a great employer.  Get your vision out there so everybody knows what you’re building.”

That’s when it gets easy.

At the beginning of every interview give a copy of your Vivid Vision (formerly Painted Picture) to each prospective employee.

If they apply by email, have an auto-reply set up that responds, “Thanks for applying to work for us.  Please read our Vivid Vision below.  It explains what our company will look and feel like three years from now.  If this sounds like the kind of company you want to help build, please reply to this email with ‘interview me’ in the subject line.”

Before you interview people, your Vivid Vision will attract the right people and repel the wrong people.

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

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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.

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

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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 (Intercom.io, 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)

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

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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.

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

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READY FOR EXPLOSIVE GROWTH AS AN ENTREPRENEUR AND ACCELERATED SUCCESS IN THE REST OF YOUR LIFE?

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.

READY FOR EXPLOSIVE GROWTH AS AN ENTREPRENEUR AND ACCELERATED SUCCESS IN THE REST OF YOUR LIFE?

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.

THESE SIX DAILY PRACTICES WILL FUEL YOUR EFFORTS TO CREATE AND SUSTAIN POSITIVE CHANGE IN YOUR LIFE.

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.

DEVELOP A VISION FOR YOUR BUSINESS, AND BECOME THE INFLUENTIAL AND INSPIRING LEADER YOU WERE ALWAYS MEANT TO BE.

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.

double-double

Double Double: How To Double Your Revenue And Profit In 3 Years Or Less

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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.