Nobody Wants to Work for You, Part 2: Reduce Employee Turnover
Hiring someone is only the beginning. What happens on their first day and every day after determines whether they stay.
Notes, chapters and a full transcript on each one. Worksheets where an episode earned one.
Hiring someone is only the beginning. What happens on their first day and every day after determines whether they stay.
Every owner seems to be saying the same thing: “Nobody wants to work anymore.”
It’s the middle of October. Quick question: What did your business actually make in September?
At 3:00 in the afternoon, your operations manager of nine years walks in and gives you two weeks.
You are working 70 hours a week, profitable on paper, and still staring at an empty bank account at 3:17 AM.
You book two weeks away, turn off your phone, and promise the family you are done working.
You go off grid for two and a half weeks, and the decisions still get made without you.
Pull up your website, last proposal, invoice, business card, and company vehicle.
Record revenue went on the holiday-party banner. Six months later, two top employees were gone, margins were down, and the line of credit was maxed.
You’re booked out, billing $650 for the lawyer and $400 for the paralegal, but doubling revenue still means doubling the bodies.
Your $3 million service business is booked solid, but you’re taking home less than your lead tech.
You hire the agency, buy the ads, and rebuild the funnel. Six months later, the phone is ringing, but you still can't make payroll.
You're about to spend $200,000 on equipment because your gut says yes.
Everybody on your payroll gets evaluated except the person you can’t fire without ruining Thanksgiving.
You’re up in the middle of the night running Google campaigns while your business quietly underperforms.
Your agency reports an 847% return. Your bank account says 0.6 to 1.
You engineer a clean sale, sign on the right multiple, and still end up sitting in your kitchen 18 months later wondering what comes next.
You grew from $3M to $8M. But one path cost 12 hires, three new markets, 40 extra pounds, and nearly a marriage. The other closed on a competitor, then spent 100 days integrating and two years cleaning up surprises.
You keep bending over backwards for your biggest client. The late-night calls, rush jobs, discounts, and 75-day payment terms all feel like "good business."
You watched a $6 million deal die over an $80,000 dispute. That's just 1.3% of the sale.
You're sitting on a $2 million business, hearing that private equity wants a $3 million EBITDA minimum, and wondering if anyone would actually buy what you've built.
You bought yourself a job. Now you're wondering why no buyer is calling.
You're approving every invoice. Every quote. Every decision.
You install EOS. The meetings get cleaner. The accountability chart looks great. Everybody's rowing in the same direction.
In this episode of From Burnt Out to Bought Out, Jon and Ryan break down the truth about business valuation and why most owners are wildly off when estimating what their company is worth.
In this episode of From Burnt Out to Bought Out, Jon and Ryan, joined by special guest Brian, break down the difference between bookkeepers, controllers, and CFOs and why growing businesses need more than just basic bookkeeping.
Your CPA’s job is to make sure the government gets what it’s owed. Your job is to make sure you don’t pay a dollar more than you legally have to.
If your gorgeous $3 million company pays you less than the regional manager job you quit, you’re not building a business. You’re building the world’s biggest identity crisis — with a logo.
Five million in revenue. Forty-seven employees. Awards on the wall. And a 3:17 a.m. bank balance of negative $42,000, two days before payroll.
Your P&L says you made money. Your bank account says you didn’t. One of them is lying — and it’s the pretty one.
Eighty-hour weeks. Every decision waiting on you. Credit cards maxed to make payroll.