196. Q&AF： Firing Employees, Merging Businesses & Making Big Purchases
Episode Stats
Harmful content
Misogyny
5
sentences flagged
Toxicity
211
sentences flagged
Hate speech
19
sentences flagged
Summary
In this episode of the Realist, DJ and Andy talk about how to hire and fire people, how to grow a business, and how to make sure your employees are doing their best to make the most out of their time.
Transcript
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What is up guys, it's Andy Priscilla and this is the show for the realist.
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Say goodbye to the lies, the fakeness and delusions of modern society and welcome to motherfucking reality.
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A lot of them have to do with business, 75 hard.
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We've been able to build one of the biggest entrepreneur shows, success shows, comedy shows.
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I don't buy my fucking fake magazine covers or fake fucking Forbes lists or fake fucking awards or any of this shit.
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If you like the show, if you don't like the show, tell us to fuck off.
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And guys, as always, you can email your questions into ask Andy at Andy for seller dot com.
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And ask good questions because I don't answer the stupid ones.
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Like, so when you, when you message in and you ask like stupid shit, we need to do an
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episode of that where we just answer, answer stupid shit.
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Just so people can fucking hear themselves.
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And has it changed from, you know, the 23 years ago to what it is now?
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Well, look, man, that's probably one of the hardest things about being in business.
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Like, because he was a good dude, like a really good dude.
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And then, you know, he went out and found a way and he became super successful in his own
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You know, first off, I try to give people multiple chances.
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You know, I look at their mistakes and sometimes their inability to perform as an opportunity
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And it really takes a lot for me to fire people.
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Usually for me to fire people, they have to do something unethical.
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Otherwise, I really try hard to find them a role inside of our company because we have
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And I think that as business owners and CEOs and managers, people who have to hire and fire,
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I think the best way to look at your company is to figure out, and people don't do this.
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Like, just because a guy is not good at sales doesn't mean he won't be great at servicing
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a customer or he won't be great at helping logistically with things.
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And your job as a CEO is not to crank out people who are a cookie cutter person.
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Your job is actually to cultivate someone's natural skills and help them figure out a
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So, you know, you have to have there's some nuance there is what I'm saying.
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You have to realize that when people make mistakes, there's two ways to look at it.
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One, you could look at it and say, hey, this person cost me $12,000.
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But the real CEOs are going to look at it and say, OK, that person cost me 12 grand.
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And if the answer is no, then you have to eat that and invest that into a cost of education.
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So the best way to do that is take their mistake, show everybody the mistake.
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But mainly, you know, when you have to actually go fire someone after you try to do all those
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things in good faith, and let's just say it's just not working.
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Or they did something unethical, like they got caught stealing.
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Or they got caught, you know, doing something that was totally against company culture.
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And, you know, the way to fire someone, in my opinion, under scenarios where they didn't
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do something unethical, because that's really easy to fire people.
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You show them the proof and you say, what the fuck?
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And then they say, blah, blah, blah, blah, blah.
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And you say, well, you can't work here anymore.
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Uh, but let's just say they're a good person, right?
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Because that's where the really hard firings come in.
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Look, dude, uh, usually those people know they're going to get fired.
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And usually, bro, what you find out is that they're not happy.
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And so usually the conversation goes something like this, like, hey, bro, like, uh, you know,
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And so I like to toss it to them and get what they think.
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And I'll say, well, don't you think like, it might be a good idea for you to find a place
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where you're going to be happy and be, cause it seems like you're not.
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And usually what you find out is they don't want to fucking be there anyway.
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So once you make it okay for them to leave, and it's kind of almost like a mutual thing.
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And that usually happens, uh, you know, and, and, and they go their own way and you
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support them and, and, and whatever they do, you know, as long, that's how I operate.
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You know, like I have a lot of people that have not worked out here that I'm still really
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And it just so happened to be that they wanted to do something else and that that's okay.
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And that's why their performance was suffering here.
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Some people just can't do the fucking job.
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And so, you know, you have to like work with those people, but some people just aren't
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But having a mutual conversation about the reality of the scenario shouldn't be something
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that someone who is in charge of a business, uh, should be afraid of, because here's the
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And this is what got me okay with firing people.
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If you don't fire people, first of all, understand this.
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You're in the entire rest of your team knows who should be fired.
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And if you don't fire people, guess what they think about you?
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They, they invest less than the company, not monetarily, emotionally, and mentally, because
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they don't trust you to make the hard calls when the hard calls come.
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So when you, if you like, don't fire the people that you know should be fired, just understand
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that every day you don't, you're losing respect to your company.
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So that, that's where I got, when I understood that, that's when I started getting real fucking
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Like, Hey, look, bro, you got to go fucking up the team.
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So I have a responsibility as a CEO to make it the best fucking most powerful machine
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If I have someone that's holding the company back, it's not just affecting me.
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And that's where you have to like really understand that this is a responsibility for you to do
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because you're also responsible to these other people.
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And when you start thinking about it like that, it becomes a much easier decision to
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It's easily the worst part about being a business.
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Um, and then after they leave, you know, I, as long as they're a good dude or a good,
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good girl, like, you know, and they're a good person, um, I'll do everything I can to
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fucking help them along and find a place where they fit.
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I just think that's the ethical thing to do.
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You know, but if they, if they, if they cheat or if they lie or they try to start a mutiny
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or they try to fucking fuck with you, um, that fucking hammer swings both ways.
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Well, you know, people, you know, I mean, it's reality of life.
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I just put a post up today, man, you know, if you're going to do something that's out
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of a normal, if you're going to build something great, if you're going to try to be great,
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if you're going to try to be more than what everybody else is and where everybody else
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is just waiting to die and rotten, uh, you're going to be the bad character in someone's
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So you have to understand like sometimes, and dude, I've had plenty of people too that,
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uh, you know, we had disagreements and then later on we, we became
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And, and look, to be an effective leader and not fucking truly hate people, you've
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got to have a big heart and be able to forgive people.
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Like I don't hold any animosity towards any of the people that ever came here.
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I actually value them for the time that they, that they came and served and helped.
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And I choose to think about those things, whether they're like more than like if shit went bad.
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Well, and the fact that you're on that fucking resume, you know, the next day,
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the next business, the next company is going to see that.
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But you know, listen to everybody out there that has to go through that scenario.
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You know, you see that shit on Donald Trump show where he's like, you're fired.
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Like that might be, you know, some of you guys out there running companies, you think,
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And not everybody can get in line with the exact same thing that you're trying to do.
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And if you truly believe in that, you shouldn't be trying to fucking fuck with people.
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You should be trying to help find their way.
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Question number two, can you talk about mergers and buyouts and what's the pros and cons of
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Well, I actually don't know a whole lot about that because I've never really done it.
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I took over a failing business one time, but it wasn't this big corporate deal.
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There are a lot of guys that know more than me.
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Um, you know, and I don't really look into it because I'm not interested in selling or
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merging, you know, now I could see strategic partnerships with companies.
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I mean, we do have some strategic relationships.
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Obviously you have to have those, but, uh, you know, I'm probably the wrong guy to get
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to, to answer that question, to be completely honest.
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Um, but strategic partnerships is something I can talk about.
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You know, I think it's super important that you, that you create good, positive relationships,
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Um, because do you never know when you're going to need their help and you never know
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And like, to be honest, dude, like most of the people that I'm in competition with in
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business, like I talk a lot of shit about wanting to crush everybody and fucking kill
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And you know, that's true, but I also don't want them to fucking fail because these are
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So it's this weird internal dynamic where it's competitive, but it's also like, all
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Like that's a mature thing that happens once that company is a lot.
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Well, remember, I think, you know, there's that 20, like we talked about with Ed Milet when
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he was on the show, you know, there's that five-year business owner or 10-year business
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You know, I think when you're in the five-year club, you're still in the, in the kill mode
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where you think you got to ruin everybody, you know, and that doesn't really work.
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There's too many, there's enough business for everybody out there to survive.
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I learned because every year that I operated that way, where I felt that way, we never grew.
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And I think that has to do with intent, I think, and now my, my, my viewpoint, because
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I think my viewpoint now, um, has evolved to where like, when I see people do really
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good shit, uh, I still get a twinge of like, fuck you.
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And then I correct myself and I'm like, you know what?
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It's great because this, this, this, this, and guess what?
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If they did that, I can do that or I could do it better.
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And I believe in every single company that I'm a part of in that way.
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So I don't really don't think like, and this is not cockiness.
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I really don't think anybody out there can beat me.
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I could beat myself by not coming to work and not staying aggressive and starting to
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And a lot of people think that what's funny is a lot of our competitors think that they
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think, oh, Andy's just fucking balled out.
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Um, I haven't even fucking started yet, by the way.
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But, uh, you know, those, those relationships are good because here's the thing, dude.
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Um, you're going to go through phases in your company.
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You're going to go through phases where you're the underdog.
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Uh, you're probably going to go through phases where you're in the growth period.
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And you're going to go through phases where, uh, you know, if you pay attention and keep
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working where you're going to be near the top, as long as you stick it out, like you guys
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out there who are in year one, year two, year three, you could be at the top.
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If you just stick with it, that's the, that's the thing no one really gets like, cause
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eventually all these other people you're competing with shit happens to them.
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Like their priorities change, or they go through some sort of midlife change, or they, somebody
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buys them or something happens or this or that.
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And so if you're competing, let's say with a hundred people in the first three years,
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by the time you get to level the 20th year, uh, you know, there's only fucking five left.
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And so really it is a game of survival and perseverance and fortitude and grit and toughness,
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which by the way, I talk an awful lot about, all right.
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Um, so, you know, I think having a, uh, you know, good strategic partnerships, I think it's
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Um, I think it's okay to be competitive with people and still, I think you can still root
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Those two things can coexist in my brain, at least for me.
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Like I can look at someone and be like, I'm going to fucking beat you, but I'd still love
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Like, and, uh, I want you to, I'm still going to celebrate when they win.
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And so I think it's, bro, I think it is a maturity thing.
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You know, um, I'm definitely not a mature human.
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Like I'm still 12 years old, but when it comes to those things in business, you know,
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that's just becoming more confident in your own abilities and your team's abilities and
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Like Chris and I talk about this all the time.
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You know, I see people in business, not just nutrition or apparel or anything like that,
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And you know, they're making mistakes that are honestly just rookie mistakes and him
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and I always say, man, we forget how much we know.
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But like, I'm so thankful that it's been so fucking hard and so competitive because when
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you're gifted like funds or a business, you don't get to learn all these lessons.
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You don't get to like fight in the mud and in the dirt and claw and rip and learn all
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these like little gritty techniques to win in business.
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And so, you know, that's why someone like me, I'm always going to beat someone who's
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a second generation or someone who, um, you know, comes in the game with some financing
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or someone who hit a home run on, on their first day, first at bat.
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And now they're, they're trying to ride that success for all.
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I'm going to eat those motherfuckers for lunch because I never got anything easy.
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And so if things aren't going easy for you right now and things seem like a constant struggle
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and it's like, you're always fucking fighting and you're always clawing, um, that's a really
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good thing because those skills that you develop from that process make you unbeatable as long
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So the longer you get the belt, more skills you have, you know, and what's cool is too,
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once you get to that level where you're like, let's say at that 20, you know, all the other
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And I'll call them up and say, Hey, what do you think about this?
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And they'll say, well, we did this one time and now all of a sudden I got the tools of
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the five other guys who were also not quitters, who are also great.
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Tell, you know, we're all collaborating against the fucking everybody else.
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And so like your goal is to get good enough to get into that level.
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Um, I definitely want to stomp fucking faces everywhere I go, but I also want to lift people
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It's like, no, no, bro, you can, you can run the ways, but you're just going to have second
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If you have podium, if you happen to get first place, you can fucking bet the next time
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And so like, that's, it's kind of like having a brother that's pretty good as shit.
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You want him to be good, but you also want to beat his ass.
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And so that's how it, that's how, but like when you're small, healthy competition, bro.
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But when you're small and there's a thousand competitors, it's fucking ruthless.
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And what you have to understand is that different code is going to put them out of business at
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So I'm looking to get my first big purchase vehicle.
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My people are good, but how do I know if it's the right thing?
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Like, I still don't know if it's the right thing to do.
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Is this, do you think this is just an emotional purchase?
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When I got my first Lamborghini, bro, I was fucking, I was, uh, I didn't drive it for the
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The only person who knew I had it was my brother and my dad.
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And, uh, you know, uh, eventually, um, someone saw a guy that works for us, saw, saw me driving
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Like, you know, it would piss everybody off or whatever.
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One, uh, it inspired the fuck out of people because it showed them that we were winning,
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And secondly, uh, it weeded out a lot of the fucking haters.
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Like I, I, we, we had a, when that phase of my life started where I started making some
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money and I started living a little bit bigger and I started accomplishing some of my personal
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Some people didn't want that in my company and guess what?
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They, they weeded themselves out and those people went a different direction.
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And it, those people were filled back in with people who appreciate that kind of shit and
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And so, you know, I don't want to be surrounded by people who don't want fucking nice shit.
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I don't want people in my company who don't want, have big dreams.
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Now you may not want a fucking Lamborghini or Ferrari or some shit, but maybe a nicer
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house or more money or fucking whatever, more money because you want to give it away.
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I don't care if you don't have fucking big ambitions.
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So once I understood that, which I learned that lesson from one of my friends who was
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an entrepreneur and I said to him, I said, he had a, he drove a McLaren and I said, Hey
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bro, like do your fucking employees like hate that you do that?
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Do you want anybody working for you that hates that I, that you drive a nice car?
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And after that, you know, story is a story.
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Like if you don't, if you don't want to do that for your life, then fucking go do something
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We're trying to win over here, motherfucker.
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So like for that person, I would say, um, you know, if you're taking care of your people,
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if you have a big seat where it really gets people in trouble is when they're stale in their
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Like if you're one of these, these business owners who is not aggressively trying to grow
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and create careers and create pathways for people to succeed and you're out, you know,
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Basically, if you're a shitty fucking owner with no responsibility or care for your people
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But if you're actually out there committed, showing up every day, growing the company
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and you're showing people like, Hey, I'm trying to create something fucking huge here.
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So, uh, I think it's important, you know, you, if you're going to drive nice shit and
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be live that big life, you better be sure that you're creating the opportunity for that
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big life with people who are in your organization.
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You know, as far as like affording it and shit, like, how do you know when the time is?
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Um, it should be in a relevant conversation for you.
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Like you, you should be able to pay the money and not give a fuck.
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Like if you could pay for a fucking your, whatever car you want, your first cool car and not give
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But when it, but the problem is when you're trying to get all these tricky ways to cover a fucking
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$1,800 a month payment or some shit, you know, that's where, that's where that, you know,
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