Why 2 Employees Beat 6 (The $400K Hiring Math)

**Cameron Herold** (0:06)
And I said, if I got six guys from my team, and he starts laughing, and he goes, dude, we'd beat you every single game. I'm like, wait, so two guys would beat six? He goes, every game. So I realized that if you have two A players, you pay them 200 grand each, that's two people for 400,000, or you have six B, C players, I'm paying six people 100 grand each, the two A's at 400 would destroy the six B's or C's at 600

**Tommy Mello** (0:34)
All right, listen, guys, this is part two. Everyone was excited about Cameron Herold, which I'm a big fan of. I work with him on a regular basis. He spoke at my last event. He just knows business and he knows really top down business, but it's really bottom up business. He wrote a lot of books. He's known for growth and scaling, works really well with CEOs and COOs. And what I talk about, we'll probably jump into this, is I'm a visionary, then we've got the integrator.
COO Alliance is the number one global peer community for second-in-command leaders founded by Cameron in 2016
It provides high-level leadership training and support for COOs, VPs of operations, GMs, and presidents who run company-wide operations. I could talk on and on about Cameron, but why don't you just introduce yourself? I'm sure everyone's heard of you, but it's always good to get a refresher.

**Cameron Herold** (1:27)
Wow. All right. Introduce myself. Cameron, entrepreneur, COO. I've built a bunch of companies. I've been paid to speak now in 30 countries. I've been paid to speak on every continent, which is really random.
Built a bunch of different businesses. I had my first real company when I was 20 years old. I had 12 full-time employees, grew up in a family of entrepreneurs.
The fourth company that I built was 1-800-Godjunk. The first one I was involved with was a group called College Pro Painters, which not a lot of people know of, but was probably the best training ground and where I learned the most about leadership was building College Pro. Every year, we had to go out and recruit, hire, and train 800 university students to be franchisees. And then in six weeks, they had to go out and recruit, hire, and train 8,000 students to paint houses. So imagine in six months hiring 9,000 people. And I did that four years in a row. So yeah, that was some of my bio, I guess.

**Tommy Mello** (2:26)
You know, we could dive into a lot of the stuff we left off on. But you know, I want to just start by talking about a vivid vision. And we talk about this all the time. My bracelet says ruthlessly prioritize.
I've got ADHD, every symptom you could think of. I got ideas coming out of the yin-yang. And we're not ready for all my ideas. And Jeff Bezos talks about this.

**Cameron Herold** (2:46)
I just did that with my finger just to remind me to say it.

**Tommy Mello** (2:49)
Yeah, so we're not ready. We're trying to build a company that can handle all my ideas.
They all go in the asana board. I want to be heard. You know, we worked a little bit with Dan Martell. Dan Martell loves you, by the way. And he said, you know, the worst thing, Tommy, is when you don't feel heard. He goes, you'll wake up in the middle of the night. You'll say, what happened to that idea I had two weeks ago? Where's that at? When are we doing it? What's the priority level?

**Cameron Herold** (3:13)
And your team.

**Tommy Mello** (3:13)
So he had a meeting with my complete executive team and said, this is just too Tommy is. It doesn't mean he doesn't, he'll take no gracefully, but it needs to be heard. It can't just be shoveled off the board.
But let's talk a little bit about...

**Cameron Herold** (3:24)
Let me speak to that.

**Tommy Mello** (3:25)
Yeah.

**Cameron Herold** (3:26)
Because that's separate from vivid vision.
You said the Bezos thing and then we hyperlink really, really quickly. So what Bezos said in a meeting or an interview one time was, I have so many ideas that I have the ability to kill my company by pushing too many ideas out onto the floor too quickly and I have to slow myself down. And I think what Dan is saying and what you're saying I agree more with, which is we need to get our ideas heard and then we need someone to capture our ideas and take care of them for us and not necessarily start them all right away. So when I was the COO at 1-800-GOT-JUNK, what I would always say to Brian was, I love that idea. Let me ask you a few questions so I can understand it a little bit more, and then we can decide when to start it. So then I would ask him the who, what, when, where, why, and how. I'd ask him a little bit about the ROI he was expecting. What completed looked like? We might even go for a walk and talk and grab a coffee so I could understand the idea. And then I would say, okay, based on what I now know, let's start it right away.