Small Business Advice -Running a Fast Growing Business Video

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Small Business Advice -Running a Fast Growing Business

Ivy Hartman: Now this is small business center. You probably be even searching for the secret to how to run a fast going company and still achieve your optimal result. Our guest today is the Co- Founder President and CEO of one of the fastest growing companies in America. Christopher Hurn for Mercantile Commercial Capital is our guest today. Welcome to sbtv.com. Christopher Hurn: Thanks for having me. Ivy Hartman: Alright Christopher what is the meaning of some of your secret. You’ve grown your own business exponentially since you open that. What of mean some of your secrets to your success? Christopher Hurn: One of the sequence it think is I call it in the book I've captured in the book that just come out and I’ll tell you about the second. One of the headings is crusading for a cause. Okay it’s really important to think if you’re going to run your business for a fast for your employees and because you have that employees, you can’t do anything all by yourself. You have to have a team. And so that being said most entrepreneurs don’t want to have employees at reality should take get rid for all of them. So they have to feel like they’re part of a bigger cause. You can’t just be about the pay cheque. You get to feel, they have the feel like they’re part of the team like they really crusading for this major cause. Whatever it is, whatever industry you have, it maybe means to be the best that they are particular sabotage where have the cases but that’s something that’s been, that sort even the case for us according to helping small business owners create well in its smartest and effective way possible and that’s always been our cause from day one. Ivy Hartman: Now, in this chapter that you’ve also re indeed talk about your employees, your employee practices that you talk about how to hire and who to hire right? Christopher Hurn: Yeah. I want to talk about how you should hire. I have some a lot of success hanging blanks slates and the winners are not winners that’s what they call it. And it’s kind of heresy and ministry a little banking industry. I've never hired anybody who has a prior banking background. I like to hire the young enthusiastic energetic people a lot of folk’s right out on the college. In fact, we had a very vibrate intern program fro day one and I've hired 6 or 7 of our intern before time stop and what I find id that they you know they don’t have baggage like somebody’s going to issue for 15, 20, or 25 years. They come in. they don’t know what they don’t know. They were trying anything as what we really need for. Ivy Hartman: It’s come and you get you let that blank slightly. You can just straight them how you want. Christopher Hurn: That’s exactly right. I trade them high one of the trend. Ivy Hartman: Talk about to me the other things that you have attributed to your success where that you would recommend for other small business. Christopher Hurn: Well one of the things to talk about in the book is focus can be fink and by what I mean by that is in order to be a really well runs small business, I think you’ve got to realize you cant be all things to all people. You got to pick in each and you’re going to stick with it and that means that you’re going to do the carbon scene of sales which is your going to have to save and know sometimes to perfectly deal in some business just because it isn’t quite fit when whether this is it that you’re doing, what you’re focus on and by its kind of intuitive viably but you know when you say no to something, it’s sort of re enforces what you know, what you’re trying ti be the expert at. Ivy Hartman: With that calling in him with profits from people because are you… Christopher Hurn: Well I talk about profits being more important than people. I don’t know that they’re equally reported but I think what a lot of focus loses out in this sort of the culture that we’re living how it’s almost kind of sexy to be an entrepreneur. What they think is that businesses are there to employ people. In reality, is the business can exist without profits. And yes it’s great to have peopled and you have to have people if you want to grow your business but first and fore most, you have to have profits. It’s kindly like I talk about in the book. It’s kindly like the people that just want peace at any cause. Well, you can’t have peace unless you have a military in many cases because you have to have the care in the stick. You have to have something that is there that supports peace. If you want to basically take away the military, you’ll have, you could potentially have peace but it would be very flinging because the moment. It’s human nature just because you’re in a peaceful situation than other country people like to conquer the like power and immediately of you have no military there would be no more peace. Your people will be subject to get in someone else so it’s seemingly not regard I think profits have to be sort of the iron force of the business and then becomes employing people and realizing that your status got mortgage payments and part of payments on the other staff. Ivy Hartman: So far on the top edge is being an entrepreneur than you experience would launch you so far on the topics we’ve talked about and some of these things you send it right now. How have you found that you’ve created that balance? You know it between there are talking about people process that’s honor the people where I'm employing and give them the opportunity but you’re running a business. Christopher Hurn: I think there’s this bog fouls you have the risk that you think is balance. And I mean just to be honest with you I mean I go from periods of micro management to periods of complete delegation and usually that happens within a few minutes of reach other. And I think that any business owner that’s really accomplishing substantial things and if they’re being honest with you, well they’ll admit it. In fact, it is their constantly going from one extreme to the other. We don’t have this perfect pencil on it sets right in the middle. It’s constantly going for more extreme to the other. Ivy Hartman: That’s one of the things you mention in your book, chapter 2 being in the handle chaos and other change if your key too be an entrepreneur. Christopher Hurn: That’s exactly right. I mean it’s a change at constant and then chaos is also a constant in an entrepreneur element or enterprise. Always will be if you can’t handle chaos, you probably should in start your own business to be your blank. Ivy Hartman: Talk a little bit about mentoring and how will it kind of that place into a growing your company. Christopher Hurn: Well, I think it’s important because the better that you’re focus the better business your people are working for you and your employees. The better the over all business enterprise can be. See a lot of business owners. They hoard information and I don’t think that’s very positive I think you can share as much information as possible if you encourage your employees to become entrepreneurs. A lot of business owners think I'm crazy when I see them because they think that immediately that my employees are going to leave and they’re going to meet and start their own business. What I find is it’s almost like giving them another level of wider there. They’re not interested there for a pay check. They are there because they are part of the call as part of the team but they are also there to learn as many business lessons as possible so that one day, when it is the right day, and they want to go to office and starts their own company, they’ll be able to do that but in the mean time, they’ll learn constantly and I think that something that you have to have a learning culture in your business if you really want to stretch the goals and really achieve a lot. Ivy Hartman: And as a small business owner, you know they’re mentoring but there are also people who are mentoring to them and so talk about some of your experience with them. Christopher Hurn: Well, one of my mentors is an author of a book. He is Dan Kennedy. It’s called as No Be Yes guide to worthlessly managing people and profits and Dan asks me to be a part of the book. Partly because we were only 500 less to fastest is going to be in America and in my industry which is kind of this study concert of industry to bank the world. It would, it’s rather ironic that someone like us and would make it on the list and the reason made on the list kindly is to file out a lot of conventions. We do things a little bit differently the most of the focus on our industry. Ivy Hartman: Perfect, Chris thanks for your tips. The No BS guide the ruthless management of people and profit and Chris is written at the chapter on that but you can also find more information about the topics we’ve discussed today or through a contact Chris through web site at 504experts.com. You could also look for more helpful segments from Chris in articles right here on sbtv.com where small business is our only business.

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Ivy Hartman: Now this is small business center. You probably be even searching for the secret to how to run a fast going company and still achieve your optimal result. Our guest today is the Co- Founder President and CEO of one of the fastest growing companies in America. Christopher Hurn for Mercantile Commercial Capital is our guest today. Welcome to sbtv.com.

Christopher Hurn: Thanks for having me.

Ivy Hartman: Alright Christopher what is the meaning of some of your secret. You’ve grown your own business exponentially since you open that. What of mean some of your secrets to your success?

Christopher Hurn: One of the sequence it think is I call it in the book I've captured in the book that just come out and I’ll tell you about the second. One of the headings is crusading for a cause. Okay it’s really important to think if you’re going to run your business for a fast for your employees and because you have that employees, you can’t do anything all by yourself. You have to have a team. And so that being said most entrepreneurs don’t want to have employees at reality should take get rid for all of them. So they have to feel like they’re part of a bigger cause. You can’t just be about the pay cheque. You get to feel, they have the feel like they’re part of the team like they really crusading for this major cause. Whatever it is, whatever industry you have, it maybe means to be the best that they are particular sabotage where have the cases but that’s something that’s been, that sort even the case for us according to helping small business owners create well in its smartest and effective way possible and that’s always been our cause from day one.

Ivy Hartman: Now, in this chapter that you’ve also re indeed talk about your employees, your employee practices that you talk about how to hire and who to hire right?

Christopher Hurn: Yeah. I want to talk about how you should hire. I have some a lot of success hanging blanks slates and the winners are not winners that’s what they call it. And it’s kind of heresy and ministry a little banking industry. I've never hired anybody who has a prior banking background. I like to hire the young enthusiastic energetic people a lot of folk’s right out on the college. In fact, we had a very vibrate intern program fro day one and I've hired 6 or 7 of our intern before time stop and what I find id that they you know they don’t have baggage like somebody’s going to issue for 15, 20, or 25 years. They come in. they don’t know what they don’t know. They were trying anything as what we really need for.
Ivy Hartman: It’s come and you get you let that blank slightly. You can just straight them how you want.

Christopher Hurn: That’s exactly right. I trade them high one of the trend.

Ivy Hartman: Talk about to me the other things that you have attributed to your success where that you would recommend for other small business.

Christopher Hurn: Well one of the things to talk about in the book is focus can be fink and by what I mean by that is in order to be a really well runs small business, I think you’ve got to realize you cant be all things to all people. You got to pick in each and you’re going to stick with it and that means that you’re going to do the carbon scene of sales which is your going to have to save and know sometimes to perfectly deal in some business just because it isn’t quite fit when whether this is it that you’re doing, what you’re focus on and by its kind of intuitive viably but you know when you say no to something, it’s sort of re enforces what you know, what you’re trying ti be the expert at.

Ivy Hartman: With that calling in him with profits from people because are you…

Christopher Hurn: Well I talk about profits being more important than people. I don’t know that they’re equally reported but I think what a lot of focus loses out in this sort of the culture that we’re living how it’s almost kind of sexy to be an entrepreneur. What they think is that businesses are there to employ people. In reality, is the business can exist without profits. And yes it’s great to have peopled and you have to have people if you want to grow your business but first and fore most, you have to have profits. It’s kindly like I talk about in the book. It’s kindly like the people that just want peace at any cause. Well, you can’t have peace unless you have a military in many cases because you have to have the care in the stick. You have to have something that is there that supports peace. If you want to basically take away the military, you’ll have, you could potentially have peace but it would be very flinging because the moment. It’s human nature just because you’re in a peaceful situation than other country people like to conquer the like power and immediately of you have no military there would be no more peace. Your people will be subject to get in someone else so it’s seemingly not regard I think profits have to be sort of the iron force of the business and then becomes employing people and realizing that your status got mortgage payments and part of payments on the other staff.

Ivy Hartman: So far on the top edge is being an entrepreneur than you experience would launch you so far on the topics we’ve talked about and some of these things you send it right now. How have you found that you’ve created that balance? You know it between there are talking about people process that’s honor the people where I'm employing and give them the opportunity but you’re running a business.

Christopher Hurn: I think there’s this bog fouls you have the risk that you think is balance. And I mean just to be honest with you I mean I go from periods of micro management to periods of complete delegation and usually that happens within a few minutes of reach other. And I think that any business owner that’s really accomplishing substantial things and if they’re being honest with you, well they’ll admit it. In fact, it is their constantly going from one extreme to the other. We don’t have this perfect pencil on it sets right in the middle. It’s constantly going for more extreme to the other.

Ivy Hartman: That’s one of the things you mention in your book, chapter 2 being in the handle chaos and other change if your key too be an entrepreneur.

Christopher Hurn: That’s exactly right. I mean it’s a change at constant and then chaos is also a constant in an entrepreneur element or enterprise. Always will be if you can’t handle chaos, you probably should in start your own business to be your blank.

Ivy Hartman: Talk a little bit about mentoring and how will it kind of that place into a growing your company.

Christopher Hurn: Well, I think it’s important because the better that you’re focus the better business your people are working for you and your employees. The better the over all business enterprise can be. See a lot of business owners. They hoard information and I don’t think that’s very positive I think you can share as much information as possible if you encourage your employees to become entrepreneurs. A lot of business owners think I'm crazy when I see them because they think that immediately that my employees are going to leave and they’re going to meet and start their own business. What I find is it’s almost like giving them another level of wider there. They’re not interested there for a pay check. They are there because they are part of the call as part of the team but they are also there to learn as many business lessons as possible so that one day, when it is the right day, and they want to go to office and starts their own company, they’ll be able to do that but in the mean time, they’ll learn constantly and I think that something that you have to have a learning culture in your business if you really want to stretch the goals and really achieve a lot.

Ivy Hartman: And as a small business owner, you know they’re mentoring but there are also people who are mentoring to them and so talk about some of your experience with them.

Christopher Hurn: Well, one of my mentors is an author of a book. He is Dan Kennedy. It’s called as No Be Yes guide to worthlessly managing people and profits and Dan asks me to be a part of the book. Partly because we were only 500 less to fastest is going to be in America and in my industry which is kind of this study concert of industry to bank the world. It would, it’s rather ironic that someone like us and would make it on the list and the reason made on the list kindly is to file out a lot of conventions. We do things a little bit differently the most of the focus on our industry.

Ivy Hartman: Perfect, Chris thanks for your tips. The No BS guide the ruthless management of people and profit and Chris is written at the chapter on that but you can also find more information about the topics we’ve discussed today or through a contact Chris through web site at 504experts.com. You could also look for more helpful segments from Chris in articles right here on sbtv.com where small business is our only business.

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