Volume 28

Check out Piranha Central ± the

source for EVERYTHING Piranha!

¾ Calendar of Events
¾ Proven Ads, Campaigns, Scripts
¾ Archive of Calls & Interviews
¾ Forum for Success-Minded
Members
¾ The Resources To Make Your
Company ELF- Easy, Lucrative,
and Fun!
www.PiranhaCentral.com
 
 
From  The  Desks  Of:  
Joe  Polish  and  Lisa  Wagner  
 
Dear  Friends  &  Clients,    
 
Winning  In  The  Game  Of  Business.  
 
  :HWDONDORWDERXWWKHGLIIHUHQFHEHWZHHQEXVLQHVVRZQHUVZKRKDYH³WKH
MXLFH´DQGWKHRQHVZKRGRQ¶W7KHRQHVZKR³SOD\WRZLQ´YHUVXVWKHRnes  who  
³SOD\WRQRWORVH´  
 
  When  the  economy  shifts  from  charging  ahead,  to  unpredictably  
VSXWWHULQJLWEULQJVRXWWKHUHDOLW\RIOHYHORI³SOD\HUV´LQWKHEXVLQHVVZRUOG
And  the  fact  is:  
 

Many  Business  Owners  Simply  Suck.  

 
  Honestly,  when  economic  times  are  good,  and  there  is  a  lot  of  disposable  
cash  flying  around,  many  business  owners  have  positive  cash  flow  accidentally.    
Many  do  not  have  trackable  or  consistent  marketing  systems  in  place.    Many  do  
not  have  a  strategic  hiring  system  in  place  to  attract  and  keep  quality  people.    
Many  do  not  have  any  idea  if  they  are  actually  profitable  until  the  end  of  the  
year  when  the  CPA  tells  them  they  owe  taxes«WKHQWKH\VD\³EXWKRZFDQ\RX
VD\,PDGHPRQH\ZKHQ,GRQ¶WKDYHDQ\LQP\EDQNDFFRXQW"!?´  
 
  This  is  why  80%  of  small  businesses  do  not  last  past  a  few  years.    Not  
EHFDXVH³EXVLQHVV´LVVRGDPQKDUG«EXWEHFDXVHPDQ\RIWKHPKDYHQRW
implemented  the  habits  and  systems  needed  for  strategic  success.  
 
  <RXNQRZWKLVLVWUXHEHFDXVHZH¶UHVXUHHYHU\RQHUHDGing  can  remember  
when  they  were  first  VWDUWLQJWKHLUYHU\RZQEXVLQHVVDQGZHUHQ¶WVXUHH[DFWO\
what  to  do  (except  GO  GET  SOME  CASH!)«DQG\RXSUREDEO\H[SHULHQFHGWKLV
³VXFN\´SKDVHZKHQ\RXVWDUWHGXS7KDQN*RG\RXIRXQG3LUDQKD-  
 
  As  with  any  skill,  you  can  always  improve  your  mastery  of  it  ±  and  the  one  
we  are  going  to  tackle  in  this  Money  Map  is  attracting  and  hiring  great  people.    If  

© 2008 Piranha Marketing Inc. 1 www.PiranhaCentral.com

an  entrepreneur  wants  an  ELF  business,  it  requires  a  team  ±  WKH³ULJKW´WHDP    
So  OHW¶Vwork  on  finding  one!  
 
You  Are  Soooooo  Lucky!  
 
  How  come???    Because  you  have  a  strategic  advantage  over  all  of  your  
competition.    Piranha  is  all  about  setting  up  consistent,  robotic,  profit-­generating  
marketing  systems  that  attract  a  constant  flow  of  high-­quality  clients.    Piranha  
trains  Members  to  track,  to  know  their  Return  On  Investment  (ROI),  and  to  
always  be  looking  toward  their  bigger  futures.  
 
  These  are  exactly  the  same  tools  and  mindset  used  in  finding  and  
developing  a  high-­value,  results-­based  team.    So  Piranha  Members  already  know  
the  basic  moves.    They  might  be  a  little  rusty  in  the  beginning  (like  when  you  
did  \RXUYHU\ILUVW&DUSHW$XGLWŒ«EXWLQQRWLPHthey  will  have  a  ton  of  
confidence  in  this  area  also,  and  results  to  match.  
 
Productivity  and  Leverage.  
 
  Why  build  a  team?    Because,  if  a  business  owner  wants  to  be  a  high  
producer  and  leverage  his  talents  to  the  IXOOHVWWKDWGRHVQ¶WKDSSHQZLWKD  one  
person  operation  wearing  all  of  the  hats.    Why  not?    Because  that  is  a  job  you  
will  never  escape,  instead  of  a  business  that  supports  your  ideal  lifestyle.  
 
  Productivity  is  getting  the  most  results  from  the  least  amount  of  time.    
Leverage  is  getting  the  most  results  from  the  least  amount  of  effort.    Strategic,  
effective  hiring  allows  an  entrepreneur  to  maximize  both.  
 
  Anyone  who  has  never  hired  anyone  before,  or  has  KDGDVWULQJRI³EDG´  
hires,  here  is  a  formula  ±  D³PDS´±  for  instituting  a  successful  hiring  strategy.  
 
1) Identify  The  ³Strengths/Skills´  To  Hire.  
 
The  reason  many  business  owners  suck  at  hiring  is  because  they  do  it  
UHDFWLYHO\7KH\GRQ¶WSXWDORWRIWKRXJKWLQWRLWEH\RQGWKH³RPLJRG,QHHG
help´  UHDFWLYHKLUHRIWKHFORVHVWZDUPERG\WKDWVD\V³KHFN\HDK´WRHLJKW
bucks  an  hour.  
 
Another  area  of  failure  is  plugging  in  a  new  hire  into  your  company  with  no  
FOHDUV\VWHPRIZKDWWKH\QHHGWRGRZK\KRZDQGZKDWH[DFWO\D³MREZHOO
GRQH´ORRNVOLke.    With  no  plan  or  training,  a  boss  may  get  lucky  once  in  
DZKLOHLQDQHZKLUH¶VSHUIRUPDQFHEXWRGGVDUH  KLVLGHDRID³JUHDWMRE´DQG
theirs  may  be  dramatically  different.    And  if  they  are  aiming  for  two  different  
targets,  neither  side  is  ever  going  to  be  happy.  
 
Ideally,  the  owner  of  a  company  should  have  most  of  her  time  doing  her  
³XQLTXHDELOLW\DFWLYLWLHV´7KHVHDUHWKHKLJh-­YDOXHDFWLYLWLHVWKDWVKH¶V  
superb  at,  and  enjoys.  
 
Many  business  owners  however,  get  stuck  in  a  place  John  Carlton  calls  
³RSHUDWLRQPRQH\VXFN´:KHQWKHowner  who  should  be  doing  $100  or  $200-­

© 2008 Piranha Marketing Inc. 2 www.PiranhaCentral.com

 an-­hour  activities  is  stuck  doing  $10-­an-­hour  tasks.    This  is  literally  tearing  
up  $90  to  $190  every  hour  they  choose  to  do  low-­value  tasks.  
 
An  exercise  to  identify  where  an  owner  needs  to  focus  his  time:  
(For  more  details  on  this,  call  480-­858-­0008  to  order  the  Genius  Network  
interview  with  the  Strategic  Coach¶V  ³8QLTXH$ELOLW\7HDP´  
 
Take  this  diagram  and  think  of  every  work-­related  activity/task/function  you  
perform,  and  evaluate  and  categorize  them.  
 
 
 
UNIQ UE EXCELLENT
 
(You are great at it, and enjoy doing it.) (You are great at it, but do not enjoy it.)
 
 
 
 
 
 
 
 
 
 
 
 
 
  C O MPE T ENT INC O MPE T ENT
  are average at it, and will never be great.)
(You (You suck at this and should not be doing it.)
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
The  top  half  of  the  diagram  are  the  activities  that  when  you  are  doing  them,  
are  creating  the  most  value,  and  should  be  making  you  the  most  money.    The  
bottom  half  are  activities  that  cost  you  money  when  you  are  choosing  to  do  
them  because  by  not  being  excellent  at  it,  it  takes  you  longer,  it  is  not  done  
as  well,  and  ends  up  costing  more  than  hiring  it  out  to  someone  who  is  
³H[FHOOHQW´RU³XQLTXH´LQWKRVHDUHDV  would  have  been.    
 

© 2008 Piranha Marketing Inc. 3 www.PiranhaCentral.com

 For  example,  Fred  leaves  the  financial  data  entry  on  the  computer  to  do  when  
he  has  a  chance.  He  not  only  sucks  at  it,  and  dislikes  it,  he  also  puts  it  off  so  
WKH³WDVN´JURZVHYHU\ZHHN«DOOLQRUGHUWRVDYHKDYLQJWRKLUHVRPHRQH
else  to  do  something  that  he  says  he  can  just  do  himself.  
 
If  Fred  knew  that  the  hours  of  time  (doing  the  task,  and  nagging  himself  to  
do  it)  was  actually  costing  him  $200-­an-­KRXUWR³ZHDUWKDWKDW´KHPLJKW
change  his  perspective.    He  might  actually  choose  to  hire  a  professional  
bookkeeper  at  $35  an  hour  for  a  few  hours  a  week  to  allow  him  to  work  on  
more  valuable  sales  and  marketing  activities«DQGKHZRXOGEH0$.,1*  $165  
an  hour  in  value  with  that  decision.    And  even  more  than  that  because  having  
timely,  real-­time,  CORRECT  data  on  the  company  would  give  Fred  a  lot  more  
confidence  in  his  business  decisions+H¶GKDYHPRUH³EDQGZLGWK´WRWKLQN
about  better  opportunities  instead  of  worrying  about  what  his  numbers  really  
are.  
 
Make  sense?  
 
Most  entrepreneurs  ±  us  included  ±  often  find  ourselves  stuck  doing  activities  
that  are  not  our  best,  most  valuable  use  of  our  time.    The  trick  is  to  identify  
exactly  what  activities  you  are  handling  that  are  not  the  most  productive  use  
of  your  time,  and  hire  those  tasks  out.  
 
A  business  owner  can  literally  rip  this  diagram  in  half  and  make  the  activities  
in  the  ³FRPSHWHQW´DQG³LQFRPSHWHQW´boxes  their  very  first  job  description  to  
hire  to  fill«DQGWKHQJRstart  looking  for  that  person.  
 
2) $WWUDFW7KH³5LJKW)LW´&DQGLGDWHV  
 
We  teach  Piranha  Members  to  use  education-­based  marketing  systems,  and  
robotic  delivery  tools,  to  sift,  sort,  and  screen  the  best  clients  for  them  to  talk  
to.    These  same  processes  can  be  used  to  attract  and  filter  out  the  higher  
quality  candidates  for  entrepreneurs  to  interview.  
 
Free  Recorded  Messages  
 
,Q\RXUEXVLQHVV\RXXVHWKLVWRROWRGHOLYHU\RXU³HGXFDWLRQDOVDOHVSLWFK´
for  you  URERWLFDOO\VRWKDW\RXGRQ¶WKDYHWRVD\WKHVDPHWKLQJRYHUDQG
over  again  day  after  day.  
 
The  traditional  way  to  hire  is  to  toss  out  an  ad,  and  then  field  a  lot  of  
inquiring  FDOOV-XVWOLNHD³EHWWHUFOLHQW´IRU\RXLVDTXDOLW\-­conscious  
homeowner  versus  a  price-­shopping  renter«WKHUHDUHUHDOO\JRRGDQGUHDOO\
bad,  potential  hires.    So  the  Free  Recorded  Message  allows  you  to  share  a  lot  
of  information,  and  filter  out  the  callers  who  are  not  the  right  fit.  
 
What  to  put  in  the  message?  
 
9 Bit  of  background  on  the  company  and  what  you  do.  
9 Talk  about  the  position  and  the  type  of  person  you  are  looking  for.  

© 2008 Piranha Marketing Inc. 4 www.PiranhaCentral.com

 9 What  qualities,  skill  sets,  attitude  you  ARE  looking  for.  
9 What  ones  you  are  NOT  looking  for.  
9 Particulars  of  the  job  ±  hours,  tasks,  etc.  
9 Specific  instructions  to  follow  if  they  believe  they  are  the  ³right  fit.´  
 
Where  and  how  to  advertise  the  position?  
 
:ULWHWKLV³DG´MXVWDV\RXZRXOGDQ\PDUNHWLQJSLHFH6trong  headline,  
speak  to  the  BENEFITS,  not  the  features,  and  drive  them  to  your  24-­hour  
)UHH5HFRUGHG0HVVDJH5XQLWRQ&UDLJ¶V/LVWSODFHLWRQ\RXUZHEVLWHDQG
advertise  it  in  your  own  client  newsletter  (many  times  your  existing  clients  
are  a  great  resource  for  high  quality  referrals  for  hires).  
 
Instead  of  fielding  dozens  of  calls,  you  will  get  a  handful  of  the  best  ones  for  
the  role  to  interview.    They  self-­select,  and  then  you  get  to  focus  on  the  next  
phase  of  the  selection  process  ±  having  a  successful  interview  process.  
 
3) +LUH7KH³5LJKW)LW´«$QG.HHS6FRUH  
 
For  insight  on  successful  hiring  interviews,  there  is  no  person  more  qualified  
in  the  area  than  Dr.  Brad  Smart.    (The  Genius  Network  interview  with  Brad  
Smart  is  incredibly  valuable  ±  call  480-­858-­WRRUGHULWLI\RXGRQ¶WKDYHD
copy.)    He  has  coached  over  6,500  executives  on  hiring,  and  has  written  6  
books  on  the  subject.  
 
We  had  dinner  with  Brad  in  Chicago  a  few  weeks  ago,  and  he  shared  with  us  
a  recent  article  of  his  with  us  ±  and  shared  a  link  for  his  new  free  eBook  on  
his  Topgrading  Hiring  Strategies,  which  needs  to  be  required  reading  for  
entrepreneurs  because  the  cost  of  a  mis-­hire  can  be  huge.  
 
 
 
A V O I D C OST L Y M IS-H I R ES!  ±  By Brad Smart  
 
³7KRVHZKREXLOGJUHDWFRPSDQLHVXQGHUVWDQGWKat the ultimate throttle on growth
for any great company is not markets, or technology, or competition, or products.
It is the one thing above all others; the ability to get and keep enough of the right
SHRSOH´
²Jim Collins, author of Good to Great

If you are reading this article, you value talent, you really GR%XWLI\RX¶UHOLNHPRVWPDQDJHUV
KLULQJSHRSOHLVDPDMRUFKDOOHQJHDQGVRXUFHRIIUXVWUDWLRQ5HFUXLWHUVGRQ¶WGRDJRRGMRE
screening people, resumes are deceptive, so-called competency interviews are easy for
candidates to fake, and candidates only want reference checks with their buddies.

Surveys of thousands of managers show that only 25% of people they hire turn out to be the high
SHUIRUPHUVWKH\IHHOWKH\¶UHSD\LQJIRU$ERXWKDOIWKHLUKLUHVDUH³GLVDSSRLQWLQJEXWDGHTXDWH´

© 2008 Piranha Marketing Inc. 5 www.PiranhaCentral.com

)RUWKUHHGHFDGHV,¶YHUHILQHGPHWKRGVWKDWKDYHKHOSHGVPDOOEXVLQHVVPDQDJHUVDQGIDPRXV
OHDGHUVRIODUJHFRPSDQLHVPRUHWKDQWULSOHWKHLUVXFFHVVSLFNLQJ«QRWMXVW³DGHTXDWH´SHRSOH
but true high performers. Many CEOs , from Jack Welch to Larry Bossidy, say that these
methods called Topgrading definitely helped their company perform better.

The good news is that you can dramatically improve your hiring success by using commonsense
PHWKRGV\RX¶OOOHDUQLQWKLVDUWLFOH,¶YHFRQGXFWHGYHUEDOFDVHVWXGLHVDVNLQJPDQDJHUV
their hiring methods, borrowing some of their successful methods, adding some ideas of my
own, and for three decades have fine-tuned the most practical advice. The following five best
practices are briefer than Cliff Notes, but even so, you can immediately begin hiring better.

1. Instead of a vague job description, use a job scorecard. A lot of mis-hires result when
WKHPDMRUVWDNHKROGHUVGRQ¶WDJUHHRQZKDWWKHSHUVRQZLOOWUXO\EHKHld accountable for.
For VP Sales, for example, maybe the President wants revenue growth, the VP Finance
wants only profitable sales, the VP Marketing wants new customers, and the VP
Operations just wants to keep current customers. Good luck ± the VP Sales is frustrated
and quits or is fired, because most of the team members say the VP Sales is failing.

Suggestion: Get four or five of the managers who have the most at stake in the hire to
agree on measurable accountabilities, and be sure finalist candidates know them.

2. E arly in the hiring process, let candidates know that in order to get a job offer, they
will (at an appropriate time) be asked to ar range for personal reference calls with
former bosses. High performers, the people you want to hire, will be happy to do this,
and C player candidates will withdraw. Perfect! This is what we call the TORC (Threat
of Reference Check) technique. Not only do the best people want to apply, but all
candidates will quite honest in interviews, knowing they will be arranging reference calls.

Suggestion: If you use recruiters, require them to tell candidates this requirement.

3. Recruit from your networ k of high performers you know or have personally wor ked
with. 7KHWKRXVDQGVRIKLJKSHUIRUPHUV,¶YHZRUNHGZLWKVD\WKLs is quick (high
performers are in your PDA), effective (candidates are already prescreened), and
inexpensive (no recruiter fees).

My son Geoff Smart is CEO of the largest topgrading company, and the book Who: The
A Method for H iring, co-authored with Randy Street, shares how dozens of billionaires
and Fortune 500 CEOs packed their teams with high performers and the answer is ± you
guessed it ± KLULQJIURPWKHLUOLVWRIKLJKSHUIRUPHUVWKH\¶YHZRUNHGZLWKDQGPHW

Suggestion: Require all your managers to stay in touch with high performers and
sources of high performers.

4. Use the chronological Topgrading Interview as the most powerful hiring tool. If you
use round-robin competency interviews, keep them because good candidates want to talk
to several people and ask them questions. However, just realize competency interviews
WKDWDVNTXHVWLRQVVXFKDV³:KHQZDVDWLPH\RXZHUHDJRRGWHDPSOD\HU´DUHVRHDVLO\
manipulated by candidates that they produce only 25% high performers hired.

© 2008 Piranha Marketing Inc. 6 www.PiranhaCentral.com

 7KH7RSJUDGLQJ,QWHUYLHZLVWKH³VLOYHUEXOOHW2QH-hundred percent of managers we
know of hiring 90% high performers use the Topgrading Interview Guide,W¶VSDJHV
ORQJD³URDGPDS´IRULQWHUYLHZHUV$VXSHUVKRUWYHUVLRQWKDWZLOOHQDEOH\RXWR
immediately hire better is this: ask, for every full time job (spending more time with
follow up questions on the recent jobs):

a) What were your major successes (and how did you achieve them)?
b) :KDWZHUHPLVWDNHVRUWKLQJV\RXZLVK\RX¶GGRQHGLIIHUHQWO\"
c) Who was your boss, and what were his/her strengths and weaker points?
d) What would that boss tell me were your strengths, weaker points, and overall
SHUIRUPDQFH«LQDSHUVRQDOUHIHUHQFHFDOO,PLJKWDVN\RXWRDUUDQJH"

The chronological interview reveals patterns of how the person evolved over time, and
THAT is what enables you to clearly understand what the person is apt to be like in the
near future. Greg Alexander, my co-author of a new book Topgrading for Sales, used
these questions and in one year took the #12 (out of 14) region at EMC to #1 in sales.

Suggestion: Use a tandem partner ± two heads are a lot better than one and the two of
you ask more follow up questions for the most recent jobs.

5. Ask finalist candidates to ar range personal reference calls with former bosses. This
is the TORC Technique in action, and it works!

Suggestion: You and your tandem interviewer simply make half the calls each, after the
candidate gives you the times references are available and the numbers to call.

SU M M A R Y
Use these five of the ten most important Topgrading best practices, and you will join the ranks of
thousands of managers who have found the solution to the chronic problem of hiring the best
people available for the pay. You will improve your hiring success.
Would you like to learn all Topgrading methods, and improve your hiring success even more?
You can download the free 50-page eBook, Avoid Costly Mis-H ires: H ire 90% H igh
Performers with Topgrading Best Practices at http://smarttopgrading.com/ebook/.
 
 
 
Keeping  Score.  
 
2QFH\RX¶ve  gone  through  this  process,  and  have  chosen  who  you  feel  is  the  
³ULJKWILW´IRUWKHMRERSHQLQJWKHQH[WLPSRUWDQWSLHFHLVWRVHWWKHVWDJHIRU
success.    This  means  the  new  hire,  and  the  new  boss,  need  to  both  know  
ZKDW³VXFFHVV´ORRNVOLNH6SHFLILF  measurable,  metrics.    A  scoreboard.  
 
³<RXPXVWinspect  what  you  expect´  
±  Wyatt  Woodsmall  
 
:H¶ve  hired  great  people  at  Piranha,  but  we  have  yet  to  find  one  with  
WHOHSDWKLFVNLOOV2QHWKDWFDQUHDGRXUPLQGVDQGNQRZH[DFWO\ZKDWZH¶UH
© 2008 Piranha Marketing Inc. 7 www.PiranhaCentral.com
 after.    It  is  the  responsibility  of  the  business  owner  to  define  the  rules  of  the  
game,  and  how  the  players  can  score  and  create  a  win  for  the  team.  
 
If  there  is  no  scoreboard,  then  no  one  knows  if  their  efforts  are  making  any  
difference  at  all.    It  goes  back  to  what  we  always  say  over  and  over  again  in  
our  coaching  calls«WKDWeverything  measured  improves,  and  everything  
measured  and  reported  improves  exponentially.  
 
Scoreboards  need  to  exist  for  each  employee,  for  each  division  in  the  
company,  for  the  overall  company,  and  yes«HYHQIRUWKHRZQHUV  And  the  
³VFRUH´GRHVQRWKDYHWRVROHO\EH³GROODUV´WKRXJKGROODUVDUHLPSRUWDQW
7KH³PHWULFV´FDQEHZKDWHYHU\RXIHHOLVD³win´  for  the  position  ±  number  
of  leads  converted  to  Carpet  AuditsŒQXPEHURIWHVWLPRQLDOVQXPEHURI
marketing  pieces  sent  out  the  door,  number  of  projects  completed.  
 
Internet  marketer  Alex  Mandossian  tracks  these  3  things  daily  for  his  
company:  #  of  leads  (who  knows  us?),  #  of  first  sales  (who  likes  us?),  and  #  
of  2nd  sales  (who  loves  us?).  
 
(EHQ3DJDQDOVRKDVVLPSOHGDLO\³VFRUHERDUGV´IRUKLVFRPSDQ\#  leads,  #  
sales,  $  in  and  $  out.    He  also  asks  for  a  daily  summary  from  every  one  of  his  
65  employees  ±  they  need  to  answer  these  3  questions:  (1)  what  results  did  I  
create  today?,  (2)  what  challenges  did  I  have?,  and  (3)  what  questions  do  I  
have  for  Eben?    With  these  simple  questions  Eben  can  immediately  gauge  the  
progress,  and  the  obstacles,  in  each  area  of  his  company.  
 
(Both  Alex  and  Eben,  by  the  way,  utilize  virtual  employees  and  have  no  
³DFWXDO´RIILFHV7KLVLV  an  opportunity  to  hire  a  very  skilled  person  for  
specific  tasks  without  having  to  hire  a  full-­time  person  within  your  office  
walls.    This  is  a  great  idea  for  services  that  can  be  delivered  by  phone  or  
email  ±  from  customer  service  to  scheduling  to  bookkeeping  to  website  
maintenance.    For  more  information  on  outsourcing,  listen  to  the  Genius  
Network  interview  with  Tim  Ferriss,  author  of  The  Four  Hour  Workweek.  )  
 
*   *   *  
 
  The  moral  here  is  not  that  hiring  people  is  going  to  solve  all  of  an  
HQWUHSUHQHXU¶VVWUXJJOHV+RZHYHUKLULQJWKHright  skills  and  qualities  will  get  
you  to  levels  you  cannot  reach  on  your  own  without  giving  up  an  awful  lot  of  
your  time,  energy,  and  sanity.    Most  small  business  owners  are  just  one  or  two  
great  hires  DZD\IURPGUDPDWLFDOO\LPSURYLQJWKHLUFRPSDQ\¶VIXWXUH    We  hope  
this  issue  helps  you  set  up  a  system  to  help  you  do  exactly  that.  
 
            Until  next  month,  keep  it  ELF!  
 
 
 
 
P.S.  Visit  the  ELF  1-­2-­3  area  of  PiranhaCentral.com  for  a  list  of  all  of  the  
resources  mentioned  in  this  Money  Map  (and  more)  to  strengthen  your  hiring  
systems,  and  resources  on  creating  a  strong  results-­based  team  environment.  
© 2008 Piranha Marketing Inc. 8 www.PiranhaCentral.com