How to Build High-Performing Teams || Raw Thoughts #4

Summary

If you want to reach 6-figures fast, you must become a high-achieving CEO. But if you want to reach the 7-figure level, you need a team that is also performing at elite level. Here’s how I’ve built Selfmastered team, and how I help others build theirs.

Transcript

Hello friends today I want to talk about one of the things that I got asked the other day in our community and is how can you build a high performing team, right? Because as you know, we help entrepreneurs, solopreneurs and freelancers accelerate the execution of performance skills, right? So they become way better than they were in a very short amount of time. And they now realize that they can do a lot more than they couldn't before. So opportunities come coming, keep coming in. And they had the ability to build a team, but how can you build the right team? Right? How can you not squander the potential the entrepreneur has by himself?

And that's a good question. And obviously, the answer depends on the size of the team, it is much harder to build 100 People high performing team than it is to build a five or 10 or even a 25 people high performing team, right. So this advice is mostly going to cater to this five to 25 people team, that most bootstrap business for money fancy, and it to me, essentially boils down to nailing three things, right? It's having the right people in the right seats, doing the right thing, lifestyle with the right people.

So what does the right people look? Well, to me, it's all about attitude. It's about not necessarily having the skills but definitely having the character traits to commit to the process and develop the skills because skills skills can be taught. But character traits take way longer. So the right people are those that have an eagerness to learn. They, they know they're good, but they're willing to push even harder to become truly exceptional. But at the same time, they do not fall for the ego trap. So they do not think of themselves as better than they are and they're able to collaborate with their colleagues. So this is to me a good person, for a company, someone that is willing to work hard in order to become better himself or herself and share the wins and losses with other colleagues that are on the same journey. So that's crucially important if you hire chronically low performer, person, someone without the appropriate skill set, and also lacking the character traits, it is very hard to make it work now to the right seats.

And this advice goes counter most advice that I see in terms of how to map out your organization and subdivide processes. See, most people like to draft organizational roles of their companies, right. So you know, that guy, that is the head of marketing, right, and then you have the head of sales, and then you have the VP of whatever, but that doesn't really give you enough information. What you should be aiming to have instead is a roadmap right doesn't really matter if someone is called VP of marketing or head of marketing.

What matters is what is exactly the processes systems that that person owns who is doing the things, you know, need to be done, because oftentimes, you'll find that processes are done by more than one people. So the responsibilities share. And that's when problems start or you will find that there's someone on too many seats in the company, and therefore diluting his or her focus and not being able to do work of quality. Right. So the right seat means not only matching the skill set with the position, but also understanding that what matters is not solely the position, what matters is what sits behind the position which is the processes and the system that person is owning. And I like to subdivide that as much as possible, right.

So ideally, one person will be owning as few processes as possible, because that should ensure a higher quality of the work. So the right people in the right seats, doing the right things. And this is crucial because it is very easy to mistake the forest for the trees to work on what doesn't need to be done to think of busyness as a badge of honor and pursue too many processes too many aims too many targets without enough intensity. So you eventually fall by the wayside or fool by shiny object syndrome and don't get where you want to get and that isn't your team's fault. That's your fault.

As a business owner, as an entrepreneur, you need to set the direction and protect those workers focus if you truly are committed to one outcome or as few outcomes as possible, your team will naturally gravitate towards the same level of commitment towards that focus and single mindedness which breeds results and what that performance is all about focus and intensity, right.

So this is how I advise entrepreneurs to build their teams by selecting the right people and ideally hiring for attitude not solely for skills in the right seats. So having a clear understanding of all the processes in the company, so each person can own as few processes as possible to master the quality of the process and finally, doing the right things. Performance is about focus. So if you set a very clear intention and you truly enforce One priority as the utmost priority everything will become easier and high performance will be the byproduct of that commitment to collaboration focus and extreme attention to detail.