Speaker 1Let's talk about your team culture. Team culture is the invisible glue that holds your team force together. It's essentially the invisible standard or expectation that's in the back of people's minds whenever they complete work on your behalf and under your company. And it's absolutely critical. Now, I'm out for a walk here. You can probably hear birds going and all sorts of stuff, maybe the odd car passing. So just ignore that noise. And I want you to listen to these insights. I'm going to share three very valuable pieces of insight. And I really hope that these help you build a stronger, higher performing, better team. So number one is be somebody worth modeling. If you lead a team and you have shitty standards around missing deadlines, missing projects, saying that things are going to be done, then the reality is you're going to create the normalization of missing deadlines, late projects and substandard work. So it all starts with. On top of that, on a personal front, the way you talk about people, the way that you approach the relationships in your life, these are all absolutely paramount. If you're a founder of a business and you're cheating on your partner or you're essentially talking and gossiping about people, that says an awful lot about you. And it actually instills the normality of that with your team. And the reality is they're looking at you for leadership. And if they see somebody as a leader conducting behavior, that are of the lower mind, then it's going to remove trust. They're not going to feel safe about you because if they see you gossiping about somebody else, then what could you be saying about them if they essentially mess things up or they leave? And then people are afraid to make mistakes and they don't do stuff, right? Number two, never, ever, ever think out loud to your team. So here's what thinking out loud means. We're having a really tough month at the moment. We haven't brought the sales in. I'm really worried. Like we have to pay bills. We have to do this. We have to do that. What do you think about marketing this way? What do you think about that X, Y, and Z? Guys, keep that conversation to yourself. Your number one role as CEO is vision. Where is this company going, right? And in order to create the vision, you have to be clear on how to be the most relevant to the marketplace at a given season and time. We're coming in towards the end of the year right now. And your marketing should be shifting towards end of year, Christmas, new year, new me. Get ahead of. All of this kind of stuff. Anyway, that's a conversation for another day. But you need to be really, really clear on the vision. If you don't have a vision, then people will sense that leadership gap and they'll go elsewhere. Number two, if you're not the most relevant in the marketplace and your messaging or your product or your delivery isn't the most relevant in the marketplace, then customers are going to churn. So you have the ability to sit down as a CEO, as a founder, and actually go, where are we taking this company? What's important to the clients and customers right now? Given the moment in time that we're. In the marketplace and you're also responsible for execution, right? So vision, relevancy and execution. That means driving projects, making sure that things are done, making sure that your team are well equipped and well resourced, right? Like regularly, I check in with my team. Do you need any extra resources? Do you need an extra training? Do you need any extra budget to make this happen? If a project is delayed or late, hey, when do you think you can have this done? Our current date was this. What about this other date? Can you do that? If not, why not? What's the constraint? What's getting in your way? I want to understand why they cannot hit project dates. And I always like to ensure that when I sit and plan a project with a team member that we can agree on a mutual date. But it mostly comes from them because if they feel that, they feel that their own creation and then they have to be accountable, right? And if people feel that their own creation, whether it's a KPI, whether it's a project date, then essentially here's what they have to do. What's your plan to actually get it right? What's your plan to actually rectify? What's your plan to actually rectify the KPI? What's your plan to actually rectify the project delay and get that right? So understand that this is really important. Now, the third thing that I want to talk about with team leadership is fair exchange. And this is really important, right? Because there are people on your team right now that you know are fucking underpaid. It's as simple as that. And unfortunately, the people that are underpaid are often the team members that have been with us the longest, that have been the most loyal and essentially have looked after us the most. And we haven't updated their compensation. And there are maybe new hires that have come in. Some of you will be nodding your head at this and fucking laughing and going, you know what, you're fucking bang on. There have been new hires that have come in that have been slightly more confident than the hire that you've had for maybe five, 10 plus years. And they demand more money and they do less. And lo and behold, they end up never talking as good or never delivering as good a game as they talked. And that's where, you know, guilt and all of these kind of things can come in and shame as a founder. Right? Please fucking listen to this. There are people in your company right now that are responsible for holding the whole thing together. There are people in the company right now that have been responsible for your wealth and your success. There are people in the company right now that are loyal to you, that don't want to go anywhere else and are locked into your world. And it's absolutely paramount that they become wealthy with you. It is absolutely paramount that they grow with you. And that requires you to actually stop and look at who deserves a raise. If somebody hasn't had a raise for three years, have you seen the fucking price of milk and Marks and Spencers? Have you seen the price of fucking butter these days? It all goes up. And if they're not making any more money, they're lowering their quality of life. So you actually need to have the conversations with people. Hey, you've been with the company for a while. I want to check in. Is there any more value you can add to the business? Is there anything else that you'd love to do? I'd love to help pay you more. Is there any other creative way? Is there anything else that you could help? On top of that, I've decided that I want to give you a raise of X, Y, and Z. And here's fucking why, guys. Right? Here's why. And this is from a mistake that I made. I had a team member that was with me for a long period of time. And I knew that they were doing a raise. It was sitting in the back of my head, sitting in the back of my head. And we had these high months. We had these low months. And it doesn't matter whether you're making fucking millions in profit or fucking whatever. A low month's a low month, and it can trigger your fight or flight. And there was part of me saying, I know this person's worth more. I know this person's worth more. But I just, I'm not going to hold on. I'm going to hold on. And lo and behold, I just got to the point one day where I just fired somebody that came in, talked a good game, and demanded extortionate money. You know one of those typical fucking cunts that says they've got all this experience, and they're really good at this, and they're going to do the X, Y, and Z. And lo and behold, three, four, five months in, fuck all's changed. Right? And they glorify their own importance. The only way that you actually measure the effectiveness of a team member is when they actually outperform you. They outperform the expectations. Then you know you've got a fucking amazing person. You see all this A-player shit you hear people talking about? Most of the people that say they're fucking A-players are full of shit. Look at the results that they create in your business. I.e., if you've got somebody in your business that fucking makes a lot of fucking money, and you can tie the money to their name, they are an asset, and you want to put the golden fucking handcuffs on them. Anyway, more to my point. I ended up paying the guy more money. And by fuck, his productivity tripled. From like a fucking one and a half K per month raise. It tripled. Right? So there are people that you're currently underpaying right now, that if you were to put their price point up, their pay up, that it would incentivize them, excite them, and create significantly more output from them. And it pays for itself. So I want you to think about who those people are coming towards the end of the year. Right? This is very important, guys. You know, we want, our grip people to get rich with us. Right? It's the same when I work with a client. Right? I don't want to be a drag on a client's expenses. I want to make my clients fuck tons of money. Why? Because if I make them loads of money, then they see the importance of me in their life. That's how I built my business. That's how I've been able to hit the million plus net profit fucking years with my business. Because I took care of my customers, because I got results from my customers, and customers stayed and paid. And they paid fucking more. So really think about this, guys. You know, you also got to look at the other upsides as well. Right? The upsides around, if I pay them more, keeps me on my toes more. If I pay them more, it allows me to have better quality conversations. If I pay them more, it actually allows me to actually potentially tweak and upgrade the current standard that we're at. It allows us to get more serious about this. Because there's some people on your team that you know aren't paid enough. And quite frankly, you beat about the bush when it comes to conversations around performance. Because you can't. Because you know that they're on their pay. And those people are already checked out. You think they're not checked out? They're fucking checked out. They've probably been on fucking Google looking at fucking pay. They've probably been asking around. And lo and behold, they just don't have the balls to fucking move because it's safe. But then you pay for it with lack of performance. Anyway, those are three little gems on company culture. If you've got a team right now and you want to radically upgrade their performance, their KPIs, and get clarity on every fucking number in your business, and make sure that your team are impeccably well trained, it's probably worth having a conversation about expansion partners. We specifically train marketing, sales, and delivery based folk inside your team every single month. We do marketing trainings on paid ads, organic. We do sales training, sales call reviews, sell workshops reviews. We do customer journey, customer success, customer fulfillment based training to essentially help your team members solve problems faster, so clients pay more and stay more. If you want access to that level of training every single month so that you don't have to do it, it's definitely worth a chat. Go and click the link in the show notes or feel free to DM me on Instagram. Fill me in about who you are. who you are, what your business does, where you're at. and what you need help with, and we'll chat privately. Anyway, rock and roll. Hope you enjoyed this.
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