I wish I could embarrass them.
My kids are like super secure in who they are.
And I know they're three and four but I can't.
I mean I can't even scare them anymore.
They're like little dudes.
They went from being toddlers to being little men.
(upbeat music) What to look for in high-performing teams? If you have no trust in your team, I get it.
I get it, that's where you're at today.
Maybe you don't feel like theytake any initiative whatsoever to step up and say like oh thisis what we need to work on or you feel like you're alwaysmicromanaging them and because of the lack of trust you'relike hey I need to report.
I need you to show me this.
I need you to put everything inhere whatever it is I get the pain and the frustration, right? But I also know that if you doit right you can have a team that you're crazy proud of, thatare bringing to you more ideas about solutions to the problemsthat you didn't even know existed that they proactively took on.
And you're like you really get to a point where your editing, right? They're doing the work, they'reexecuting the delivery on the customer, whatever you promisedthe market they're doing for you and you just edit, you tweak.
You're like yeah, let's do that.
Oh we don't have budget for this.
Let's hold off for nowwe'll do it in Q3 but great suggestions and it just changes the dynamic of how you grow the business.
That is the opportunity, you know, I really learned this before Ibuilt my company Spheric because I kept trying to build these little companies.
And I called them projects.
They were never incorporatedbut it was a consultancy.
I mean I built a business was called WTF, whatthefuture.
Com and I won'tget in the back story of what it was about but the truth is I started with a guy that was half interested and there was no team.
There was no like shared mission.
There was no testing them, recruiting, finding out if we're a good fit together.
It was just like oh you can dothis work let's do something together and that never builds astrong team and what I see a lot of time with companies andclients that I coach is that they started with that approachand then all of a sudden they grow and now they've got todeal with this infrastructure.
The way they manage the team, the way that their team collaborates is not mature.
It's not a high performing teamso I want to share with you guys today is my thoughts on six different characteristics that I look for when hiring.
I've been doing this now forover 20 years building and scaling companies and to methese are the nonnegotiables.
If the core team doesn't havethis then I can't have them part of the team because I knowthat A players want to work with other A players.
They don't want a C.
They're not gonna acceptsomebody coming in the business and not meeting them at their level, right? They want to be inspired byworking with people that teach them new things, right? So the first thing is youwant somebody takes initiative.
Somebody that doesn't wait to be told what to do.
In the world there's two types of people.
There are people that need ato-do list and there people that create to-do list and to mesomebody that takes initiative, knows how to create a to-do listsomebody that's like oh here's the challenge we need more customers, here's our current marketing program.
What can we do? Boom, they come up with an idea, right? They take initiative.
They don't sit back and be likenobody asked me to do anything so I'm just gonna sit here.
No, they don't do that.
They show up ready to go.
That's the way they work.
They cannot do nothing soone is they take initiative.
Number two is there a desire for excellence.
They have a pursuit of excellence.
Excellent means world-class.
When I talk to and entrepreneurone of the questions I ask them, do you want to build aworld-class company? 'Cause if you don't I can't help you.
That's not my style, that's not how I roll.
I want to work with entrepreneurs that have a desire for excellence.
It's the same for my team.
I want to make sure that thepeople even in their own life, whatever their passions are, they have a pursuit for that passion.
Even if during the day they workwith me on a specific project I want to know that they in theway they approach life has a strive for excellence.
You need that desire.
That's not something you can coach.
It's either natively there or it's not.
So that's number two.
Three is a bias for solution.
You know, you can, it's really simple.
You can talk to somebody and belike hey this is what's going on in my life, see how they react.
See if they default to ohthat sounds like this problem problem, problem, problem.
Again, there's two types of people the world.
There's people that default tosolutions like oh that's sounds challenging you could do X, Y, and Z or they're like wowthat's challenging did you know that this could probably happenor this problem could probably happen or if you don't fix that this probably.
Look I want people that come to me with solutions.
I want solutions people.
I do not need problem people.
I need people that get excitedby the opportunity to create an outcome, to create a solution.
So that is as big.
The other one for me is about transparency.
Now some people talk about trust, to me it's not about trust.
Transparency is different.
Transparency means look here's what I'm working with, here's the numbers, here's my project, here's the team, here'swhere I feel the challenges are.
They're honest, right? They're not complaining, they'rejust being open and transparent especially amongst the team.
There's no reason to hold things close to the chest.
It may be they, you know I'veseen this so many times working on projcts and I'm like hey what are your tasks? What are yourto-do list look like? And they're like oh, well I'm working on this.
It's like no, can I just see it? I just want to know.
I want to know is my team over capacity.
And they get to this point wherethey're like holding back and I'm like what are you holding back from? If you, if we don't have the trust, if you're not willing to betransparent with me then that's a thing we need to solve.
Because at the end of the day we're an organization, we're a company, we have a mission.
We want to deliver for our customers and the more information that's available,I run an open book company.
I'm not saying that everybody should know everybody's salaries.
What I'm saying everybody shouldunderstand how the business makes money and that transparency starts with the leader and you want to hirepeople that also share in that desire, right? You want them, that their default state is to share information not hold it close to the chest.
The next one is sense of urgency.
Alright, there's nothing thatwill frustrate me more than to be like oh what's the problem, this is solution, great.
What are we gonna do about it? It's like where is the excitement to knock it out of the park? Where is that excitement tojump out of bed to get it done? That sense of urgency is not again something you can teach people.
They either have it.
They either find challengesand they step up or they look at problems and they just sit therelike a deer in the headlight.
And it's like what did you thinkwould happen with this problem? Do you think you're just gonna resolve itself? They have no sense of urgency.
There's ways the test for thisbut at the end of the day these are the characteristics thatI think are super important.
The last one I want to sharewith you is customer empathy.
If people don't want to love andthe customer that's why look at it when I think of my businessesthat I'm involved and I always ask my team can you pleaselove on the customer? At the end of the day the purpose of a business is to create a customer that creates a customer.
It's to create, deliver andcapture value for customer.
There is no business without a customer, right? A profitable customer I mightadd but you want teammates that have empathy for the customer than just love on them.
I have an incredible person on my team, Stephanie.
If you guys ever had theprivilege of interacting with her she's incredible.
That is, when I think of likethe best example of customer I think of Stephanie.
I mean the other day I waslooking at feedback form for an event we did in Toronto and inthe feedback form is like what was best for the event? The fact that Stephanie huggedeverybody that came in the room for the event and I'm sittingthere going I was in the green room I'm going did she reallyhug every person that came? There's 100+ people at thisevent and I messaged her I was like Stephanie is it possiblethat you hugged everybody that came in the room?She's like yes, why? And I was like that's crazythat's what I'm talking about.
Can I coach somebody to do that? I don't think, I don't thinkit's legal to ask my team to hug my customers.
I think there's there's probablysome HR violations there but she did it and and it was appreciated and I think that that's what you want is youwant people again that take initiative, right? That are not gonna stand by, they're willing to take initiative.
They desire for excellence,they want to create world-class.
They want to pursue the next level always.
They have a bias for solutionthat when they see a problem, they default to solution not more problems they are transparent.
They're open, they don't hold their cards close to their chest.
They over-share so that there'smore information for the rest of the team to make better decisions.
They have a sense of urgencywhen they approach problems.
They don't sit back, wait forsomebody else to deal with it.
They're the first ones there.
They're urgent about addressingproblems and then finally they have customer empathy.
They care about the customer.
They want to love on the customer.
Those are the characteristics ofhigh-performing teams that are probably totally different thanwhat you're doing or how you're hiring right now.
The good news is if you have those people, find more people like them.
Birds of a feather flock together.
If you have great people onyour team you know them I was or transitioning the other peopleoff finding those great people and say how can we find morepeople like you because you embody what I want to do or howI want work and who I want to work with in my company.
So as per usual, I want tochallenge you to live a bigger life and build a better team in this week's video, I'll see you next Monday.
Have a great day.
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