Sep
11
How To Lead Your Team to Scale Your Business


What’s up, everybody? I’m Dan Martell, serial
entrepreneur, investor and creator of SAAS Academy. In this episode, I
want to talk to you about how to lead your team,
the editor versus the author, so that you can better
scale your business. And be sure to stay
to the end, where I’m going to share with you how
to get access to my precision scorecard framework, to help
you get better visibility and keep your team on track
from a metrics and KPI point of view. [MUSIC PLAYING] So a few years ago, I was
on a kind of a mini speaking tour in Toronto. We were doing a few accelerators
and a big tech event with Jack Dorsey, the founder
of Twitter and Square. And that was my first
time; I actually met Jack in the past
at different events in San Francisco, but that was
the first time that I actually got to spend time with him,
because we actually spoke at these different
events and in between we actually jumped on a plane to
go from Waterloo to Toronto. So we got to hang out next to
each other on the bus transfer around the
university, et cetera. It was a lot of fun. He’s a very quiet guy. He’s very thoughtful. But one of the things
that’s interesting for me is, I’m always, at a
certain point in business, there’s levels of
skill that you need to learn to just
build a business. From marketing to
sales to building the product to delivering
to hiring, all that stuff. Financial knowledge and acumen. But at a level up from
there, is really about just like working through
people and understanding how to lead teams. So I was really interested
in a guy like Jack, who ran $2 billion companies
at the exact same time, how he thought about leadership. I was really
pleasantly surprised that he shared some
of his philosophies. And one of them that’s really
stayed with me to this day, is the idea of
author versus editor. And since then in
learning those strategies, it’s had a profound impact on
the way I show up for my team, the way that I
communicate with them, so that I can get
results from my team and not feel like I’m
always the creator. And that’s what I want to
go through in this video, to help you really
understand the nuances to get to the next
level of business growth in your company. Number one, define the outcome. So one of the things
that Jack mentioned, is really being clear
on where you want to go. I think that understanding the,
describing the mountain top, the problem you want to right
in the world or the wrong you want to right in the world. Your mission
statement, your vision. Those are the things that
really outcome focus. And that, as a
CEO and a founder, is your responsibility to over
communicate with your team. So if you don’t feel
like you’ve done that, take a step back and
really ask yourself, have we talked about how we’re
going to disrupt this market? Have we talked about what
does this look like when the problem is solved? Have we discussed, Jack
used this great analogy of designing the bridge. And he used the
Golden Gate Bridge of this incredible
monumental building that is a figure and a
representation of what’s possible. And the people involved
in building it, and the fact that
every year they got to continuously paint it. I guess it’s like, they
don’t stop painting it, it just keeps having to get
painted because it’s so large. But to make sure
that it continues to be this icon of an
example of possibilities. And I like that outcome
is kind of the language he used to describe it,
so that you can really get your team to think way
further into the future. Number two, let them author. So one of the core ideas,
the thing that really resonated with me was this. Is that he looks as his role
is not the author, the creator, the writer of the
book, the business, the strategy, but
more of the editor. His role, he explains it, is
for my team to create and bring to me the finished product. Or directionally speaking, kind
of what, where they want to go or how they want to
approach something or what they’re creating,
and for him to just be, to give some guidance
and ask questions. It’ll help them get
clear and really edit. If you think about authoring a
book and then hiring an editor, really editing. So the essence is still
there, but what you’re doing is you’re removing stuff. And I mean, that’s
Jack’s approach, but I think of Steve Jobs and
his relationship with Jony Ive, I feel like they probably had
the exact same relationship where Jony was the author of all
these innovations and the form factors. and the designs, and then Steve
really came in as the editor to review it and challenge
some of the assumptions and provide some critique
to remove things, to simplify things, so that it
could stay true to the vision. And that, to me, is just as
a leader, think for yourself. Are you authoring all the time? Or are you allowing your
teams to author and you edit? That’s a big question. Number three, sort. I think one of the most
important tools and things that you need to teach
your team is how to sort. And more importantly,
how to prioritize. The end of the day, the
way I think about it, and that’s why I call
it growth stacking, is it’s not about the
strategies themselves, it’s about the sequence
that we put them in. Sequencing equals success. So for example, I can
have a founder over here and a different
founder over here. Give them the same
list of things they could do to be successful. One founder executes
it in this order, the other one executes
it in the reverse order. This founder succeeds
and crushes it, this one fails after 16
months, completely goes broke. Why? Same strategies. The reason why is, there
are certain things that need to be done this week versus
next month versus next quarter versus next year versus never. Because they don’t make
sense for the context of your business. So what you need
to do as a leader, is understand how to communicate
the prioritization matrix for your team to essentially
evaluate different strategies and come to the best
conclusion in regards to what’s next for your
business without you being involved in that. Recently, we were meeting with
the founding team at HubSpot. And one of the things
one of the guys said in the meeting was that
I’ve never met a two by two matrix that I didn’t love. And what he was saying by
that I really appreciated was, in drawing a two by two
matrix, and if you’ve ever seen the Eisenhower
matrix, urgent, important, and it’s like two by two
not urgent, not important, et cetera. And kind of what it
does, is it gives a mental model for
your team to understand how to make decisions. How to put certain decisions
in different categories and to make the
decisions on their own. So I always think about
that when I think of like, have I properly
communicated to my team how to make the right decisions? How to sort through
a list of options and really clearly communicated
a mental model for them to come to those
conclusions on their own? Number four, the 1-3-1 rule. I’m going to give full credit
to my buddy Brad Pedersen. He is an incredible
entrepreneur. He built a toy company, of
all things, it was so funny. Real quick side story. I met him in an
airport first time. He asked me if I had kids. He said he’d send me a package. A month later I get back
from a trip, I show up, there’s this box,
and there was more Paw Patrol toys in
that box than we would give our kids for Christmas. And that was Brad. That was just the
kind of guy he was. He literally created a nine
figure a year toy company, ended up exiting it, and is one
of the people that when I think about leadership, literally
spending any time with Brad is a master class in just
operations and leadership. And one of the strategies
just recently we were spending some
time on snow bikes. I don’t know if you follow me
on Instagram, but you should. We were snow biking out west
in British Columbia and one of my buddies, Nick,
asked him about, what do you do in
these situations when you have managers coming to
you with all these challenges? How do you help them
make their own decisions? And his response
was the 1-3-1 rule. And the way it works is simple. One issue, three options,
one recommendation. So no matter what,
’cause this is what happens often, I don’t
know if you’ve experienced this, but it literally happened to me
yesterday with one of my team members, is we were talking
about a problem, and then all of a sudden, they
introduced another problem. So I was like, hey, let’s
focus on one problem at a time. And they’re like, yeah but. I was like yeah, I know but,
but, we won’t get a solution if we keep changing focus. OK, boom, started the
conversation again. Guess what. Boom, another problem. OK, let’s stop doing that. And then it was like, all
right, here’s the rule. One problem, three options,
your recommendations. List all the problems
that you think you have. Follow the 1-3-1 rule,
send me an email with them and we’ll get on a call and
review them and pick the one. Because that to me, is
just so much more efficient and really pushes the heavy
lifting on your team members. Another strategy I’m
going to throw out there, since we’re on this topic,
I read in a book recently, called the Trillion
Dollar Coach, the story about Bill Campbell. An incredible book. If you really want to learn how
to coach teams perform better, not just how to be a better
coach or be a better leader, this is the book. It was written by Eric
Schmidt from Google. And Bill Campbell
literally coached Google, Intuit, was on
the board at Apple, worked with Steve Jobs, et cetera. He was somebody that not a
lot of people knew about. And luckily, they sat
down to write this book in honor of Bill, because
he would have personally never written this book. So you must read it if
you’re in the tech space. And one of the ideas
that he shares, that Eric wrote about that Bill
does in the book very often, is when there’s issues,
like challenges, he’ll often get somebody that he knows that
knows how to solve problems really well, to partner with
the person that’s struggling. So in a meeting,
he’ll say, hey Jane, can you partnered with Mark? I’d love for you guys
to talk this week and come back next week
with some recommendations. And this is cross-functional. Why? So powerful, because
what it does is, it allows two people
from different teams to connect, to
really understand, to add value and teach maybe
a different perspective or lens to look at the problem. To learn some new tools
about how to think through it and come up with solutions,
and then create that trust and create that relationship. And if you do that
maybe every couple of weeks with different
team members on your team, then guess what. You’re not the one doing it. They’re doing it, which
is a huge opportunity to get leverage and
really lead the team, not tell them what to do. So the 1-3-1 rule, Brad,
appreciate that one, it meant a lot. And be sure to get that book. Number five, coach to success. This is really the concept of
transformational leadership. If you Google on
my YouTube channel, you will find me talk
about this process, because I think a lot
of first time founders, early CEOs really
make the mistake of doing it the wrong way. But transformational
leadership is the idea, there’s three different
things, but the big thing is coach to success. Meaning that as a
leader, when you start building your executive
leadership team and all of a sudden you have somebody
running marketing, customer success, and product
and engineering and sales, et cetera,
you need to almost be really clear about
what their outcomes are, measure where
they’re going and how you’re going to
measure their success, and really help coach them. What does that mean? Get them the resources. Put him through the drills. Get them the training. Build the accountability. Reset. Go back to basics. Like think what a great
football coach might do or a great business coach might
do, and use that approach. Because I think too often when
we’re working with our team members, we can get emotional
or frustrated in the situation. And trust me, this guy right
here is guilty of that. But I’m always asking myself,
whenever those moments happen, I got too attached to
the outcome emotionally, and I was like, oh,
that wasn’t cool. I always step back
and I say, OK, if they were a coaching
client, how would I approach that scenario? And that is a much
better frame and lens to use to approach
those problems. Because in that we’re
supporting the team, now at the end of the day,
if they don’t perform, if they aren’t able
to step up and lead that area of the business,
obviously make a change. But in helping them, you want
to coach them to succeed. So quick recap, how to become
the editor, not the author, to really lead your team
to scale your business, number one, define the outcome. Number two, let them author. Number three, sort. Really teach him to prioritize. Number four, the 1-3-1 rule. And number five,
coach to success. As I mentioned at the
beginning of this episode, I want to share with you a
really powerful framework called the Precision
Scorecard, that I use every week with more team,
that I coach to my clients. It’s a must deploy
into their business to really get visibility
into their current state of their numbers, and make
sure they’re making progress week over week and quarter
after quarter in really truly, many areas of the business,
their six core functions. But most importantly,
to increase their MRR, their Monthly
Reoccurring Revenue. So you click the link below to
get your copy of that workbook, the precision scorecard. Let me know in the
comments if you deploy it and how it worked for you. If you like this video,
please click the Like button. Subscribe to my channel. If you’re new, if
there’s anybody that you care about that you
feel like this could serve, feel free to share
with them directly. And as per usual,
I want to challenge you to live a bigger life
and a bigger business, and I’ll see you next Monday. [INAUDIBLE] you
haven’t eaten anything, but your buttons are good? Yeah.