How Do I Manage a Business When I Can’t Be In Person?

0:00How do I go about hiring people for a liquidation resale business that's 100 miles away, meaning can't be there all the time, but could stop by occasionally. How do I set up systems for it? >> Why? It's like literally what my mind was like, but why? Um, it's like if you are just starting something and you don't have any quote systems, it's like, well, what's a system? Like, does anyone actually know what a [ __ ] system is? You know what I mean? And so what's not a system is people remember to do something and so they do it because they remember it.

0:33Checklists that exist in your head. People who know how to do things but they don't have any guidance that they follow. A system is when you have a prompt that I would say the prompt triggers a behavior or an action and it does not rely on memory. Like that's the easiest way I'll put it. Is that the most correct definition of a system? No. But people get it. And so in the beginning in order to design a system you really have like two routes you can take which is like are you going to have automation that prompts people or you going to have a person that prompts people. If you have a location where you're not there in order to figure out how a system works you need someone to observe what needs to occur and to watch the system. So the first place I would start is like do you have someone that's like a general manager in place to watch to watch the people to watch the staff to build the systems. Am I in favor of like always hiring that from the get-go?

1:20No. But if you're that far away from your location and you can't be there all the time, maybe stop by occasionally. Like I'm writing a book on leadership right now and one thing that's like very obvious is like the presence of a leader matters because you have to demonstrate what good looks like. So if you're not there to demonstrate what good looks like, you need someone there to demonstrate what good looks like. And then once that person understands and sets the bar for what good looks like, then it's like now I can design systems to continue prompting what good looks like, which is like, okay, I have automation, I have reminders, I have checklists, I have all these things. But I think it's going to be really difficult if you don't have eyes on the ground there consistently to monitor while you're far away. That's where I would start. It's like if you're not going to be there, somebody needs to be there. Real quick, I'm going to show you the exact 10-stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so, I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business, what the constraint feels like, like what are the symptoms of it when you're going through it, and then what steps we actually took to graduate.

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