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Was du mitnimmst
- Ein Team aus fünf starken und fünf schwachen Mitarbeitern wird am Ende nur mittelmäßig, weil die Schwachen die Starken runterziehen.
- Ein Verkaufsteam wurde von 14 auf 6 Leute verkleinert, und die verbliebenen sechs schlossen mehr Deals ab als vorher alle 14.
- A-Player führen sich meist selbst, aber nur wenn im Team ausschließlich A-Player arbeiten.
- Was als Top-Leistung gilt, verschiebt sich mit dem Wachstum des Unternehmens immer weiter nach oben.
- Echte A-Player erkennt man meist schon in den ersten 14 Tagen.
Volltranskript
Das Transkript ist das englische Original mit Timecodes. Die deutsche Zusammenfassung steht oben. Sprecher werden automatisch zugeordnet.
0:00So, A players will make you rich, but here's the downside of the hard part about A player culture. A players cost more per head count, but not not in actuality. So, let me give you an example. If you had five eights and five sixes on a team, what really happens is that the sixes pull down the eights, so now you just have a bunch of six sevens. Anyways, the smart move is to fire all five sixes, and what happens is your eights become nines, and you never needed the sixes to begin with. And that is something that I've seen over and over and over again. I had a team of 14 sales guys at one point, and we had a cancerous There was a One guy was stealing, some of the guys knew about it. It was bad. And so, we ended up cutting, I think, from 14 to six.
0:39And those six guys closed more deals than the 14. Real. I've also had to do this on the on on the media team. I mean, I've had to do this in a lot of different teams over the years, where I have to just massively take an axe because culture runs amok with this bad leader. They lower their standards, and then you got eights with sixes, and then the eights start acting like sixes, too. But then when you get all the bad ones out, then all of a sudden these eights rise to the occasion, and they're like, "We just only want to play with A players." Because A players will self-manage, but everyone has to be an A player. Otherwise, they'll say, "Oh, that's accepted." And either they'll lower the bar, or they'll leave. And one of the difficulties of this is that your definition of an A player will change as you get better. What I thought was an A player when I was in, you know, when I owned a gym was somebody who was making $50,000 a year, and I was like, "This is the [ __ ] This guy is the man. This is A player." And then I had my first $75,000 a year player, then my first $100,000 a year, then the first 200, then my first 400, then my first million, then my first multi-million. And at each level, I'm like, "I didn't even know they made people like this." Right? And so, your definition of what good looks like will always be better, and this is a quote from Shauwny. He said, "The best talent is always in the future." And so, we always want to make sure room. We want to build a business that has a vision that's big enough that their big dreams can also fit inside of it. And I'll just say on a tactical level, I I This is now just almost become my razor. I have yet to find an A player that I don't immediately know is an A player within the first 14 days.
2:00It just hasn't happened. And so, I I think what's really happening for me now is that like my tolerance for not A players is just gone down. I just I can just say like, "I'm sure they're okay, and I'm sure we can give them time, and I'm sure they could become a seven." And so what? It's they're not going to be an A. Why bother? And that that is a hard culture to enforce because people don't want to let other people go. Hey, this guy person just changed their jobs, etc. And some people might say, "Oh, you're not giving them a chance." I want to be clear, it depends on the level of who you're hiring. If you're hiring very low low wage employees, um and the training is really fast, that can be different than maybe somebody who has to ramp up. There are elements of this, but you can still see leading indicators in terms of character and work ethic almost immediately. And those are the reasons that most people get fired, not because of kind of the day-to-day skill stuff. Real quick, if you're a business owner and you're not growing as fast as you like, I'd like to give you a free gift. So, my team and I put together the $100 scaling road map, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through, and more importantly, where they got stuck and how they got past it.
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