Wie echte A-Player sich verhalten

0:00What is taking the most of your time? That's someone who you can hire who's very good can do. And so I think the biggest thing that happens like as you as you move up the kind of entrepreneurial food chain is your your level of talent that you can attract and the level of mediocrity that you repel just gets more and more extreme. And so like the quality of this team compared to the quality of like the gym launch team is like night and day and that's no disrespect to the gym launch team. It's just like this team is just way better. It's not even close. Like we have probably six or seven employees that make over a million dollars a year. Um it's just a different caliber of of people and like and to be fair at that level like you can demand a lot, you know? Um and so like if if I'm bringing in who's somebody's going to be a C-suite who's going to run this whole function, I shouldn't tell you how to do anything.

0:45Like you should know how to do everything. You should be bringing things I don't know to the table to make this function better. If I have to be giving directives on like what the next thing is or I have to like re-prioritize your like you're not you're not a C-suite. You're barely a director if I have to do that. Um and so it's really it's people who who are exceptional. It's just that it's it's one of the I think it's it's one of the realest things of like your tolerant your your beliefs about what's possible one of the biggest ones that changes as you kind of go up is what what you believe good talent looks like.

1:17Cuz like I mean I've said this before but like when I had my gym, I remember hiring my first $50,000 a year employee and I was like and that was when 50 grand used to mean something. I hired my first $50,000 employee and I was like holy [ __ ] this is what talent looks like. Um and then I hired my first $75,000 employee and I was like oh my god, 50's nothing. Like this is the right person. Then I hired my first six-figure employee and I was like 100 grand a year. I was like this guy better cure cancer. Um and then and then I hired my first $250,000 a year and I was like oh my god, this is like night and day. Like completely different level of talent. Then there was $500,000 a year per and then first million dollar and then first multi. And so like at every level there's just you're just like holy cow. There's just so like the level of intelligence, the level of work ethic, the level of experience. And I would say past call it like past probably a million dollars a year, you're basically bringing on people who also have departments. So, it's like if I bring someone in who's a C-level and up, they have two, three, four people from the past companies they worked with that that love them, know them, and they bring teams with them. And so, and you want that because they've worked at all these companies, they'll cherry-pick the absolute savages. And so, they So, like so, if someone were to like say, "Hey, like let's say I was back on like the employee market." If someone said, "Hey, Alex, can you basically stand up the the revenue-generating function of this business?"

2:34I wouldn't go there. I'd be like, "Well, I'll come, but I want to bring six six people with me." Like cuz like for us to do the level of stuff that we want to do, like I already know who I need. And so, that's what That's what it looks like at the higher like the higher up you go, they just bring more and more people with them um because they already have the infrastructure and the network and the Rolodex. They just bring them in. So, they That's how they can come in with like fully-built almost like solutions to whatever the problem is. Like, "I need you to stand up a whole finance function for this, you know, these three entities." Um and they're like, "Well, I have two controllers that I'll I'll I'll tap, and I already know what system we're going to use, and I already have the playbooks built out." So, it's like they can stand it up so much faster, and our input is like nothing.

3:11And so, you can judge the level of the talent. Like, the easiest way to know is how general is my are my directives uh to the person. So, someone can just say, "Hey, Alex, can you just build out acquisition for this business?" And I would say, "Sure." If I'm talking to somebody underneath, I'd be like, "Hey, I need you to build out an email campaign, need you to build out paid ads campaign." And they'll be like, "Well, what platform should I start on?" I'd be like, "I think you should start on Meta." Right? So, it's like I have to keep going down. If I go down to like maybe a a manager or director level, it's like, "Okay, this is the campaign.

3:39This is the angle that we want to look at. This is kind of the copy hooks." Like, I have to go even lower. And if it's like a copywriter at the lowest level, I'm just like, "Okay, this is the grade level we're writing at. This is the tone for the like like I have to go all the way down and so you can tell how advanced someone is by how much how many directives you have to give in the level of the direction you're giving someone. Which is also a great piece of feedback, which is like I shouldn't be telling you this, man. Cuz a lot of times you're like, "I yeah, I want a promotion." And you're like, "That's fine." I was like, "But that means that all these things that I'm currently doing for you, I shouldn't have to do."

4:11Like if I'm if I'm having the tough conversations with your team because you're not able to do them, you're not a leader. Right? And so it's it's like cuz half of it especially as people go up in the leadership chain, so much of it is just uh being able to lead. Um which has many skills underneath of that word. >> Real quick, if you are a business owner and you are not growing as fast as you'd like, I'd like to give you a free gift.

4:37So, my team and I put together the $100 million 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. And so we broke it in these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources, and finance. And so, no matter what you're struggling with, someone else has already struggled with it and solved it. And so I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information, and if you want us to actually help you deconstruct the business and you're trying to scale, we'd love to help you out. On the thank you page, you can book a call with my team and we will look at the business, see if we can help, and if we can, we'll invite you out to Vegas and we'll do this in person live.