You're listening to path to purchase a podcast for passionate and committed business owners and marketers, Oli Billson and Tom Breeze are here to give you the tools and knowledge you need to grow your business and take decisive action. Welcome to the episode.
Speaker 2: (00:16)
I'm good. Thanks Tom. How are you? Right, very good. Okay. So today what I want to talk about is building and growing a team and I think obviously coming from both of us running different agencies, I think we can obviously kind of shed some light on how we do things, but I know that you've got several businesses where you've grown to kind of like 23 different employees across many different, not just be different employees, but it might be like team members as well. And how you structured that. I'd be really interested to learn about that but also talk about how you've kind of built it, consult about company culture across different types of companies that you would run and maybe just like, give us some insights how you've managed to do that quickly as well. Cause I know that one of the things in my agency is that we have a smaller team than you are about eight to 10 people depending on how busy we are at any time. And liberal on strategic partnerships as well with different companies sometimes, to fulfil certain jobs but yeah, I'd be really interested to find out a little bit more about how you hire, how you grow, how you get people aligned with your company vision as well so should we start with maybe kind of like recruitment process of finding those kind of players so to speak?
Speaker 2: (01:29)
Yeah, sure. I think it's probably important to know as well that, that the process that we've got now is evolved over time, you know, I've kind of been in lots of different businesses and we've gotten different businesses and we didn't start out with this process we were a lot smaller obviously when the business was just may have small team, before those business started to grow and scale as they have done and we've had to do, you know, I think businesses go through different phases and I think probably some of the people that are listening to this will appreciate that maybe where they were a few years ago with that business has grown there are different challenges there are different priorities, different things that you need to consider. And as a business owner you need to grow yourself as quickly as the business is growing.
Speaker 2: (02:24)
Item time. I'll kind of come onto that a little bit later when we talk a little bit about the kind of managing and aligning the team to the vision of the business. But I think what's important is that I've personally had to change and grow and, and have a different mindset to hiring, growing your team and kind of creating, I clear a vision for those people. And there were some reasons behind that so as part of growing any business, you can't, you know, positively grow many businesses without a team and you know, that in itself comes with its own challenges away from the other challenges of growing a business. Anyway, so there are often lots of things that happen as people step through these different phases of business and certainly in the bracket between probably, when people get towards sort of 300 to 800, a million million pounds, dollars a year, whatever it may day getting beyond that fresh hold requires a different perspective as well, which we can talk about. But so going back to your question cause I can I, can I just ask you, having just listened to what you said though, I'd love to ask you a more refined question maybe as well because, so I've a few years ago I was like a one man band, so to speak. I was like running by myself, got to the point where I was working really successfully and looking back now I should have employed someone at that stage, but I know that my mindset was not in that place at all. I didn't know how to employ the right sort of person. And that comes from a brother who runs a very successful recruitment company. So it's kind of like even when it's in my face, I still can't get my head around it, which is crazy but so, I suppose the question I would have is like how do you know who to bring on as like a first hire?
Speaker 3: (04:22)
So for example, you're a one man band, you're doing really well and you're thinking, right, I need, I need some help because I know that I've employed people at that stage, which is an incorrect hire. Cause I was just like, I just need help. Someone just needs to help me with stuff I was hired someone who I thought would be good and as a result it was just never a good click there. I look back now I can see where I made the errors, but in that space I thought I just need help. But what would you advise that stage to say, right? You're thinking about your first hire. Who would you take on? What sort of role would you say we need to fulfill this role maybe or how would you think about that?
Speaker 2: (04:53)
Yeah, thanks very much for asking that as well because it just, just distill some, some, some thinking as well around what we're going to talk about. Anyway. So, for me, in the early stages of any business, the business owner generally is, you know, if they're a what I would call kind of a resource investigator, maybe that's their sort of profile quite a lot of entrepreneurs are, they will go out and they will, you know, find the latest and greatest information. They may attend the events, they may read the books and they do all of that stuff and they might get good at a number of different things and then there's that challenging point. Now as you make your way, you get to where, you know, you start having to think, well, if I'm going to do this, I need to kind of replicate myself.
Speaker 2: (05:40)
But in doing so, you need to actually think about replicating a lot of business systems. You know, a lot of things that probably take for granted that you do as a business owner that, maybe aren't quite as easy for other people to do because they don't have the knowledge, skills or experience. And the fact is, is that there's a lot of people that can do those things that you're doing, but you need to make it available to them to be able to follow through on that. So creating a system around that or a process or a procedure and, although we, you know, people may have read the EMF and they've, you know, they've heard about kind of systematization and things like that. It's a good, good, good book if you haven't read it. And there are many books like that that are worth reading, but some may.
Speaker 2: (06:28)
And it of course depends on your business, but for me, if you're a growing and aspiring business, I think it could be a bit cliche saying this, but I think an assistant, some form of assistant is very much, you know, the, the, the first foray or step into employing somebody onto your team and the reason why I say that is because, you know, generally, if you've got the right kind of assistant working for you, they can take a lot of things off your plate that allow you to focus on higher value activities on a daily basis and that in itself then, you know, really starts to ask the impact, the question, you know, how much is my time worth? And you know, what can I delegate, comfortably, to aid me in focusing on higher value, higher money per hour activities.
Speaker 2: (07:28)
Some entrepreneurs and business owners really struggle with that. And I meet people all of the time that are running quite successful businesses that don't have an assistant. Now I'm not here to say that everybody should have one. I'm just saying that I can't imagine a situation or a conversation where I wouldn't be able to say you need, you know, you need somebody to, to, to help you in some of these things and you shouldn't be doing some of these things. It depends on the structure of that business. But I mean in the main that works. And they can also help you develop those systems and processes. So often by hiring that first person and as an assistant that helped them push back and if you sass it up right, they'll actually be telling you what they need you to create as a system or a process or procedure which then can be used with other people going forward.
Speaker 2: (08:17)
So, there's a, there's a big advantage to that and then as you Scott stops to scale your team further, those sorts of things in terms of hiring people and getting people onto your team is a job your assistant can officially do, which is quite tight. Yeah. Do you want to know what sort of interesting about this is the, one of the things I think that, because I agree with everything you've said and I think that one of the things, I think a lot of entrepreneurs who are running things by themselves is that sense of control and that sense of like, well my assistant won't do it as well as me and therefore the service that I provide won't be as good.
Speaker 3: (08:56)
Obviously it depends on the type of business you're running, right? So if it's like a software company, the services, the product, so you're not gonna have any problems in that respect. But just like for me, service-based company, we're actually communicating with the client regularly I know that I can't be the business owner and talk to all my clients on a daily basis. I just wouldn't get anything done so I need to have a team around me to be able to either do work and I'll communicate with the clients or vice versa. They'll communicate with clients and other people would be doing the work. And really that's the long term play but I know there's that kind of sense of giving it to somebody else and giving them the responsibility and knowing that they're not going to do it as one as you sometimes, but being okay with that or at least trying to do your very best to train them. And I think that was as a big step for a lot of people to take. Cause they always feel like, well, if you're not going to prop it, I'll just do it instead and then work 24 hours a day and never getting sleep and things start then becoming much bigger problems. But I know that I've been through that in the past and I'm, I wouldn't have you been through that scenario in divorce as well?
Speaker 2: (09:56)
Yeah, definitely. I think that it's, it's a classic thing of, kind of not letting go and that really stifles you. I mean, sometimes it can be because you know, you might be making those decisions based on financial circumstances where the businesses right now, and you know, what I would say is, is often you need to really realign yourself with really the, the vision of your business. You know, why do you even exist? You know, what's your real purpose? And knowing then that, that's where I'm trying to get to in terms of a mission and over the next, you know, three years, this is where we're trying to get to because if some people just don't think it further enough out to afford them the ability to think at a higher altitude over what their business needs, and how it can actually get from where it is now to where they want it to be.
Speaker 2: (10:57)
That doesn't necessarily require sophisticated business planning or anything like that, but it just does need a little bit more, you know, finger to hire attitudes as I, as, as I say, so what they need to do to make that happen. So that's sometimes then puts them in a situation where they self in, they put a lot of pressure on themselves to deliver, that then can, that can have its own ramifications it can cause stress, anxiety, and lots of other things that are not very congruent with trying to grow a business, you know, quickly. Well I think the fact is you cannot grow a business like that on your own, you know, and that is a problem and sometimes you just need some guidance to Vass and maybe hopefully this is, this podcast is a stark reminder cause some people that if you haven't got an assistant, you should probably one.
Speaker 2: (11:53)
And or at least have a team that can, that can be put around you. So it's definitely a, you know, definitely a thing. I hit a lot. I remember going to a strategic coach meeting in London, one of their events with Dan Sullivan and, if anybody's listening to this and I heard of Dan Sullivan or strategic coach, I would advise you to check it out. One of the, literally, one of the first things they talk about is, you know, getting an assistant, getting somebody that you can delegate mundane, not necessarily mandate. I don't even put it across it. You've given them all the shit. It's not even, I'll be honest, there are different levels of people, you know, I mean, we talk about hiring a players, but my assistant is, I would class serve as an executive assistant in EA.
Speaker 2: (12:51)
So, you know, she's somebody that could probably sit at board level, almost like, like, like, a managing director almost for me and you know, she deals with everything personally and also, in the businesses. And I think that's also an interesting point that, you know, there's a lot of things that probably go on personally as an entrepreneur, as a business owner that you could get help with and I don't want to go into around about they, you know, mowing your lawn versus getting a garden, a kind of conversation and, you know, because not everybody wants to work all of the time, right? It's, it's relevant to everybody, but I just think that you just when you reevaluate your priorities, I think an assistant is a, is a good choice, to where to get moving with, as a first hire for sure.
Speaker 3: (13:43)
Yeah. Do you know, you put on something a minute ago about like the idea of getting people on the same vision as you, and understanding the reason why you exist, which has been a question. I've asked myself a lot, even in the current agency that we have and I know where it is to me, but I don't know if that necessarily resonates with my staff all the time I'll try and explain it. So, the way that we've built our agencies, I read a book called scrum and that resonates with me because I used to play a lot of rugby, so I'm good with that and the idea of, maybe, American funds who don't necessarily play too much rugby, apart from everyone beating each other up, what it is is that there's eight people, who are part of this scrum who's like polar forward pack.
Speaker 3: (14:26)
And there'll be like a mini team within the bigger team and that those eight people can like have all their own individual jobs, but they work together to push and win the ball, so to speak and that kind of really resonated with me and the idea that everyone's got their own job. And so we in the agency, we have like a, almost like a conveyor belt of sprints we call them. So it's like, right, there's this sprint that can be done in half a day and it can be done one person and it can be done by several people in the business. There's kind of one person that will get delegated that job most of all and it's all documented down SOP standard operating procedures done for every task and then we can have people fulfilling those roles and each has their own creativity within each role.
Speaker 3: (15:08)
So there's like variety within it, but it is still very much like, here's the starting point, here's the end point. And that's a task that's a sprint that someone would have to do. And then it's the idea is to have at least two people in the agency. You can do anyone those sprints. Cause if someone goes on holiday, things still happen and everything can get done. So we're trying to fulfill two people for each sprint that would have an agency. There's normally around about seven or eight sprints per clients and it's getting more of the time, but it means that it just, we hire people to do that particular sprint and then they'll learn more about the agency as well. But we can find specialist people for Lotus areas and also it doesn't then always require someone to be with me to be able to do something.
Speaker 3: (15:47)
They don't have to be in the office, they can do it remotely, which means that we can hire staff for some of the tasks that don't necessarily have to be paid in the more expensive currencies, but at that way but that's been how we've built and it's been really successful for us and really because we run a cost per acquisition agency, it's always been like, here's what we're getting paid per lead or per sale. We've got to get underneath that. And that's the task for that client. And that's been like a very much like what we do and how we do it. But I'm not sure if we necessarily have the strongest why we exist in the first place and I know I love the idea of kind of like the scientist behind me loves the idea. We can be constantly testing and finding new areas and, and being pioneers and going into the era of advertising.
Speaker 3: (16:31)
And I'll get really excited by that. And I know my, I know, well very, very rarely we ever get an employee that cares as much about your, about your business as you do yourself but when you have a company, Oh, first of all, how do you develop a company vision that, you know, people can get behind. That would be a really interesting one to try and tackle, from what you've learned, from, from having building bigger teams but also how do you then kind of instill that within your staff and get them on board. So like how do you find that vision or fun, that mission or whatever you want to call it and then have people be part of that as well. I know that's not the easiest question in the world, but maybe
Speaker 2: (17:08)
so. I think it's a really good question and there's a lot to talk about that because I think we can probably, I'll just put a little marker in this podcast that I think we should talk about in a future podcast. I'm actually creating an 18, which we're talking about now, but also creating a B team and that's, that's something that we're doing at the moment and something that I can, you know, I can talk a lot about and hopefully they'll find people find helpful as well but yes, let's, let's just talk about the the, the kind of the alignment I suppose now I, this happened to our business and to be fat, the fact actually this might not be relevant to everybody's business because again, it comes down to what phase of business that you're in. I think it's positive. I think it's, it's a good thing for you to consider your vision, your purpose, your mission, your values as early on as possible in creating any business or brand or whatever it is that you're doing.
Speaker 2: (18:14)
Because it kind of gives you some guidance to, to what you need in, in many different areas of business. For some people that are already running their business to, to, to kind of, to start putting these sorts of things into it now might not be something that they feel, you know, their objective might be let's as make as much money as we possibly can cause we're going to grow as much as we can over this given period of time at this given period of time. Once we've done that and we've got to this certain level, then we need to start considering the structure that I'm going to speak about now but this happened in my business and when we look today at the, the couple of books that I would recommend are, beyond entrepreneurship by Jim Collins, and the Rockefeller habits by Verne Harnish and scaling up by Verne Harnish and traction by what's the guy's name, Gino Wickman all of those books collectively view to read them. You'd have a very good idea of this structure the first place to start is, and this is just my take on things and distilling information. Lots of different areas. But yeah. What's your purpose as a business? Very simply put in one sentence. Why do you exist as a business?
Speaker 3: (19:36)
I say very simply. So this is the cause. I went through a Simon cynics book start with why and I went and bought this course, loved it, absolutely loved it and went through it. And it's kind of challenges your own personal kind of ego as opposed to challenges, your own thoughts about yourself. It changes the way you think about your business and what you want for the business as well. I still felt it, like at the end of that I had a closer vision but I still wouldn't want like that's what it is in one sentence. I, I find it difficult to try and define that. I kind of think about it so much. I'm wondering if it's hindering. It's a big question I'd be questioned because the thing is, is that the, the purpose of your business is never achieved. That's the thing you can ever really achieve. Like the perks of your business if you want, if you wanted to put it in like, Oh, I think it could be achievable. Maybe it's a 25, 30 40 year in, you know, thing. But the purpose of, of our business in our agency is to empower entrepreneurs to build successful businesses. Now that's very broad. Now the reason in an essence is exactly what we do. That is the reason why we do what we do. That is our purpose. But that is, that that cascades a lot, a lot of other things that allow us to be able to do that and also really what our mission is it's kind of like a milestone if you want a three to five year mission of what we need to get to, to know that we're on the right track, I suppose to, to, to, to be able to get to where we need to be.
Speaker 2: (21:25)
And the mission is, a way to be able to define for your team, what, your striving towards. Now, the problem with often a lot of missions and when you talk about a mission statement, the problem is, is that it's different, it's construed wrongly, many different for lots of different people and if I could show you this, we have these up on the wall in our office for each of our different businesses. And, so, for, for our, for our black code remapping business, for example, it's to become the dominant leader in vehicle remapping with, 350 licensees across the U K the UK, Ireland and Europe by 2018. That's our mission statement.
Speaker 3: (22:23)
So, so is your, is your mission statement different to the vision of the business or is it pretty much the same thing?
Speaker 2: (22:28)
Yeah, the vision, the vision essentially is all of these things that I'm talking about together within the vision of the business. There's the purpose. That is, the mission of the business. There is the values and all of this is, is, is combined with them what we would classes, you know, what's your vision, so to speak. So gotcha. Cause that cause it's interesting cause like the first time you, when you talk about empowering entrepreneurs, and, and I remember exactly what you said, but like we empower entrepreneurs is very much customer focused. And then when you talked about the, the vehicle wrapping business that you have, that one was very much for like, here's what we want to achieve as a [inaudible].
Speaker 2: (23:10)
The distinction between them is one is a mission statement and the other one, so the, the purpose. So the purpose in the other business. So I've probably just should've started just something that's together, right. Is to unlock a sorry, is to, is to unleash every vehicle. True potential. That's the purpose of the business.
Speaker 3: (23:32)
Got it. Okay. Cause I can, that's something interesting cause I can almost like visualize that straight away.
Speaker 2: (23:38)
Oh you got it. Yeah, yeah, sure. The marketing agency to empower entrepreneurs to build successful businesses. You know, it's quite broad, you know, and there's nothing wrong with that, but I mean if we, and it's not easy this, you know, it's a big question, because you know, often you don't lift your head above the parapet too often to really think about these things. But when your business, as I mentioned, when your business gets to a certain level, in order to be able to, get everybody on the same page, to hire the right caliber of people, the right profile of people, the right, the people with the right kind of values and the people that are actually going to grow with your business. Because you can leave some people behind. When your business grows quickly, you can actually leave people behind. And, those employees that are wants great and now the not so good because they themselves didn't grow with the business, you know, and so that's a whole different conversation.
Speaker 2: (24:40)
But we have a clear purpose, a mission, and we have our values. And this probably for me is probably one of the hardest, the hardest parts of going through, you know, the strategic planning process and the kind of the vision, of, of, of any business because, values often can mean when you do this within an existing business. As I, as I have done with, with our businesses. And, you sometimes realize the people you've got in the business probably don't have those values. Yeah. And pick up their paycheck and do a good job. Right.
Speaker 2: (25:25)
This is difficult because you will have employees that do, embody those values and really this process of defining those values can be done from the business owner, but that can also be quite dictatorial in some businesses. So the problem is if you've already got a team, you want to include that team, existing team in this process to be able to really understand and get them to understand here, why do we exist? What do we stand for as a business and what do we stand against as a business? And, you know, what are our values, you know, and those values, you know, it could be five, it could be 10 values. People like Zach laughs, people like infusion soft, have a very clear set of values. And those are, those values are what people get hired by. And they're also what people get fired by as well, so you know, if it's, people just don't have alignment with the values, they're just not a good fit with the business, then they're no longer involved with the business or should no longer be involved with the business which probably will not kind of like, what we stand for, what we are against. There's an airline in the U S I forget the name of the airline but the, they were struggling for a long time about that kind of like their values and the business and they were just another airline that people book for and they, so they, they found, they had immediate success, not just with their customers, but also internally. They made much better decisions and the whole business did when they changed their, their values to we are the low cost airline and by saying that they made every decision about everything, the business down to that core statement. So, it was almost like, should we serve peanuts or not? No, because they just cost us money and the flare ups difficult as well as costing money should we put this, the chairs as close as we can together? Yes, we should do that because that means that we can reduce the cost for our customers.
Speaker 3: (27:34)
So everything was based on, the low cost of low cost values basically and it may have made it easy for employees and managers and everybody in her potluck business. So know what decisions to make and how to make it because they had that well, will that reduce costs for our customers? Will that do? And it's just like that's the end goal. It's like if it does that, great. That's the acid lining with the value of the business. And there's another similar scenario. Talk to Matt standing against something like this is what we stand against those, another radio show, that, played a lot of heavy metal and for runs on the promoter. They played heavy metal. They played, rock music. They like the likes of these sorts of bands. They typically listening to, but they didn't really stand out in the marketplace until they said, we stand against.
Speaker 3: (28:22)
And they said, you'll never hear lady Gaga or Justin Bieber on this, on this station. And immediately that their followers and their listeners when kind of like, I don't know how how successful they came off of that, but it was like, it's used as a case that he'd say his by standing against something you find you get a much bigger following. And that's obviously from the followers and the listeners. But I would imagine the same thing from the people that are being hired, the people that are being fired. It's kind of like, it's easy to make a decision, that decision when you say you won't hear these sorts of people in this radio, it's like, okay, cool. I've defined what the business does and what we stand for and why we exist in the first place so I that that's kind of like really interesting to see how you do it as well. I mean like, so how have you, how have you used and how have you found that you've been hiring people and building this kind of like 18 B-team and, and, and what does that look like as you, as you start out?
Speaker 2: (29:11)
It's probably, it's probably worth mentioning that the, after you've kind of sat up, you know, this, and documented, you know what your purpose is, what your mission is, and you know, kind of what your values are, you really don't move forward into, not necessarily. It really becomes a D really down to how you're measuring success then. So, before I kind of Brighton co come in to that, there's, then we need to move from the mission towards planning, actual strategic planning to know that we're moving ourselves towards the, the measurement aspect of moving towards the mission and we do that by defining what our priorities are, what our annual, objectives are. And, those, those annual objectives, obviously Condrey contribute massively towards the mission of the business. Because if the mission is a three year mission and you know, you're talking about annual planning, then you need to know that those priorities that you've set for that year, I'll go into, contribute towards AIDS and measurement mechanisms and know that we're moving myself forward.
Speaker 2: (30:28)
And the way to do that, we do this over a two day period every year in November. So we do ahead of time and we have two days out of the business. We make sure we take us out of, out of, out of our environment, we go somewhere else without saying and we define during that period of time, what our priorities are for that year. And we don't, we make those quite broad and, and we do that so that, it kind of cuts through a lot of crap. You know, we look at the mission, we look at our progress and we consider, you know, what are they, what are the priorities, what is it that we need to really achieve this year and, we, we genuinely only have about five maybe sometimes a little more priorities for that whole year.
Speaker 2: (31:21)
That's it. That's all we have. That once we've defined our annual priorities, we then look at what we call our tops tops, our tactical operational priorities. Now these are quarterly, goals and priorities, that go towards the annual achieving the annual priorities. So I end up breaking it down and saying, right, here's our, here's our top two that you say. And, and those, those tops are again, broken down to be able to achieve the annual, priority. And in what we do is we assign a top owner, you know, somebody who owns that. They are the owner of that, top and then from the tops come the smarts, there's lots of acronyms there. And, if people who've heard about, you know, smart projects, I can't remember it all, a specific measurable, attainable, realistic, timely that we'd go here.
Speaker 2: (32:27)
And those are the projects. And so, you know, what we do is we have these projects that contribute towards achieving the quarterly tops. And then we have our metrics and the metrics are individual. Every employee has three metrics and those metrics contribute towards a, well they don't necessarily contribute towards, but often they are aligned with the smarts and obviously the tops and they also give the business over some understanding of are, is this employee performing of a, and this is on a weekly basis, these, this, these, this is, this is tracked. Usually we do it with a Google spreadsheet. And so, you know, if I'm just going to give you one example, but basically just really off the top of my head, if you're in a membership business for example, or a business that was kind of a subscription and your annual objective was to reduce just this is just general, reduce the churn rate, the negative churn, membership.
Speaker 2: (33:31)
That's it. The priority, the quarterly top might be to increase membership retention by X percentage. Okay. So that's more specific than the, than the goal B. Then the smart light day, right. We need to develop a campaign that we call the confidence campaign. That's an infusion soft campaign that, over the first 30 days of somebody becoming a member, you know, gets them past the first pay point or, for the first three months of membership, we've got multiple vets of direct mail we send out to try and retain them as a member that's a project then, we may have maybe a customer support person, there's one of their metrics. We might have them, have that response time on support tickets when membership has to be within two hours, for example. So you've got the, the, the runway in terms of what's going on daily, you know, it's, this, is this employee contributing towards, you know, is she in lie?
Speaker 2: (34:40)
What's our threshold for support ticket? Two hours is a support. Say, Hey Mary, wet your metric and the one where did you get to today, yeah, good news my average support ticket time is half an hour. And then her second metric might be how many outstanding tickets are there that are open, right? I was handling tickets, and how many. And then the third might be, you know, how many, new member welcome calls, have we done, you know, in line with our sales, this is how many we should do, et cetera, et cetera. And that's all very much off the top of my head, but you can see how that breaks down annually, quarterly and a daily, essentially towards attaining that kind of objective. So, that's really how that works from, from that perspective and this [inaudible] planning process when you go through these two days, it is amazing when you involve your, you've got to bring your kind of executive team together on this, two days of, of really just realigning, in, in doing that.
Speaker 2: (35:47)
And I'll just very briefly talk about what we talk about. The first thing we talk about in those meetings, we do some, we do the annual planning for two days, and then once a quarter we do a one day offsite as well. So we take people off site for one day a quarter, bring the executive team within the same people that we do the annual planning of course but it's only one day. And during that meeting it's really to evaluate those, that, those tops and to really evaluate the performance. So we break it down by, you know, what did we accomplish, you know, what were the lessons that we learned then we do a SWOT analysis on the business. Every single quarter we do this and then we go through the strategic issues that we've got and then we talk about the, the, the quarterly tops.
Speaker 2: (36:32)
So, you know, we'll get clear on what we need to plan for the next quarter. You don't plan all the tops out in advance, you just put in the master each quarter and that way then it just really keeps us aligned with if we need to pivot in a different direction, we can do. So there's a bit of flexibility if we need to employ more people because we've now got more, you know, more sales or, you know, we need more sales. I, we need to employ somebody. You know, it gives you the flexibility to be able to do that the thing that never changes is obviously those are your priorities. So that's the way we do that.
Speaker 3: (37:07)
How'd you, and then I, how deep this goes. Maybe we reserve this for another episode but how do you, based on the processes that happen within the business, you look at it like, right, we're doing this type of project with this client and therefore they follow this procedure and we have people doing that or is it more a case of that needs to be done by this person and there's creativity within that process. Like how much do you make everything a standard operating procedure versus give them role because it's a different type of project than what we used to. But because I know that you do a lot more than we do. Like we just do video advertising. So we've got like a, a flow that just works and we just perfect that flow and we don't go outside of that.
Speaker 3: (37:53)
Or very rarely would go outside of that. And I might go in and consult with the client for a day on some other stuff around their funnel. Perhaps. But it's not a core process that we have. The core is like we create videos, pulse for the clients and then we advertise primarily on YouTube. We do a better Facebook as well and it means that I can kind of like say right that we have all within those like sprints that we have within those moments of site, right? Let's get them up on YouTube for example, here's, we're going to start to begin with, get some early data. Then there's, we do this one next, then we did this one next and it means that like there's a person that would be in charge of each one of those little mini sprints that are part of a bigger game of like, right, you're doing the YouTube app. It's always inside of things and it means we can pull in people and train people very quickly on like once we start getting busier and busier, it's like, right, we need to get another person of this because that's where the bottleneck is right now. Or that's where we see the bottleneck potentially going into next quarter. For example, we bring someone in to train them up and be ready for that time.
Speaker 2: (38:51)
Yeah. I mean, one thing that I would say, I'm glad that you raised it really is something that I'm really big on is, is getting the information passed down. So if somebody wants to, not necessarily just grow themselves but also, demonstrate with evidence that they are, you know, they, a progressive individual that wants to move themselves forward within the organization, they need to pass that information down. Now, if you are an expert, you're somebody that, you know, you are trained so to speak or that is your skill set in one particular area. That's all very well and good. But for business owner, it's also very risky. It also carries a liability because they have their intellectual property, which is, that has, it's actually the businesses. But I mean that's, that's a different conversation. But they, you know, what you need to do is be able to get them to understand that, Hey, look, we're trying to build an organization. That means if you want to continue doing what you're doing for ever and not get paid any more money, which I'm sure you're not gonna be very happy with, then sure you can just like retain, put your arms around everything and just carry on doing what you're doing. Turn up, do your job. I mean, not that we never do that.
Speaker 2: (40:24)
I can guarantee you probably won't behave in six months. So you might be here forever. You think, kinda days we'd have turned up and it'd be a factory worker. Right? But we, we, we definitely are still, and, and this is something we are still trying to create and it takes time, but you know, create the, the, the culture of, you know, distilling information that you have, creating those standard operating practices and documenting what works, and what doesn't work and what to avoid so that then that can be passed on to somebody else, is a, is a really big deal and in some cases, one thing is that we're going to be doing and we found to work well as a bit of an incentive for us to do this even more in our agency is, well, look, you know, we know we're not good fit as an agency to everybody because you know, we serve a particular type of business.
Speaker 2: (41:27)
And that's, that's great. But for the majority of other businesses that are out there, they could profit from our information. So why don't we distill some of that information and make it available to them and in doing so, you know, if somebody wants to set up an automated webinar funnel, a four part video series, a four day cash machine, a block, boom, boomerang, pay any of those sorts of campaigns but can't afford for us to do it for them yet, they're not, you know, a good fit for us. Well, let's kind of create those standard operating practices of how to do all of those things and make them available to other people that are, you know, kind of just in a membership site or something similar to that in a community. And that will give us the incentive to, well, let's make this brain dead simple that somebody with no experience can do this and then we will use that as, you know, our operating practices for bringing on new team members as well. So we're all working off the same thing. And that creates consistency and that creates something that can be measured, as well. So, you know, but we found as well is that when you documented procedure, it means you don't have to hire people based on talent. You can hire them based on that attitude. It means that you kind of like, you hire the right people knowing that they're going to have the walkthrough of like, Hey, we don't mind if it takes you a couple of months to really get this and we're not hiring in someone who really gets this right now. Wouldn't mind waiting for a couple of months for you to really get this because we know that once you've got it, we've got kind of gold dust in you in terms of like, you are a really valuable team member because you're the one who's driving the business forward thinking of new innovative ideas, and, and trying to be like constantly improving the way that the agency runs. And that's been a big part of it for us.
Speaker 3: (43:12)
It's like once we've identified, here's the, what we do, let us know if you can improve it, let us know if you can shortcut this area or make it a better experience for the client or what else can we do to make that process work even better? And it's their ownership of that thing then, but then they've got their vested into it and they're thinking, right, not only do I want to do that, I want to look at this whole big area that we all do. And that's, that's the beauty of it is that they've got the attitude of wanting to improve things.
Speaker 2: (43:41)
We totally agree. We, I'll give you an example. We run, we did a campaign for doing a discovery day in in-person discovery day, for a client. And, our copywriter, he's very, very talented, very good direct response copywriter you know, immediately got to work on creating the copy for the discovery day campaign and the sales page and the silo, the video scripts and everything else. Any case, you know, we've already done that. Like, I don't know, over the years we've run so many discovery days and I documented it page by page you know, email by email exactly what, it looked like it was a completely different industry, completely different industry. And you know, it just really cuts through. And she had a conversation recently, like, you know what, I never write. I would never written that like that, but this performed. Wow. So why would I go in, you know, kind of recreate the wheel when I can just, you know, use the heart rate and, and it, and it worked really well and it also allows that fluidity and speed sometimes as well. I talk a lot about, you know, money's kind of attracted to cert to speed, you know, and you don't know until you get something out there. How is something that's going to work sometimes and when you've got the ability to be able to replicate some things that you've done before, quickly get it documented. Well, I mean we use, I know that you use Google docs a lot a couple of things that are purpose built for processes and procedures where you can add in bad videos and walkthroughs to, to soft, lousy is process street and sweet process.
Speaker 1: (46:59)
Both of those are great. And there's also a WordPress theme called flat base, that can be installed, which acts as almost like an internal Wikipedia so it can be searched and, you know, just like I had somebody yesterday put up some, funny enough, some, some YouTube video ads for us. I didn't do any of it. They just followed the process because it was brain dead brain dead simple stuff same thing for, you know, before we launch a, an infusion soft broadcast, there's a checklist of 12 steps. You know, those 12 steps have been with me for the last 12 years, not quite 12 years now. And it's just like, I just know that if you follow those steps, many gyms, that, that horrible spacing thing that happens with the kid, with the email bill to sometimes and that, you know, sometimes they click a link and it doesn't work or you know, the images don't all have links in the, or, there's not a soft than subscribe. And that's not an, that's not written in a certain way. Is that all chat? You know, just like a preflight checklist, great way to, to, to, think about it. So it works and it can be improved and it can be measured. So that's what we, that's what we can ask for. Right.
Speaker 2: (47:40)
Cool. Okay. So let's wrap this up then. In terms of what we've discussed in this call, we talked about, the first hire being that assistant just to help you out, and try and take up some of the tasks, more time consuming to free up your day basically. Then as you build, you would say build it in a way where, you almost like build it so it almost could be done in a franchise way. So it's like there's processes when the, in the business, people know what they're doing, they can follow along and there's a kind of consistency across that. And it means that you can plug people into Def certain areas. Many you don't necessarily to hire talent. You can people with the right attitude and also who develop those processes as well as, as you go and it's a case of just like, well, for me it's been very much like plug the gaps.
Speaker 2: (48:09)
Like once we've realized that that system now is a systemized process, systemized, it's like, right, we can find someone to do that, who's probably better than I am at doing that we've definitely done that in the business. We've hired people that are much better than what I do and as a result of that, like is there kind of like, and then obviously we talked about those I love the idea of like having the annual goal, having the other tops and then having the smart sons meet that as well. I love that idea I'm gonna definitely listen to that again, the answer in terms of that organization and getting people to contribute and people kind of own those goals as well. Own those, processes there is there anything else that's kind of as a, as a parting or a summary I suppose for what we've spoken about here, what would you say is the biggest takeaway or what someone should be like focusing on? If they're listening in, if you were looking to grow and scale your business and that includes obviously hiring and growing your team you really need to get player on your, on your vision, because you will get to a point where, people that are coming to you for, for jobs, talent, they are going to be attracted to you, because they believe in what you stand for. And they believe that they want to be part of something. They want to be part of something that they can contribute towards that's going to have an impact on the world or whatever it may day and that comes across in the job specifications that comes across in the, you know, who we are and what, you know, who is your business, what do we do because the best people are going to, you know, the best players can get a job anywhere.
Speaker 1: (49:57)
Yeah they can see that there's effect, with, with your business because there has to be that fit. I mean it is a two way street and I think what we'll talk about in another episode is how do you make sure that you're hiring a players, which we can go through and talk you through the different steps of doing that but I think just really good idea. Just elevate yourself, consider what you stand for, what's your purpose, what's your mission, even if you have to recalibrate that, get really super clear on, you know, where you're heading over the next year and that makes things a whole easier for you when it comes to hiring staff as well and managing staff when it comes to that values so that you know what you're hiring for, who you're hiring, and also who you firing as well.
Speaker 2: (50:40)
Oh, they as always, very, very interesting. I'm going to be going back and listening to this again but thanks very much buddy. Thanks. Cheers.