A lot of clients have really, really high expectations for support team members.

And let me finish, because that sounds good to start.

But a lot of them sometimes expect their support team members to be as invested in their business as they are.

And I'm like, this is a three hour a week contractor.

They have their own business.

Like, you don't even want to hire them as an employee, pay them benefits, give them a computer

to do their work. You're not investing in them. So it's not really fair to expect them to

give 100% to your business. Should they do their job? Yep. Should they own their role? Shoot for the stars. Like,

do the best job they can. A thousand percent. But they're running their own business. Their

dream is not yours. As I've grown here in my business as the CEO, as the leader of my business, one of the big a haas that happened a few years ago was when I shifted from being that task assigner, if you will, to people on my team, to assigning ownership,

assigning ownership of results, right? And so there's different roles in your business,

obviously, they're responsible for different things. So you can't grow your business if

all you're doing is assigning tasks, assigning tasks, right? You have to be

able to assign ownership of a specific result or results to people on your team. And so with that

comes, you should be having success metrics or KPIs, key performance indicators for the roles in

your business.

When that role is tied to like revenue, for example, maybe it's like a sales role or a

marketing role or whatever it might be that is easily trackable to revenue, well, then those

success metrics are really easy to come up with.

But what kind of success metrics do we assign to our support roles?

You know, roles on our team that aren't as easily attributable to revenue or profit or what have you, right?

And so that's where we're talking about here today on the podcast.

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