5 • 2K Ratings
🗓️ 31 March 2022
⏱️ 88 minutes
🧾️ Download transcript
Being the boss, calling the shots, and being responsible for other people is a tall task.
Finding the right people to be valuable, contributing, and forward-thinking members of your team is essential to your business health. Perhaps even more difficult is the process of parting ways with those members when time calls for it. In this episode we discuss :
- Assessing the value of teammates and services in a company ; being honest about the strengths and weaknesses of those you responsible for.
- Humans As Gatekeepers : the truth behind relationships and how organic connections move us forward.
- Having a Buffer as a CEO : The process of letting someone go as the leader .
- The second chair position : why the individual second to the person in charge is perhaps the most valuable position.
- Qualifying questions: navigating through processes, expectations, and desired outcomes by asking the right questions.
- The power of S.O.P.’s: why they are needed to scale, simply, and be effective at tasks in a business.
and so much more!
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0:00.0 | Everybody that want to be a boss, just think about it for a second, just reconsider. |
0:08.3 | You know what I mean? Because you can make a lot of money by being valuable inside an organization. |
0:13.9 | And once you become a person that a company cannot operate without, |
0:21.6 | you can one, the automatically give you more or two, you can demand more because |
0:27.4 | it will kill them if you leave. But if you're just like, if I came into a company as an employee |
0:35.8 | right now, I'm just going to get in there and I'm going to treat it like it's my company, |
0:40.3 | I'm going to add a major value. And eventually you never know, you can work out equities, |
0:45.0 | some stuff like that. But to be responsible for a company as a whole, it's a lot. |
0:52.0 | Mostly, I just never understand it. It's never understand it. |
0:54.8 | You know, what's interesting is my operations manager experienced that very same thing. |
1:00.9 | Like I trained and developed him. He made, I think, 220 his first year or 100 his second year, |
1:07.8 | 1000. And he came and said, Donnie, I am just not ready for this. Like managing my own company, |
1:16.0 | the ins and outs, staff, team, all of this stuff every single day. I believe that I will be more |
1:21.6 | impactful. And I'm not paying them 400,000. I'm not I'm not paying them that took a major pay |
1:28.8 | cut because he felt like I could be a whole lot more valuable and feeling the feeling of fulfillment. |
1:36.2 | Sometimes people just want to hit a goal and prove like, I did it, I can do it, right? I don't |
1:41.5 | have to keep doing this. But for him, the more important thing was feeling fulfilled. And like, |
1:47.3 | like he is working on a vision bigger than his own. And so he brings tremendous value to my team. |
1:55.9 | But he was a person who was qualified to be an entrepreneur. Everybody isn't made to sit in the |
2:01.4 | first chair. Yeah, three, two, one. You're listening to The Real Social Proof Podcast with Mr. |
2:11.7 | Sleeves for suckers themselves. David Shand. Let's get it. Welcome to another edition of |
2:17.7 | The Social Proof Podcast. Donnie is fucking crazy as usual right now. Y'all should really hear |
... |
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