- Leadership is such a big topic.
I could probably spend days and weeks
in talking about leadership
and myself, I'm learning how to become
a better leader all the time.
(upbeat music)
- Now, when it comes to managing people,
one thing I've learned is, people are not manageable.
You cannot actually manage people.
It is much better off to create systems
so people manage themselves.
In other words, instead of
quote unquote micromanaging people,
where you are babysitting them all the time,
you're handholding them all the time,
it's exhausting and you will not
be able to do that as your company grows,
when you have so many people on your team, right?
So, instead of doing that, creating structure,
creating systems where you...
You painting a picture, you create that yellow brick wall.
This is the path I want you to walk on.
Your job as a leader is to show them
what would it take for them to be successful,
however they define it.
It could be financial terms,
it could be in terms of status,
in terms of the role within a company.
Whatever their goals are, if that person
is the right person, your job is to show them,
okay, this is yellow brick road,
this is what you need to do to be successful
and your job as a leader is to coach them
to be successful and walk on this path
so they don't deviate from that.
That if you follow this path, yes,
you're gonna get to the goal that you want.
So if people are not manageable,
manage system, manage the compensation,
manage your infrastructure,
and then you just need to find the right people,
the right people to put them in place.
I find that if you find the right people,
very often, they would...
find the right thing for themselves within the company.
It's not so much set in stone,
oh this is your position that I hired you for
and then later on, you can see,
oh maybe he or she has got other talents.
She could be here too or she could be there too.
So it's not so restricted.
So within my company, you can have someone
starting in a very junior position,
like I'm talking super, super junior,
and they could move up to a very, pretty high position
because depends on the talent, depends on what they do,
depends on their work ethics, they could grow.
So I don't pigeonhole my team members.
No, I hire for this,
this is only all you're gonna do for me, no.
If they've got talents,
because people change, people evolve.
Just like myself, people develop.
That's what I'm talking about.
And I always communicate to all my team members,
the three things that I look for as the CEO,
as a leader of the company, everybody knows this,
I wanna teach this to you.
The three things are:
number one, loyalty, loyalty.
Are they loyal to the company?
Are they loyal to me, to the leader?
Are they loyal to the brand?
Are they loyal to the customers?
Loyalty.
I don't care how talented they are,
I don't care how good their resume is,
I don't how smart they are, if they are not loyal,
that person you cannot have long term in your company,
because loyalty, they're gonna stab your back,
they're gonna go work for your competitors,
gonna steal your customers.
All these things, if they have no loyalty,
it doesn't matter how talented they are.
So number one, what I look for is loyalty,
absolute loyalty, right?
Number two, what I look for is harmony,
meaning are they lone wolf?
Do they work well with other team members?
Do they gel with other team members?
The chemistry.
Again, if they have great talents,
they are very good at what they do, they're A players,
however, if they don't work well
with other people on the team,
that's not gonna work, that's not gonna last, right?
If they're gonna be lone wolf, that just doesn't work
in my organization, at least, alright?
So harmony, it's very, very critical.
Doesn't mean they have to like everybody.
Doesn't mean they all have to hang out at a barbecue.
Doesn't mean that.
But during work environment and work time,
they have to be able to get along with other people
and accomplish certain tasks.
So that's very critical.
Number three what I look for is results.
Do they have the abilities, do they have the capacities,
do they have expderience to perform the task
at a high level?
Can they produce results?
Not talk about results.
Can they produce results on a consistent basis?
'Cause sometimes you hire people,
they may be able to perform results in the beginning,
but they're not consistent.
Or sometimes, you bring them in
for a certain job, for a certain task,,
you notice after maybe one, two, three years,
the job has outgrown that person.
They could produce results before,
but they can no longer produce results right now.
Now here's what happens.
Loyalty, harmony, and results.
If you have someone that is phenomenal at producing results,
but they are not loyal,
they don't work well with other people on your team,
those people, what I would usually do
is I would hire them as contractors.
They are the outside consultants, right.
They are the independent contractors.
I hire them because they're very good at what they do,
to accomplish a certain task, a project,
and that's it, right?
They're not working within my company
and they'll never rise up
to those key positions, those leadership positions,
so there you go.
If they actually, they're very loyal
and they work well with other team members,
but in the results area, they are okay,
they're not like super, super results driven,
but they work well with other people,
they're very loyal to me, to my brand, to my organization,
I have a place for them.
They would probably work in customer service,
they'll work in support, they will work in accounting,
that's perfectly fine, 'cause then I can trust them, right?
And that's okay, we need those people, as well.
If they are not loyal, but they could produce results,
they could work well with other people,
we've got a problem, we've got a problem,
because it doesn't matter, again, if they have results,
but they work with other people,
means they're good, they have good people skills,
but they're not loyal to me,
that person, doesn't matter how good they are,
I would keep them in a kind of
let's say middle management, director level, okay?
They might lead a little team,
but I will never promote them to the top,
because loyalty is a problem, right?
Turns out we're gonna work together for
six months, a year, two years, three years,
they're gonna jump ship, work for somebody else.
So I don't want to promote that person interally
to such a leadership position.
On the other hand, if someone who is loyal,
someone who works well with other people,
who could produce results, who are lifelong learners,
then it doesn't matter where
they came in within the organization,
I could promote them to the top.
Given time, they would hold
an executive position in my company,
because of that.
It doesn't matter their background,
it doesn't even matter their age, doesn't matter to me.
If they have all these three things,
yes, they would be the key, key people
within my organization, my global organization.
That's what I'm talking about.
So those three things.
So when you're hiring, when you're leading people,
ask yourself these questions.
Think about, hmm, where are my people at.
Now, if you have some people where
that you know they're not fucking loyal,
they don't work well with other people,
and they don't produce results for you,
guess what you should do.
You should fucking fire them.
Why do you even have them in the first place?
What is going on here, right?
You don't even want them in your organization.
So ponder on that,
think about how you can become a better leader
and how you can manage people.
If you wanna know more about leadership
and managing and hiring people, comment below.
I can do more videos on these topics.
It's such a vast topic that I can spend,
I can spend months and years talking about this, right,
'cause people are complex, people are complicated,
business is simple.
That's one thing I've learned my mentor.
He said to me, Dan, many years ago,
business is simple, people are complicated.
Until next time, I'll see you, my family