DLS 71 | How To Manage People

 

Do you want to manage people and be a better leader? It starts with identifying the three traits to look for in your team. What are they? Listen to this episode and find out. You’ll discover how to manage people and be a better leader.

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How To Manage People, NOT Control Them, For Peak Performance And Productivity To Be A Better Empowered Leader

Leadership is such a big topic. I could spend days and weeks talking about leadership. I’m learning how to become a better leader all the time. When it comes to managing people, one thing I’ve learned is people are not manageable. You cannot manage people. It is much better off to create systems so people manage themselves. Instead of micromanaging people where you are babysitting them all the time or you all are handholding them all the time, it’s exhausting and you will not be able to do that as your company grows because there are so many people on your team. Instead of doing that, create a structure or create a system where you paint a picture and you create that yellow brick road, “This is the path I want you to walk on.” Your job as a leader is to show them what it would take for them to be successful however they define it. It could be financial terms, it could be in terms of status or in terms of the role within the company. Whatever their goals are, if that person is the right person, your job is to show them, “This is the yellow brick road. This is what you need to do to be successful.” Your job as a leader is to coach them to be successful and walk on this path so they don’t deviate from that. If you follow this path, you’re going to get to the goal that you want.

If people are not manageable, manage the system. Click To Tweet

If people are not manageable, manage the system, manage the compensation, manage your infrastructure and you need to find the right people to put them in place. If you find the right people, they would find the right thing for themselves within the company. It’s not so much set in stone like, “This is the position that I hired you for.” Later on, you can see, “Maybe he or she’s got other talents. She could be here too or she could be there too.” It’s not so restricted. Within my company, you can have someone starting in a very junior position. They could move up to a very pretty high position because it depends on the talent, it depends on what they do, and it depends on their work ethics. They could grow. I don’t pigeonhole my team members, “I hire for this. This is only all you’re going to do for me.” No, people change and people evolve just like me. People develop and that’s what I’m talking about. I always communicate to all my team members the three things that I look for as the CEO and as the leader of the company. Everybody knows this. I want to teach this to you.

Number one, 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? I don’t care how talented they are. I don’t care how good their résumé is. I don’t care how smart they are. If they are not loyal, that person cannot have long-term in your company because they’re going to stab your back. They’re going to go work for your competitors and they’re going to steal your customers. If they’ve got no loyalty, it doesn’t matter how talented they are. What I look for is loyalty. Number two that I look for is harmony. Are they lone wolf? Do they work well with other team members? Do they gel with other team members? It’s the chemistry. If they have great talents or they’re very good at what they do and they are the A players, however, if they don’t work well with other people on the team, that’s not going to work. That’s not going to last. If they’re going to be a lone wolf, that doesn’t work in my organization at least. Harmony is very critical. It doesn’t mean that you have to like everybody. It doesn’t mean they all have to hang out at a barbecue. It doesn’t mean that but during work environment and work time, they have to be able to get along with other people and accomplish a certain task. That’s very critical.

DLS 71 | How To Manage People

How To Manage People: People are complex and complicated, but business is simple.

 

Number three that I look for is results. Do they have the abilities? Do they have the capacities? Do they have the experience to perform the task at a high level? Can they produce results? Can they produce results on a consistent basis? Sometimes you hire people and they may be able to perform results in the beginning but they’re not consistent. Sometimes you bring them in for a certain job or a certain task and you notice after maybe one, two, or three years, the job has outgrown that person. They could produce results before, but they can no longer produce result right now. Here’s what happens. Loyalty, harmony, and results. If you have someone that is phenomenal at producing results, but they are not loyal and they don’t work well with other people on your team, what I would usually do is I would hide them as contractors. They are the outside consultants. They are independent contractors.

I’ll hire them because they’re very good at what they do. They accomplish a certain task or project and that’s it. They’re not working within my company and they’ll never rise up to those key positions and those leadership positions. If they’re very loyal and they work well with other team members but in the results area, they are okay. If they’re not super results-driven but they work well with other people, they’re very loyal to me and to my brand and organization, I have a place for them. They would work in customer service. They’ll work in support. They’ll work in accounting. That’s perfectly fine because then I can trust them. That’s okay. We need those people as well. If they are not loyal but they could produce results and they could work well with other people, we’ve got a problem because it doesn’t matter. If they have results and they work with other people, it means that they have good people skills, but they’re not loyal to me. It doesn’t matter how good they are, I would keep them in a middle management director level. They might lead a little team, but I will never promote them to the top because loyalty is a problem.

If you find the right people, they would find the right thing for themselves within the company. Click To Tweet

Chances are they’re going to work together for six months, a year, two years or three years and they’re going to jump ship and work for somebody else. I don’t want to promote that person internally to such leadership positions. On the other hand, if someone who is loyal and someone who works well with other people who could produce results, who are lifelong learners, then it doesn’t matter where they came 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 what their background is, it doesn’t even matter what their age is. It doesn’t matter to me. If they have all these three things, they would be the key people within my global organization. That’s what I’m talking about. It’s those three things.

When you’re hiring or when you’re leading people, ask yourself these questions. Think about, “Where are my people at?” If you have some people where you know they’re not loyal and don’t work well with other people and don’t produce results for you, you should fire them. Why do you even have them in the first place? What is going on here? You don’t even want them in your organization. Ponder on that and think about how you can become a better leader and how you can manage people. If you want to know more about leadership, managing, and hiring people on these topics, this is such a vast topic that I could spend months and years talking about. People are complex and people are complicated, but the business is simple. That’s the one thing I’ve learned with my mentor. He said to me, “Dan, business is simple and people are complicated.” Until next time.