This week’s question from our portal “Ask Us Anything” comes
Our team achieved incredible growth, but for the last two years, we’ve been flat, and Q1 is starting similarly. I’m trying to transition from an owner-centric business where everything runs through me to a more systematized operation. I think part of our plateau is my uncertainty about what to delegate and how. My team doesn’t seem to have the same level of urgency or belief that I do.
When the market was hot, most people could be great recruiters, but now that it’s tightened, you need more belief and determination. How do I scale while building teams that aren’t exactly like me? Is it even right to expect them to have my level of commitment when it’s not their business?
This is a common challenge when transitioning from a founder-driven to a systems-driven organization, but there’s something crucial that most business books miss: it’s not just about skills and systems – it’s about belief and vision.
When you bring people into your business, you need to share your vision in a way that inspires them to buy in at a level where they’re willing to do whatever is necessary for its accomplishment.
Think about Henry Ford when he wanted to cast the V8 engine in a single block of iron. Despite only having a fourth-grade education, he insisted to his scientists that it was possible, even when they all said it wasn’t. For two years, he kept pushing them back to the drawing board, refusing to accept “impossible” as an answer.Â
This is the level of belief and determination you need to instill in your team. You can’t just expect them to have it – you have to cultivate it systematically. Start incorporating mindset training into your regular team meetings.Â
My suggestion? Have everyone read and discuss materials that build belief and take ownership.Â
When you hear limiting language from your team, use these shared resources to redirect their thinking. Remember, your team is dealing with daily data and facts – they need your vision and belief to transcend those limitations. Create an environment where belief and expectation are part of your culture, not just metrics and procedures.
