Building a team, and building it correctly feels like a lot of pressure, doesn’t it?  Business owners’ time is limited enough as it is - they need help (and probably NOW), but getting it wrong could result in more wasted resources than is acceptable.

As we have assisted clients in building their teams and worked on building our own, I’ve learned a few important lessons that I’d like to share with you here.  Perhaps it will be beneficial as you give it a go, whether it’s your first attempt at team building or your tenth.

1. Hiring Is a Project

We’ve probably all experienced something similar to the following story: it is discovered that a “friend of a friend/family member/friend’s brother” is looking for work at the exact time we need someone.  Perhaps they aren’t exactly a PERFECT fit “on paper,” but everyone is optimistic they can learn/we can teach them/big things are going to happen.  So, a “go” is made, and usually falls apart when it’s discovered this well-intended but ill-fitting individual is under-qualified for the position and/or we are ill-prepared to teach them, and time has been wasted all around.

Now, a bad hiring decision can happen to the best of us, but let's get honest here: we were trying to shortcut the process.  We let wishful thinking get in the way of “doing the work” in building a team of qualified and focused individuals.  Why would we do that?  Because hiring is a project, and likely a project that most of us aren’t super familiar or comfortable with.  So we get lazy and suddenly very superstitious.  Am I right?

Designing, attracting, selecting, negotiating, and onboarding a new team member is no walk in the park.  When done properly, it requires deliberate thought and energy - especially the first time.  The good news is that once we’ve gone through the paces once or twice, a template can be developed which will make each subsequent hiring process move more smoothly & efficiently.

2. Everyone Needs a Blueprint

We understand that for our crew to successfully complete a roof installation they must not only have the right materials, but also a solid plan to execute, right?  The same is true for any other member of your team.  If you’re hiring, YOU need to know these answers before the posting is published:

• What will their day look like?

• What tasks will be their responsibility?

• Who will rely on this person, and how?

• How can you rely on this person?

• What will they need from you?

• What will be the preferred method of communication?

• Who does this person report to?  Does anyone report to them?

• Do boundaries need to be communicated?

• What processes & procedures will this person execute?  How will they execute it?  Who benefits from these processes & procedures? 

• Who will train this individual?  When will they train this individual?  Can any of this be automated?

• How will this employee be paid?  Hourly?  Salary?  If hourly, how will time be tracked?  Who will approve it?  When does this approval need to happen?

• How will they know they’re successful after the first week?  The first month?  The first 90 days?

These questions need to be thought through and answered BEFORE posting the job opportunity.  The more you can document expectations, the better you can communicate them to your growing team. This is helpful not just for the new hire specifically, but it also helps the rest of your team understand how this new position improves their own role and how they can support each other as a team.

3. Leadership Tasks Cannot Be Ignored

We cannot “set it and forget it” in terms of leadership in our businesses.  Whether we are being intentional about it or not, we are ALWAYS leading.  The question is, where?  You are always communicating.  The question is, what?

Something I remind myself and our clients somewhat frequently is “every new level of business will require a different version of us.” Nothing will slap this reality in your face quite like growing a team.  Suddenly there are additional people to feel responsible for, so many questions, and an increase in communicating, meetings and training considerations, not to mention the cost, etc.  A good leader needs to not only be prepared for all the questions, thoughts, and planning mentioned above, but also prepare mentally for the shift in duties, tasks, communication protocols, etc.

If you thought maintaining and growing a business was hard when you were running solo, buckle up!  You are about to be tested.  I recommend continual personal growth to every business owner, but ESPECIALLY leaders of teams.

Teams require patience, guidance, accountability, communication, and direction.  They need a leader to ensure their effort is channeled properly and efficiently.  This cannot be ignored if a successful and scalable company is on the agenda.

Ultimately, growing your staff/team/community of effort requires a lot of thought and hopefully you have someone to collaborate with as you sift through the questions surrounding every position.  It can be done alone, but as with most things, two heads are better than one.  If the Bean Countery can be of assistance as you nail down specifics, please let us know.

In the meantime, here is a reading list we recommend in terms of Leadership and Team Building:

• “How Leaders Can Strengthen Their Organization’s Culture” by Tim Burningham

• “Systemology” by David Jenyns

• “From Expert to Executive: Mastering the SOP’s of Leadership” by Edward E Tyson

• “Clock Work” by Mike Michalowicz

• “The Book on Leadership” by John MacArthur