The real secrets to make the team and the dream work are intellectual intimacy, communication, and transparency.
Communication with Transparency
Somehow we thought that somebody who was going to come and save us, We thought that somebody else knew better than us. We thought that I could just ignore something that we didn’t want to deal with and that it would somehow work itself out because somebody else would come in and take care of it. The second part of it is, I went in the completely opposite direction and thought that I had to do everything myself. And then it was all on me and that I couldn’t count on anybody for anything. And it was just completely my responsibility, everything. So what I’m learning, how to do is find that balance in between it to be able to lean on the team, empower the team, support the team, to take on the things that that they are specially Wired to do better than me. But then also to be able to like, keep my pulse on everything and kind of understand where everything’s at. It’s not my responsibility to do. It’s just my responsibility to be aware of the doing of it so that I know what’s actually happening. So I’m playing that balancing game.
It starts with communication. We’ve got a team. I know not everybody has a team, but what everybody has is resources around them. We need to take a moment to look down and see the pot of gold that’s in front of us or around us or one ask away.
What it really starts with is first I had to like take inventory of what do we have around us? Who are the amazing people that are here on our team? What are the things that they love to do that they’re really good at doing? And then having conversations with everybody, getting to know the people on our team. We have a VA and I know a lot of people who hire VAs and they’re just like, Oh, I just shoot an email to my VA every once in a while.
And then they just go do the thing. But we literally jump on a video call with our VA every week to check in, how’s it going? What’s your bandwidth? What are you liking? What are you loving? What are you not liking? What’s keeping you stuck? What’s what are you driving forward? And just really staying like current state with them, showing them that we’re here to support, but then also making sure that he understands this is his own, and this is your realm, dude. This is your thing, you get to build the process, you get to own the process. It doesn’t really matter if you do it as long as it gets done. If that makes sense, build the process so that somebody else can do it. And then you can be, you can move yourself up to be a manager of that process, but it’s your job to own it and make sure it gets done. So just very strongly like taking inventory of what are the resources we have around us. And that’s usually people relationships, and then empowering those people, communicating with them and empowering them to find out what is the job they can do better than anybody else. And what do they need in order to do that and making sure that they understand that it’s theirs. And then from there it’s just weekly communication. Like we are very clear on what our projects are. We understand each person’s role is on the team. And we understand what each person’s responsible for throughout the completion of that project.
Basically be aware and then communicate with those around you. Like you find strengths, you lean into your community, you lean into your other team members. You find a solution and realize that if it’s not your superpower or your QBR, then you have to find a solution and protect yours, and then you communicate effectively and you empower everybody else to own it so that you’re not micromanaging or being a part of it. And a really important thing is whenever I realize there’s something that needs to be done. I don’t just jump on the grenade. I let everybody know that, Hey, there’s this thing that needs to be done. I’ll send it in a group. Chat to the whole team. There’s this thing that needs to be done. And inevitably the right person jumps up and says, I got it. We communicate. Every day, we all jump in and support each other. We all say yes to each other, but we also say no to each other and we keep each other in our lanes and in our strengths.
Follow your Guts & Intellectual intimacy
So I have this like unique perspective where right now I am in both worlds. Like I see the corporate side and then I’m also like over here building out something that’s never been built before and. The parallels are nothing. You can transplant like the information that I’ve, that’s helped me in the corporate world and I can apply it to business. But just the fundamentals of it all, like in the corporate side, like there is a path like there is on a sheet of paper. You can point to it if I’m here for so long, then by this amount of time, I should be at this level and have this title. Like we have an actual piece of paper that has all that laid out. But from the entrepreneur’s side that doesn’t exist. There’s no way, realistically, you can even project out five years and say, okay, in five years this is exactly where I’m going to be at because one of the beauties is we don’t know, and we get to make it up along the way. And so that’s what drew me.
I think that’s more important than everything and the way that we all communicate, I feel is the secret. And it’s a long game. Building something the right way, takes a long time, building a team and cohesiveness and finding the plays and making sure every teammate is recovered and cared for and new nutrition and, stretched and, proactively done. And all of those things takes time. Take into account everything. How we show up in our success is really knowing when to push each other and then when to just let each other go. When we have to support each other when it’s time to go sprint full on do a full on sprint. Versus when we know it’s a marathon. And communication has to be like the secret sauce behind all this wherever that happens, Slack DMS, it doesn’t really matter.
Building on that transparency plays a really big part in this as well. And then in communication is everything. And within communication, transparency has to be there. We have to know where we’re each of us. What’s our bandwidth? What’s our emotional state? What’s or are we good to go run another lap? Are we good to do we need to sit for a second, catch our breath? Do we need support? We’re just very open with each other. We don’t sugar coat things. Just to be super transparent. Like you can’t hide things from each other. one more thing that’s really important is when your team is as close as our team is like we’re teammates, professionally, we’re family, we’re blood brothers, we’re friends. There’s a lot of different hats that we wear with each other. We’re mentors to each other. We’re coaches to each other. And I think its one thing that we do really is we pre-frame a conversation. And we’ll literally say Hey, take the work tech, head off for a second and put on the friend hat. I just need somebody to listen to. I don’t need you to say anything.
Can you just listen to me? And it’s okay, cool work hats off. You’re coming to the front, hit the friend hat looks a little cooler. And we listened to each other, and we were able to adapt to it and we’re able to put something off to the side to be there for our friend. We’re able to put something off to the side, to be there for our brother.
And then once we tackle that and we’ve dealt with it and we’ve sat with it and we felt it and we’ve got awareness, then it’s okay, so what do we need to do now? What’s that next step we can take to put us back on the path or to continue down the path that we never even stepped off?
None of us measure our value in the relationship with each other, based on the results that we produce, we measure it based on the person that’s giving the input into the result. And we go to the teammate, not to the result of the play. And I feel I have this really interesting perspective with our team, but then me also going into other companies and being with their teams and seeing how teams are done on the other side. And I feel like a lot of what happens in companies, what gets in the way of a team success is the fear of the hammer. If I don’t do it right, or if it’s missed or that pressure, it pulls them out of their actual superpower. Intellectual intimacy with each other, then. We’re good. There’s no Oh, if it works or doesn’t work you’re out, or if you do this or do this, if we’re open with each other, if we’re honest with each other and we all self-managed, but hold each other accountable, like we can recreate any result.
We can come together as a team. We can pick up the play, run defense, get the ball back and go do it again. But we can never do that if we’re keeping tally or judging each other on the plays on this marathon. We all get to where we are because we push each other and we pull each other and we lead each other to our edge. And I can’t find one successful company whose culture is toxic or, as cause team members don’t like each other or there’s nepotism or undercutting or anything, like it really comes down to the human side of it.