Allison Maslan breaks down the four superpowers framework for building a business: marketing, sales, operations, and revenue streams. She shows how to delegate each area to the right leader and move yourself into a CEO role instead of doing everything yourself.
The next one is the four superpowers, which I think is my favorite tool because our intention in Pinnacle is to help them build a team managed company. And I have sat down with companies that are at the $50 million level and they have so appreciated this process. I just taught this at the, I did two speaking engagements at WPO and one of them was centered just around this and we actually did a breakout around it and everything and it was very powerful. So it's the four Superpowers. So I want to show you because usually you guys are not in the room when I'm actually teaching this. So it's very, very simple. The four superpowers means four leaders that are running the main quadrants of your company. And the idea came from this, honestly from me, stressed out at three in the morning trying to think of all the different departments and ripping my hair out thinking of finance and legal and systems and you know, marketing and all that. So just dividing the company into these four quadrants and it's how I see our business here. So marketing, anything that's driving traffic to the company. Sales is conversion. And you know, a lot of companies link put marketing and sales in one department and they're not, they are interrelated. They should be on they, you know, like Tasha and Walt, they're meeting a lot, but they're very different departments. One is attracting traffic, one is closing. But they obviously need to be speaking to the same avatar. Operations is team finance, Legal systems and process and tech. Anything that is behind the scenes making the company run and then the revenue stream is what is it that you sell? So for us it's mentoring, right? So, so you'll, you will have the leaders in those different departments. So when you look at the business. So then I, what I do is when I'm teaching this is to say, okay, I want you to think of your business in these four quadrants and the state of these four quadrants. And if you were to leave your company for 30 days, which ones would be going strong and which ones would be tanking? Right? And then I say, you know, how many of these quadrants do you have your hands in right now? And most of them say four. Some of them will say two if they're, you know, a little further along. But a lot of them will even, you know, even many of our scales will say four. And then I say, well, no wonder you're overwhelmed. And so then I asked them, you know, if you had, if you could pick one, if you could pick one quadrant that was your superpower that lifted you up, that excited you, that you could do it all day and you don't get tired. So you're good at all the things, but that's not your genius. You do it because you have to. But what if you picked what you just really loved? And so I have them share. They raise their hand. Some are operations, some are sales. A lot of them are revenue streams because they're creatives. And, and so. And then I say, okay, then what you want to do is you pick one, you own that one, and then you pick three other superpowers to run the other three quadrants. Now, it may take you two years to get there or three years to get there. And do not go hire all these people at once. Now, I've had a few pins tell me that they went and did that. Like, no, that's not what we're asking you to do. We're just wanting you to look at ultimately having. If you have someone that is a genius in marketing, a genius in sales, like, can you imagine what that department would run? Like, if that's what they live and breathe and eat, you know, like, they love it so much that that's their. They're running that and they have a team that's working with them. Right? So some of your pins have these people on the team, and some of them don't. So it's, you know, you can build it from within, and they can grow. I, you know, kind of. We're. We're bring. We've been now at a point where we're bringing people in at that higher level that have already built a company to the level that, that we want to go. But the. These people need to be people that can cast a vision. They're visionaries themselves. You never have to wonder what they're doing. They usually hit the ground running within 30 days or less. Like, they, they just know their stuff, and so they pay for themselves quickly. You know, they, they. They should be really growing the department. So then once you've got those people, then you replace you. Then you replace you. And obviously there's higher, slowly fire fast if it's not working out. But even if it doesn't, you learn what you really need. But the last part is you replace you and then you move into visionary stuff, CEO role. And, you know, I think some of our pens are afraid to do that because they feel like, this is my baby. I don't want to not be working in the business. That's a whole other conversation because it's about creating a new identity for themselves within the company. And you all know what I'm talking about for those of you that have transitioned from your roles in businesses. So anyway, that really is it. And I would go through that with all your pins because even if you've done it before, you need to look at it again because there's something in the brain with those four. Four. Let me just do this one piece here because I want to show you one other thing. When you can look at this like this and see your business this way, you know this is not complex. Obviously for some of you, you might feel like it's too simple. But all I hear from the pens is thank you for making this simple. Because it's. I've been living in complex forever. And we just presented this to some very high level women CEOs and they love this. So, you know, it just helps them to make sense, you know. So anyway, they're, they're often have a lot of people, but they're not really leaders or have been designated as that. We see that obviously when we're getting into scale team. The other thing that you can do with this, which I do and actually Mike got me to do and I still do it, is when I'm feeling overwhelmed, I will write down everything that I'm doing in each of those quadrants still. Everything that I'm still doing in sales, everything I'm still doing in marketing, operations, revenues, whatever it is, I just brain dump it and I look at how do I get this off my plate, who am I going to delegate it to or whatever. And so that's what I'm constantly doing now. And this is a tool that you can use for that. It is a great tool for that because it's visual.
