Cameron Herold and other speakers share tactics for building strong teams: test learning with pre-tests, post-tests, and retention checks six weeks later; structure leadership training around 12 core modules like coaching and delegation; use 30-day improvement plans instead of 90-day ones; start one-on-ones by checking in on employee wellness; and try a "101 things" bucket-list exercise to align personal goals with work.
Questions this video answers
About six weeks or two months after training.
12 core modules.
30 days with proximal goals (he dislikes 90-day plans).
Shadowing: have the person read your emails, listen to your calls, sit in meetings (ride shotgun).
Have each employee spend 20 minutes writing a list of 101 things they want to do/experience (a bucket-list) and share it with the team.
Chapters
One of the core things that a.
Company misses when they're actually training or trying to grow their employees or growing their managers is they forget to check to see if the student learned. So when I create course content as an example with my Invest in your.
Leaders course, they do a pre test.
To show that they don't know the content, but then they learn the content, they watch the videos, they read the information, then right afterwards they do a post test to show that they learned the information. Most companies don't do a post test to show the student that they learned, to give them the confidence and, and.
Also to check that they learned it.
But the learning should not stop there. What I really like to do is six weeks or two months later, have them do the test again to see if they've retained the information and then actually even try to certify them in those skills to make sure that they can put those skills deep into the organization. So it's really important to inspect what you expect, but also to remember to see if they've retained that information. You know, we all went through school where we learned information. We could regurgitate it the next day and then a month later we forgot it. What was the point of learning unless you can retain that information and to show that you can put that information.
To use, Quick decisions as a CEO or a leader, coo, et cetera, really helps build your relationship with your team because it builds trust. As soon as you're actually acting from that intuition, acting from that place of just confidence, your team trusts you more.
They believe in you more.
If you ask somebody a question and they pause and think about it, I often feel like I'm sitting wondering, are they making it up?
Are they quite sure?
And it tears away somehow in that little fabric so often, that ability to make decisions quickly and act quickly really does build trust within your team.
So another question that we had from.
One of our CEOs is, how do I grow one of our business leaders who's new?
So what I do is I always.
Focus on two areas, growing their confidence and growing the skills.
In fact, it's one of the reasons.
Why I launched my invest in your leaders course, is to give all CEOs and all COOs the 12 core modules to grow all of their managers and leaders in. So I focus on growing the skills around situational leadership, coaching, delegation, time management, one on one meetings, problem solving, conflict.
Management, kind of the core 12 areas.
That all leaders need to be effective in. I really focus with them on that, helping them be more efficient, helping Them get more shit done with less people faster, helping them solve problems but but also cheering them on, showing them constantly.
Where they're doing well.
Because people feed off of praise. The reality is we're all still 16 year olds trapped in adult bodies and every business leader is still that 16 year old trapped in their adult body. So the more that you actually praise them on what they're doing well at the same time you're giving them the skill development, the more they're actually going to succeed in their role.
When it comes down to a performance.
Improvement plan, what I think about is.
Where do I want that person to be, how do I want that person to change, what kind of results am I looking for from them? And then what's the timeline that's reasonable to expect those changes to occur? For me, if it's longer than 30 days, that feels like an eternity because the business is evolving and growing and changing as well. So I don't like these 90 day plans. I like a 30 day plan with very proximal goals and a lot of buy in from the person who's having to change and the leader who's going to help them grow. And then in that 30 day plan there's actually some certain steps that they're going to do along the way. The leader's job is to coach them and motivate them and help them get there. And in that 30 day period, only praising them, only catching them, doing something right, only helping them get there. Because if you're just waiting them to trip or fall, you should be getting.
Rid of them today.
The hard way to train a team is to sit down and find time in your calendar and get all of your teammates to show up in person and run a classroom training session where you have a speaker and handouts and role plays and practice. The easy way to train a person is to have them shadow you and have the person read the emails you're sending out, listen in on your phone calls, sit in on the meetings that you're running to kind of ride shotgun and shadow you in your job. That's a really easy way to do it. The meeting in between is really to take the best of training, right? Where you're including a little bit of role play and practicing and written information and reading information and building out a video or even an online course platform. You could use a platform like thinkific where I built out my invest in your leaders course. You can build out a course like that inside of your organization as well, where you can get a teacher to script out the material have a pretest that the person goes through that they fail. So they want to learn. You can kind of build out the best of the aspects of training. In fact, one of the modules of my invest in your leaders course is on classroom training. So I get really deep into the content of on how to run good training sessions. But the next time you're actually thinking of stopping to train someone, let them just shadow you and sit in the background and watch you do your work or listen to you do your work. It actually won't take any time. And they're going to learn from that as well.
Employee wellness is not is my employee showing up without a cold or a flu? Employee wellness is the, you know, physical wellness, but it's also their mental wellness. It's their kind of their state and.
How they're showing up.
And I learned this years ago. I actually covered this in one of the modules of our invest in your leaders course. When I talk about the one on one coaching meeting and when a leader is coaching an employee, the most important place to start is what I call the check in or the head check. And the check in is, how are you? How are you doing? Like, but actually really giving a shit, really caring about how your employee is actually doing. Because if you actually check in and you realize they're having a rough weekend, they're struggling with something at home, which we're all struggling with, and you connect on that thing, you can actually help let it go a little bit or disperse it a little bit, or they just feel so cared for that they will actually care about the business and care about their goals and care about their work a lot more. So employee wellness is actually caring about the person much more than caring just about their health.
Right now, my wife and I are living what we're calling our bucket list life. And she's actually in charge of coordinating and planning this incredible life for us around the world. But you can also take that bucket list lifestyle and bucket list mentality into your business as well. What if you actually sat down and had each of your employees spend 20 minutes and write down as close to 101 things that they want to do or try or experience places to go, 101 things that they want to do or experience before they die. Have them write down that list and share it with everybody else on their team. Share it with you in the company. The more that everybody knows what everyone else's bucket list is, the more company doesn't necessarily have to pay for things to happen, but you might have seven people on the team that all want to learn how to play guitar and maybe they get a guitar teacher to come in and teach everybody. You might have 16 people that want to go skydiving.
Great.
They can all go skydiving together. Hopefully they have a great experience. But the idea is that when you allow your employees to dream and then you sit and help them plan those dreams and help them drive towards those dreams, they feel compelled to help you build your business. One of my employees right now has been talking for a year about really wanting to take his family to Europe. So yesterday on our one on one coaching call, I made him commit that the day after our September co alliance event ends, he's going to be taking his wife and daughter and mom to Italy for a two week period.
And I'm going to keep pushing him.
Until he gets that booked because I want him to cross off that bucket list as well.
