MBA1412 Have a Team But Still Overwhelmed? How To Assign Ownership + Free Ride Friday

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Heyo. Welcome to the $100 MBA show, the.

Most bingeable business podcast out there every day with our daily 10 minute business lessons for the real world. I'm your host, your coach, your teacher Omar Zenholm. I'm also the co founder of the.

$100 MBA, a complete business training and community online. Do you have a team but you still feel overwhelmed? In today's lesson you will learn how to assign ownership to your employees, to your team members so that you don't feel like you're spinning so many plates that you need to be involved in everything. You want to make sure that when you assign something to somebody they take care of it from A to Z. But just telling somebody to do something is not enough. I learned this the hard way. I continue to learn this as a manager of my team. So in today's lesson I want to break down Some of the things that I've learned along the way, when it comes to managing your team and making sure, hey, I'm actually totally freed up from the tasks I'm trying to let go of. Often when we have a team member.

Or make a new hire, we say.

Hey, these things I don't want to do anymore. You do them now. Let me know how it goes. And we kind of just leave it at that. And then we kind of feel frustrated because we feel like we still have to get involved. There's a lot of questions, a lot of back and forth, and you're like, whoa, why'd I hire this person? I'm still doing work. Totally valid feelings, right? Totally true in a lot of ways, but it's not good. You're doing something wrong. And this is something I had to come to terms with. I'm doing something wrong. I need to change the way I manage my team to allow them to have what they need to own the project and to truly have autonomy. We get into all that and more in today's lesson. So let's get into it. Let's get down to business. Often when we make a hire or we have teammates in our company, we.

Assign them roles, we assign them tasks.

We assign them responsibilities they have to take care of. From your side of the table, you're saying, hey, I want you to do A, B and C. This is your realm of responsibility. I want you to take complete ownership. You make the decisions, just tell me the results, and we just expect things to be smooth sailing. And I am speaking out of experience. I used to do this. Sometimes I catch myself still doing this. And we think, hey, they should just figure it out and get me the results I'm looking for. That's why I hired them. But that's only half the story here. In order for them to give you results, you have to give them everything they need to be autonomous, to be able to make these decisions, and to be able to do it all on their own without needing your intervention. Let's go to the other side of the table. For somebody who's working for you, they are learning so many things so quickly. They're learning so many things about your company or culture, the software you're using, the way you run your business, the way you structure your content and information, your branding, your style, your way of communicating with your audience, all that stuff, right? They gotta read documentation. They have to attend meetings, they have to meet new people, they have to remember names. They're taking in a lot of information, okay? And Their learning curve is gonna be a whole lot slower than if you were to do this test. You might be saying, this test takes five minutes. Yeah, it takes five minutes for you and I to. Cause we've been doing it for years, but they're doing it for the first time ever. Okay. Again, I'm reminding myself before I remind any of you, because this is stuff that sometimes we forget as entrepreneurs. On top of that, I find that if you don't give your employees three big things, it's hard for them to take full ownership of a project. The first thing you need to give them is a clear goal and outcome. This is what I want. This is what I want the outcome to be, the result. So, for example, I want a hundred new email subscribers every month. That's the result. This is what I'm looking for. Okay? So you gotta be very clear about what you want. You can't just say, I want the business to be better. You have to be very clear about what you want from this person, what the result, and what's their goal. Number two, you have to give them the tools they need to implement this. They can't just do this out of thin air. Right? They can't do it without the right tools. Whether it's software, whether it's hardware, whether it's some sort of integration, you need to give them the tools they need to be able to do this job. And you don't need to figure this out on your own. You can ask them, hey, what tools do you need to make this happen? And they can come back to you and say, I need xyz. It's going to cost this much. The third thing you need to give them is the know how the skills. You can't just expect them to know how to do it. I used to expect this. This is the missing piece that I used to do. Like, hey, just figure it out. Learn on your. But the way you do things in business, the way things are set up already in your business may be different from what they're used to. They may be used to different pieces of software, different procedures. So you need to take some time to coach and train them. Whether you train them or you get somebody else to train them in your team, or the actual software has training or something like that. So you got to give them a clear goal, clear outcome. You need to give them the tools and you need to give them the training so they have everything they need to complete the task. Now they really have no excuse. They have everything they need to get the outcome. Now on top of those three things, you have to be very clear about deadlines. And I believe that deadlines should be an agreement. You can't dictate deadlines because you're only one side of the equation. This is what you want, that's great. But what is possible? What can they do? What else do they have on their plate in their day? So make sure you say, hey, let's agree together on a deadline. When can you get this task done? You can make a suggestion, hey, how about in two weeks? And they say, well, you know, I can actually get it done in 10 days. Or maybe they can say, no, I need another week, three weeks. Or maybe they can say, how about we say two weeks and then we revisit it or set up some milestones. The point here is, is that you gotta agree on a timeline, so it's time bound because things can take as long as they wanna take, but you need to get buy in from them. So again, they have ownership over the project. So those are the basics right there. But I wanna give you some additional tips to help you really get the most out of your employees and really feel a sense of ownership. And that starts with the word why. You got to explain why this is important, why they need to do this task. Whether they're a developer, a designer, a customer service agent, a marketer, a writer, whatever they do in your company, explain to them how their efforts, how their work, how their contributions helps the bigger goal of the company, what you're trying to accomplish. This will motivate them to take more ownership, to say, hey, I got to take care of this, because what I do here matters. And, and you really need to emphasize this. And this is when your leadership skills kick into high gear, where you have to really convince them of the vision of what you're trying to pull off here so they can feel, yes, I need to do this, I'm a part of the team. Another piece that can really help motivate your team, have ownership over something is experience. When I say experience, it says that people learn through history, meaning that if they run through a project, they take ownership and they try really hard. And then when they release it and they don't get recognized, this causes them to feel like, what's the point? So you gotta make sure you celebrate wins, celebrate efforts. When you release a new project, release a new blog post, praise them, promote them. And when I say promote them, promote them within your team meeting. Like, talk them up, make sure they feel valued, make sure that they feel like, hey, that campaign you did. That's amazing. That great new feature you coded. Our customers are so happy to check out these screenshots. You have to allow them to see the fruits of their labor and how they're making an impact. People need to feel validated and feel appreciated, and that will re energize them the next time they take the next project and the next project and feel like, hey, I'm part of something that appreciates me, appreciates my talents and my work and my effort and my dedication. That's how you get somebody to feel a sense of ownership and ultimately a sense of loyalty to you as the leader and to your company and your goals. Remember, every time you make a hire, you're gonna have to go through this process to make sure you make them an owner, have ownership over their realm of responsibility. If you have some managers in your company, you can obviously assign that task to them to do that for their team, for their employees. But if you're just getting started and you're making your first few hires, it's your job to do this. And sometimes it's a bit overwhelming at the start, to be honest, because it's overwhelming because you're trying to make sure that everybody's up to speed. But trust me, paying the bills that are going to really help you in the future, right, you're paying, you know it now. You're paying for that price right now. So you can be able to have a well oil machine throughout the life of your business. I'm experiencing that right now because we've made a whole bunch of hires recently and I'm going through that whole training and ownership process with each of them spending a lot of time with long meetings, video calls, screen, you know, recordings and screen sharing, and back and forth on messenger and basecamp and all that kind of stuff, right?

It's a lot of work.

But once they get up to speed and they ramp up, they will fly. And you're gonna thank me and you're gonna thank yourself for actually implementing these strategies. One thing I learned in my journey of entrepreneurship to this point is great things take a great team. There's only so much you can do on your own or even with a small team of one or two people. At some point, you're going to need to expand and get more talent and more great minds and motivated people and positive people to actually implement your dream, implement the things you want. And part of that process is communicating your vision, making sure that you give them that autonomy and give them everything they need to be autonomous, to be completely an owner of their responsibilities. One of the things that we do as a company at Webinar Ninja, our software company, is that we run a all hands meeting. We actually have one tonight. We do it once a month. And this is a private meeting with everybody in the company, every department. Right. And it's a live call, video call. And what we do is we actually share what everybody's working on. So I'll present a little bit. You know, our CTO will talk about what the engineering and product team is doing. Our head of customer service, CJ will do the same when it comes to customer service, our head of marketing arena will do the same for marketing and in content. Nicole, our coo, will talk about a lot of operational things in any housekeeping we need to do. Romina, our executive assistant, will also talk about some of the administrative tasks that are on her plate and some of the things she needs them to do. HR stuff, forms to fill out, planning for a retreat, things like that. And what I love about that is one, as the founder, you're not doing all the talking and you allow other people to share and really just show off a little bit about what their team is doing, what everybody on the team is working on. And it kind of, it lets everybody know, hey, wow, everybody's pretty busy. Oh, that's pretty cool what they did. That's amazing. That landing page, that's amazing. That campaign that you pulled off on Facebook, that's pretty cool. That new feature you guys released, good job customer service. And it allows people to cheer people on and encourage each other. So you're not doing all the rah rah, you know, everybody else is chipping in and motivating with you. It also gives you a chance to praise people publicly. This matters, guys. This actually matters a lot. Do you know how much energy you can muster up for each of your employees? This by just simply saying, wow, what an amazing job you did. Fantastic. Let's give them a hand. That's going to motivate them for the next month. I know, it sure did when I was working in a team and I was in that role. And why not? You feel good. You feel good about what you're doing, you feel good about your contributions, and you feel like you're being appreciated. You feel significant in your team, you feel significant in your life. So doing that round robin sharing really helps. When you're doing your all hands meeting.

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To wrap up today's lesson, your team is really your differentiator amongst your competition. You're never going to win when you compete on price. You're never going to win when you try to go tit for tat on features. But really what you need is a solid team that's going to create the products, the ideas, the brand, the support that's going to make your business stand out. So you need your team to be the best. And it's your job to one. Give them ownership. Give them everything they need to have ownership over their job and responsibilities, but also to reinforce that feeling of hey, I'm part of a team. I'm validated, I am significant, I am valued. And that becomes a healthy cycle. Thanks so much for listening.

Today's episode's not over though, because it's Free Ride Friday.

I gotta give away a lifetime membership to one of our listeners. Let's see who won this week's Free Ride. And the winner is Valerie Koo. Valerie Koo says Excellent podcast with great ideas.

Five stars.

I discovered this podcast only a month ago. Great find. Omar delivers the digestible, well considered topics that always get me thinking. Keep up the great work. Well, thank you Valerie for that amazing review. Your mission is to email me at omar00mba.net so I can hook you up with a lifetime membership to ezcourse, a.

$500 value over at EasyCourse co.

It's that simple. If you want to win free access to our $500 course, EasyCourse co. Just leave us an iTunes rating and review and you enter our weekly random draw.

We call Free ride Friday.

Just listen in on Friday to see if you won. It's that simple. It's our way to say thank you. Thank you, thank you for showing us love on itunes. And while you're at it, hit subscribe right now. By hitting subscribe, you help us big time. And you also make sure that you don't miss the next episode. Before I go, I want to leave you with this. One of the pleasures of being an entrepreneur is getting to work with fun, amazing, positive, smart people. People that can make you better and allow you to create amazing things. But you got to give your team members more than just a paycheck. You got to give them a reason to stick around. They can work anywhere. They can get paid anywhere. But why your company? And you can ask yourself that question. Because if you've ever been at a job, you know the answer. You love to work at a place that makes you feel valued, but also that you're growing, you're learning, and that you're actually moving up with your skill set. And one way to do that is to make sure you give them ownership over things. You give them the right training, give them the right tools, and you allow them to really excel. Some employees are going to have a bit of a struggle depending on their experience and their personality at first because they're not used to just making decisions on their own. But you need to throw it back at them. What do you think? What are your ideas? What do you think we should do? Don't have that knee jerk reaction of answering their questions immediately or solving their problems immediately. Some of us as entrepreneurs, we do that automatically. I do that sometimes still, and I still have to catch myself and say, let me ask them what they think they should do and throw it back in their core so they can continue to have ownership. Thanks so much for listening to this podcast, the $100 MBA Show. If you love this show, then stick around. We'll be back on Monday with a fresh new episode. I'll see you. Take care.

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