MBA1758 Guest Teacher – Cheryl Lynn Mobley – How to Unlock Your Team’s Potential

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Hey oh. Welcome to the 100 RMBA Show. No fluff, just the good stuff. Every single 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 Webinar Ninja, an independent software company I started with my partner back in 2014 and today's episode is a guest teacher episode. On our guest teacher episode I bring on an expert to teach their area of expertise. Today's guest teacher is Sherrilyn Mobley and she's going to show you how to unlock your team's potential. What are some of the things you might be doing that's holding your team back? What are some things that you can be doing that can multiply your team's efforts and output? Sheryl Mobley is the Founder and CEO of Recalibrate, where she helps organizations play at the top of their game and she's here today to show you to do exactly that with your team with practical exercises and real life examples. So let's get into it.

Let's get down to business fidelity active.

ETFs have the flexibility to shift and transform as markets do the same. So instead of just riding an index, they can seek to outperform it by adapting to market conditions and pursuing new opportunities as they emerge. And while you get the potential outperformance of an actively managed fund, you can still buy and sell it on your terms. Just like any other etf. Markets can change in real time. Make sure your ETF can too. Learn more@fidelity.com ActiveETFs before investing in any exchange traded fund, you should consider its investment objectives, risks, charges and expenses. Contact Fidelity for a prospectus, an offering circular, or if available, a summary prospectus containing this information. Read it carefully. While active ETFs offer the potential to outperform an index, these products may more significantly trail an index as compared with passive ETFs. ETFs are subject to market fluctuation and the risks of their underlying investments. ETFs are subject to management fees and other expenses. Fidelity Brokerage Services, LLC Member NYSE SIPC.

Your payroll, your staff salaries is a fixed cost. It's something you're going to pay month in and month out for the number of employees you have. But what you get out of those employees, the output is not fixed. Many of your employees are not living up to their potential. They're not actually doing as much or impacting your business as much as they can. And mostly that's not their fault. It's actually our responsibility as leaders to unlock that potential. That's why I brought on Sheryl Lynn Mobley today to teach you her guest teacher lesson. I'm gonna pass it on to her, but I'll be back to wrap up today's lesson and give my takeaways. But for now, take it away. Cheryl.

I wanna do it my own self. If you've got little ones or been around them, you know that's a typical two year old sort of statement, right? But unfortunately it the refrain of leaders everywhere. And as a leader there's really two ways that this shows up. First, you literally feel that the only way it's going to get done right is if you do it yourself. Or second, you really want to control the how a task gets done in such extreme detail that you take away any latitude. And so when these approaches are your input right to your team, the output that you get from your team is that they don't feel trusted and then you will not ever access all that they could bring and contribute. How do I know? I've learned the hard way not to do these things. Hey everybody, I am Cheryl Mobley and thank you so much for joining me today. Today I'll be teaching you about how to unlock your team's potential by getting out of their way so let's get down to business. So the first thing I want to share with you is my B99 framework. And these are a series of guiding questions that start with the leader of the organization and go through an individual, through a team, whether it's ad hoc or a fixed team, out to your organization as a whole. And I created this after having had the incredible gift of learning how to lead an amazing organization. Our hospital consistently hit 99th percentile performance in the US and I wanted to look and go, there are so many amazing leaders out there. What did we as a team and an organization do differently that allowed us to get such a different result and be so consistent? So that's the origin. It's really reverse engineering out of what we did. And then what I've seen with the other folks that I work with. What is it that sets those apart who hit 99th percentile performance? Just as a quick, obviously that means you're in the top 1%, right? So not everybody's going to be there. But the reality is only about 2% of us two legged humans are really willing to do the work to continue to improve. So the numbers really line up that way. So the B99 guiding questions framework is something that's available to you. I'll give you a link at the end where you can go check it out and get some more information about it if you like. But the starting place is always, always, always clarity. If you don't have it, there is absolutely no way that all the work that y' all are doing is leading toward anything consistent. And I kind of liken it. If you, if you've ever been around any prairie dog towns, and I have, you'll notice that, you know, you can see this hu land and then you'll see all these holes and mounds and every so often you'll see a prairie dog pop up, you know, little feet up, look around and the others will pop up and they're kind of looking at each other and they're really busy and they're doing their own thing. But the problem is that's exactly what they're doing. They're doing their own thing and it's not a connected effort. And so we really want to avoid having our team work incredibly hard but on disconnected efforts. So the key question that I start my B99 framework with always starts with a leader because it's got to come from you. But the clarity question is for you to ask yourself, what do I want to be true in our future? Let me repeat that. What Do I want to be true in our future? Not only do you as the leader have to have that clarity, so does your senior team, and then it has to spread through your entire organization. This is where we start always. Because it's where I see most people get stuck. It's not necessarily fun, it doesn't feel sexy to focus on. But absent doing that, all of your work is not going to get you where you want to go. And that's a waste because we're all finite resources. And if we're not using, if we're choosing to do one thing, we're by default choosing not to do something else. So this is something to really take the time, even if you have to sit yourself down to focus on clarity. So I'm going to Talk today. My B99 framework has basically eight different components, seven drivers, and something that holds them all together. But what I'm going to talk to you about today is really three of those vital drivers. The first one is having multi directional trust. A lot of times you hear us talk about, well, does your team trust you? And that absolutely needs to happen. But you need to trust your team because when you don't, that's when we come back to like when we started. You want to do it all your own self because you don't trust the output of their work. And your team needs to trust each other. Because if you've ever worked in an organization where that's not the case, people hold onto information, they consider it power, they don't work together. Again, we're back to our prairie dog town, right? We're back to disconnected effort. That may be people working really hard, but they're not working toward a common goal to get something, to bring something to life. So really it's around the multidirectional trust. And I was on another, I was having a conversation with somebody last week and it was really interesting to me when I made the comment that when you don't delegate to people, when you don't give them the ability to make decisions, and I'm not talking every single decision, but decisions that are appropriate, you erode trust. So I want you to think for a second about people that you've worked with or for, and when they didn't allow you to make any decisions, you didn't feel trusted and chances are you just kind of pulled back and said, fine, I'll just do what I'm here to do. I won't make it better like I could. So that multi directional trust is hugely important. And it also comes from being consistent. And one of the things that ties my model together is really congruence, because you can't rock one aspect of this and then not deal at all with another. Because if you don't, that lack of congruence is going to get you every single time. So really focus on multidirectional trust and what you need to do to create it and build it. The second one is setting really high standards. And I see more often than I would like that people as leaders don't set incredibly high standards. They don't have a goal that's really exciting for people that's going to. People are going to feel like it's really going to drive a difference, and it's not a push and a stretch, because your top performers really want to create something meaningful and push the boundaries of what's possible, what's happening now, not only in their organization, but in the world. And they want to kind of expand the edges of their possibility and yours and what's available to people. So you want to make sure that you're setting really high standards. Now, I'm not talking standards that people can never meet that beat them up. I'm talking about standards that are doable and achievable, but require real, concerted, focused effort to get them done. And then the last of the three, and I touched on this a little bit, is alignment of responsibility and authority for your people. And I can tell you, when I work with people on the model, the number of probably the most visceral response is that disconnect where you've given somebody the responsibility to get a task done, but you've not given them the authority to get it done. Or you've given them the authority privately, not publicly. Right? And so everybody needs to know that they've got the authority to do that. So that you need to make sure, again, with wisdom, that you have people making as many decisions as they can. Because when they all have to flow back through you or get approved by you, you're a choke point, which means that things are just not happening the way they could. So, again with the B99 guiding questions. You always start with, what do I want to be true in our future? You have to ask that your team has to agree on what that is, because that's what drives the choices that you make. The three vital drivers that we talked about are, one, doing everything you can to create, nurture, support, multidirectional trust. Two, to make sure that you're setting really, really high standards that engage people excite people, giving something to reach for. And three, that there's an alignment of responsibility and authority that you've given your people that allows them to kind of make decisions and show up. So. All right, guys, this was Cheryl and Mobley. And if you want to continue Learning more about B99, you can visit a special page I've set up for you that allows you to not only see the model, but also to get some additional detail about it to kind of give you just a little bit more information, a little bit more depth kind of behind each of the drivers. And so that page is HTTPs and it's www. Recalibrate.today forward/b99 invite again www. Recalibrate.today.b99 invite. Thanks again for joining me today. And now you are back to Omar. Hi, I'm Maria, salon owner.

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One of the things that Cheryl mentions in her lesson is often we think we're the ones that can only do the job exactly the way we want it done. And even though we know that's not true, we know that we can hire people to learn and be trained and implement what we want to get done in our business. This is what we do as entrepreneurs. But even if for some reason you believe this in your heart of hearts, I have a little thought experiment for you. And actually this was passed on to me by a friend of mine named Carl Taylor, who's a fellow entrepreneur in Sydney, Australia. And he says, hey, even if you believe in your heart of hearts that no one can do it as good as you, you're convinced they'll probably do it at 80%. Maybe not 100%, but they can get to 80%. But the benefit you're going to get by delegating all the time consuming tasks that you are currently doing at 100% to somebody else or other team members at 80%, the overall benefit is still going to be better. He also mentioned to me that, hey, the difference between 80% and 100% is a difference that you probably only see and not your actual customer who's paying you the money. So essentially you're resisting to give up that task, those duties out of ego and it's a wake up call. It's a really good thing to think about. Hey, even if I think I'm the best of the best at everything I do, even though we know that's true in reality, but let's just say that you believe that getting somebody to do it at 80% and getting it off your plate and off your hands. Think of all the time that you'll have. Think of all the things you can do with that time, how much money you can bring in, how many more clients you can bring in, or how you can spend that time doing what you love in the business rather the things that you resent. Or maybe you can use that time on life, you can step away a little bit. Maybe you can do have a four day week or shorter work hours. Something to seriously consider. Guys, don't forget about Cheryl's free gift. Head on over to recalibrate today b99 invite and take her quiz. Find out how you can be part of the 99 percentile. That wraps up today's lesson. Thank you so much for listening to the Hundred Dollar MBA show. If you love what you hear, share this video this podcast with your friends and family on social media. Thank you in advance for that. Before I go, I want to leave you with this Companies that can utilize their teams efficiently, able to achieve more. Period. You can't build something great by yourself. There's a capacity, there's a limit to what you can do on your own. As you grow, as you start hiring, as you build a team and you start utilizing them and rely on them and delegate to them and give them responsibilities and trust them. The higher you're putting the ceiling to your business, the more you can achieve. Thanks so much for listening and I'll check you in tomorrow's episode. I'll see you then. Take care.

Foreign.

Fidelity Active ETFs have the flexibility to shift and transform as markets do the same. So instead of just riding an index, they can seek to outperform it by adapting to market conditions and pursuing new opportunities as they emerge. And while you get the potential outperformance of an actively managed fund, you can still buy and sell sell it on your terms. Just like any other etf. Markets can change in real time. Make sure your ETF can too. Learn more@fidelity.com ActiveETFs before investing in any exchange traded fund, you should consider its investment objectives, risks, charges and expenses. Contact Fidelity for a prospectus, an offering circular or, if available, a summary prospectus containing this information. Read it carefully. While active ETFs offer the potential to outperform an index, these products may more significantly trail in index as compared with passive ETFs. ETFs are subject to market fluctuation and the risks of their underlying investments. ETFs are subject to management fees and other expenses. Fidelity Brokerage Services, LLC Member NYSE SIPC.