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December 20 - December 26, 2019
Hiring can’t happen too soon. But it can happen too fast.
Don’t hire people you like; hire people you respect.
How to Hire the Best by Dr. Sabrina Starling details an excellent approach to, well, hiring the best.
like Gino Wickman’s Traction, Michael E. Gerber’s The E-Myth, and Verne Harnish’s Scaling Up.
Run an evaluation of your team to identify their strongest talents and traits. Then run an evaluation of the ten most important daily tasks your business must complete. Now match up the best traits of your people with the tasks that need those traits most.
Our commitment is to serve [whom] by [how].
Instead, align your desires with the customers who want it. Don’t pivot; align. Always.
In The Pumpkin Plan, I outlined a process for identifying and cloning the best customers.
Congregation points are where a like-minded community meets on a recurring basis to network, and share knowledge.
That needs to be your aspiration, too: to become world famous in a select, small world. That small world will then carry you on its shoulders to the bigger world.
Just like your business, just like my business, just like any business, the industry doesn’t determine the QBR. The leader of the business determines what the QBR is.
Our metric is how many people have completed their certification within six months of signing up. We want that metric to be 97 percent. While we would love to have 100 percent as our metric, that is not realistic (unforeseen circumstances do happen, such as life events). And aiming for 100 percent means that we would be in a constant red flag situation. Oh, no, we are not at 100 percent again, what happened? Since it is unachievable, we will never get there, which means we will begin to ignore it.
The lesson here is, don’t make your metrics “dream numbers”; make them realistic indicators.
How is cash flowing (or not flowing) through your business? Determine the metric that you can use to measure its health.
“messaging moments”
The core four areas—Attract, Convert, Deliver, and Collect (ACDC)—become the gauges on your dashboard—plus the QBR.
What you need to do is first identify how you measure progress (or lack thereof) in each of these five spots, and what is your goal for each.
The goal of metrics is to measure the effectiveness of your company, and likely a...
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Metrics are your new best friend; they candidly tell you the truth about any issues or opportunities you have and point you in the direction of a solution—quickly.
RunLikeClockwork.com.
The difference between freedom and not being needed was stark.
