Building Super Teams with Purdeep Sangha WORKBOOK

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1 Bonus Module Building Super Teams with Purdeep Sangha WORKBOOK

2 BUILDING SUPER TEAMS With Purdeep Sangha Purdeep first recognized the power of super fans nearly 7 years ago when he was a corporate executive for a multi-billion dollar organization. Since then, he s put what he has learned to work to help countless business owners achieve impressive breakthroughs (even when they ve been struggling for years). Purdeep specializes in strategies that retain the perfect clients and customers and turn them into super fans. But it doesn t stop there. To make it even EASIER to cultivate your own group of super fans, Purdeep has joined Stu to show you exactly how to build super-teams. According to Purdeep, this is a PREREQUISITE for creating a raving, loyal fan base! In a super team, there is total trust amongst team members, total buy-in of the vision, healthy conflict, massive accountability, creativity, and the ability to cope cohesively through economic changes. In this special bonus miniseries, Purdeep and Stu walk you through exactly what it takes to cultivate a work environment of raving super fans - meaning your company is operating at its highest potential, creating less stress for you and for your team, and ultimately, more success in your business. As the leader of your business, this bonus is going to require some thoughtful, foundation-setting work on your part! Ready to roll up your sleeves? Let s do this! 02

3 LESSON 1 What is a Super Team? Big Ideas 01:18 A team is a group of individuals working in unison to achieve a single goal or fulfill a vision. In a super team, there is total trust amongst team members, total buy-in of the vision, healthy conflict, massive accountability, creativity, and the ability to cope cohesively through economic changes. 02:02 There are ups and downs in any business and the team is the skeleton that is going to keep everything together and moving forward. 02:15 The difference between an industry leader and an average organization is that they all have raving super fan clients or customers (or members). 02:28 There is one prerequisite when it comes to having superfan members you must have a superfan team. 02:43 The ability to create a super team comes down to five key components. These create the acronym S.U.P.E.R. S - Super Vision U - Unwavering Structure P - Positive Environment E - Empathetic Mindset R - Rate the Team 03:52 If you really want to biggie size your membership, while reducing your workload, you need a super team. 03

4 LESSON 2 The Power of a Super Vision Big Ideas 01:18 A team is a group of individuals working in unison to achieve a single goal or fulfill a vision. In a super team, there is total trust amongst team members, total buy-in of the vision, healthy conflict, massive accountability, creativity, and the ability to cope cohesively through economic changes. 00:25 In order to have a super vision, it comes down to 3 things: a compelling future, clearly articulate it, communicate it everywhere. 00:42 A Compelling Future - This comes down to why you are in business in the first place. As an entrepreneur, what is your why? What are you trying to achieve or establish? The big question to ask yourself, Why would anyone want to follow you? 01:23 Your team needs to know exactly what it is that you are trying to achieve and this vision is what drives your super team. 01:39 Clearly Articulate It - This means that your vision statement is simple and easy to memorize. 02:23 Communicate it Everywhere - The first place to communicate your vision is with your team. If you have a physical office space, it should be clearly posted. It should be on your website as well to communicate it to everyone that you are serving. This includes your membership site. 02:43 Everything that your business does comes down to this why. It is what will get you through the tough days and it will help you make difficult decisions. You want to communicate your vision to your team often. 03:21 Everyone on your team should be able to recite your company vision by heart. Resources See the Module 6 Lesson 2 workbook for detailed information to help you craft your vision statement. 04

5 LESSON 3 The Unwavering Structure Behind Your Success Big Ideas 00:41 There are four components that go into creating an unwavering structure: organizational structure, strong leader, the right team players, and a team playbook. 00:57 Organizational Structure - This is where you take a look at your strategy first, your structure second, and your staffing third. Most entrepreneurs fill their staffing needs first, only to find later that they ve got to move people around. So, you want to look at your strategy first, so that you can grow into that. 01:58 Another part of the organizational structure is having clearly defined roles. Ambiguity is one of the biggest challenges when it comes to creating a super team. If you can get rid of that ambiguity by clearly defining roles so that team members know their responsibilities, they have a better chance of succeeding and so does the team. 02:30 In order to clearly define a team member role, be sure to list out job duties, accountability, and how to know whether they are winning or losing in their role (ways to measure success). 02:52 Strong Leader - This is the most important thing when it comes to creating a super team. A team without a leader is list. 03:30 There are five things that every leader should have: the ability to inspire, leadership styles, the ability to have tough conversations, the ability to ask tough questions, and empathy. 03:35 Ability to Inspire - This means they can get people motivated to do what they are trying to achieve. 03:50 Leadership Styles - There is a task based leadership style and a relationship based leadership style. Every one of us favors one or the other. The key is to remember to switch between the two based on the situation. The task based leadership style is based on getting the tasks done getting results. The relationship based leadership style is focused on building relationships and making sure that team members are happy. So the ability to fluctuate between the two is very important. 04:40 Ability to Have Tough Conversations and Inspire at the Same Time - At those times when the team is not performing as expected, a strong leader has the ability to address that with the team (or team member) and have them walk away from that conversation inspired to improve. 05:18 Ability to Ask Tough Questions - A strong leader is able to ask straightforward, very deep questions, where they get the answers that they need. Clearly defined team member roles make it easier for leaders to have tough conversations and ask tough questions when needed. 05:52 Empathy - A strong leader has the ability to step into the other person s shoes and feel what they are feeling. 06:25 If being the strong leader is not one of your strengths, and you don t want it to be, hire a director or manager who can lead the team in this role. 05

6 06:51 The Right Team Players - What kind of a team do you want to have? To have an A line up, you have to have A players. Where do you find the players? Where you source your players is important. Always look within your organization first to have referrals from your existing team members. 08:09 Have a hiring process in place. Hire first for culture fit, then motivation, then skills. In order to know that someone is going to be a good cultural fit, have your company culture attributes outlined. Sit down with your team and outline 10 cultural attributes. There are a number of things you can do to see if a candidate fits in with your culture, like: group interview or through them in to a work scenario and see how they respond. 10:23 Another thing to consider when it comes to getting the right players on your team is balance. The most effective teams are the ones that are balanced. So, balance out in terms of skills, abilities, attitudes, thinking patterns and diversity. 12:08 The Team Playbook - The playbook outlines the team culture, and the company dos and don ts. Resources Creating Your Team Playbook This is a simple playbook that outlines team guidelines. It s not an HR document but is just as important. Why is a playbook so important? It s keeps the team and the team members aligned towards a common purpose. Identifies key goals and roles Improves accountability Defines your internal culture Outlines what onside vs. offside Teamwork skyrockets! Every high-performing team has a playbook. The better the team, the more detailed the playbook. What to include in your team playbook: Section A Team or company vision: What is the vision of your company? What is the team striving towards? Why would anyone want to join your team? This should be inspiring. Zappos Delivering happiness to customers, employees, and vendors 06

7 Section B Team principles / values / attributes What are the top 10 principles that everyone on your team MUST engage? What is most important to make the team and the organization a success? These are the core principles of your team. Everyone on your team must participate in creating these principles. Everyone must commit to living, eating, and breathing these principles consistently (no exceptions). Make it fun! Put them in the order of most important to least important Zappos 1. Deliver Wow through service. 2. Embrace and drive change. 3. Create fun and a little weirdness. 4. Be adventurous, creative and open-minded. 5. Pursue growth and learning. 6. Build open and honest relationships with communication. 7. Build a positive team and family spirit. 8. Do more with less. 9. Be passionate and determined. 10. Be humble. Note: Post your top 10 principles everywhere so it s a constant reminder. Also having 10 principles can be a little too much for each person to remember. So some organizations simplify them down to three. Three is easy to remember and you want people to remember them. Otherwise, what s the point? Section C Do s and Don ts Why outline do s and don ts? Because if it s not outlined, team members will create their own do s and don ts that may not align with everyone else on the team. Have everyone buy into them so that everyone is on the same page. DO DON T It s okay to show up late, but call in so the team is aware. Don t be late without calling in first. Give constructive feedback. Blame others if they made a mistake 07

8 Section D What happens if a team member is living up to the playbook? What are the consequences? Create a process that your team is comfortable following. If a team member forgets to follow a core principle, we ll give them a gentle FYI the first time. If it happens again, we ll toss a banana at them. If it keeps happening, we ll lock them in the washroom. If it happens more than four times, out comes the pink slip. Section E How are you going to celebrate? How will you acknowledge or appreciate team members, or the team, for living up to the team playbook? Outline ways to appreciate and celebrate. Have a team member of the month award. Section F Work environment Key tips: Remote or virtual teams allows for flexibility but reduces team communication and productivity. Working in close proximity in an open workspace promotes creativity, improves communication, and helps with team building. Open workspaces hinder productivity for regular or routine tasks as team members end up socializing more. Section G Conduct outside of work It s important to outline what is offside when it comes to your company culture. Your team members are your representatives at work and outside of work. You are limited to what you can ask your team members to do or not do outside of work. Please refer to your state or provincial guidelines. I recommend not including this section in your playbook and instead including it in your HR manual. And yes, you should have an HR manual if you have employees. Section H Anything else you want include in your playbook? This is where you can add it. This is your playbook so add whatever you feel is appropriate. Every Friday morning will be game day! Yay! What happens at work, stays at work. 08

9 Section I Team member commitment Have everyone on your team sign off on the playbook. Yes, you want them to physically sign the playbook so that they are committed to it. Signed commitments improve follow-through by 30-70%! I, Purdeep Sangha, commit to living by this playbook Note: It doesn t have to be dramatic, but make sure your team member understand that they are committing to this playbook.or else. Final Note: You must enforce this playbook. Each person must hold themselves and each other accountable to it. Your weakest link becomes your standard! If you want an A team, you must have A standards! 09

10 LESSON 4 Creating a Positive Environment Big Ideas 00:22 There are four key components of a positive environment: Engagement, Document Processes, Team and Individual Support, and Team Growth. 00:36 Engagement - This is means that your team is engaged. There is complete trust. Everybody within the team trusts each other. If there is a situation where even one person doesn t trust someone, it throws the whole team off. You can observe trust, you can feel it, and you can also measure it. From the trust comes healthy conflict where you are able to have conversations in which you challenge each other. That is something that you absolutely need in an engaged team. If your team lacks healthy conflict then they aren t engaged which means they probably don t care and they are not fully committed. If there is no buy in there is no accountability. And, if there is no accountability then there are no results. 02:21 Documented Processes - Be sure to have documented processes for all tasks and projects that your team is working on. You want to create templates because you will most likely be doing these same tasks or projects again in the future. Documented processes outline the who, what, when, where, and how. Using documented processes makes it easier for your team to fulfill their roles. They also allow you to quickly and efficiently update new members as you grow your team. 03:57 Team and Individual Support - These are things such as mentoring new team members, training, and retraining. It is important to keep training and skills up to date. Your team members should be skilled in multiple areas in order to avoid possible gaps in your team. 06:18 Team Growth - Unfortunately, there are times, as entrepreneurs, where we may have to deal with team members who are consistently not performing. When this happens, remove them from the team, because it will have an impact on the team. It actually slows the team growth and has the potential to kill the team. The key thing her is team growth in going to be limited by a weak link. You want your team to be continuously growing and evolving, so you have to deal with these situations when they arise. 10

11 LESSON 5 Your Empathetic Mindset Big Ideas 00:23 There are four components of an empathetic mindset: proximity, appreciation, empathy, and team life cycle. 00:37 Proximity - Proximity is power. When it comes to an empathetic mindset, what we are really trying to do is to create a bond between team members. We want to be mindful of creating that connection. One of the ways to do that is proximity. When people work in close physical proximity to each other it builds connection. 02:21 With virtual teams, try video calls rather than voice calls. Also, do your best to meet in person at least once a year. 03:32 Appreciation - Everyone wants to feel valued. Having value means that you need to be appreciated somehow. Show your appreciation to your team and encourage them to show it to each other. You can show your appreciation by giving gifts, words of appreciation, service, quality time, and physical touch (though handle cautiously) 06:02 Empathy - It s important to be able to put yourself in the other person s shoes, especially when you have a diverse team. Get your team to do a personality test or profile to better understand each other. When you know more about your team, it is easier to be empathetic. 08:48 Team Life Cycle - Every team goes through phases. Every time someone new comes on the team, the team dynamic changes. Every time someone leaves the team, the team dynamic changes as well. No team is going to stay the same for a long period of time. It is always going to be constantly changing. As your team grows and evolves, it s important to be aware of how the changes affect your performance. 09:52 Don t be afraid to pull back as your team scales up, because this change in dynamics may slow things down for a while. If they are aware and know that this is part of the team life cycle they won t be so nervous about missing targets. 11

12 LESSON 6 Rating Your Team s Performance Big Ideas 00:20 There are five components of rating your team: Set Goals, Measure Goals, Review Team Member Performance, Review Team Effectiveness, and Compensate Accordingly. 00:37 Set Goals - This come down to what it is that the business is trying to achieve. There should be an overall team goal as well as individual goals for each team member s contribution to the overall goal. Individual goals should contribute to the overall team goal even if it is just a small percentage. You should have a variety of goals (normal, stretch, revenue, etc.). 03:02 Measure Goals - Break goals down into quarters, months, and even weeks, if possible. You want to be measuring your goals on a consistent basis so that there are no surprises. Measure your progress towards goals as often as you can. 04:48 Review Team Member Performance - Utilize performance reviews to measure and review team member performance. This should be done a minimum if annually, but semi-annually is recommended. Performance reviews give team members a chance to see how well they are doing. Include a balance of different attributes in the structure of your performance reviews. 05:34 When creating a performance review, be sure to balance it out. It s not just about numbers. Be sure to include things like: Are you a team player? Is your communication strong? Do you get to meetings on time? 06:13 Make an effort to provide monthly coaching sessions with your team members to improve their success. This kind of structured coaching includes questions like: What are your challenges? What successes did you have over the past month? What do you want to improve on? You d be surprised how eager some of your team members are to have those monthly sessions, because they like that one on one time. They like knowing what they are doing well and what they can improve on. 07:08 Large organizations differ from small organizations in their use of systems. 07:26 Review Team Effectiveness - This has more to do with rating efficiency than it does with reviewing whether goals were met. It is important to review, as a team, the progress that you are making and the efficiency with which you are making it. If you are reviewing your effectiveness on a daily basis, your team performance is going to shoot through the roof. 09:26 Compensate Accordingly - You want to compensate your people well based on their performance. Compensation can be money, benefits, time off, bonuses, trips, etc. 10:32 If you put this in place, you ll be surprised the results that you get. Keep in mind, this is not the kind of thing where you snap your fingers and magically you re going to have a super team. This is something that you are continually working on. 12

13 Resources Preparing for Your Performance Reviews Performance reviews are meant to outline the performance of each team member, the challenges, the successes, the growth and the improvements that need to be made. 1. First of all, name it whatever you like. Make it fit your culture. 2. Second, the reviews should be done at least annually. Usually the end of the fiscal or calendar year. 3. Third, make sure you do them! High performers want to know where they stand. They want to know how well they did and what they need to improve on. 4. Fourth, make it a pleasant experience. The more unpleasant you make it, the more ineffective it becomes. 5. Fifth, it s a coaching opportunity rather than a bashing session. Make it about learning vs. pointing fingers. But also ensure that you are holding your team members accountable. 6. Sixth, be a leader. Stay strong and lead the way. If tough conversations are needed, have them. Don t shy away. 7. Seventh, there should be no surprises. You should be coaching each team members on a monthly basis so the performance review is just a summary. 8. Eighth, use it as an opportunity to celebrate. If your team member has done exceptionally well, then this is the time to acknowledge and reward them. 9. Ninth, ensure that you start off with what you are going to review and how you are going to measure it at the beginning of the period. If you are measuring performance over a period of 12 months, your team member should be aware of what they being measured on and how day Tenth, make it simple. The more complex, the tougher it is to measure and follow 13

14 Performance Review Template Section A Technical skills What are the three-four most important technical duties, responsibilities, or skills that they are supposed to perform? Give each a rating. Daily Facebook posts 10% Engage members in conversation 10% Conduct member feedback 10% Section B Team Principles Measure your team members based on the principles you have created. What you measure and hold people accountable to, gets done. 1. Deliver Wow through service. 5% 2. Embrace and drive change. 5% 3. Create fun and a little weirdness. 5% 4. Be adventurous, creative and open-minded. 5% 5. Pursue growth and learning. 5% 6. Build open and honest relationships with communication. 5% 7. Build a positive team and family spirit. 5% 8. Do more with less. 5% 9. Be passionate and determined. 5% 10. Be humble. 5% Section C Super Fan measurement Every person on your team should be measured on their participation towards creating Super Fans. Even if they don t interact with your members directly, they still have an indirect part to play. The ultimate goal is to create Super Fan members. Participation in creating Super Fans 20% Note: The above percentages are just examples. Use what percentages make sense for you. 14

15 We hope you enjoyed this miniseries with Purdeep Sangha! So. what does your team look like right now? Are you a solopreneur? Do you have a couple people on your team? What role are they in? Let us know! Please share in the comments.