How to Hire the Right Team

Today I’m gonna talk to you guys about a topic that does not get talked about a lot. It’s kind of dense. A lot of people kind of skipped through it, but I really believe that this is the reason we have experienced so much success inside of our business.

So for you guys that are starting or getting things moving, I really think that building an operation, system and processes inside of you small starting point is what’s gonna get you to scale.

For us we don’t hire people that have skills. The reason is because we’ve done that and found that they don’t fit our culture, and a lot of people come with these predetermined biases of them being the best at XYZ. That they already know what’s going on and how to do X, Y, and Z.

The problem with that is a big part of our culture is that we don’t know anything, the data tells the story. We’re always very data-driven on how we react and how we create offers.

We don’t care about our ideas, we care about the results based on the data.

A lot of times when you’re hiring someone who’s an expert or has had success, they come in with a heavy head, they think they’re the best, and that doesn’t work.

So we like to train people from scratch. They get used to our culture, and the first thing we hire for culture is character.

We always care about their character, who they are, how long they’re gonna be here, and if they wanna be here long-term. I always give them this analogy… I want them to be here for the next decade, I wanna see us at a barbecue celebrating our successes with our kids. I go that deep into this thing.

Everybody here is gonna stay that long, and I know that, and I don’t have people turning around and trying to be like oh I got a job over here, yo, can you match it, blah blah blah.

I also have a really good compensation in place where I am constantly trying to make them more money. As they make more money, we all have to make more money, so it continues to grow the businesses as well, right?

I’m gonna talk to you guys about strategy, vision, and growth, okay. That’s what SVG stands for. The actual reality is it stands for Savage, but I had to find some cool reason to give it logic so people don’t just be like they’re savage.

So we went with strategy, vision, growth, which is actually the lifeblood of how we actually run this business.

How do you grow? The growth is always gonna come from teams and the people that are doing the everyday tasks. If you wanna build a high six or seven-figure business that’s kinda like this and it’s super stressful because really you make money and then you don’t make money, you can do that without people.

But for you to actually grow, you have to remove yourself from all of the pieces and really put real players into the game and have them be your team and you have to kind of be the head coach or you can still be like the Kobe Bryant but you have to be a team leader.

That’s the big thing for me. We focus very much on culture here. I tell everyone the vision first, then the strategy, and then their part of the growth.

That way that we run everything is by teams. You have your ads team which obviously focuses on media buying. You have your funnels team. The way that we work with funnels is everything from funnel development and design, copy write, conversion, and email marketing.

The entire thing is actually a funnel. A lot of people think that funnels is just using ClickFunnels and making pages. You have to know copy, you have to be focused on copy, conversion to get more average order value out of the actual products.

Then everything goes into email sequences which is really the lifeblood of long-term funnels and making revenue.

Then we actually go into the media side, right? We do a lot of media stuff here, we run a lot of ads, and we also do a lot of stuff on social media.

Then you have content for social which you have a head of content on social there, and then you have a head of content for video and video editing and stuff like that which is them.

And then finally you have operations, okay. But then the way that we do it is basically using growth groups.

So every offer, every brand has its own growth people specifically on it as a growth group, right?

So you have a media buyer, sometimes two depending on how much media is being bought. You have a funnel and conversion person focused on that. You have someone one email marketing part of the funnel team. And then you have people on the creative and social media side.

So everyone combined has their own products and their own systems, and everyone is working on very specific brands.

Everything is tracked using monday.com as our task list of what things need to get done, and then everything else goes into Slack for communications.

This is how we run everything specifically over here inside of that.

Focus on your mission, focus on your vision, and then focus on your culture.

I like to, like I said, hire people from scratch, and then teach them how we operate and how we run things here, because it also helps them, you’re mentoring them in the process.

It builds a great relationship, and it allows everybody to have the same exact vision of how we like to operate and how we like to grow things.

A lot of people like to hire straight from the top and things like that. What I’ve noticed is people that do that are not actually CEOs that are very involved in their business, and they’re trying to build a business that is completely removed from them.

I don’t wanna do that for myself. I want to be in here, I love being here every single day, and I love working with everyone every single day.

So for me that culture just wouldn’t make sense, and that’s not the kind of person and that’s not the kind of operator that I am. If that is how you are, then I totally suggest you can do that.

The other thing is everyone here is in-house. We don’t outsource and we don’t have like you can work from anywhere kind of place. I like the vibes here. It’s very important to us to have good vibes here so we can all work as a team and continue to grow everything as we focus on.

The last thing is on an operational level, we like to do things on what we call 90-day year. Myself and my head of operations, Rosen, sit down and we write out like a 90-day year plan, and we try to execute everything with 90-day goals particularly always trying to beat our revenue goals and then match everything as that goes into the next month.

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