Instant Team Building (Instant Success Series) - Softcover

Sugars, Bradley J.; Sugars, Brad

Softcover

ISBN 10: 007146669X ISBN 13: 9780071466691

Publisher: McGraw Hill, 2006

Synopsis

Say good-bye to clock watchers and hello to your dream team!

Self-made multimillionaire and entrepreneurial expert Brad Sugarsexplains all the elements that contribute to a great team, andwalks you through the process of finding and assembling a teamof motivated, compatible employees who will help you take yourbusiness to new heights of productivity, profitability, and fun.Learn how to:

• Master the six keys to a winning team
• Conduct interviews that tell you what you reallyneed to know
• Create an environment that encourages passion,collaboration, and personal initiative
• Promote communication and idea development betweenteam members

Get real results right now when you discover all that Instant Success has to offer!

Instant Advertising * Instant Cashflow * Instant Leads * Instant Profit * Instant Promotions *Instant Referrals * Instant Repeat Business * Instant Sales * Instant Systems *The Business Coach * The Real Estate Coach * Successful Franchising * Billionaire in Training

About this title

About the Authors

Bradley J. Sugars is a world-renowned entrepreneur, author, and businesscoach who has helped nearly a million clients around the world findbusiness success. Brad is the founder of Action International, a globalnetwork of business coaches with nearly 1000 offices worldwide. Brad andthe Action International team have refined over 500 business strategiesand systems that are used by Action business coaches on six continents.

McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

From the Back Cover

Say good-bye to clock watchers and hello to your dream team!

Self-made multimillionaire and entrepreneurial expert Brad Sugarsexplains all the elements that contribute to a great team, andwalks you through the process of finding and assembling a teamof motivated, compatible employees who will help you take yourbusiness to new heights of productivity, profitability, and fun.Learn how to:

• Master the six keys to a winning team
• Conduct interviews that tell you what you reallyneed to know
• Create an environment that encourages passion,collaboration, and personal initiative
• Promote communication and idea development betweenteam members

Get real results right now when you discover all that Instant Success has to offer!

Instant Advertising * Instant Cashflow * Instant Leads * Instant Profit * Instant Promotions *Instant Referrals * Instant Repeat Business * Instant Sales * Instant Systems *The Business Coach * The Real Estate Coach * Successful Franchising * Billionaire in Training

Excerpt. © Reprinted by permission. All rights reserved.

INSTANT TEAM BUILDING

By BRADLEY J. SUGARS

The McGraw-Hill Companies, Inc.

Copyright © 2006 Bradley J. Sugars
All rights reserved.

ISBN: 978-0-07-146669-1

Contents

Introduction
About This Book
Charlie Builds His Dream Team
PART 1—Vision, Mission, and Culture
PART 2—Putting Together the Dream Team
PART 3—Six Keys to a Winning Team
PART 4—Getting the Environment Right
PART 5—Put Systems in Place
PART 6—Recruiting Team Members
PART 7—Getting the Beliefs Right
PART 8—Synergy
Conclusion
Getting into Action
About the Author
Recommended Reading List
The 18 Most Asked Questions about Working with an ActionCOACH Business 
Coach
ActionCOACH Contact Details

Excerpt

CHAPTER 1

Part 1

Vision, Mission, and Culture

The first place to look when setting out to assemble your dream team is at yourcompany. Remember what I said about only getting the staff you deserve? If youwant to attract a better quality of person than the ones you currently employ,then you've got to change various things about your company.

It's just like baking a cake. If you've always baked chocolate cakes, but nowyou want to try an apple crumble, then it's no use sticking with the recipe forthe chocolate cake. You've got to get a recipe for an apple crumble. If youdon't, you'll continue to produce chocolate cakes. It's as simple as that.

So how do you go about changing your company to attract the type of personyou're after? You need to go back to basics and review your vision, mission, andculture.

Yes, that's right. You need to re-examine the very fundamentals of yourbusiness. You need to look at its core values and ideals and then change orrealign those that would deter would-be team members.

So how do you do that?

Well, start with your company's vision. By the way, it may surprise you to knowthat the vast majority of businesses don't actually have a Vision Statement.Yes, I know the owner may have a rough idea of where the company is going orwhere it would be nice for it to go, but the point is most don't have a well-thought-outand articulated Vision Statement that is written down for all tosee.

And here's something else that may surprise you: Of those companies that do havea Vision Statement, the vast majority seem intent on keeping it a secret. That'sright. No one except a handful of their senior executives know anything about itat all. I often ask the first person I come across when visiting abusiness—usually the receptionist—what the company's vision is, anddo you know what? They never can tell me. I find this shocking, because if acompany's people don't know what they are aiming for, how will they know inwhich direction to aim? How will they know what their progress is and whetherthey are moving closer to or further away from achieving that vision?

I'm a firm believer in giving people ownership of the overall vision of abusiness; in that way they will all strive for the same thing. They will alsoall have similar values and appreciate the same general ideals. They will allidentify with the business and with each other as team members.

So, what then should a company's Vision Statement contain? What, for thatmatter, is a Vision Statement?

Let me answer that by means of an example. I'll use one of my companies,ActionCOACH, as an example.

When I set out to build this company, I built it with the end in mind. In otherwords, I built it according to how I envisaged it when it was finished. This isvery important, because it affects everything you do in your building stage.Your vision, mission, and goals will have to take this into account.

My vision for ActionCOACH is:

World Abundance through Business Reeducation

Notice it is world abundance, not Australian or Southeast Queensland abundance.This sets the tone for the whole company and its future. It also dictates howothers see us.

The Vision Statement is the long-term goal of your business. And by long-term, Imean 100 years. Don't mess around with short-term goals here. We're talkingabout the grand picture of what your business will be like when its finished.Think of it as the strategic intent of the business.

Vision Statements are meant to be living documents. By that I mean they mustn'tjust hang in the boardroom or some other hallowed place where they never getseen. They should be prominently displayed all over the place where absolutelyeveryone can see them all the time. You see, it's critical that your entire teamidentifies with the Vision Statement and accepts it as the team's vision too.Whenever I recruit new team members, the very first thing I discuss with them isour vision. I let them know what we are striving for. If they can't identifywith it, I tell them they're welcome to leave then and there.

Let's now consider the Mission Statement.

Again, many businesses simply don't have one. If yours is one of them, thenbefore you do anything else, spend some time developing one. But before you do,do you know what a Mission Statement is?

The Mission Statement states how your business is going to accomplish itsvision. It is obviously going to be very much more detailed than the VisionStatement. It should clearly spell out the following:

• Who you are.

• What business you are in.

• Who your customers are.

• What makes you different from your competition.

This last point is very important. It's something you need to spend time gettingclear in your own mind first. You see, the day you differentiate yourself fromthe rest, you won't have to compete on price anymore. That's why a GiorgioArmani shirt costs very much more than one from K-Mart. I mean, they might verywell be made from the same material and in the same factory, but the GiorgioArmani costs more precisely because of marketing differentiation.

To illustrate what I'm getting at, let's consider the Mission Statement of mycompany, ActionCOACH.

Once again, this is discussed with every applicant during the interview process.It is explained and talked about at length. Applicants are given the opportunityto ask questions and to say if they feel comfortable or uncomfortable with it.If they don't agree with it or feel it doesn't excite them, they are invited toleave and look for a company that better matches their outlook.

Here are a few great questions to ask yourself when developing your MissionStatement:

1. What do you, as a team, want more of?

2. What do you, as a team, want less of?

3. Describe the kinds of relationships you wish to have with your

• Customers

• Suppliers

• Shareholders

• Competitors

• Community

• Employees

Once you have written down your Mission Statement, look over the statementsbelow and check those that are true:

___ Is the Mission Statement future oriented?

___ Is the Mission Statement likely to lead to a better future for the organization?

___ Is the Mission Statement consistent with the organization's values?

___ Does the Mission Statement set standards of excellence?

___ Does the Mission Statement clarify purpose and direction?

___ Does the Mission Statement inspire enthusiasm and encourage commitment?

___ Does the Mission Statement set the company apart from the competition?

___ Is the Mission Statement ambitious enough?

___ Am I excited about the Mission Statement?

Understand that it's vitally important to have a good Vision Statement that isbacked up by a comprehensive Mission Statement. But that's not the end of thestory because, just like different countries, businesses need to operate withina specific culture. You see, countries have rules and regulations that theircitizens collectively establish (through democratic means in most civilizedcountries), yet they go about their daily lives according to the culture thatthey happen to have. This means that, while the Italians and the English mightboth have similar rules and regulations that govern them, they go about theirdaily lives entirely differently. They eat different food, they speak differentlanguages, and they have different moral codes of conduct. The English, forexample, would find it rude to talk loudly in public, whereas the Italianscertainly wouldn't. The Spanish don't consider it rude to interrupt whilesomeone is talking, whereas the English do.

Think of a company's culture in much the same way. It's the way the members ofthat company go about meeting their objectives. It is their guide regarding allthose unwritten, yet important, social issues that help give a business itscharacter. It is that guide that lets team members know what is acceptable andwhat is not. It is a collection of values that lets every team member know whatis most important in terms of thoughts and behavior.

Now, here's another thing you need to bear in mind; most companies don't havetheir culture written down so that everyone knows precisely what's expected ofthem.

Did you know that, unlike not having the Vision and Mission Statements, everycompany actually has a culture?

You see, if you don't proactively decide what your company's culture is going tobe, your team members will do it for you. It will just happen; it will evolveover time all on its own. So my message to you is to take control and set one upwith the help of your team. This is most important, as you'll want them tosubscribe to it.

What types of things should you include in your Culture Statement? Well, it'sgenerally a 12-point statement that includes the following:

Your three most important values as leader of the company.

Your team's three most important values.

Your customers' three most important values.

Your company's three most important values.

Here's what we have in place at ActionCOACH. Once again, it is discussed atlength with all new team members at the time of their initial interview. Doingso saves us a whole lot of time and helps us find people who will fit in wellwith the rest of the team. We always find the right people from day one as aresult.

This is our Culture Statement:

Action's 14 Points of Culture

1. Commitment

I give myself and everything I commit to 100 percent until I succeed. I amcommitted to the Vision, Mission, Culture, and success of ActionCOACH, itscurrent and future team, and its clients at all times. You will always recommendproducts and services of ActionCOACH prior to going outside the company.

2. Ownership

I am truly responsible for my actions and outcomes and own everything that takesplace in my work and my life. I am accountable for my results and I know thatfor things to change, first I must change.

3. Integrity

I always speak the truth. What I promise is what I deliver. I only ever makeagreements with myself and others that I am willing and intend to keep. Icommunicate any potential broken agreements at the first opportunity and I clearup all broken agreements immediately.

4. Excellence

Good enough isn't. I always deliver products and services of exceptional qualitythat add value to all involved for the long term. I look for ways to do morewith less and stay on a path of constant and never-ending improvement andinnovation.

5. Communication

I speak positively of my fellow team members, my clients, and ActionCOACH inboth public and private. I speak with good purpose using empowering and positiveconversation. I never use or listen to sarcasm or gossip. I acknowledge what isbeing said as true for the speaker at that moment and I take responsibility forresponses to my communication. I greet and say goodbye to people using theirnames. I always apologize for any upsets first and then look for a solution. Ionly ever discuss concerns in private with the person involved.

6. Success

I totally focus my thoughts, energy, and attention on the successful outcome ofwhatever I am doing. I am willing to win and allow others to win: Win/Win. Atall times, I display my inner pride, prosperity, competence, and personalconfidence. I am a successful person.

7. Education

I learn from my mistakes. I consistently learn, grow, and master so that I canhelp my fellow team members and clients learn, grow, and master too. I am aneducator and allow my clients to make their own intelligent decisions abouttheir future, remembering that it is their future. I impart practical anduseable knowledge rather than just theory.

8. Teamwork

I am a team player and team leader. I do whatever it takes to stay together andachieve team goals. I focus on cooperation and always come to a resolution, nota compromise. I am flexible in my work and able to change if what I'm doing isnot working. I ask for help when I need it and am compassionate to others whoask me.

9. Balance

I have a balanced approach to life, remembering that my spiritual, social,physical, and family aspects are just as important as my financial andintellectual. I complete my work and my most important tasks first, so I canhave quality time to myself, with my family, and also to renew.

10. Fun

I view my life as a journey to be enjoyed and appreciated and I create anatmosphere of fun and happiness so all around me enjoy it as well.

11. Systems

I always look to the system for a solution. If a challenge arises I use a systemcorrection before I look for a people correction. I use a system solution in myinnovation rather than a people solution. I follow the system exactly until anew system is introduced. I suggest system improvements at my first opportunity.

12. Consistency

I am consistent in my actions so my clients and teammates can feel comfortablein dealing with me at all times. I am disciplined in my work so my results,growth, and success are consistent.

13. Gratitude

I am a truly grateful person. I say thank-you and show appreciation often and inmany ways, so that all around me know how much I appreciate everything andeveryone I have in my life. I celebrate my wins and the wins of my clients andteam. I consistently catch myself and other people doing things right.

14. Abundance

I am an abundant person. I deserve my abundance and I am easily able to bothgive and receive it. I allow abundance in all areas of my life by respecting myown self-worth and that of all others. I am rewarded to the level that I createabundance for others, and I accept that abundance only shows up in my life tothe level at which I show up.

When thinking about what values you'd like to encourage in your business, take amoment to answer the following questions:

1. In order to fulfill our Mission, what are the most important characteristicseach team member must have?

2. What must we as an organization focus on to be our very best?

3. What qualities must we look for in the people we hire? Which qualities do youwant each team member to value the most?

4. What are the characteristics that would conflict with the organization as it fulfils the Mission?

Are you beginning to see the importance and value of having in place goodVision, Mission, and Culture Statements? Can you see how these set the tone ofthe business and affect the types of people who will be attracted to yourbusiness?

CHAPTER 2

Part 2

Putting Together the Dream Team

Before we consider ways of ensuring you have the team of your dreams in yourbusiness, let's consider for a moment just what a team is. According to thedictionary, a team is "a group of people who are on the same side." It is also"a group organized to work together." But there's more. In old English, the wordrefers to offspring or family. Isn't that interesting?

In my business, my team is considered part of my family. You should consideryours to be too. You see, if you regard your team members as family, you'lltreat them a whole lot differently than what you would if they were just"staff," wouldn't you? Think about it. You may have noticed I never refer to mypeople as staff; they are members of my team.

Here's another meaning of the word team: Together Everyone Achieves More.

The overall feeling here is one of togetherness. The word conjures up animpression of inclusiveness. And this is important, because when you reallythink about it, everyone in your company has a unique and equally importantrole. None is more important than the others. They all have a distinct purposethat plays an important role in the overall well-being of your business. If theydidn't, then there's something wrong with your structure. You see, in businessthere should be no freeloaders. Everyone should have a unique and distinct roleto play in helping the company achieve its Goals, Mission, and Vision. It's assimple as that.

But there's another dimension here that needs to be highlighted. Team membersnot only have to fulfil a particular function within the organization, they alsohave to fit in with the rest of the team as far as compatibility is concerned.You know the old saying that one rotten apple spoils the basket? Well, it's truein business. It all comes down to your company's culture. Finding the rightmatch is vitally important when selecting team members. That's why I involve myentire team when looking for a new team member. You see, team members are theones who have to live and work with the new team member, not I.

So how should you go about ensuring that you match the members of your team upwell with each other? The first thing to do is to consider the differentbehavioral styles people have. I do this by means of the DISC PersonalityProfile.

(Continues...)

Excerpted from INSTANT TEAM BUILDING by BRADLEY J. SUGARS. Copyright © 2006 by Bradley J. Sugars. Excerpted by permission of The McGraw-Hill Companies, Inc..
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

Edition details

• Publisher: McGraw Hill
• Publication date: 2006
• Language: English
• ISBN 10: 007146669X
• ISBN 13: 9780071466691
• Binding: Paperback
• Edition number: 1
• Number of pages: 176