7CEO 034: Three Types Of People You Need To Get Your Business To 7-Figures

The 7-Figure CEO Podcast

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Today Casey brings along two of the people who helped him start, grow and sell a 7-figure business, Becca Harper and Renee Weber. They talk together about how they’ve worked together for the past 8 years and how their different wiring has helped them work together for success.

They reference Les McKeown’s book The Synergist throughout this episode to describe and define the three different types of people needed to grow a 7-figure business. After being coached by Les, Casey and the team adopted the language to help them better understand how to work together to reach their goals.

LINKS

Do You Have A Self-Sustaining Business? Take our short, 10 question quiz to see how you stack up(we’ll even give you a score!): https://ownerssuccessclub.com/score

Connect with Becca Harper and learn more about her business, Clarity Consulting: http://clarityformybusiness.com

The Synergist book by Les McKeown: Amazon

The Synergist Quiz from Les McKeown: SynergistQuiz.com

7CEO 007: How To Create A Growing, Sustainable Business With Special Guest Les McKeown: http://caseygraham.com/episode7

NOTES Three Types Of People You Need

Visionary: Casey represents the “visionary” who generally has the business ideas and sets the direction of the company. The “visionary” often has more ideas than they’re able to implement and need help accomplishing their dreams and goals.

Because they usually start the business, they often think they are the best and have the most to lose. They have a tendency to think they’re always right and don’t realize how they effect the other people in the organization. Many times, they’re losing so fast they leave the rest of the team behind. Without awareness of how they are wired, they will believe everyone thinks the way they do and if they don’t, they should.

Operator: Renee represents the “operator” who helps the “visionary” DO the work and accomplish their goals. The “operator” is often very flexible, which helps them adapt to the “visionary’s” changing direction. An “operator” often needs to receive direction since they don’t naturally have a lot of ideas for new direction.

As the business is getting started, the “operator” plays an important role to help the “visionary” get it launched and is able to pivot to the necessary changes as they get going.

A “visionary” entrepreneur will have a VERY difficult time getting the business off the ground without an “operator”.

Processor: Becca represents the “processor” from The Synergist”. Most processors are very organized and process driven. They like things to have order and be systematized. Often times a “processor” doesn’t join the team until the business is established and in order for it to continue to grow, there must be systems and processes implemented.

The “processor” can be seen as an adversary at first because visionaries and operators have been running the business and the “ rocessor” comes in trying to change how they’ve been working. But they bring the stability into the business that’s necessary to continue growth and enable stability.

Transitioning To A Healthy Team To Grow & Scale

To get to the next level in the business, the visionary must be able to develop the skills necessary to hire and run a team of people to accomplish their goals. This requires developing the “synergist” skills to relate to others and make decisions that are for the good of the whole company.

Systems And Processes

To grow the business you must simplify what you’re doing and how you’re doing it. By implementing systems and processes, you create simplicity which allows you to systematize – systems allow you to scale the business.

How to Implement Systems and Processes

1. Hire the right person. You can’t expect a visionary or operator to be able to effectively create and run systems in the business. It’s not their natural skill set, so you must have a “processor” in place. Use the synergist quiz to look for the right person
2. Determine what are the most important systems you need to create. You must objectively assess the activities of the organization to determine what’s working well and what isn’t.
3. Systematize the activities around the questions the visionary and operators are asking all the time

Key Metrics To Drive The Vision And Provide Clarity

1. Start with the goal or mission and work it backwards, asking, “What will it take for us to reach this goal in the different areas of the business?”
2. Create 2-3 key metrics for each person that will help you reach your mission on a daily/weekly basis
3. Report weekly to keep the metrics visible and provide accountability. Green = on track or have hit goal Yellow = not on track or need help to get beyond a road block Red = didn’t hit the goal

Focus Of A CEO

A CEO must proactively look down the road to anticipate the road blocks and be able to remove them. You have to be able to see what’s happening in the company and be able to lead the team based on data not gut. This doesn’t happen often in businesses early on, but the entrepreneur must be able to make this transition.