Most Managers Suck

Good Morning Rogues!

I hope you’ve been crushing your week.

This week I’ve been reminded of how much I love long bike rides on the beach as a way to get my thoughts centered.

Make sure you’re finding time each day to get your head on straight. The day can run away from you very fast if you start “reacting” to the events of your day instead of “creating” the events of your day.

Big Lesson For the Week - Partner Management

When I started my most recent business (Pure Private Label) - I took on 2 partners who are incredibly skilled at what they do.

It has been a natural fit for all of us because our skillsets and communication styles are complimentary.

Most importantly - our values are aligned. The business could never go anywhere if we didn’t have that part tied up.

The new part of this journey for me (and where the big lessons come from) is this is my first time having more than one other partner on a project.

Having a third person in the ownership team creates a completely different dynamic for decision making, collaborating and so much more.

On top of that, that’s another individual’s personal needs and goals that need to be met (business is about people after all).

As a result, it’s been very critical for us to learn how to delegate to each other and lean into what we know are each other’s strengths.

Maybe there’s something about the business that I want to handle, but I know one of my partners is more skilled there - well, I just have to give that up.

The major “Pro” of this approach is having another member of the team that is intrinsically motivated with a “burn the boats” mindset that you can count on.

The “Con” with multiple partners is related to making sure everyone’s needs are met and are performing within their area of greatness - this is especially tough in the startup phase because everyone has to wear multiple hats.

Good Management Isn’t Authority

Whether you manage a team or report directly to a boss, it’s important to remember that EVERYONE manages others.

If you want to create change, grow your business or get that promotion, you will have to manage the people around you.

I can demonstrate this with a simple question…

Who has more people skills and is more likely to succeed in the long run between these two people?

Person #1: Can get things accomplished by their direct reports by appealing to their authority and/or the use of punishment

Person #2: Can motivate and influence their colleagues on the same level as them on the corporate structure to take action.

Obviously the answer is Person #2.

If you manage a team, check yourself to see if you just lean on your authority or if you’re actually able to influence your team.

I actively look for individuals who are able to influence and motivate their colleagues as people that I would want to promote because that is a more important skillset.

At the director level and up, that is most of what you do anyway - collaborate with others on the same level as you that have no requirement to do what you want.

If you’re not able to influence others on the same level as you, you’ll have a tough time at the top of the corporate ladder.

How does this apply to partnerships?

The same concept of being able to influence and motivate colleagues applies to what it will take to be a good partner in a team.

I actively motivate and influence my partners while they actively motivate and influence me.

The big difference between this role and my experience at the Director/VP role, is that all of the big strategy decisions rest with us as well.

At this size company, we’re the board and the directors.

That means that we need to talk about long term growth AND what needs to be done today.

The big key in that is staying focused on what needs to be done now.

Head in the clouds, feet on the ground.

When you’re picking a business partner (especially if you need more than 1 other partner), make sure you’re teaming up with people who can do it both.

Being able to direct growth and visualize and being able to get the little tasks done are two different skillsets.

If you’re overbalanced in one or the other, it can be tough to create the company that you’re looking for.

If you’re a one person show, make sure you’re doing both!

Let me know if there’s any way I can support you or your partners with visions for growth or what needs to be done today. We can fill in the gaps and get things going.

Let’s keep winning together!

Forever Forward,

Rush

P.S. There are 2 ways I can help you if you’re ready for more:

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