How to Build Your Dream Team
How do you build your dream team? And how do you maintain it once you get there? In this episode, Vicki Suiter, owner of Suiter Business Builders in Novato, CA, guides us through the process of building a dream team by focusing on what truly motivates your employees and being clear about what defines success for your team from the get-go.
Last episode, Spencer discussed how he built his dream team at Builder Funnel from the ground up. In Episode 75, we learned how Magleby Construction built a dream team that spans national borders and is vertically integrated. This episode, we get a third, unique perspective, which is focused on building a successful team by focusing on a few tough questions:
- What motivates and drives my employees to do a great job?
- How do you define success for a job role from the outset using SMART goals?
- How do you showcase what kind of company you are to people before hiring them?
Learn all about it here on Builder Funnel Radio.
- 0:40 Episode Overview
- 1:24 How Vicki got started
- 3:10 Why is team building so critical
- 4:31 Vicki: "I realized the common denominator was me"
- 6:31 How to uncover what motivates your employees
- 11:00 How to be clear about what success means in a role
- 12:26 Advice for early stages of team building
- 18:41 How to showcase to prospective employees what kind of company you are
- 25:20 What does the Dream Team look like?
- 30:39 Follow through on feedback
- 34:22 How to connect with Vicki
- 35:22 The Fast Five
- 39:45 Spencer's takeaways
- Register now for Vicki's Build Your Dream Team webinar (course begins March 12, 2020)
- Vicki Suiter's LinkedIn profile
- The E-Myth: Why Most Small Businesses Don't Work by Michael Gerber
- The Five Disfunctions of a Team: A Leadership Fable by Patrick Lencioni
Full Episode Transcription
Note: this podcast was transcribed automatically and may contain minor grammatical errors and missed words.
Welcome to Builder Funnel Radio here you'll learn about how to grow your home building remodeling or contracting business. If you're not growing, you're moving backward. So we want you to always be in growth mode. This podcast has really turned into a movement and community of people who want to grow personally and professionally. Here we bring you some of the best marketing sales and business minds in the industry so you can elevate your business. All right, let's dive into the show. Hey, welcome back to builder funnel radio. This is Episode 77 with Vicki Souter, and today, we talked about team building. So Vicki has a lot of experience building teams, growing teams and also coaching and helping companies do the same for them and so we get to dive into process system capture Create a unique environment that actually attracts people to you so that they want to work for you. And then we talked about a couple of cool tips one, where she actually forms partnerships with her employees or her team members, and it's a nice spin on the whole job description thing. So I think you're going to really enjoy this episode. And sit back and relax. Episode 77 with Vicki Souter. Hey, Vicky, glad to have you on the show today.
Hey, Spencer, thanks. So nice to be here. I'm delighted to be talking with you.
Yeah, I'm excited. We're going to get into kind of the nitty gritty on team building and all that fun stuff. But before we get to that, I always think it's helpful, like, how did you get into the construction space and kind of this world that we're living in?
Well, it's kind of an interesting way that I got here. I was in banking and finance. I was a controller of a national training company. And at the time when I was doing that I was married to a paying contract. And I saw this challenges and the struggles that he had. And, you know, I worked with him and helped him with his business. And then when I had our son in 1990, I went, I decided I was gonna stop working for somebody else 70 hours a week to start my own business.
And for yourself 70 hours right, there you go.
I was just about to say, and then I guess I saw 70 hours a week. Yeah. So I realized that there was something that I had to contribute given my finance background to the construction industry. And I knew that there was a place where I could contribute there. And my first client was a design build client. And I just found that I really loved the work and I loved working with that with contractors and I, there's a complexity to it, but there's a simplicity to it at the same time that when you know how to tap into that, that really intrigued me and so I that is just The vertical market that I ended up staying with and I ended up working with and do work with everything from remodelers, to subcontractors to builders to interior designers. Cool.
Yeah. Yeah, it seems like that's a common thread people, a lot of people stumble into this industry or you know, it finds us or whatever you want to call it. But I know one of the things that you're super passionate about, especially when thinking about these types of businesses is team building. And I know when I first got into business for myself, team and culture and some of these things kind of felt a little bit like fluffy or pie in the sky are kind of these these ideas are like, how important is this? But obviously over the years, I've discovered the importance of that, but why is this something that's so critical?
Well, if I were to like kind of, like, give you a little bit more about that story. When I worked for this international training company, I struggled my Myself, as a manager and a leader, I really had a hard time. I thought that the way to get people to do things was manipulation and cajoling and threatening, and I was a horrible manager really, as I look back at it. And when I first started hiring the first person in my practice, I found that it started to look a lot like it had looked before. And the training company that I came from was a transformational training company. So I knew enough at that point to go. If you have the same problem over and over again, you need to look at what the common denominator is. And I saw that it was me. And it was around that time that I started to, I was reading Michael Gerber's book, The E myth. And I started reading books like by people like Stephen Covey and started to like the wheels started to turn for me about Oh, like how what am I doing as a leader and a manager to set people up to win with me Have I said up the structure in the systems clearly. So it was when I, when I, especially in reading Stephen Covey stuff in studying and listening to him that I went, you know, there's this whole other thing about human beings and about what makes us tick. That's that I need to understand. And it's not about using people like tools, but it's more about how do you tap into people's greatest potential? And how do you empower people, because fundamentally, as human beings, our desire is to have a sense of belonging mattering and contribution. And that you know, during that time, it really started beyond this whole journey of learning more about how does the human brain work, I became master certified in neuro linguistic programming, which is a little bit about neuro science, and it was based on neuroscience. And I started to really begin to understand that when we can tap into people's greatest potential and really understand what motive drives people that we don't have to manipulate and control them, that what we actually can do is to help them rise up to their greatest level of contribution value belonging and mattering. And and so that it has become and I realized that that was one of the keys that when I could help my clients unlock that, that was the key to being able to grow your business to the next level. That was the key to being able to spend less time working in your business that that was the key to building great teams and having great people want to come work for you.
Yeah, yeah. And so, for those listening, you know, they go Okay, that sounds awesome. You know, maybe making that shift. How do you go about you know, actually uncovering what motivates or inspires people versus
sounds a little fluffy. Right.
Exactly. Yeah. Which I think a lot of times
sit down and like have like little like meditation sessions with my team. No, not at all. I'm a very pragmatic person, and I'm a very much a systems thinker. And one of the things that I realized at the time was okay, I'm often what I had. And I'll use an example of of Beth, the woman who worked for me when I first started my business when I these lights started to go on for me is that when she started working for me, what I gave her was a task list of tasks that she needed to do, which, you know, when I asked people do they have job descriptions, or if you look online at job descriptions, 99% of the time, what you get is task lists. What they are not is holding people accountable and giving them accountability, responsibility for a result. And so I started to look at Beth and how I had set her up to be more like a helper than to somebody who actually could take ownership. And the distinction was, I needed to write what I now call position agreements instead of job descriptions because I hold them like their agreements, as opposed to just this thing that I gave you and said, here's what you're saying. supposed to do. So it completely starts to transform that relationship from a, you're no longer a helper, you're accountable for a result. And B, this is our agreement in our contract with each other. And this is what we're holding each other accountable to. So now it starts to shift things at two different levels. One, I'm now I'm holding people accountable for a result, not just the tasks to get to the result. And to that now I'm in partnership with them about their ownership and their accountability for this agreement that we have. And I literally have people sign them, that starts to shift that relationship from a helper to a partner to somebody who's about the commitment and the agreement that we have to produce these results. And that's like that. So that's one of the first steps is to start to make that distinction. And that's a very practical thing that people can do to start to look at. Well, there's all these tasks like absolutely in it. I'll give you an example in construction of a project manager. So if I'm talking about a project manager, I'm talking about their primary job is on time on budget as promised. And so I might have a job description right now that says things like, you have to do client meetings, and you have to update schedules, and you have to stay in front of what's going on with the team and you have like, so there might be all these tasks that the person has to do. But instead of that job description, or that position agreement says you're responsible for updating schedules every two weeks, and going over that with a client and your manager or the owner, whoever you're responsible for doing cost to complete every 30 days so that you know where a project is headed well in advance of the end result ever showing up. You're responsible for making sure that your team does cause a does two week look ahead every week. By the end of the day, every Thursday on all the projects that you're working on. Now what I've started to do is that's a completely different position agreement. Now, I have started to do what I call set SMART goals. So they're specific. There's clear accountability. They're realistic, they're time driven. And so s m AR T, yeah. So they're specific. They're measurable, sorry. They're realistic there. There's clear accountability. They're realistic and their time driven. So when they have all those elements, now, what you have is you have some you know, what you've given your team is, you've given them the ability to control what they do. And you've given them the ability to have a clear sense of contribution belonging and mattering. Because you've given them the keys to the kingdom. you've, you've shown them how to win the game with you. In again, I'm going to say this is a first step right? So the first step Is get clear about what is what constitutes being successful in that job and codify it in a way that it's specific. It's measurable, there's clear accountability. It's realistic, and it's time driven. If you use that approach, when you're writing position agreements with people, now you've given them the opportunity to rise up to owning and managing that result. And that's the key to clear account. You know, that ability to be able to have a sense of belonging mattering and contribution because now they're not just a helper and doing tasks. Now, they have accountability for a result. And I'm going to say I've done this with with clients with every position in their company. So this isn't just about leadership. It's also about the guy who's your labor or working on your project, or you know, your AP color.
Yeah, I like it because like you said, it focuses on the the outcome or the result and not necessarily all the little specific details like getting there And sure, you may have some systems and some better practices and things that you expect in terms of specific tasks. But in general, as long as you get that result, do you really care, you know, how it how you get there. And so they always say, you know, if you have more autonomy than you feel more fulfilled. And so this is a great way to kind of bridge some of that gap to is giving your team more control over how they get to the end results as long as you're getting there. And so yeah, I really like that. I want to shift gears a little bit, because when it comes to the topic of team building, I, I always flashback to kind of the early years of building my team. And I remember one of the things that went through my head and I would imagine this happens to a lot of small business owners is okay, maybe you're a team of one, right? It's just you and you go to make that first hire. You know, the question was always you know, why would somebody want to follow me or why would somebody want to join my cause or you know, my company and what I'm doing, because you always have this tendency I feel like to compare yourself Two other companies that are further along or, you know, whatever it may be, they're bigger and they have more team members more benefits, more things they can provide. So do you have any advice or and or maybe some tips for people that are in those like very early stages of building their team? And how can you foster kind of a unique environment or kind of get people on board with what you're trying to do?
I absolutely do. It's funny because I just had this conversation with somebody yesterday who just started his business about a year ago. And there's two things I would say one is, I'm creating create systems and processes so that there is a consistency in how things are done. There's nothing. So first of all, it's going to do two things. One is it's going to build a foundation on which your company can actually grow. Because then it's your way and your standards of doing things as opposed to whatever whatever somebody brings to the table, not like If you don't want people's input and contribution because you do, right, but the more you have a consistent set of practices around what you do, and in systems that are are documented, then the more somebody can actually walk into your organization and feel like, okay, there's a process where let's say it's change orders, right? So there's a way that we do change orders that serves a whole bunch of different purposes. It serves a purpose of being able to stay in clean communication with our client, to keep them apprised of the impact of what's going to happen on their job. It keeps us in front of making sure that we're not losing money on change order work. It creates a system of rigor about how we manage to the budget within a project, right? So there's lots of different benefits and honestly, it's like it for all the contractors listening. There should be a really strongly managed change order process in your business because that's one of the places contractors lives lot of money. So like by having a consistent set of practices around that, and managing to it consistently like holding your team accountable to it, being in communication about it, having that process documented, making sure that you hold that standard. There's a couple different things that happened on one is that person who's working for you knows and can count on. Well, that's the way that we do it. And that they what you're doing is you're setting a standard that's a higher standard than then I remember it was it, you know, it was whatever the flavor of the week is about those words, keep coming to mind because I know sometimes we think that it's like, whatever the next shiny object is that we learned about or you know, the next great like, oh, aha, we're going to do this. And so you implement all these things. And then they last for about a week and then you forget that you implemented in the your team goes, you know, every time your team hears and we've all worked in these environments, right. We're like, you're team goes, Yeah, a week from now he's gonna forget about it. So we're just gonna, we'll just wait and see not actually going to do it. And then if
right that we like, Well, you know, it's going to go away. So, so choose, you know, and it's not like I'm not talking about dozens of things over time, it will be dozens of things. But as you're starting out, put a stake in the ground about what are the most critical ways that you're going to be in business that are going to produce a, because if you're in contracting, which is the whole game of contracting is on time on budget, as promised. So a good change order process is going to make sure that that happens, right? So I would orient certain processes that they're in Procedures and Standards that you have around that. There's a couple of things that happen when you do that is that you ever have your clients be you end up not losing money on change orders, let's say and see when you go create that kind of environment where there's that rigor with the people that you work with people are starved for it. People love to work for companies that have their stuff together. Really like those companies. Those are the companies that have people calling them. When other people are having a hard time finding employees, those companies are the ones that have a reputation have they got their act together, they're well run. I know what I can count on. They can feel a sense of trust in being in your business and working with you. So the so that would be the first thing. And there's one other thing that I would add to all of that is, keep your agreements, do what you say you're going to do. When you say you're going to do it. If you make that as standard in your business, and it's hard, those are easy words to say. But like when we say we're going to show up at eight o'clock in the morning for a meeting, were there at eight o'clock, whether it's with my client or my team, when we say that we're going to have a better out by Tuesday at noon, it's out by Tuesday at noon. And that doesn't mean one o'clock now stuff happens in life. But if you renegotiate agreements before they're broken agreements, it's a way that you start to have integrity in your words. And, again, I'll say some of the most successful companies I work with are ones that I, the most successful companies I know of, are ones who operate with integrity about keeping their word.
Yeah, yeah, I think that makes a lot of sense. And in thinking about kind of what you're saying, if you have these documented processes, and you do what you say, you're going to do that that can start to attract people to you, I guess, how do you how do you do that as you're going to make that first hire second or third hire and you're still a small team? and somebody's kind of looking from the outside and I know right now, like the labor challenges is large, I guess and people are struggling to find Good health, and how do you showcase that? That's the type of company you are, you know, prior to somebody actually like interviewing and saying, Yeah, let's I'm on board with this this company, I want to join you guys.
So there's a couple of things I would say. One is, what I notice is that clients that I work with it in this environment where it's hard to find people have people calling them looking for a job. It's usually because their team is talking about what a great company it is. And other subcontractors and other general contractors and other trades are talking about what a great company it is to work for and their clients. So when you build that kind of environment, people talk about it people are like, yeah, like, you know, wow, Joe's company is amazing. So, that's one way to do it. The other thing that I would say is that when you interview people you are prepared, and that you come, you know, you, you reflect in that interview process that rigor and that discipline. So you come to the conversation with, not just I'm going to talk about my company for an hour, but I come prepared with interview questions that I want to know about you. And I want to make sure it's a right fit like that you bring your cultural conversation to the party, when you're interviewing with people, and maybe you know, you have a, it's like, you wouldn't go to a sales conversation without leaving, ideally, a packet behind that says, Let me tell you a little bit about our company about our process. Let me give you some referrals. Let me you know, let me tell you about how we manage change orders. Let me tell you about how we manage schedule like something like that. So it's a little different, obviously, if it's an employee, but you might have like a one sheet of, you know, here's some information about our company, and here's what we believe and here's how we think about Our relationship and our partnership with you. So I would say those two things. You get people when you build a culture where it's a great people place to work, other people will talk about you. But when you come up in interview, be prepared and ask a good questions that are open ended questions and make sure that you approach the conversation. I say this to interviewees all the time. This is a two way conversation. I'm super interested in knowing if this is a right fit for this company. But I'm also super interested in knowing if this is the right fit for you. And so I don't I want to just get clear before we begin this conversation, this isn't about you, you passing some test, this is really about you and I having a conversation. That's an exploration and the discovery about that. That's a different approach and come prepared with interview questions already established, and then have something to leave them with.
Yeah, I like that. I like that a lot. I mean, I think A lot of times, what I've discovered is a lot of companies too, they'll maybe just go through one interview, and they'll they'll make a hire. And so if you have, you know, maybe a series of interviews, even if it's, it's just you and you're doing all the interviewing, and they're going to meet with you two or three times, you know, that can start to set you apart and that person sees, wow, they really care about the type of person that they're bringing on. Absolutely start to get more invested. So and I like the idea of using the leave behind a size typically, you see that in sales, but it's a great you know, little tip because that immediately separates you because nobody does that really does
that in your in a sales environment when it comes to employees these days. Right, because more demand than there is supply. Yeah, yeah. Good point. An interesting statistic. a headhunter said to me not long ago, she goes 80% of the people who come back to me after an interview, tell me that the company, the person I was interviewing with, so spoke just talk way more than I did, and barely asked me any questions. And I just thought, wow, like there's your like, right there is your indicator about why you end up hiring people who are not a right fit. Do you have a process in place? Where by you ask really good questions?
Yeah, yeah. I mean, we we've kind of expanded our hiring process over the years to and because we realized it's one of the most difficult things and you, you really want to get to know that person before you bring along. I mean, they go people go through five to seven interviews here, you know, before they come on board and not saying that you have to do five to seven. But your point, the point of having them in the interview is to ask them questions, and sure you want to be able to sell your company a little bit, but part of how you do that, I think is asking good questions anyway. So
Well, yeah, an open ended question. So not Yes, no questions, but open ended questions like Tell me about how, if I'm interviewing, let's say a foreman, tell me how do you plan to had on a project?
Right. That's a very open ended question. But it's going to it's going to get you quality information about how does that person think and how do they plan and, you know, how do they structure their time and so on and so forth, as opposed to, you know, do you plan ahead on your projects? Those are totally different questions.
Yeah, yeah, I think so.
Calling all builders and remodelers it's that time of year we're gathering data for our state of pull builder and state of remodeler marketing reports. This will be the fourth annual State of builder marketing report and the second annual State of remodeler marketing report. Now, in exchange for five minutes of your time, we're giving away a $200 gift card for the winners, but everyone is getting some sweet bonuses after the completion of the survey. And we're also making it super easy to participate this year. So just text survey 233777 and we'll send you the survey link right away. Again, we're doing a $200 prize for the winner. And everyone that completes the survey gets some bonuses. So just text survey 233777. And we'll send you the link. So let's, let's fast forward a little bit. Let's move into the future and say, you know, we've been doing a good job of working on hiring and training good people. And now we've got kind of this dream team and you kind of talk about building a Dream Team. What can it look like if you start to implement these things? And you really, you know, hire on people where you have that partnership mentality, like you talked about and you're setting good expectations and outcomes and you have systems in place and training and you're attracting the type of people you want, you know, what does that starts to look like?
Well, let me just say that what what all of us Want when we're when we start our business. And even as you know, in leadership positions, what we want is be able to make more money and have more time in their day in our day, and to be able to love what we do again. And doing all of this is your most direct path to being able to have all of that. So when you build great teams, you know, when you hire and attract a players, when you build a culture where great people want to the kind of environment where great people want to work, because you have that discipline within your company. It's the keys to the kingdom. It's that is your freedom right there. Not long ago. So I have this client that when I first started working with them, they were it was two partners. They were working 5060 hours a week. Neither of them ever had more than a two week vacation at a time nor were able to take off even that much time during any one year. They could never be away from In the business at the same time, and they were not making the kind of money that they wanted to make, and they had a crew of like 20 people, and we put this process in place with them of first identifying Okay, so how can we raise the tide? How can we have people take more ownership and accountability? Can we put position agreements in place with your team and get really clear about what's the standards and create certain standards and processes within your business and start to set goals and get clear about where what's the trajectory that you and they want to be on? Fast forward. Last year, they both were gone at the same time. Major breakdown happened on a project and they neither of them had to come back to to the, you know, business to take care of it. Their Superintendent totally handled the problem, made the client happy and always well. They Both took off over three weeks last year. Again, one of them was an overlapping week not a problem at all within their business. They're making more money than they've ever made in their entire 15 years before that in their business. And one of the owners said to me not long ago, she goes, I love what I do more than I ever have in my business. And I'm like, that's what it should be like, that's, you know, that was why we created like, started out with the great American dream To start with, which is I want to go hang my own shingle, you know, or I want to, you know, be a leader and I want to I want to rise up within an organization so that I can have more choices.
Yeah. How can I sense that? Yeah. And and it's interesting too, because the way you get back like I like how you phrase it, get back to loving what you do is it seems like you start out loving what you do, and that's what you get into your own. Say, great, I love doing us and then you realized very quickly as You grow, you're getting into things that maybe you didn't know, that you needed to do or you don't love, which could be managing a team and people and building systems and processes and all these things that come along with it. And then suddenly, that's where you're spending all your time, you're not actually doing the thing you love. So I like how you phrased it, because when you get to that spot where you have more time than you can actually focus on so brings us full circle.
Yeah, and and I just want to add one other thing about that Spencer too, because the thing that people struggle with is that we are not taught leadership skills. We're not taught how to how to grow a team. And so you know, that that often is the biggest struggle that so many new business owners have, and it's the part that you end up hating, because it's like, I don't know what I don't know. And so when you can start to unlock those keys for yourself and start to see how to how to create, you know, the the systems, the structure, the tools around managing with people and tap into that whole thing of people's sense of wanting to belong, matter make a contribution by doing, you know, putting those systems in place. Now you've just risen the tide to a whole different level of, you know, how you're working with people and and you have the access to getting away from nothing that frustrates us so much.
Yeah, totally. So I got a few more questions for you. But, you know, we talked a lot about team and leadership, what's something that everyone should know that maybe we haven't touched on so far?
Um, I guess the other thing is follow through and feedback. So once you've set the structure, and you said Okay, so here's, you know, the Position agreement that we put in place you agree to I agree to these are the, you know, this is the criteria for success, you need to make sure that you have a structure in place whereby you and they are managing and communicating about that and being consistent about it. So if you say, you know, you're gonna have schedules done every week, you're meeting about schedules every week, you're not just going, Oh, did you do that or hoping and wishing and abdicating it to that person. So our job as leaders is to be in consistent communication and have a structure whereby we do that and do it consistently. So I'd say that's number one, super important to be able to build and grow a team is to have that discipline with your team internally. And then just in treating it just like a customer calling a customer meeting or a sales meeting, right? You wouldn't just blow it off. Don't blow off your team meetings either. And then I would say the second thing is feedback. It was people are starting for feedback, they want to know how they're doing. So whether that's making sure that it's in those meetings, but also doing regular reviews every six months or a year at the very furthest out, but also if there's something that's not working, have the conversation, go address it right now build that level of communication and honesty within your, within your organization. That's another really key thing. All the subversive stuff that happens within organizations that becomes like an infectious disease for all the things that don't get communicated, can destroy a business. So stay keeping it clean in like, if there's an elephant in the room, go address it, you know, if there's a problem with a team member, go have the conversation. And it doesn't mean here's the problem. It's like we're so conflict adverse sometimes. And we have a tendency to not want to have what I call the hard conversations where we're being honest with someone, but what ends up happening is people don't have those conversations. And then we still When students do and then one day, it's like, I can't take it anymore, like blow up right? Now you just had a much harder conversation than if you had just gone. Like somebody just story comes to mind. Last week, somebody said to me, you know, this person that's working for me was like, so great when they started and they were like, just on top of it all the time. And then, you know, last month they've been like, so off their game. And I said, so have you gone and talk to him? And he goes, No, I don't know what to say. And I go, just go say that. Like, I just need it where it is. You don't have to make somebody wrong to have honest and open conversation called, hey, this just really like what's going on this like, you know, you seem to be off your game or this isn't working or we have a continually broken agreement with each other about not doing what we say we're going to do. You know, something's got a Something's got to give what's going on. So just like that ability to be in open, honest conversation and have that continual feedback loop I would say is the other.
Yeah, yeah. I think that's great. And yeah, it's it's those little things that if you just have the conversation in the moment, you realize, Oh, they were having a rough day or something was going on in their personal lives and you know, but then it suddenly becomes something that like you said, it grows and grows and then it blows up later. So right. Yeah, I think that's that's great advice. And I've got our last segment of the show coming up. Before we get to that, how can people connect with you or learn more about what you do and how you help?
Um, you can go to my website at super Business Builders calm, it's su i t er, Business Builders, calm. Cool. And on. There is information about me and the courses I offer and information about my book and all that.
Awesome. And I know you've also got a webinar coming up that talks about team building and kind of does a deeper dive into some of the things we've talked about today. Can you tell people a little bit more about What the webinar entails and how to sign up for that?
Sure. So if the webinar is how do you get to Team your team to take ownership? And as you just said, Spencer, I do a little bit of a deeper dive in that and talk about what are some of the tools that you can implement with your team to apply some of the things that we've been talking about today. And people can get that if you go to my website and go to Souter, Business Builders, calm forward slash ownership. There's a link on there for the webinar, the webinars actually next week. So they can get the date and the time and all that in there. And then there should also be, there's also will be a link on the front page of the website.
Okay, perfect. Yeah. And we'll make sure we add that as well to the show notes. So thanks.
Yeah, thank you for asking.
Now we're going to get into our segment of the show. We call it the Fast Five. So I'm going to hit you with five rapid fire questions. Just say whatever comes to mind. So first one, kind of a easy law, but what's your favorite business book and why?
Cool, um, my favorite business book is Five Dysfunctions of a team by Patrick lencioni. And it's my favorite book, because he talks about the thing that I was just talking about a minute ago is how do you build a culture where there's honesty, there's a deep sense of commitment to not being not being subversive in a team. And really, it's written as a parable. I love the way that he writes this book. And he just talks about the story of this team and how they went from being very dysfunctional with each other to really building this deep level of trust. And, and, and in the process, not everybody made it, but what it gives us some great examples and he's got great stuff in the book about How do you actually start to shift that culture within your organization of being one where great people want to work? And that is open and honest and a trusting environment? Cool?
Yeah. Yeah, that's a great one. And next question would be, who is the most inspirational person in your life?
Ah, I'm gonna try to do this without crying. Um, I would say it's my mom.
She's no longer with me. But she was super courageous. And she, she, she was just an amazing woman, and super courageous and super willing to go beyond her level of comfort in life in order to support her family.
That's awesome. Very cool. And favorite, or if you could have one superpower, what would that be?
Gosh, Uh huh. superpower. I guess it would be to be able to be in to be able to instantly be in different places. Like immediately.
Awesome. Yeah, so maybe teleporting or something like that.
Thank you. Yeah.
Yeah, that's a good that one is actually the one that I would choose as well as a lot of people big flying but i think you know, teleporting you can kind of accomplish
far away and I'm like, I just want to be there and give them a hug.
Totally. Alright, so next question is describe yourself in three words.
Uh, I would say soft, kind and strong.
Awesome. And last question is if you could leave our listeners with one piece of advice, what would that be?
Unknown Speaker 38:54
I would say be authentic.
Find your authentic Take boys. And the people that you work with, whether it's clients or you, it's your employees. It's like, at a fundamental level, we all want the same thing. And when we can drop down into our own humanity when we're communicating with somebody else.
And in that honesty thing, that we can get a lot more done with people.
That's awesome. Yeah, I think that's great advice. Well, Vicki, thanks so much for joining me today. This is awesome. I love talking about team building. So
this is great. Spencer, thank you so much. I appreciate it. You did a great job. So thanks.
All right. Thanks. guys. I hope you enjoyed that episode with Vicki. And as always, I know you're on the go and so let's pull out some good actionable takeaways from today's conversation. The first one was reflecting back to that, talking about jobs. descriptions and identifying the outcomes are the results that you're looking for. So if you don't have a job description, use a framework that we talked about today, where you're kind of writing out the goals and the outcomes and what you're expecting from that role, not necessarily a task list. And I think that was really, really good advice and something that you can take away and work on immediately. So nailing down descriptions with outcomes and results for every position within your company. And even if you, you wear the hats for all those positions, now is still a good time to document those things. Because when you go to hire for that and delegate that hat that you're wearing, then you've already got that in place. The second takeaway was actually coming up and developing a good set of interview questions. So reflecting back to that comment about, you know, 80% of these companies, they just talked the whole time about their company. And what you're really trying to do in that interview process is get a good good grasp on who this person is. Why they would be a good fit for the company. And then also making sure that you're a good fit for them. And you really do that by just drilling in and asking lots and lots of questions. So you're a builder funnel, we take people through about five to seven interviews before they come on board. And we have a slew of questions anywhere from culture fit core values, personality type questions, but then also skills and things that are going to be relevant to their job. So you can kind of break up your questions into those different categories. And the final thing I would add is I really liked that idea of having a company takeaway sheet for potential new hires and people joining the team something that you can leave them with after that first interview. And so that's something that I took away and that I'm going to work on as well for our company. But yeah, I think those are some great takeaways for you guys. And again, thanks for tuning in. Appreciate it and we will see you next time on builder funnel radio.
Thanks again for listening everybody. And as a quick reminder, text Radio 233777 for some free goodies as a thank you for listening to the show. And if you got some value from today's episode, I just ask that you leave us a quick review on iTunes. It really helps us spread the word and grow this awesome community of people who are working to improve their lives and their businesses. Thanks again and we'll see you next time on builder funnel radio.