KEEP THE RIGHT PEOPLE IN

So I want to talk about leadership and infrastructure. I'm sure a lot of you have heard me talk about this before. I think it's super important as a business owner, we're never able to scale without the right people around us. A great book called Good to Great by Jim Collins is all about getting the right people on the bus and the wrong people off the bus.

And the wrong people might be the wrong cultural fit. It might be that your business has outgrown them. And invariably you'll know it, but maybe you won't do something about it. But if you don't do something about it, they'll end up coming back to bite you in the backside In a year, 6 months, 18 months, whatever it might be. But at some point that person will walk out or you'll be so frustrated that it will leave and break down on a really horrible note.

So as soon as you feel like that, it's really, can you train them? Can they come along on the next leg of the journey? Is there another role for them that works? And if not, it's about finding the right person and that right person.

You know, if we think about our businesses as home care providers, you know, the registered manager needs to be a super strong, experienced person. And once you've got that right and an A player, that person's always going to want to hire a player under them. And that might be that care coordinator, it might be the supervisor and team leads and so on. But you want really good quality people that get it, want it and can do it and have capacity for that.

So really thinking about these guys and really thinking, who are the right people for this? Tracking them on KPIs and saying, well, okay, I always like just having a one pager say, I know exactly what's going on and I know this person is doing these things on a Wednesday and that person doing those things on a Friday and so on. They can literally management by walking around, sit on the side of the desk and say, hey, cool, how's it looking over here? And I thought, I know the rotor was supposed to be out and yesterday. Any problems? Yes, no, maybe. And we dig into that.

The other things that I would really focus on is saying how quickly can I get a full time or part time recruiter that takes care of all of the recruitment activity, the compliance around that and really focuses on just dealing with that. If we think our businesses have two real problems really don't they? Recruitment and lead flow.

So I'd really like someone in recruitment quickly so that they can just keep on doing that every single day, do the events, think about the stuff and get out there. And then I'd also like someone that focuses on my lead flow and that might be you in the first year or two. And then you might start thinking about getting a second person involved.

I remember when I moved from about 40,000 a month to about 70,000 a month. I had someone that worked with me as a BDM that came in, went out, choosing 20 meetings a week and just bringing that lead flow in, doing the events and driving that agenda. But also then took on the initial assessments and really went from finding the lead to just starting the package.

And I had those two different people, the recruiter and the business development person, and they're working in conjunction with each other and that meant that, you know, I could then focus on other parts of the business and fix those systems and really dig into that and let the business scalably grow.

So, you know, you can either be just stuck in these things, behind the till as I, as I say, or you can lead from the front, get the right people behind you and just let them grow the business with the right systems. So my focus would always be get the right people that are leadership quality. Maybe they are slightly expensive, but they take ownership, do the work and keep growing.

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