Adding To The Team

Trust. Loyalty. Follow Thru.

There are only three characteristics I’m really looking for in a person to add to my team, and it has nothing to do with their technical ability. The first one is trust. I have to be able to trust them 100%—not 80 or 70%—but 100%. The second is loyalty. I have to believe they’re looking out for my best interest just as I will be looking out for theirs. Number three is follow-through. If someone is working with me, follow through is critical because for me (or anyone else) to say something twice is a waste of time.

These are the characteristics you should look for when you hire someone for any position in your company. This would also apply to anyone that I’m going to do a joint venture with. Knowing that those are the three essentials you need, how do you find someone? You might start off with finding a virtual assistant who could start off working for you part time and then possibly grow into a full-time position.

Adding To The TeamI look at some companies and I see them with 50, 75, 100 or 150 people, and I’m saying what do they do? I’m talking about companies the same size as my own and having 10 times the number of staff that I do. I’ve come to the realization that the way I’ve brought people into my company is that they don’t wear just one hat.

What can people do aside from their normal job? What could be another fit for them to keep that person busy all day? To have a person sitting idle in your company means either (a) you didn’t need them in the first place or (b) they’re so efficient at their job, they finished early. It’s usually because you don’t have enough work for that person to do a full-time job. If that’s the case, give them something else to do.

Don’t leave a job description so specific that they’re locked into doing one thing. Keep them working. If a person is taking too long to do a specific job, I ask the question, how are you doing it? I want to see them do it because chances are I can show them a shortcut. I am qualified to do that because when I started my company, I was the only person doing all the jobs. I had to think of all the shortcuts myself.

You should have a company manual in some way shape or form. For example, when it comes to email, there is a certain way that I want our emails written. Conversations with our customers should be brief, to the point and should not be personal. An email should not go to one of our customers asking them about their kids because that’s not pertinent, and they should not have smiley faces because that’s not professional.

When you’re dealing with people that you’re working with in, whether you’re outsourcing to them or they are full time, even though they may be friends, it’s best to have something in writing saying this is what it is, and this is how it works. You want everyone in your company to be on the same page; it must be clear. That way there is no miscommunication. Be sure everyone understands the rules before getting involved in any situation that arises.

Don’t ask why something didn’t get done—it gives an opportunity for excuses.

One of the things you never want to ask someone on the team is why wasn’t something done. The why shouldn’t matter because asking why gives someone an opportunity to ultimately give you an excuse. I don’t care why. All I care about is getting it done — so, the question should be, “how do you get this done now?” That’s what you want to stay focused on.

You also have to take into consideration the greater good of the company, meaning it’s your butt on the line. You are the owner of the company. What’s going to be best for your company—the decisions you have to make sometimes aren’t easy. You might have to fire someone at some point.

As an owner of a business, the most important angle you need to come from is what does the company look like in the customer’s eyes? I don’t want my company or me to ever look bad to them. Every one of the people working with you is a representation of  you and your company. If I’m holding a live event and someone’s working with me, I want my team to look and act in a specific way. I want them to be very professional at all times, whether at the event or away from it.

I believe everyone should have a good time, but there’s a time and place for everything. While they’re representing my company, there are things you have to address. If you see something happening with a team member that you don’t like, the best thing you can do is say something right away. Address the issue or get someone else to address the issue with him or her as quickly as possible. The longer you let it go, the harder it is to bring it up and the less likely they are to remember it the way it actually was. If you’re very clear on what you expect from people when they start working with you, there should be no question what is expected then and in the future.

These are techniques and strategies that I use in my company that have been developed over the years. I’ve developed a very successful online business based on these strategies and tactics when hiring team members. The internet is a universal resource for those looking for work. With the amount of people looking for work from home opportunities, the pool of people to pick from is larger than you can imagine. Take the time to vet and interview and make sure your hires are good ones!

Every one of the people working with you is a representation of you and your company.

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Armand Morin

Armand Morin is an Internet marketing industry expert who has built a multimillion-dollar international business. In 1996, he started with $1.83 in his pocket and no experience and has grown it into a multi-million dollar international business, which has done business in over 100 countries around the world.

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