How I Manage 500+ Employees (My System)

Summary

• The most valuable skill is getting people to do things for you.
• If someone isn’t doing their job, first check if they knew what was expected.
• Clearly communicate tasks to avoid misunderstandings.
• If someone knows the task but still doesn't do it, provide proper training.
• Always set deadlines to hold people accountable.
• If someone fails due to lack of resources, remove any blockers.
• Delegate tasks properly, ensuring they are well understood.
• Don’t assume people will catch all instructions from a single meeting.
• Break tasks into simple, actionable steps.
• Use specific examples to illustrate what behaviors need to change.
• Checklists are effective for ensuring consistent performance.
• Offer consistent feedback and adjust training if performance doesn’t improve.
• Reinforce behaviors by addressing individual motivations.
• Praise can be a strong motivator but varies by individual.
• Money acts as a universal reinforcer but understand personal rewards too.
• Focus on observable behaviors rather than abstract concepts like “motivation.”
• Clear, specific feedback is crucial for behavior change.
• Avoid vague directives; be specific about what actions are needed.
• The skill level of team members affects how specific instructions should be.
• Skilled individuals require less detailed instructions and can manage vagueness.
• Effective management involves understanding and leveraging individual motivators and removing obstacles.

Video

How To Take Action

Implementation Strategies for Small Business, Entrepreneurs, and Personal Growth

I would suggest implementing a few low-cost, high-value principles from the concepts discussed.

1. Clear Communication: Make sure everyone knows what is expected. Don’t assume people remember everything from a single meeting. Write things down and be specific.

2. Training and Examples: If someone knows the task but isn’t doing it right, provide training. Break tasks into simple steps and use checklists to maintain consistency. Offer examples of the desired behavior to make it clear.

3. Set Deadlines: Always assign deadlines to tasks. This holds people accountable and ensures timely completion.

4. Identify Blockers: If someone isn’t performing due to a lack of resources, remove those blockers. Have conversations to identify and solve these issues.

5. Consistent Feedback: Give regular, clear, and specific feedback. If someone’s behavior isn’t changing, adjust your training approach.

6. Use Motivators: Understand individual motivations. Praise can be a strong motivator but varies by person. Money is a universal motivator, but knowing personal rewards can be more effective.

7. Observable Behavior: Focus on observable actions rather than abstract concepts like “motivation.” Define concrete steps and actions that need to be taken.

8. Delegate Properly: Ensure that when you delegate, the tasks are fully understood. When you hand something off, it should get better or stay the same, not worse.

9. Utilize Checklists: Implement checklists for complex tasks to ensure steps are followed and quality is maintained. This helps in clear instructions and accountability.

10. Understand Skill Levels: Tailor your instructions based on the skill level of your team members. Skilled individuals need less detailed instructions, while less skilled ones need more specific guidance.

By integrating these practices, you can improve team performance, personal productivity, and overall business efficiency. Remember, the goal is to make tasks clear, easy to follow, and to provide the necessary support and feedback consistently.

Quotes

"The single most valuable skill set you can have is getting other people to do things for you"

– Alex Hormozi

"Fundamentally if you know how to do that then you can get somebody else to do every other portion of the business"

– Alex Hormozi

"If they say no I didn't know then you're like great now you know right"

– Alex Hormozi

"If you hand it off and it gets better or it's neutral then you actually delegated it"

– Alex Hormozi

"Stop being a dick is actually a pretty terrible directive"

– Alex Hormozi