[0:00]Alright, my name is Sou, I run a consulting business that does over $200,000 a month. We've done for four months straight now. And I run it with 74% profit margins, a lean team of six, and I'm going to show you exactly what I'm doing on a day-to-day basis to manage this team, and how I've been able to build this team and show you insights that nobody else is talking about online because I had to figure this out myself. It took me a while, but I got here and it is working flawlessly. I'm living my dream life and everything is amazing. Now, disclaimer, if you're making less than 30k a month, this video probably isn't for you. Now, I care about views, I care about retention, this is probably going on my on my main channel, but it's just going to confuse you. And so, this is a sophisticated video for a sophisticated type of audience where we're going to cover very high-level concepts that are not on YouTube and yeah, it's going to make you a lot of money if you implement it. Okay? Now, to preface, I I want you guys to understand before I even dive in to what we're going to go over. I want you to understand that what got you from 0 to 30k a month will not get you to 100k a month. You have to understand that, because a lot of people think that doing more volume and doing what has already worked will get them to where they want to be. But it fundamentally leads to different inputs. Um, 30k a month is mostly you forcing it. Maybe you're you have one or two people on your team. And when you scale to 100k a month, you can't have one or two people on the team, but the way that you lead them and the way that you look at your business and the things that you work on as a founder is fundamentally different. Okay? And these next, you know, 20, 30 minutes, we're going to go over the most important hires that you need to make in your business that will lead to the highest profit margin and keep expenses low while actually maximizing the output. How to find a player talent, so how do you find and source talent that nobody else can find, basically build a one-of-one team. A seven-figure team workflow, what you actually have to do to manage this team and to make sure that they're happy, so that you can actually keep them for a long enough time and build a long-term business, uh, full of A players that never want to leave you. Okay? So, let's go ahead and get started. You know, the first thing that you want to do is you want to hire people. And the first person that you should hire is an editor.
[2:05]Now, an editor, a a lot of people look past this and they think it's it's a very, very simple thing. I actually pay my editors a base. I pay my editors a base of around $500 to $1,000 a month, and I want them only working for me because I know that if I have the best editing style and I and nobody else has this, then essentially I'm putting myself in a category of one where we're constantly innovating, we're constantly learning. And I actually give my editors access to all of the social media programs that I've previously enrolled in that I've joined so that they can learn alongside me. The goal is to bring them eventually into a creative director position for my clients, and so I sell them on the long-term vision. That's important. Everything I do is long-term. I understand what people need, and then I position my business as a vehicle to get them to where they want to be faster. Okay? And even an editor, people think, oh, you know, I can outsource this for 20, 30 bucks a a video, and I don't even have to worry about it. Just send in the footage. No, that's why your brand sucks, that's why your content sucks. You're not intentional about this little aspect. The way that your videos are edited shows up in how your clients perceive your content and how your prospects perceive your content. So you can't just put that to the side and just ignore it, because if you do, then people like me will have a competitive advantage over you. Okay? So, editor, that's the first thing. And then you're going to want to hire a VA. VA just to do manual tasks, you know, some uh some VAs charge $10 to $20 an hour. I personally pay my VA higher, and again, one thing you're going to notice about me, I always pay a premium, simply because I want them to be part of my company and a, you know, a longer-term vision and only work for me. Um, the fundamental goal is to build an in-house. A VA to do manual tasks like building Zapier automations, uh, you know, booking dinners, doing this, like, kind of like a VA plus executive assistant is what I'd call it. And it's super, super important because, again, every time that you don't spend on the business is money wasted. Okay? After this, you want to hire an appointment setter. And this is arguably going to be the number one hire that will lead to the most revenue. in the short-term, okay? Simply because if you hire a super competent setter, that setter can eventually turn into a closer, um, and because they understand your long-term vision, and because they want to be a part of it, they they will really be in line and they will really push the needle forward. So, those, and then I would hire a closer at this point, and CSM hybrid, uh, just to keep the cost low.
[4:26]The cool thing about this hybrid role is the closer would be directly responsible for the client fulfillment. And so, they would actually never onboard a client that is out of place or would not be be helped. And so, the the idea I have to kind of show you guys is that there's commission-based closers. And commission-based closers are always the ones that have commission breath. You know, I I love this term because it's so accurate. I've personally been burned on a lot of programs because of closers that are very cheeky with their sales tactics. They use objection handling, all this bullshit. Realistically, I want to build a company that is very, I want to say holistic, but very moral-based. And I don't want to sell based on hard-selling, objection handling, all of that. I want to sell if you truly believe that I can help you. And a CSM would not a closer would not onboard someone into the program if they also know that they have to fulfill. So, they have two duties, and they will only onboard someone that they can they they know they can really help. Uh, and it's also a good short-term practice in order to actually build your cash flow and build your company to around multiple six figures a month, and then you can kind of have uh your closer or CSM divert to one specific role that he's actually better at, and then hire another person, whether it's a CSM or a closer. So, that's what I would do. These are the, you know, four main hires that you need. And realistically, that's that that's all you need.
[5:46]You don't even need a creative director. You don't need any of this fancy shit. A lot of people think that you need to hire a creative director to scale your content. If you don't even know how to scale your content, what the fuck is the creative director going to do for you? You know? Like, realistically, nothing. Like, you have to learn content for yourself, because so many business owners think that hiring a creative director or, you know, working with a content agency is going to suddenly blow them up. No, you need to learn the fundamental concepts of content itself in order for you to scale to the next level. Okay? So, these are the first four things that I that would that I would do in order to hire. Now, the second thing that I want to go over is how to actually find a player talent. This is tricky. This is tricky because, um, a lot of people think that A-player talent kind of just comes up, and it's lucky, and it's natural. The reason why you don't attract the A-player talent that you should be is simply because you are not looking for them. Everybody has a sales funnel. Every single person has a sales funnel, but nobody has a talent funnel. Nobody has a video for building a talent database. And what you got to understand is that if you don't build a sales funnel, the same if you don't build a funnel, the same way you do for a sales funnel, for a talent funnel, then you're obviously not going to attract as much talent. But talent is what leads to multi-six-figure businesses, right? There's a reason why the biggest companies in the world, the corporate companies, McKinsey, uh Deloitte, and all these big consulting firms, they all hire, and they all have extremely in-depth talent processes and talent systems and talent databases. Because what they want to do is they want to build on top of that, and they train, they take a, you know, a fresh grad out of a top school, and even though they're not as valuable right now, they train them into the person that become valuable. And so, what I want you guys to realize is that finding A-player talent, a lot of you think that you want to find the polished products. Don't find the polished products. I want you to find the the diamond in the rough that is almost like not good, but they have the foundation to be fucking exceptional, and you train them to be exceptional, which is why they stick with you. Everybody wants to find the A-player talent off a bat, but nobody wants to find the C-player talent that has the potential to become an A-player talent and train them on the way up. Because it's tiring, it's consuming, it's boring. They don't want to do it. So, I need you to understand that when you hire people, when you hire talent, I always look for these two things. First of all, I look for people that have a fucking work ethic, like borderline psycho, they they work all day. They they have no they have nothing else but work. Maybe they have a few hobbies, but their hobbies, when I look across the board of my team, everyone's hobbies are the same. Gym, read, eat food, uh, healthy food. Sounds weird. Uh, you know, maybe have a girlfriend. That's it, you know, like, I I I don't want someone that has all these different, you know, commitments and all these different things going on in their life. I just want a fucking psycho. Okay? So, when I find a psycho, that that that's how I know I have a real real gem. And then also, ego. So, what I like to do on my interviews, this is really fucking interesting, actually. I love I love, love, love to just just fucking insult them. Like, it sounds really bad, but I love to insult them. And what I say is, let's say I'm hiring an appointment setter, and I go through a conversation, and maybe the conversation is absolutely flawless. It's amazing, right? And I sit there, and I look at the conversation with him, and I just say, this is shit. I sit in silence. And I let him react. And, you know, there there's a type of setter that like, whoa, whoa, whoa. Like, what do you mean this is shit? Like, I did this perfectly. Okay, I don't want to work with you. Straight away. I don't want to work with you because you can't even you can't even take my advice. But if if someone took took the other approach and was like, okay, like, why is it shit? Okay, cool. So, the ability to accept feedback and the ability to actually figure out what you could be doing better and not take things personally, not take criticism personally, is the best thing you must look for. If someone can't take feedback, they will never be a long-term fit for your business. Especially if you're trying to establish big things, you're trying to do big things, and you're trying to get the person to grow into the person that they want to become. If they're going to take criticism criticism badly, just fucking avoid them at all costs. I'd rather you be a culture fit than a skill fit, because skill you can train, skill sets you can train. Culture and mindset, you can't. You you like that that's the hardest thing to train, you can't change that in somebody. So, the biggest mistakes that I've personally made have always come from just hiring people that are more competent right now. But they weren't a long-term cultural fit because they had a bit of an ego or they had a bit of a work ethic issue. But whenever I hire people that have a work ethic and a like they had the perfect work ethic and no ego, those guys always lasted longer. Okay? And the the best guys that I would say always come from the personal brand. And so, when I look across the board, I have six team members, and, you know, five of them have stick stuck in with me for years now. And when I look at these five people, they have completely been sold on the vision and the dream that we that we're building. Um, the whole idea that I want to dominate this space, and I want to scale up marketing and, you know, serve a extremely sophisticated type of client. They're sold on that vision, and they've also seen the progression, right? Now, people want to be part of something bigger than themselves. And so, I kid you not. A players, the only reason why they stick around is because you have you have an aspect of the business that they don't have themselves. This could be a community. And so, a lot of people that that still work with me. If if they went off and did their own thing, maybe they'd make more money, you know, like, maybe they would. But the fact that we are building as a community and is a tight-knit team, and we have a mission that we want to change an entire industry. That gets people to stay. And I'll go over more of this in in the later points. But you have to really sell them on something that is extremely huge like a community. And people have also seen the amount of growth that I've had in the personal brand, so me posting online and people like, people seeing the amount of growth I've had from the time that I started when I was 16. Whenever I do a hiring post, I get hundreds of applications. Hundreds of applicants asking if they can work simply because they want to be part of something bigger, and they know that in a three-year time frame, we're not going to be at 200, 300k a month. We're going to be at a mill, we're going to be at 2 mil a month. We we may even be in a completely different industry. Who knows? But the point is, they're sold on the growth because they've seen it themselves. And so, the best way to attract talent is to document your growth and document your journey and authentically show the lows of the lows, because when you show that, people will celebrate your highs as well and people will want to be a part of the mission that you have. It's one thing to document and only show the wins, it's another thing to document and show the losses and show when it's not going well. Okay? So, that's the main thing. All right, so that's the second thing. The third thing is a seven-figure team workflow. So, what I do, I'll throw up my Google Calendar right now. Essentially, what we have is we have a Google Calendar. I have access to be able to see every single one of my in-house employees workflows. And essentially, see where their time is going. And every single month, what we do is we do a 30-minute timer for a week. And essentially, what the whole point of this is to analyze where your time is actually going and what inputs we're actually doing on a day-to-day basis. So, what we do is I get them to watch this video. Death by 1,000 cuts by Sam Ovens. I get them to rewatch this, you know, once, uh, not every I want to say every month or every three months, and I get them to do the 30-minute exercise every month. And what we do is we essentially time, we put a timer for 30 minutes, and every time that timer rings, we go on a spreadsheet and we note down what we're doing. And then at the end of the week, we put all of that into Claude, and we find out where our time is going and whether or not we're moving the needle in the business. So, sometimes, it is a matter of, you know, your your employees working 10 to 12 hours a day, but he is not doing jack shit. That just means it's a workflow issue. And so, my workflow and my my my duty as a founder is to make sure that you my, you know, my team member's time is going into the right places. That's the main thing that I want to do and, you know, focus on. All right? And then the next thing that we do is that we have an internal to-do list. We have a notion system built in-house for me and my team, where whatever needs to get done, gets done. And so, if I need something from, let's say, my editor, I'm going to go to his to-do list, add it to his, you know, list of things to do. And then once he does, he's going to send a Loom to me and tell me once he's done and what he's done, and he's going to tell me to review it on my to-do list. And let's say someone needs, let's say an appointment setter, my my appointment setter needs lead flow. He's going to tell me to post a CTA on my action items, on my to-do list, so that I actually do it. So, everything that's needed to do in the company is being done because there's an internal database. There's allowed to like, where everyone can kind of chime in and put in their input so that everyone knows what they need to do in order to scale. That's what we do, right? And then also, we have group calls. We have 30 minute to one hour group calls on the following things. Excuse the handwriting, by the way. I haven't actually haven't written in a long time. Uh, but we have a Wednesday and Friday just, you know, overall group call. And this is recapping the numbers. I'm going to throw up what my Luka Studio looks like. We recap everything in the business from, you know, the overall data, whether or not we're on track for KPR projections. And then we go over the appointment setting data is, you know, the appointment setter actually up to speed. Is he actually matching the KPIs and everything that we needed to do? And then also, you know, what what are the YouTube videos looking like? You know, how many bookings are we getting from that? We track all the UTM links. The Instagram, what is the growth? What is the overall speed of where where we're going and everything? That's what we're tracking, okay? And, you know, we're essentially, whenever one part of the business slows down, I call them out. And this is the important part. The group call itself is like, you don't want to be corporate in the sense where you have sludge. Sludge is essentially unnecessary things that you do in order to feel corporate and in order to feel like you're moving the needle in the business when you're not doing jack shit. The reason why we do two group calls a a week across the team is simply because when a department falls under KPI, I call them out directly in front of everybody, and this makes them feel that they are letting the entire team down. And when I call them out, and everybody is there, it shows a sense of accountability, not just private accountability, but public accountability. You need to understand that public accountability is 10 times stronger than private accountability, because they know that their work is not just on them, it's on the team, it's on the people, it's on the business. And when you have a mission to serve an industry and change lives, they know it's on them. So, you need to get better at building that public accountability, and you do this by hosting two overall group calls with your team, where you go over each department in the business, and you show the team, everyone in the business, which area is lacking and which area is below KPI. I promise you if you do that, your team members will show up better. Okay? They will show up better. Now, those are the overall group calls, and that's mainly what I go through. Um, one thing I I'll go over the recognition as well. But another thing that we do is on Monday, we have fulfillment calls, where we go over every single client. And we make sure that we have a system. So, we have a green, yellow, and red system. Green clients are essentially clients that are already crushing it. All we have to do is check in every once in a while, but they're already maintaining momentum, they're doing well, they're happy. Cool. Yellow is, you know, maybe they're doing okay, but, you know, they have like one or two problems here and there. Um, they just need a bit of help and a bit of attention, and the goal is to get them from yellow to to green. And red is the clients that are absolutely struggling, maybe they just haven't done anything, or they're completely inactive for whatever reason, and they just have, you know, so many fires to put out. Those are red. Uh, the CSM is going to hop on calls with them, I'm going to hop on calls with them as well, and we're going to make sure that we check in with them every single day until they're good to yellow, and then from yellow, they'll they'll move them to green. So, the whole goal for performance calls is to make sure that the coaches know exactly who is in the yellow and red so that we can help them move them to green so that everyone everything is moving uh flowing smoothly. Okay? Now, these are the main things that I do. We also have a recognition system. Now, a lot of you are doing the wrong thing when it comes to giving bonuses. You think that the sales rep that generates the most amount of calls booked, or the sales rep that generates the most amount of cash collected, is the person that deserves the bonus. And I don't blame you for a long time that was what I thought, but that is the stupidest thing you could ever do. Simply because when you do that, you're essentially rewarding the output, but nobody knows how to get the fucking output. Except for that person that actually did the input. But if you know that this specific input leads to that output, and you reward the input, not the output, everything is going to lead to the output that you want. So, I'll give you an example. I don't give a fuck about who generates the most cash in the company. I don't give a damn. I I I don't give two fucks, you know? But what I do give a shit about is who is doing the inputs that is going above and beyond for the business and putting the business first over themselves, and rewarding that in front of everybody. So, you have to understand that the bonus structure, yes, it makes sense to to give it to, you know, the people that generate the most cash. It does make sense. But you need to stop rewarding the output and start rewarding the input. Okay? So, one thing that we do is every Wednesday, we have a 10-minute session in the group call where we go in a circle. And we essentially mention one person on the team that went above and beyond that deserves recognition and praise that they're doing something good for the business and that is leading and it's moving the needle forward. And what that does is it builds not just the incentive and the desire to make money, but the incentive and the desire to get public recognition. And again, public recognition is what people actually strive for. People in business and people in companies, they want external validation. You have to understand human psychology. That's why I literally spend minimum an hour a day learning new things so that I can understand how to run my business more efficiently, right? If I understand how people operate and what actually like, how humans actually think and what gives them satisfaction and validation, and all these things that they want, I can provide that in my company. So now they have no incentive to actually try and do their own thing. Because with A players, you have to understand, A players in itself, they're they can do their own thing, they can run their own company, they can they can scale their own company and make their own money. But again, if you give them everything that they want, why would they ever change something that is perfect for them? The reason why an A player would only start their own company is because there there's a lack of something that they've wanted that they can't get in your company that they that they can get in their own company. Okay? You have to understand that. So, recognition is something that is so overlooked and so not talked about that you have to emphasize it in your company. So, I recommend a 10-minute Wednesday call where you go over recognition, and you recognize people, and you give praise. We also have an MVP form. So, what this MVP form looks like is every team member can actually put in a vote on who they think the MVP is. And based on that, uh whoever gets the MVP, every quarter they will have an award that we give them. And we will celebrate the you'll celebrate this on the team retreat. We build extremely, extremely dial, you know, company culture. And also, they get a thousand dollar bonus. And again, a thousand dollar bonus actually doesn't fucking matter. You know, it's the whole idea of getting external validation from other people. Those are the things we that we do in order to actually manage a seven-figure team, um, at scale. Okay? Now, the fourth one is how do we keep them? This is probably the hardest thing to to to understand because a lot of people don't understand why A players leave. Now, the first thing that you have to understand is that you've probably dealt with people that have left you in the past, so you have to run exit interviews. Because you don't know what you don't know. You have to run exit interviews. So, when someone leaves your company, or if you fire them, or whatever, you have to run an exit interview with every single person in order to to figure out what you can do better for the next round. And so, you're never going to nail your first, um, your first hires. Like, you're never going to nail it. You know, you could if you, you know, joined me, and you worked with me, and I gave you everything. But if you were to try yourself, you you just would not nail it. And so, naturally, you're actually going to have to do a lot of exit interviews to figure out what you could be doing better, right? And a lot of the times, your people are leaving because they have an act they have an area that is unfulfilled and unattainable from their perspective within your company. And so, they have to try another vehicle in order to attain that thing that they really, really want that causes them to leave your company. Okay? So, one thing I do that that works extremely well is I don't treat them as employees. I treat them as my fucking best friends. And a lot of you don't understand it because team members in itself, like, you guys think that team members are just people that work for you, and your horses and, man, fuck you. If you think like that, genuinely fuck you, because you are selfish and you are only you're only paying them because they provide a benefit to you. You are not building something that's long-term. And so, if you're not building something that's long-term, and you're not building for them, why would they want to work with you? So, the question you got to ask yourself, would you even want to work for yourself? If you were the if you were an employee, would you want to work for yourself? And if the answer is no, list down why. So, as a founder, you have to do a lot of self-reflection and a like, if if you if you have a business where people are constantly churning, you are the problem. I can't recall when is the last time a team member has left my company. If a team member has left my company, it's either because I don't think it's a good fit. I didn't see a long-term culture fit. I fired them, or I fired them, you know, they don't leave, you know, they don't leave, and they just eventually grow. And so, if people are churning in your company, you are the problem. So, you have to do self-reflection as a founder, are you providing a space and an opportunity for them to grow into the person that they want to become?
[25:47]And so, the first thing you have to ask, you know, on your interviews, on everything, is what is your goal? And once you find that out, you can actually build enough to the point where, um, you can position your business as a as a vehicle that is going to get them to their goal. That is the most important thing. And then you understand that, and you always want to check in and always kind of reiterate, hey, you're getting closer, you're getting closer, you're getting closer. Um, and one thing that really helps with this, treating them as family.
[26:18]Think about how you treat a family member. You call them, you ask about their life, you ask about, you know, how everything's going. Are they improving in other aspects of their life, whether it's fitness, um, you know, are they reading, are they constantly improving themselves? Because at the end of the day, if you only give them a vehicle to improve themselves business and financially, they're never going to want to work with you because they have other aspects that need to be fulfilled like health, fitness, relationships, all of these different things. And so, you need to make sure that they're constantly elevating in all aspects of life, and you are making them better as a person, and as a result, they will never want to leave you. If you are the anchor in their life, why would they leave you? It's the same thing as having a girlfriend, right? If if you build something and you're inspiring to them, the same way that, you know, you're inspiring to your family, and all of this, you will make them you will make them so reliant on you in a sense where you're building so much reliance in your company. That if they decide to step away, they realize that it's not just the financials and the business side gone, but it's the relationships that they built. It's the motivation and the accountability that they built. And it was actually funny that I that I that I'm talking about this right now, because I I stopped working with a long-term, uh, team member of mine.
[27:38]And he described the, like, you know, when I brought the news to him that, you know, I don't think it was going to be I don't think it was going to work out, and it wasn't going to be a long-term fit. He described it as a breakup. He described it as a full-on breakup. And I think that's the perfect description of what someone leaving your company should feel like. If it's not a breakup and it's not an your your team member doesn't feel heartbreak, that means you didn't do a good enough job of giving them enough opportunity to grow into the person that they want to become. You need to understand that. Okay? So, you need to treat them as family and give them an opportunity to grow, and do everything that I covered in this video, and prioritize their goals over yours. If you prioritize their goals over yours, you will make them run through a wall for you, and they will prioritize your goals over theirs. You have to make them want to achieve your goal through your company and give them an opportunity to do so. Never ask why they're the qualified person to work with you. The first question I always ask in my interviews is what is your goal? What do you want to achieve? Straight up. I don't give a fuck about qualifications and all that. It's the main thing I'm looking at, okay? So, yeah, that that's the four things that I really wanted to go over. Uh, I hope this, you know, video was very valuable. Um, again, new format. So, let me know if you guys like it or not, it's uh, very, very interesting, and I'm excited to see feedback that you guys give me, and what I can improve, and what you want to see more of in the future videos. But I hope this video was valuable. Thank you guys for your time. If you want actual one-on-one support and building with me, and how I've been able to actually scale my company to 200k a month, and you want handheld support with me and my team, and for us to build all the systems and give you all the SOPs for you to do it, go ahead book down below, speak with my team. I'll see you guys on the other side. If you're not ready, keep on watching these videos, and I'll see you guys in the next one.
