Joey Young:
0:00
Welcome to Breadside Business, where we talk to online entrepreneurs like yourself about how to grow your business. My name is Joey Young. I grew my family's business to seven figures in under two years and I learned a lot along the way. One of those lessons I learned is about building high-performance teams. Right now, I have a team of 11 that serves thousands of clients every single month, and I've led them for many years. In this video, I'm going to break down how to build or how to hire high performance teams that crush it when you're not even there watching them. So we're going to talk about how to build those teams or hire for the high performance, and then we're going to I'm going to tell you how high performance teams excel over the long term the secret to that.
Joey Young:
0:42
So a lot of this is based on Carol Dweck's book Mindset, which was a really breakthrough piece when she released it about 10 years ago 15 years ago and in that book called Mindset, she lays out these two juxtaposed ideas the idea of a fixed mindset and the idea of a growth mindset. The fixed mindset is essentially a mindset someone can adopt. That's one that believes they can't change, they can't grow, they don't have any ability to become something more to do hard things, to iterate, to grow. The growth mindset is the opposite. Obviously it's someone who believes that they can grow, they can overcome things, they can develop new skills, they can have lessons and take away things from their experiences that make them better so they can take on even larger challenges in the future. You know, a growth mindset is something that people embrace when they are future forward. They're excited about facing things they haven't faced before because they know and they have the confidence that they can overcome them, whereas a fixed mindset is someone who doesn't really embrace the challenge, doesn't want to do new things and really doesn't believe they have the capability to succeed. So we're going to talk about the difference between the fixed mindset and the growth mindset and how we can take a team from the fixed mindset or the growth mindset. Or, if you're hiring someone new, you can look for hallmarks of the growth mindset that we're going to discuss in those interviews.
Joey Young:
2:09
So one thing a fixed mindset person does is get discouraged when a project or a task takes a lot of effort, whereas someone with a growth mindset will relish the challenge. See, if someone has a fixed mindset, you might hear words like I don't know how to do this, I can't figure this out, this is too hard. Someone with a growth mindset, conversely, will say this is awesome, I can't wait to try X, y and Z to see how I can do this. Or I tried this and this and didn't work and I'm excited to try this, to figure this out. Or there's two, three months in the process of a project, someone with a fixed mindset will be giving up and being discouraged at how long it's taking Someone with a growth mindset, if you're interviewing them, they'll talk about how they had some long-term projects that took some real resilience, but it was almost like their excitement for the project built the more problems they ran into because they were totally confident they could figure it out and because they just have a little fun like solving problems.
Joey Young:
3:05
They just find like a kick out of moving forward and progressing a project, even if it hasn't reached the end. They like the process, and so someone who has a growth mindset will what one of my mentors, benjamin Bouchard, calls honoring the struggle. Someone who honors the struggle is someone who looks at a daunting process and even is in the middle of a big process or a challenge, and they don't rebuke it, they don't get mad at it, they don't get frustrated. They honor the fact that this is hard, that great things come with time, great things come with effort, and they try to look back, not at how long they have to go, but how far they've come, and see and get encouraged from that. So if you want to build a culture where people relish the challenge, look for opportunities to share stories of where you were pursuing some sort of project or venture and some missteps or some disappointments that you faced along that journey of solving the problem and how you got through it, so you can show people how to enjoy the process. Essentially, show people how to find joy in a challenge, in overcoming the steps along the way to the result, and not just enjoying the process of finishing a project.
Joey Young:
4:20
Another thing that will hallmark a fixed mindset is someone who gets better and likes to win because they want to get accolades and attention from other people, whereas someone with a growth mindset has the value in them already and wins because their confidence drives their achievement. So someone with a growth mindset will need the achievements to feel validated and they'll look for accolades, they'll look for rewards, they'll look for attention after they achieve something, whereas someone with a growth mindset has intrinsic self-worth. They have self-esteem, they have confidence going into a problem and that dynamic pushes them to excel because they know they've got what it takes. They know they have the confidence to figure out a new skill that it takes to solve a problem or to complete a project, and they're not looking for the payoff, which is everyone standing around and clapping for them once they've finished the project you know. So the way to encourage this behavior, or hire for this behavior, is to reward people who have that confidence, who have that perspective of not needing to get accolades and everyone clapping for them in the room or a ton of encouragement, but people just who are self-motivated, who know they're good and just do their job really well. So you'll probably end up promoting people in your company who are smarter than you, who might even intimidate you, and you know you're doing that. Well, if you're doing that because a business that's where you're surrounded by people who are leaders is a lot more fun than the business where you're surrounded by people who are followers thirsty for some attention you know, if you want to have someone around you on your, on your leadership team, who actually have intrinsic motivation and self-worth. You're going to have a lot more freedom in that business and have a lot less issues than maybe building a lot of people who look to you for attention and constant validation. That just gets exhausting.
Joey Young:
6:26
Thirdly, people who have a fixed mindset tend to excel because they want to be better than other people. People with a growth mindset excel because they have a passion for what they do. So people with a fixed mindset might look for satisfaction in knowing they bested someone else or they beat someone else, and that's where they get their satisfaction. Someone with a finding satisfaction in the process itself, in the journey, in the struggle, in the trenches. They don't have to look around and see how much farther ahead they are in the race to feel like they're doing a good job, but they just look to their progress that they've made and they feel awesome and they feel motivated because of that. You want people who are intrinsically motivated on your team who don't need to look around and see how many people they've beat to feel like they're making progress.
Joey Young:
7:18
So the way you do this to build this culture is you share stories of how enjoyable work was today with your team. You just say, like you know, hey, I was messing around with this project and I liked this aspect of this and I enjoyed just popping into that. You know, when people ask you like, oh, what are you working on today, you're like, well, I'm enjoying, you know, this and this aspect of it, because I really feel like I'm good at it and it's a lot of fun actually to do research on this particular topic. I'm just genuinely enjoying it. And so you kind of set this culture in your business of like. Here at this company, we enjoy the work, we enjoy what we do. Make it weird if someone complains about their responsibilities, you want to make it kind of awkward, like, dude, what are you saying? You're not appreciating your customer support role. That's what you said you wanted, that's the role you applied for and you said you really loved it and that's why you want to work in customer service. And now you're there and you're complaining about it, like that's weird, like this is the job that you wanted. So you know, make it, make it normal to enjoy work, and then everyone will have such a better attitude and they'll get so much more done. You have so much less complaining.
Joey Young:
8:25
So to finalize this video, here we're going to look at the number one reason why teams excel over the long term. Teams that excel and have high performance over the course of months and years in the long term have this ability to embrace a level of discomfort. They are, more than anyone else, have the ability to look at the future and be excited by being pulled out of their comfort zone, being challenged beyond their capabilities and growing new and different skill sets. You know, I like to think of the analogy of like the RPM meter on a car. If you, if you know your RPM, you know you've got like one through three or four is kind of like normal right, and then you get up towards, like you know, eight or nine. That's like the red zone and you're getting into, like you know, burnout territory. High performance teams are able to sit in a level of discomfort. So it's not the one through four which is kind of sitting in your laurels of mediocrity and you're not revving the engine so hard. You're at 10 and you're burning out either. High performance teams can embrace a level of discomfort where they're able to step into a new challenge without going headfirst in so deep they sink into the quicksand of it. So they're sitting right below that red line consistently and they have the self-awareness to take on just enough to continue to push themselves beyond their current capabilities and grow new skill sets and be challenged. But they also have this upper awareness not to let themselves fall back into an easy, you know, four or five on the RPM meter where they're just kind of coasting. So that's the secret to high performance teams they're able to sit in that space of being challenged and in a space of discomfort over the long term for an extended period of time.
Joey Young:
10:10
There, you know, one of my mentors once told me when I asked him like how do you do all this? Like he was leading many, many people, a large, large organization. You know, I looked up to him as a leader in a lot of ways and I was, like, how do you manage all this? Like, just tell me what's your secret. He said, joey, if you ever want to lead an organization like this one day yourself, you need to increase your capacity. I said what do you mean by that? He's like he was saying to me 20 years ago he would have been completely overwhelmed and destroyed and just crashed and burned at the amount of responsibilities that he carried as a leader in present day. But over those last 20 years he was slowly pushing himself outside of his realm of comfort. He was going outside his comfort zone. He was developing new skills, he was taking on new projects while learning to manage his time and his boundaries, and he was constantly pushing himself. So over the course of 20 years, it's not like he was leading an org of 10 people and now 10,000. It's like slowly increasing his capacity over time was his secret to not burning out while he was increasing his capacity for all the responsibilities he had. And that's the secret of a good team is they're constantly increasing their capacity. They're constantly pushing themselves, but they're not pushing themselves into that burnout zone. So hopefully that's been helpful for you to frame how to build a high performance team.
Joey Young:
11:32
If this was helpful, please leave a like, please subscribe. Or if you're on a podcast, a five-star review. All those things are awesome. They really help. The algorithms push forward all the show to different people and I really appreciate it. And if you have a question about your business, you've got a problem, you're stuck on something, you want an outside perspective on something you're facing, I'd love to hear it so I can address it on the show. Just email your question to me with your name at joey, at joeyhyoungcom or my Instagram. That's at joeyhyoung. There's links in the description for that. And until next time, my friends, happy scaling.
0:00
Welcome to Breadside Business, where we talk to online entrepreneurs like yourself about how to grow your business. My name is Joey Young. I grew my family's business to seven figures in under two years and I learned a lot along the way. One of those lessons I learned is about building high-performance teams. Right now, I have a team of 11 that serves thousands of clients every single month, and I've led them for many years. In this video, I'm going to break down how to build or how to hire high performance teams that crush it when you're not even there watching them. So we're going to talk about how to build those teams or hire for the high performance, and then we're going to I'm going to tell you how high performance teams excel over the long term the secret to that.
Joey Young:
0:42
So a lot of this is based on Carol Dweck's book Mindset, which was a really breakthrough piece when she released it about 10 years ago 15 years ago and in that book called Mindset, she lays out these two juxtaposed ideas the idea of a fixed mindset and the idea of a growth mindset. The fixed mindset is essentially a mindset someone can adopt. That's one that believes they can't change, they can't grow, they don't have any ability to become something more to do hard things, to iterate, to grow. The growth mindset is the opposite. Obviously it's someone who believes that they can grow, they can overcome things, they can develop new skills, they can have lessons and take away things from their experiences that make them better so they can take on even larger challenges in the future. You know, a growth mindset is something that people embrace when they are future forward. They're excited about facing things they haven't faced before because they know and they have the confidence that they can overcome them, whereas a fixed mindset is someone who doesn't really embrace the challenge, doesn't want to do new things and really doesn't believe they have the capability to succeed. So we're going to talk about the difference between the fixed mindset and the growth mindset and how we can take a team from the fixed mindset or the growth mindset. Or, if you're hiring someone new, you can look for hallmarks of the growth mindset that we're going to discuss in those interviews.
Joey Young:
2:09
So one thing a fixed mindset person does is get discouraged when a project or a task takes a lot of effort, whereas someone with a growth mindset will relish the challenge. See, if someone has a fixed mindset, you might hear words like I don't know how to do this, I can't figure this out, this is too hard. Someone with a growth mindset, conversely, will say this is awesome, I can't wait to try X, y and Z to see how I can do this. Or I tried this and this and didn't work and I'm excited to try this, to figure this out. Or there's two, three months in the process of a project, someone with a fixed mindset will be giving up and being discouraged at how long it's taking Someone with a growth mindset, if you're interviewing them, they'll talk about how they had some long-term projects that took some real resilience, but it was almost like their excitement for the project built the more problems they ran into because they were totally confident they could figure it out and because they just have a little fun like solving problems.
Joey Young:
3:05
They just find like a kick out of moving forward and progressing a project, even if it hasn't reached the end. They like the process, and so someone who has a growth mindset will what one of my mentors, benjamin Bouchard, calls honoring the struggle. Someone who honors the struggle is someone who looks at a daunting process and even is in the middle of a big process or a challenge, and they don't rebuke it, they don't get mad at it, they don't get frustrated. They honor the fact that this is hard, that great things come with time, great things come with effort, and they try to look back, not at how long they have to go, but how far they've come, and see and get encouraged from that. So if you want to build a culture where people relish the challenge, look for opportunities to share stories of where you were pursuing some sort of project or venture and some missteps or some disappointments that you faced along that journey of solving the problem and how you got through it, so you can show people how to enjoy the process. Essentially, show people how to find joy in a challenge, in overcoming the steps along the way to the result, and not just enjoying the process of finishing a project.
Joey Young:
4:20
Another thing that will hallmark a fixed mindset is someone who gets better and likes to win because they want to get accolades and attention from other people, whereas someone with a growth mindset has the value in them already and wins because their confidence drives their achievement. So someone with a growth mindset will need the achievements to feel validated and they'll look for accolades, they'll look for rewards, they'll look for attention after they achieve something, whereas someone with a growth mindset has intrinsic self-worth. They have self-esteem, they have confidence going into a problem and that dynamic pushes them to excel because they know they've got what it takes. They know they have the confidence to figure out a new skill that it takes to solve a problem or to complete a project, and they're not looking for the payoff, which is everyone standing around and clapping for them once they've finished the project you know. So the way to encourage this behavior, or hire for this behavior, is to reward people who have that confidence, who have that perspective of not needing to get accolades and everyone clapping for them in the room or a ton of encouragement, but people just who are self-motivated, who know they're good and just do their job really well. So you'll probably end up promoting people in your company who are smarter than you, who might even intimidate you, and you know you're doing that. Well, if you're doing that because a business that's where you're surrounded by people who are leaders is a lot more fun than the business where you're surrounded by people who are followers thirsty for some attention you know, if you want to have someone around you on your, on your leadership team, who actually have intrinsic motivation and self-worth. You're going to have a lot more freedom in that business and have a lot less issues than maybe building a lot of people who look to you for attention and constant validation. That just gets exhausting.
Joey Young:
6:26
Thirdly, people who have a fixed mindset tend to excel because they want to be better than other people. People with a growth mindset excel because they have a passion for what they do. So people with a fixed mindset might look for satisfaction in knowing they bested someone else or they beat someone else, and that's where they get their satisfaction. Someone with a finding satisfaction in the process itself, in the journey, in the struggle, in the trenches. They don't have to look around and see how much farther ahead they are in the race to feel like they're doing a good job, but they just look to their progress that they've made and they feel awesome and they feel motivated because of that. You want people who are intrinsically motivated on your team who don't need to look around and see how many people they've beat to feel like they're making progress.
Joey Young:
7:18
So the way you do this to build this culture is you share stories of how enjoyable work was today with your team. You just say, like you know, hey, I was messing around with this project and I liked this aspect of this and I enjoyed just popping into that. You know, when people ask you like, oh, what are you working on today, you're like, well, I'm enjoying, you know, this and this aspect of it, because I really feel like I'm good at it and it's a lot of fun actually to do research on this particular topic. I'm just genuinely enjoying it. And so you kind of set this culture in your business of like. Here at this company, we enjoy the work, we enjoy what we do. Make it weird if someone complains about their responsibilities, you want to make it kind of awkward, like, dude, what are you saying? You're not appreciating your customer support role. That's what you said you wanted, that's the role you applied for and you said you really loved it and that's why you want to work in customer service. And now you're there and you're complaining about it, like that's weird, like this is the job that you wanted. So you know, make it, make it normal to enjoy work, and then everyone will have such a better attitude and they'll get so much more done. You have so much less complaining.
Joey Young:
8:25
So to finalize this video, here we're going to look at the number one reason why teams excel over the long term. Teams that excel and have high performance over the course of months and years in the long term have this ability to embrace a level of discomfort. They are, more than anyone else, have the ability to look at the future and be excited by being pulled out of their comfort zone, being challenged beyond their capabilities and growing new and different skill sets. You know, I like to think of the analogy of like the RPM meter on a car. If you, if you know your RPM, you know you've got like one through three or four is kind of like normal right, and then you get up towards, like you know, eight or nine. That's like the red zone and you're getting into, like you know, burnout territory. High performance teams are able to sit in a level of discomfort. So it's not the one through four which is kind of sitting in your laurels of mediocrity and you're not revving the engine so hard. You're at 10 and you're burning out either. High performance teams can embrace a level of discomfort where they're able to step into a new challenge without going headfirst in so deep they sink into the quicksand of it. So they're sitting right below that red line consistently and they have the self-awareness to take on just enough to continue to push themselves beyond their current capabilities and grow new skill sets and be challenged. But they also have this upper awareness not to let themselves fall back into an easy, you know, four or five on the RPM meter where they're just kind of coasting. So that's the secret to high performance teams they're able to sit in that space of being challenged and in a space of discomfort over the long term for an extended period of time.
Joey Young:
10:10
There, you know, one of my mentors once told me when I asked him like how do you do all this? Like he was leading many, many people, a large, large organization. You know, I looked up to him as a leader in a lot of ways and I was, like, how do you manage all this? Like, just tell me what's your secret. He said, joey, if you ever want to lead an organization like this one day yourself, you need to increase your capacity. I said what do you mean by that? He's like he was saying to me 20 years ago he would have been completely overwhelmed and destroyed and just crashed and burned at the amount of responsibilities that he carried as a leader in present day. But over those last 20 years he was slowly pushing himself outside of his realm of comfort. He was going outside his comfort zone. He was developing new skills, he was taking on new projects while learning to manage his time and his boundaries, and he was constantly pushing himself. So over the course of 20 years, it's not like he was leading an org of 10 people and now 10,000. It's like slowly increasing his capacity over time was his secret to not burning out while he was increasing his capacity for all the responsibilities he had. And that's the secret of a good team is they're constantly increasing their capacity. They're constantly pushing themselves, but they're not pushing themselves into that burnout zone. So hopefully that's been helpful for you to frame how to build a high performance team.
Joey Young:
11:32
If this was helpful, please leave a like, please subscribe. Or if you're on a podcast, a five-star review. All those things are awesome. They really help. The algorithms push forward all the show to different people and I really appreciate it. And if you have a question about your business, you've got a problem, you're stuck on something, you want an outside perspective on something you're facing, I'd love to hear it so I can address it on the show. Just email your question to me with your name at joey, at joeyhyoungcom or my Instagram. That's at joeyhyoung. There's links in the description for that. And until next time, my friends, happy scaling.
