want to learn lessons from them . Was it one incident or a number of things ? Did they have an issue with our philosophy ? They often find it ’ s because no one else could do the kind of work we can do , and we take pride in that .
Resource efficiency boils down to having specific metrics for our employees to hit . We make sure they have the tools they need to achieve those goals , and they ’ re rewarded and compensated based on how well they perform . We actually make this public information to the entire team by sharing it on a board in a communal space , so you see how well you ’ re doing in comparison to your coworkers . Everyone ’ s goals and achievements are very clear , and everyone knows when they are or aren ’ t hitting them . Friendly competition stimulates a lot of passion to do good work , and this comes full circle because it motivates our staff to focus on providing customer delight .
What Is The Top Lesson You Had To Learn That Allowed You To Kick-start Your Business Growth ?
I learned to stop trying to do everything myself by delegating and hiring smart people who can guide me in ways I can ’ t guide myself or some members of my team . These lessons didn ’ t come quickly or easily , though ; it took around five years for us to get here . I worked in the business rather than on the business . It can be hard to let go of some control and implement new systems after so many years of ingrained systems . But now , we can take a step back , look around , and confidently say , “ This is good . This is really good .” It just takes time to find the right flow .
What Would You Say Was The Single ' Secret To Your Success ' This Past Year ?
We have an amazing group of A-players at StoredTech . We ’ ve discovered that when you have B- or C-players in the mix , it tends to bring down the entire team . We ’ ve had a lot of successful moments over the past year , but when it boils down to it , removing those Bs and Cs to make room for only top-graded candidates really made an impact , even though it was a rough process to go through . It ’ s always exciting to bring on the A-players you ’ ve spent valuable time courting , but it ’ s heartbreaking to let go of people because even if they ’ re not the right fit for your business , they can still be good people . You forge friendships when you work closely with people ; it can ’ t be helped . You get to know them and their families . But you ’ ve got to know when it ’ s the best time to make the right move for the business , not for your friends .
What Was The Biggest Challenge You Had To Overcome This Past Year Related To Either Reaching That Growth Or As A Result Of That Growth ?
Finding the best-of-the-best staff , especially in our field of work , takes a lot of time and energy . When you go out looking for the very best people — the ones at the top of their games — they take longer to court and hire because it ’ s a matter of luring them away from their current situations . In a job market like IT , the unemployment rate is near zero . People get great offers from great companies and get comfortable with the work they do . So , it takes a lot of extra effort to bring that top talent into your circle and convince them to stay . But it ’ s well worth it .
Who Would You Say Is The Most Impactful Business Leader Or Business Thought- Leader Whose Techniques Or Leadership Style You Either Try To Emulate , Follow , Or Are Influenced By ? Why ?
Steve Jobs had a fanatical viewpoint on quality , which is what I like to think we have for customer delight . His passion and focus made him a master of his craft and made him the best at what he did . His company continues to be the best because of the passion he instilled and the systems he implemented . There ’ s a lot to learn from someone like that , both in emotional investment and business practices .
What Book Would You Recommend To Other MSPs Or SMBs Trying To Grow Their Businesses ?
I have two . The first is “ Hire the People You Want ( and the Questions You Must Ask to Get Them !)” by Michael Cruz . It has been instrumental in changing the way we hire people who will stick with us and become part of the culture and fabric of our organization . The second is “ Finish Big : How Great Entrepreneurs Exit Their Companies on Top ” by Bo Burlingham . It challenges you to start thinking today , even if you have no plans of exiting , about your company ’ s true value . Many of us aren ’ t even close to thinking about selling or exiting , but we should because there ’ s value to gain from just thinking about it . Succession planning , building a leadership team , and gathering advisors are all things many of us don ’ t think we have time for , but they are critical for growth .
In Closing , Do You Have Any Specific Advice Or Words Of Wisdom That You Would Give To Other MSPs Looking To Grow Or Build A Successful Exit For Their Business ?
Focus on your core , and do what you do well . We have a saying at StoredTech : “ If you have a better chance of doing more harm than good , then don ’ t do it .” Take risks . If something is pushing you outside your comfort zone , it ’ s probably not something bad . Do things you wouldn ’ t normally do . Always take the pulse of the client . If you delight customers every single day in every way , they will be your raving fans and help propel your business . I think most of us have a gut feeling about what is right . Listen to it . If it feels wrong , it probably is . n
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