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The opposite of having a team is everything's on your shoulders. You are the salesperson. You are the delivery person. You are the person who's trying to get attention. You're the person who's filling in forms before the tax office. Now this video is gonna cover the exact advice that you need to build a small and mighty team. I'm gonna cover the roles. I'm gonna cover what you should be doing week to week. I'm gonna cover what you should be measuring. And then most importantly, I'm gonna cover what you should be developing. So let's get into how to build an AI enabled entrepreneurial team.

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So these are the four roles that I think are the most important if you wanna have a super successful business in a post AI revolution.

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The first role, of course, is the key person of influence. The key person of influence is gonna be about visibility and attention and setting the direction and creating a signal in the marketplace.

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This is the person who's gonna be the face of the business. It's probably you as the founder, and this is the person who gets a lot of cut through in a noisy marketplace.

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The second role is called head of growth. Head of growth is the person who does speed to market. They're generating leads. They're making sales. They're creating landing pages. They're creating marketing campaigns. They're optimizing some ads. They're creating some content marketing machines, and all of that is resulting in new clients every single week. The next role

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is what I call head of delight.

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Head of delight is a combination of the product and the customer success role. This is the person who is really focused on making sure every customer gets what they were promised and then some.

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So this is a person who can build products. They can handle inquiries that customers might have. This person is generating happy customers. And the fourth role is what I call the high agency generalist.

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This is the Swiss army knife. This person can do 25 different things. If they need to be a salesperson, they can do a pretty good job of it. If they need to do a customer success call, they can do that too. If they need to string together a little automation, they can do that. They're good with AI. They're good with media. They're good with technology.

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They're good at organizing the finances. They're good at filling in forms. Whatever needs to happen, the high agency generalist can absolutely get it done. Okay. So let's deep dive into each of these four roles. It's so important that everybody knows what is their role and what is it that they own. The first role is the key person of influence, and your number one metric is attention from the right ICP. The right ideal customer persona needs to be paying attention to this business. Now here's the thing. Attention is the new oil in the economy. It's the rare thing. It's the difficult thing. It's the hard problem that every business has to solve, and tension is what the key person of influence is gonna do. So this key person of influence is gonna be on podcasts. They're gonna have a YouTube channel. They're gonna write a book. They're gonna speak on stages. They're gonna refine their message. They're gonna hone in on the ideal customer persona and figure out how to get their attention. So here's how you measure it. I want you to think about this matrix for the key person of influence. On one axis,

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we have the number of people

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who know who you are. They know you. They like you and trust you. And on the other axis, we have the quality

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of the ICP.

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So up here, we have lots of people who know you, but they're the wrong ICP.

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So you might think of this as an influencer.

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You might think of this as someone who's trying to be famous.

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They're appealing to an audience who doesn't actually have any money. They don't actually care. They're not decision makers. No one there is gonna be buying anything. And down here, we've got the right ICP, but not many of them. So we might call this the consultant.

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In many cases, most key people of influence start out in this box. They start out that they are very good at being trusted by the ideal customer persona,

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but just there's not enough of them. So where we have to be is in this top box over here, the key person of influence box, where we have lots of people who know who you are. They like you and they trust you. And all of those people or as many as possible are the ideal customer persona. These are people who are decision makers. They've got budget. They wanna spend money. They wanna get things done that you can offer. Right? So the key person of influence has a audience of people who are the right ideal customer persona. All of this we can think of as being measured by high quality attention. Now to be brutally honest, if you've got less than 5,000 people who know you, like you, trust you, they understand your value proposition,

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you are below this line. Unfortunately, many of you watching will be in this box here. You don't have a big audience, and the audience that you do have don't have a lot of money to spend.

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We're gonna have to get you a bigger audience of the right people in order for you to be a key person of influence in your industry. Now, if you recognize the power of being a key person of influence and you wanna double down on this strategy, we run a workshop that talks about how to become a key person of influence, and it talks about specifically

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the job description of a key person of influence. I run that workshop regularly. There'll be a link below that allows you to book in for that workshop, and I'd love to see you there live. Now let's get on to role number two. Role number two is the head of growth. So head of growth is gonna turn all of this high quality attention into what we call LAPS. LAPs stands for leads,

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appointments,

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presentations,

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and sales.

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So a lead is what happens when we identify someone we should be talking to or someone fills in a form. In some way, they've signaled that they're interested in what it is that you offer. An appointment is where they block out time to spend time with your business learning about your value proposition.

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Presentation

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is where you present your value and people gain clarity about what your value proposition can offer them, what problem you can solve, right, what it is that your product will do for them. And a sale is where you handle any objections and you actually organize the payment plan or the pricing structure that works for the client and they sign up. So what we like to do with businesses is create a lapsed dashboard where the head of growth is driving more leads, more appointments, more presentations, and more sales,

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which is helped by the key person of influence who is creating lots of high quality attention that drives that whole process there. Now the head of growth is someone who can use AI to create landing pages. They can create marketing campaigns. They can get their hands dirty with social media to engineer some of that attention to click on a few links. They may even be able to run ad campaigns, and they may be able to reach out and get salespeople or use sales technology

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in order to get conversions.

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So the head of delight is gonna be focused on a metric called the net promoter score,

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or you could call it the overall experience

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score. This person here is gonna build a product or service that people wanna recommend to others or that people say is an amazing experience. If you're running an agency model, this person is looking after the client so that they are so thrilled that they would come back again or that they would recommend you to somebody else. If you're running a technology business, this person is building that piece of technology

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in a way that the person would recommend it to others or would rate it at least an eight, nine, or 10 out of 10 for a positive experience.

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All that really matters is the person in this role completely owns the idea that they're building a product that delights people. The fourth role, the high agency generalist.

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Think of this person as like James Bond within the company. They can do absolutely

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anything.

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You could throw them on a stage. They could give a talk. You could throw them in a sales meeting. They could do a sale. You could throw them in front of a customer who's complaining, and they could turn it around. Now they may not be able to do those things perfectly. They're not a specialist.

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Right? They're not a specialist in marketing. They're not a specialist in sales. They're not a specialist in building a product, but they're good enough to do a pretty reasonable job at all of these different things. This person is actually gonna be coordinating the software that runs your finances. They'll be keeping a dashboard for how the business is performing.

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They'll be setting things up. They'll be packing things down. They'll be making whatever needs to happen happen.

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You've met people like this. You've met people who you can throw into any scenario, and they can come out on top. There are seven out of 10 at everything,

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and that's the kind of high agency generalist that we're looking for in this team. Now these people often end up as general managers. They often end up as executive assistants.

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And in many cases, these are people who are often devalued

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in all sorts of bigger organizations.

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Even though they're a seven out of 10 at everything, because they're not a 10 out of 10 at anything, they often find themselves stuck within larger companies, and this is where they're gonna thrive. Okay. So I'm about to say something that will challenge you. There is never a point where you can afford the team that you need. You have to recruit the team that you can't afford and then work together as a team in order to build in that affordability. That's one of the hardest things to do as an entrepreneur.

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You've gotta recruit people before you can afford them. Here's how I think about paying these people. For me personally, every role

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has three levels of pay.

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There's the base,

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which is how much we pay people for just existing within the business. There's the premium,

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which is where they develop through the role because they've got new skills, they've got new outcomes, they're achieving at a higher and higher level. And then there's bonuses,

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which is within a ninety day period, they were able to tick off a very difficult project and get it done. And as a result, they achieved a bounty. Imagine that the role is $50,000

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to exist,

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a premium of $25,000

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because the business is performing,

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and bonuses of $20,000,

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$5,000

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per quarter because they're chipping away and hitting outcomes.

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And all up, they're earning $95,000,

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and it's made up of base, premium, and bonuses.

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Now once you've got your team together, there's a few things that I want you to do. Number one, and it's a nonnegotiable,

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is a Monday morning meeting.

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Every single Monday, you get the team together, either in person around a breakfast table having omelettes together, or if you absolutely have to, on a Zoom call where everyone's Zooming in live for the Monday morning meeting. In the Monday morning meeting, I want you to have in the back of your mind TAP, t a p, talent alignment priorities.

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Talent means that you've got the right people in the roles, you've got the best people you can possibly get. Alignment is that all of your team understand what they need to achieve in the next week, and priorities is that they've figured out exactly the things that they should be doing this week in order to achieve those goals. If you have the right people, talent,

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aligned to the right goals,

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feeling motivated towards those goals, they understand exactly what you're trying to achieve,

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and priorities, they know the steps to take in order to get there, you are going to tap into your potential.

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Throughout the week, I want you to be constantly talking on a communications channel. If you're not in the same room for the whole time, you're constantly in a WhatsApp group together. You're sharing every little update. Here's what I'm working on. Here's what I've just done. Here's what I've gotten done. And then on Friday afternoon, you do the Friday afternoon debrief. This is where you talk about the three to six big things that you got done. On the Monday morning meeting, you identified the three to six things that were the most important things. On the Friday afternoon, you tick them all off in front of your peers.

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Now this is the time for brutal honesty. If you got nothing done, you need to tell people you got nothing done. A startup team needs to be brutally honest with each other. It's not about egos. It's about results. And if the results aren't there, we need to adapt and change strategy as quick as possible.

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I want every meeting to be transcribed by AI, and I want you to be asking AI for advice and for feedback. I want you to ask AI to pretend to be your business coach based on what you heard in the meeting. What should we be doing differently? I also want you to have one central dashboard. That dashboard is gonna have all of the key metrics on the dashboard. So here's a few of the key metrics. You're gonna have your subscriber count and your follow account and your view count for the key person of influence. How much attention and how many of those people are ideal customer personas? For the head of growth, you're gonna have the lapsed dashboard. How many leads? How many appointments? How many presentations? How many sales? What was working? What's not working? For the head of delight, you're gonna have the net promoter score or the experience score. You're gonna say how many customer success inquiries did we look after? How many people did we serve? How many referrals came in last week? What product features are we adding? Right? So that's all on the dashboard. And for the high agency generalist, we're gonna have the big to do list, and we're gonna be having red, amber, and green to do lists. These are the most important things, the mid important things, and the really important things.

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As a team, we'll also have what we call the issues list. This is all of the things that are on our awareness. These are the things that we're worried about, and we're gonna be surfacing our awareness, and we're gonna be ticking them off as a team. Here's the cool thing. When you hire the right three people, the head of growth, the head of delight, and the high agency generalist,

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all you have to do as the key person of influence is the five p's, pitching, publishing, product development, raising profile and getting attention, and doing joint ventures and partnerships with other key people of influence, and that's all you have to do. You just focus on that and everything takes care of itself. Now, of course, you can expand the team. You can have a head of marketing and a head of sales. You can have a head of product and a customer success person. You can have head of finance. You can have head of IT. You can expand the team as you need to, but it all starts with these four roles that are gonna get the business off the ground. I've talked about just bringing people onto a team and giving them a go, but here's the dark side. If someone's not performing, you need to switch them out as well. The best way to do this is set expectations from the beginning. Let people know that they've got two months or three months to perform, but because you're a startup, if the performance isn't there, it's gonna be that we're gonna part ways in a really positive way for the good of the business. So long as people know that's the deal from the start, they're normally happy to give it a go. Now I wanna give you a practical way that you are gonna hire people onto your team, and it flies in the face of how most people recruit.

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Now here's what I want you to do. Build a landing page that tells people what this business is gonna be about. I want you to tell people that you're launching a new startup and that you're hiring some key roles. Now on that landing page, you're gonna have the vision, the mission, the values.

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You're gonna have some images that show people what it's gonna be like. You're gonna paint a picture as to what kind of business you're gonna build, and you're gonna tell people the key roles that I'm looking to hire are people in growth, in product, or delight,

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and a high agency generalist, or you might call them a general manager or a COO,

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or you might call them an executive assistant. You give them roles that they can understand. You put those descriptions on that landing page.

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You then ask people to click the link, answer 40 questions that will tell you whether they've got the skills and attitudes that are right for the role. So here's the questions you're gonna ask people. The first question is, which role do you think you're most suited for? And you're gonna give them the options. Then you're gonna ask them a whole bunch of questions about their attitudes to being part of a fast growth startup that doesn't have a lot of structural direction.

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Then you're gonna ask a series of questions about skills that they have. Have they ever set up a YouTube channel? Have they ever done sales calls? Have they ever organized finance and spreadsheets and budgeting? Right? Ask them about the skills that they bring to the table.

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Ask them on a scale of one to 10. Are you a specialist or a generalist? And when they've answered those questions, you're gonna have a pretty damn good idea as to whether they're gonna fit with the role. Now remember, you're not looking for perfection. You're looking for the best people you have the ability to bring onto your team. Now me personally, because of my brand and my profile and my experience, I can bring some pretty good people onto my team today, but I didn't start that way. I started out with anyone who had a heartbeat and a pulse. Now to set up one of these hiring assessments, use scoreapp.com,

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which I'm a cofounder of, and we actually have ScoreApp Academy where we will teach you how to set it up. And we won't just teach you how to use ScoreApp to hire some people. We'll teach you how to launch a waiting list. We'll teach you how to launch an online lead generation campaign.

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All of it is templated. It's way easier than you think. So join ScoreApp Academy, and you'll be able to see exactly

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how we use ScoreApp to solve many problems that a startup needs to solve. Okay. If you found this video useful, I would love for you to check out the sales master class. I have done a back to back end to end analysis of how to do great sales. This is what you wanna be watching with your head of growth. We're gonna cover laps. We're gonna cover the sales strategy. We're gonna cover conversions.

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So I want you to jump into that sales master class next. You can find the link below. I hope you've enjoyed this video. Give this channel a like and a subscribe, and I look forward to seeing you soon.