- “Assumptions come from not doing the research in the market that we need to.”– Shannon [18:03]
- “We want to grow up with teams that we want to be with, that we want to ‘play’ together on the field.” – Shannon [38:20]
- “Leaders want to create the confidence, and we do so with the team growing with us and the execution of the plan.” – Shannon [8:56]
3 HAG WAY: How to Develop a Plan and Build a Confident Team to Succeed in Business
Imagine having a business strategy that’s a well-thought-out plan and a culturally strong team to help you succeed. Having a prescriptive framework like the 3 HAG WAY to help you take the guesswork out of your business strategy and to lead your team with confidence.
in this episode of the Page One Podcast, we have Shannon Susko talk about the 3 HAG WAY methodology and how it helped businesses grow during the pandemic. Shannon has more than twenty years of experience building and leading high-growth technology companies in the financial services industry. She currently serves as a corporate director and a leadership coach helping CEOs and top executives in a variety of industries keep their companies on the path to growth and predictable profit.
Listen in to learn how to stop making assumption mistakes and instead adopt the habit of doing market research for facts. You will also learn the vitality of growing a confident team to help you be a confident leader and take your business to the next level.
- The importance of having the patience to build the execution plan and the team.
- How to collect information and do market research regularly to always have facts, not assumptions.
- How to have a thought-out plan to reach business success by utilizing a crisis like the pandemic.
- [2:53] How to execute the 3 HAG WAY methodology in business during the pandemic.
- [5:29] How to wrap all the systems around the strategy by executing the plan and growing the team.
- [10:49] How the 3 HAG WAY aligns the team with the business’s plan and makes things more objective.
- [13:27] The mistake of assumptions that many businesses make instead of focusing on the facts.
- [18:00] The benefits of having thorough and regular market research to have facts in your business.
- [20:25] How companies using the 3 HAG WAY became proactive in projecting and managing the expectations of stakeholders during the pandemic.
- [27:08] Shannon talks about her involvement with the Milo’s Tea Company and how she helped turn it around during the pandemic.
- [35:28] The importance of planning and committing to growing your team to achieve your business goals.
Luke: Thanks for joining us on the Page One podcast. I’m your host, Luke Peters, CEO of New Air Appliances. And before we get started in this amazing interview, just want to mention the new charity adventure that I’m working on. Really important announcement. If you have a vacation home, check us out at vetcation.org, we’re trying to match vacation homeowners and veterans who are looking for a dream vacation. It’s a great cause. And I know from vacation homeowners, there’s always open dates on the calendar and you’d feel really great about helping one of these families out. So, check it out, vacation dot O-R-G to learn more.
Luke: So, today, in this episode, on the Page One podcast, going to talk to Shannon Susko, again. We spoke to her last year and we’re going to get an update from all of her coaching experience with tons of clients that she’s working with and just see how things are going in the current environment.
Luke: So, a quick bio on Shannon. Again, we interviewed her last year on different topics. But she has more than 20 years experience building and leading high growth technology companies, and she has founded and sold two companies during that process. So, she’s got direct startup experience going all the way through to exit and then, doing it again.
Luke: She then founded a coaching business called, Metronome Growth Systems in 2016, which is a cloud-based platform, as well. And she has grown that to over 80 coaches, globally. So, what’s exciting about this interview, she’s got a lot of experience with different companies. We’re going to talk about the whole price constraints, the supply chain, the COVID challenges and the growth that a lot of companies are actually experiencing, right now.
Luke: And also, just quickly, a little bit more background is that she was recognized as one of Canada’s top 40, under 40, and was awarded the Sarah Kirk award for Canada’s leading women entrepreneurs in 2006. So, a lot of accolades and great to have you back again, Shannon.
Shannon: Yeah. Thank you. It’s great to be here, Luke.
Luke: Cool. So, before we get going, a lot of the audience may not have heard the first interview. So, you advise a lot of companies, and it’s specifically on your system. You actually are on your third book, it sounds like. But the way you and I got connected back last year was because I read your book, 3HAG WAY. And so, you have this 3HAG system. Can you briefly explain that to the audience, and how that works? And basically, it’s a strategy system for planning growth. But it would be great to hear more about that.
Shannon: Yeah. So, 3HAG WAY, and I love that we connected because you read the book and wanted to know more. It’s applicable to all types of companies, small, medium, large, extra large. It’s really about bringing together your strategy and your execution. I know that’s what most people want to do, of course we do. But the 3HAG stands for Three Year Highly Achievable Goal. And that’s setting out that line in the sand, twelve quarters out, predicting where we’re going to end up. Lining up a strategy for it, and then lining up your team to deliver on that. Working iteratively practically every quarter, working through the progression of what’s working around us. And when we talked last year, we were gobsmacked right in the middle of the beginning of the pandemic. Lots of people are going up very high, who cares about our 3HAGs. We really got to get on with execution.
Shannon: They absolutely aligned strategy and execution. And the pandemic has caused a lot of forces, of force pressure on the businesses. Of course, I don’t have to tell anyone about that. And we need to handle that internally, with the bulk of our execution plan and understanding. Where are we driving this prosper on? Where are we going? And so, the 3HAG is really a prescriptive, practical step by step way to easily create a strategy with your leadership team and line it up with your execution plan quarter over quarter. And that’s been the big simplicity of the “aha.” That prescriptive progression, that people just want to go, “yep. Jack’s got that done. Yep. That makes sense, check.” And so on.
Luke: Yeah. And I will say to the audience, because we’ve used, at New Air, different planning things from X Matrix to OKR and other EOS. And then, of course, putting in elements of 3HAG as well. It is a extremely detailed operating system is, and I’m sure you’ve heard this, but that’s how I would look at it. It’s extremely detailed. You cover every base. So then, the challenge is, how do you get ADD ridden entrepreneurs to implement. It’s an extremely detailed program where they may want to kind of cut corners on it.
Shannon: Yeah, no. I love that you say that because I probably raised my hand as one of the readers that, not only that, is we’re impatient as CEOs, right? And driving this, it’s like, “do I really need to do that? Can I just skip to that next step? Can I just go to that next step?” And so, funny enough, as self implementing, I say that, without a CEO plus leadership team coach, which is what I do now. Yeah. You could skip some corners, and you’re going to still make progress. That’s the greatest thing, right? It’s a step-by-step prescription that you’re going to get some really good ops on this and you’re going to move forward. And not deploy coaches, because I fell into being a coach because of this system.
Shannon: So, another colleague of mine, CEO watched me grow and sell two companies six years apart. Well, they’re still slogging along, building their first. And they’re like, “what are they doing?What’s Shannon and her team doing that I’m not doing?” That’s why they called and asked me to coach. And the thing that they were looking for, is they just wanted to really grow the company they wanted and get there sooner. So, a coach is going to help unlock those things sooner and really give permission to maybe, step over this, step over there, get this outcome, and really helped drive the path.
Shannon: But as you know, my first book, Metronome Effect. My second book, 3HAG WAY. And the third book that’s coming out, 1st June, Metronomics, is very prescriptive. It’s set out as a guide to help all leaders with or without a coach get further faster, because we’re impatient, and we want to make the impact that we set out to make and reach the goals that we set for ourselves. That’s really what we’re here to do, and bring the team with us.
Shannon: And so, with that, each and every step, it’s easy to skip over steps. What we’ll normally pay for, that little myth or that little step, and it’s having the patience to let the process build. We’re building two things. One is, we’re building this plan that includes strategy, execution and cash. That’s one thought. And we’re also building up our team. The cohesiveness, the culture and the human nature of clarity of expectations and accountability, when we have to balance those zones. So, we can drive really hard on say, what I would call the hard edge of strategy, execution, and cash. But it may not get us any further, unless we balance out how we’re growing our team with the plan. And I think grow with is really important.
Shannon: And so, as much as I’m impatient, I probably have lots of scars from trying to push too hard and go too fast. I needed to slow down and go, “take a breath, take the next step, take a breath, take the next step.” And Metronomics is written to actually follow 3HAG Way, so we can wrap all the systems around strategy.
Shannon: The hardest system of strategy is really usually quite vague, and leaders are unconfident about it, and we want to create the confidence, and we do so with the team growing with us and the plan, getting some confidence of execution. So, bit of a long answer to that question, but it’s a doozy, it’s a big one. And we are wired to skip steps, because we just want to go fast.
Luke: Yeah. And I think that’s actually a better way to say, the patience versus the ADD, but you’re absolutely right. Entrepreneurs, business owners, CEOs are always impatient. I actually want to talk a little bit more about something inside of there, but anyways, just so the audience knows, just so you can conceptualize this, it’s your business operating system. It’s how you’re going to plan, how you’re going to set goals and how you’re going to accomplish those goals. And the key thing that you mentioned in there that stands out to me when implementing these, is it does help with the accountability. It’s so detailed, that it brings about the accountability and without that, plans can fall apart. So, that part really resonate.
Luke: But let me ask you about this. So, just with my own experience in friends running businesses and growing companies. When companies start out, especially if they’re not funded, they have one level of team. And then as they grow, they’re able to bring in better leadership and so on and so forth, right? They’re able to build the team. And I’ve noticed just a 100% direct correlation with obviously better people, an amazing team we have here. And then the growth that we’re seeing. Are some of the companies that you’ve worked with, do you actually have examples where literally, it was just implementing the system in the people that they had, could adapt and change over? Or does a lot of it go side by side with bringing in better leadership into the company, that can then implement the plan.
Shannon: Yeah. So, I always say that the system will meet a team where they are. So, I would say, don’t wait to hire some other people in or replace some people or move some people around. I would say, the system meets a team where they are. And what will happen through that is, the team that’s with you now and the team that you have, they’ll be great in getting the start and getting the pieces together. The pieces of the plan and the information. But what becomes more obvious as we lay this out and the step-by-step, the quarter by quarter, the month by month. What becomes more obvious is, do we have the right people if I steal from Jim Collins? Who are the right people on the right seats doing the right things?
Shannon: So, I say, let’s get the plan going, let’s lay it out. So we get really clear on the who. Who we need, what team should they be in, what functional roles should they play in the organization for the plan. And then, doing the right things is winding up to the things that we’ve got to get done to get from quarter one, quarter two, quarter three. I’d be lying to tell you that most organizations start out on this journey and don’t move around the members and re up some new members and maybe even hire in some team members. Because this plan is to grow the company, and we’re going to grow the design of the company, and we’re going to grow the people in our company.
Shannon: So, we are going to probably re up, remove, re-hire, put people in and we’re going to do in align to this plan. I find, working with my clients and the feedback we’ve had, and I’ve used this system in my own company. Just makes it a whole lot less stressful and maybe even more objective, because we’re so clear on where we want to go.
Luke: That actually leads me into the next question. So again, you have a lot of scale. You got 80+ coaches globally. That means a lot of companies underneath those coaches. So you have a really big view on the economy and what works and what doesn’t work. Specifically, I’ll say future plan, but when companies are forecasting in three years, referring to 3HAG. When companies are looking out three years, what are the biggest mistakes that they make?
Shannon: Well, I think one of the biggest mistakes we see, and it’s one of the things we do regularly with the clients I work with, and the coaches [inaudible 00:13:38] are working with their clients. The biggest thing we see, is taking an assumption as a fact. Assumptions that we’re making, and we make them facts. And as soon as we think they’re facts, then we build a plan around them. And one of the things we do regularly in the meetings that we’re working with teams on, is always level setting on the brutal facts. Not opinions, not what we think might happen, not asking questions around we think what might happen, but really being really brutally honest about what is a fact of the matter. And when I looked back over, I think of the last year of the pandemic. We’re going into the fifth quarter of this, that regular processes is so key in number one, allowing leaders and team members to talk freely about the brutal facts needed to be talked about. In order to come to an agreement off those brutal facts, and making sure that there aren’t assumptions in there.
Shannon: Because assumptions might not be true if we’re assuming. I always say, “never assume, let’s get the facts.” And we got to work through that. And so, a lot of people might be listening saying, “how do you get the facts pf everything?” The key is, let’s write down what we know is a fact. And it’s amazing the brainstorming of the leadership team by doing this. And then, from there, then let’s plan forward. And let’s plan forward, we’re going to make assumptions in our plan. One quarter, two quarter, three quarter, four quarter, we’re going to do it all the way out 12 quarters.
Shannon: So, as long as we are very clear. This is fact, and this is assumption. Because therein lies the risk in our plan. And as we roll towards those assumptions, [inaudible 00:15:37] keeps checking. Are they a fact yet? Or are they still an assumption? And that’s the biggest thing about planning forward, that actually discourages teams to plan forward. When I was closing out a meeting about a couple months ago, and we finished by midday, we’re working on the brutal facts, brainstorming them, organizing them, having a really full discussion. And then, we went on from there and planned the quarter, we aligned it to the rest of the year, looking out three years. I always close the meeting off with a one phrase club, meaning five words or less, tell me how you feel right now, about where we ended up.
Shannon: And so, this one leader said, “well, it might be a few more than five words, but I want to say this.” I said, “yeah, go ahead.” They said, “well, in the middle of the day at Brutal Fox, I [inaudible 00:16:31] an all time low.” And I said, “Oh, okay. Yeah.” And he said, “but, you know? Since we planned out, mapped out, talked about, and included our assumptions.” And this leader’s been through this six years. So, six times four quarters, at least 24 times have done it themselves, month over month. So, they weren’t new to it. But he said, ” [inaudible 00:16:58] all time low.”
Shannon: But then, the ability as a team, to talk through for Brutal Fox, to create a plan, to handle exactly where they were. And make some assumptions on what’s coming at them, what’s coming forward, and what they should do. He said, “look, I’m over the top right now. I was sort of bummed about coming in here today because of the pandemic. All the things going on. I’m not seeing the light at the end of the tunnel.” They just so happy that they now have a path. That they came together, talked about, learned about, and what’s true.
Luke: I can completely understand that. And maybe companies are overly optimistic, might be what you’re getting at. They think they have a better market position than they actually do. I’m sure there’s a bunch of different examples, but where do they find that source of truth? Do they have to dive deeper in the market research and they weren’t relying on enough of that? Or is there a common theme that you’ve seen?
Shannon: Yeah. So, that’s an excellent question. Because assumptions come from not doing, maybe the research in the market that we need to. And even part of this system, this progression that we do with teams, and we want teams to do. Is making it a regular occurrence, not only a quarterly planning meeting but on a weekly basis. Be pulling back feedback from the marketplace, from a partner, from your consumers, from core customers, from our suppliers, and bringing them back into our regular weekly meetings. So, that this information, it’s causing us to learn more, have some curiosity, answer some questions on why is that happening? Not just once every three months, but every week, a little bit from the team that’s part of this great alignment of cascading this information, so that the curiosity about our market grows.
Shannon: So, when we come into bringing Brutal Fox. They actually have, on a regular basis, continuously done the homework. And some people might be thinking, “Oh my gosh, there’s so many other things to do.” But I can tell you, based from my own experience, by sharing that workout with my leaders, and my leaders with their teams, big, small, whatever it might be. Sharing out, everybody bringing feedback into the company regularly. Just changed their understanding of the marketplace, in order to get the facts on the table on a regular basis.
Luke: You know, before we get into the case study that we were talking about. Another question about pricing. Now, I know, Shannon, that a lot of the companies, there might be service or software. You have a broad range of companies. But in the physical goods or anything commodity-related, there’s been a ton of inflation, and companies are having to make tough choices and pass on price increases. Is there any way that you’re advising clients about pricing increases? Maybe it’s, yes, you have to, to meet your 3HAG margin goals, or whatever the case may be. I’m just curious if there’s a certain take, other than the obvious on how the clients are thinking about the price increases.
Shannon: Yeah, definitely. When I think, and with my clients, especially the ones who are manufacturing and producing and have supply chain and inventory. And we know there’s been lots of disruption over the last year. Disruption of my clients getting their goods to the end customer, as well as getting the materials required to actually build process, produce. And there’s been, also, major, major price fluctuations. And we’re seeing where companies already have contracts in place for certain pricing, that was done pre-pandemic and all those things. They were aligned up to the plan and all those things. And the biggest thing that I’ve seen both from a supply team perspective is, the pro activeness of the teams who are using this system to plan, execute and continuously predict, they were very proactive. And the vendors and their supply team that they are involved in. They’re proactive, meaning they could see things that were going to affect earlier than say, some other companies, and went and handled that. Now, could they reduce a price of a raw material that’s input into their goods? Not necessarily.
Shannon: So, what does that mean for the other side? Well, the other side [inaudible 00:22:06] market? What does that mean for contracts they have in place? Commitments in place for the goods they were delivering? Well, there’s a lot of proactive discussions going on, on that side, as well. And looking at, in some cases, there are products that were committed to, not even raw materials related or materials related. It might’ve been delivery related. I just couldn’t even get them there. Whether it’s being shipped in freight across the globe, there’s been many holdups. And so, the big thing around this process, and what we’ve seen, especially with the physical goods. Is just the pro activeness of this system. Allowing lots of feedback from clients, allowing the teams to go and manage the expectations of their partners, of their distributors, of their customers. And it sounds almost cliche. I’m not sure that’s the answer I was expecting.
Shannon: But they had so much visibility, that they’re able to get out ahead and get to those vendors before it was not delivered upon, and looking for ways to solve that. Because in some cases, you just can’t get blood from stone. In other cases, when it’s the pricing that’s out of whack and pricing that was done pre-pandemic, there’s been a lot of really proactive discussions going on of how, yes, they committed this level. But knowing that partner of theirs, that distributor partner doesn’t want them to see them produce a good that’s not profitable for the company. And I think that has to do with the relationship in the value chain of these the clients I’m working with, that’s making a difference to the success. And keeping align their path forward at a profitable level, not at a loss.
Luke: Yeah. That’s being proactive and planning, for sure. And that’s going to help a lot. And I think a lot of companies got stuck, especially companies that are carrying a lot of inventory. Some of them got stuck with no inventory, not enough inventory. And there’s a plan, they had product to sell.
Shannon: Yeah. We know there’s other companies who might’ve had shelves full of inventory, or even raw materials for their production. And had a lot of cash tied up there. And not able, especially early last year, and there’s been different times throughout the year, to move the product. That causes a whole lot of other issues around the cost availability. But I do know, I’m thinking of one of my clients who was in that situation. Because they were there, as soon as things went down, they did some things really proactively from their past roadmap. And mapping that out, recognizing the level of inventory they might have, and for how long, and how could they move it, what could they do to create some other cash resources for their team and for their company? And for really the growing concern it needed to be, they had a really good, successful year.
Luke: Yeah. It’s a crazy world. This podcast, we’ll probably release this in late April 2021. I’ve got friends. There’s DI orders or Direct Import orders coming in from major customers. And they won’t even pick up the containers now that the shipping fee may be 6,000 instead of 3,000 in the past. And they’re not even picking it up. It’s a whirlwind because then, that goes back to losing credibility and integrity with the factories. It’s having a lot of implications.
Shannon: Yes. Huge ripple effect.
Luke: Well, great. Why don’t we finish up here, and talk about Milo’s? This is a tea company, I think, has been around for over 70 years. And this is a case study that we’re going to talk about. That Shannon has worked with [crosstalk 00:26:39].
Shannon: 75 years.
Luke: Is it family owned or family led? Third generation CEO.
Shannon: Yes. Still family owned, third generation CEO.
Luke: Wow. That’s probably a biggest accomplishment, right there, actually. Getting someone from the family to feel capable and able to continue on running the company. That is pretty cool.
Shannon: Yeah. It’s pretty impressive, actually.
Luke: So, bring us up to date on this one. Where did it start? Where are their challenges? [crosstalk 00:27:07]
Shannon: Yeah. So, I started working with Milo’s in 2017 and working with the CEO there, Tricia Wallwork, and the company has a great historical growth. And the big thing is, the company’s all about fresh brewed, 100% natural iced tea. When Teresa and I met, and when we started talking about why they might be interested in implementing the 3HAG framework and the system. It really had to do with taking the company from where it is and continuing to grow it. And looking at the plan they had, and would that get them to where they need to go? They actually had a plan, and they had it on a piece of paper. But the challenge they were having, of course, was really put in process. Well, most of our struggle with the CEOs is lining up strategy and execution, together. [crosstalk 00:28:22]
Luke: What was an example of that? So, they had a plan, but they couldn’t get the process and execution together. Give us, maybe, an example of what that might’ve looked like on their end.
Shannon: Yeah. So, a great example of that, is that most companies do, and we all do this. We all create a plan for the year. And so, the plan was on a piece of paper, they would take the time to do it, they would get it approved by the leadership team, the board. And then, they’d put that piece of paper back up on the shelf. And then, they would go off and do their execution, everything they do every day. And then, maybe a couple of times a year, they pulled that plan off the shelf, look at it again and go, “Ooh, not quite doing what we said we’d do. Ooh, okay. Maybe we should reset the plan.” And then, they would reset the plan. And what they found is, they kept resetting the plan and they just weren’t getting the traction they needed, the growth traction.
Shannon: And so, if that sounds familiar, I know lots of organizations, even myself, my own organization, for doing that in the beginning. We had a plan. It was a great plan, but we didn’t go into, and I think you mentioned it earlier, into the detail that was required of the team in order to truly map it out quarter over quarter, month over month, week over week to bring it alive, to bring our strategy alive.
Shannon: Some of the other things that I see when I’m talking with a company, maybe why they want this system, why they’re looking to do it is, they may made a plan for the year. And sometimes, it’s just a budget. That they wrote a budget down. And by month two, they’re so far off their budget. And they’re like, “ah, I’ve got to reset the budget.” Next month, reset the budget, reset the budget.
Shannon: And they realized by the end of the year, they ended up where they were last year, where they might’ve ended up even behind. And I think the thing that we’re looking for as leaders. We’re patient leaders, we’re trying to get somewhere because we want to see the traction. And so, when I think about working with Milo’s, they just wanted some external support to actually help get some traction, to hold them to their plan, to drive it forward, knowing that I’m not there for accountability, I’m there to set up that high performing business team. How do we get the best of the team that’s there, to make it easy? But we’re actually, almost there. Went and did the work, wind up the numbers around like, “I think we’re almost there. I actually think we could top up our 3HAG docs. We say, let’s be the number one, refrigerated grocery tea in the US.”
Shannon: And so, they actually re-upped based on that. But if you fast forward, think about that, that’s 2017 Q3. By 2018, they’re like, “ah, we’re already number two. We already talked to our three 3HAGs. Let’s re-up our 3HAG.” So, they print another nice goal out there, mapped out to it. And then, while they’re doing this hard-edged planning, they’re also doing some great work developing the team for the cultural system and the team, the cohesive system, making sure the team is working well together. And then, they’re also adding in that clarity of expectations of all team members. And they’re balancing this out all through. When I think of the pandemic hitting 2020 Q1, most companies might have booted their 3HAGs to the curb.
Shannon: I will tell you, my company then boots their 3HAG to the curb. Both sat down, once we level set, how’s their cost flow? How’s their execution? We checked in on all those things, first. Then we went back to say, “okay, where we are now, can we get out there? And Milo’s did the same thing. Milo’s said, “let’s not waste a pandemic.” That was one of the themes for that quarter. “We’re not going to waste, here. Let’s leverage this. We’ve got good people systems in place, we’ve got good execution planning and strategy systems. Let’s, kind of, dial-up.” And so much so, that they didn’t miss their 3HAG. It was level set in 2020 Q4. So, they had their second 3HAG last year and became the number one refrigerated grocery tea product in the US. With also, rethink 13 goals. Everything internally, as well, through the pandemic. And it’s just a matter of that leadership grabbing hold of the crisis that was happening, and rallying the team around this plan that was already thought out and figuring out a way to do so.
Luke: Wow. That’s got to be extra difficult for a brand like this because I’m sure they’re selling into a lot of retailers or grocery or different chains like that, that were heavily impacted.
Shannon: Yeah. And if we think about that, and we talked a little bit about value chain and the chain to get it out. So yeah, they’re selling into distributors, they’re selling into grocery, superstores, small chain, all through. And you know, you think about that. We know lots of those establishments, the grocery was shut down, lots went to online, right? And their ability of, “let’s not wait, but let’s figure out how.” Was a huge cultural piece of this. Recognizing that we went over the end consumer in certain ways, and they were in-person ways. And they had to figure out how to continue to win over that end customer, still using a virtual world. And their willingness not to let go of that, and finding a way to do that, was amazing work by the leadership team. But the whole team getting behind that theme of let’s not waste this, but let’s find a way to–
Luke: So, Trisha, she’s the third generation CEO that you spoke about. How would you boil this down into just a quick takeaway for those that are listening, just to wrap up this story. What are one or two things that she did, here?
Shannon: Well, I think the quick takeaway is sort of hidden in the story. This actual case study is on metronomeunited.com, on our case studies Milo’s Tea. If anybody curious enough wants to dig in and read it. But the two key things, how did Milo’s come out of this extraordinary time and year? There’s two things. One, they planned their way forward and they got what I call, peeling back the onion, more detailed and more detailed. And there’s no time like the present to start doing that with your team. The other side of this, that Teresa committed to with her leaders were, we’ve got to grow our team through this. We’ve got to grow the behavior of our team, we’ve got to grow our culture, we’ve got to grow our cohesiveness, we’ve got to grow the clarity of our expectations and coach our team member.
Shannon: And that’s our thought. It is, those are the thoughts, that system. But Theresa committed to both. Growing the team on a hard edge, drowsy execution, and cost. And committed to growing the team. And it doesn’t matter what size team you have. The step by step by step is just really important for us, as leaders thinking, “God, there’s so many things we got to do. How do we add that in too?” The very small, little turns of the dial each and every day. That’s actually why Luke Metronomics was written. Is that, many of the coaches we have today, were using the system. And many of the clients really wanted to see that progression of, how do we do this step by step, quarter over quarter, month over month? Well, how do we line it up? What’s the flow?
Shannon: And so, the two big pieces are, team, you need to grow a highly cohesive, culturally strong team. While being really, really specific and prescriptive around our plan. And those are the things. If you interviewed any one of my clients over the last year, they would say, “having those two things and having the visibility and keeping them balanced, is a thing that took us away.” And so, the action is, for anyone listening in is, take a step back, a good step back and look at the state of your current plan, and how far out does it go? Does it go out three years? And then, look at the current state of your team and ask yourself this really famous question that comes out of Rockefeller Habits. Would you enthusiastically rehire all your team members? And even to start with all your leaders. Because we want to grow up a team that we want to be with, that we want to actually play, if I put that in quotes, together on the field.
Luke: Wow. That’s a great way to finish it up. And I love that book by the way, as well. The Rockefeller Habits, highly recommended, as well. [crosstalk 00:38:35] Yeah. It’s a fun one. Wow. Well, cool. So, Shannon, you talked about the new book. How can listeners learn more about you? And again, when is the new book being released?
Shannon: Yeah, so the new books being released, it’s called Metronomics: One United System To Grow Up Your Team, Your Company and Life. That is being released on June 1st, this year, 2021. And to learn more about what I do every day, and what gets me up every day, you can learn more at metronomeunited.com.
Luke: Well, listen. I want to thank you again for coming on and being generous with your time, and continued success to you. And also, thanks for everybody listening. Really appreciate all the reviews and everybody’s joining us on the podcast and hope you join us for the next one.
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