# How To Build High Performance Teams - Virtual Consultation

## Метаданные

- **Канал:** Gary Vaynerchuk
- **YouTube:** https://www.youtube.com/watch?v=Bw0WxpBHk2U
- **Дата:** 20.09.2022
- **Длительность:** 36:57
- **Просмотры:** 18,064
- **Источник:** https://ekstraktznaniy.ru/video/17319

## Описание

Today's video is a virtual keynote I gave recently. I talk about how you make sure your employees are trusted and feel safe, building a culture, the emotional ingredients in my strategy to building a high-performing team in a changing environment, and the power of humility.
—
Thanks for watching!
Join My Discord!: https://www.garyvee.com/discord
Check out another series on my channel:
Keynotes: https://www.youtube.com/watch?v=6vCDlmhRmBo&list=PLfA33-E9P7FCEF1izpctGGoak841XYzrJ
NFTs: https://www.youtube.com/watch?v=AwMJ6bScB2s&list=PLfA33-E9P7FAcvsVSFqzSuJhHu3SkW2Ma
Business Meetings: https://www.youtube.com/watch?v=wILI_VV6z4Y&list=PLfA33-E9P7FCTIY62wkqZ-E1cwpc2hxBJ
Gary Vaynerchuk Original Films: https://youtube.com/playlist?list=PLfA33-E9P7FAvnrOcgy4MvIcCXxoyjuku
Trash Talk: https://youtube.com/playlist?list=PLfA33-E9P7FDelN4bXFgtJuczC9HHmm2-
WeeklyVee: https://youtube.com/playlist?list=PLfA33-E9P7FBPjdQcF6uedz9fdk8XKn-b
— 
Gary Vaynerchuk is a serial entrepreneur, and serves as the 

## Транскрипт

### <Untitled Chapter 1> []

I would argue that the biggest issue in the world today is the weaponization of fear politically parenting I think parents using fear to parent the way they choose to is actually creating a lot of vulnerability in children and is the reason for anxiety at scale and I would argue that in corporate in business bosses that use fear instead of humility which triggers safety is the missing trait of the majority but can I

### How Do You Define a High Performing Team and How Do You Measure It [0:30]

ask you like how do you define a high performing team and how do you measure it I measure you know how do I Define how to measure I Define it based on how I measure it I think that for me a high performing team starts with retention I basically the only more than even how much money we have in the bank I care more about how long are people staying at the company on average so for me a high performing team is first based on retention um which is just black and white math on the gray side the non-measurable I use my intuition on how happy are the people some people stay in jobs because of money that is uh often a gateway to unhappiness and so it's not just retention it's overall Common Sense slash intuition slash emotional intelligence to get a sense of how happy are they while they're here and then finally um I judge performance or know how it's a high performing team based on the results you know for all the warm and fuzzies I'm sure you sensed this in the book that I wrote for all the warms and fuzzies and la and all this if you're you know in that book are words like tenacity and ambition and uh and I think work ethic matters and I think results matter I think that so much of the world's unhappiness and anxiety is based on the fact that we eliminated or demonized competition at the Youth Level the idea that eighth place trophies are a good idea is a huge mistake in my one person's opinion and so the other way I recognize if there's a high performing team is if they're winning and in business that means they're hitting their financial goals both top line revenue and profit for me not only do I measure success financially Top Line and below line revenue in a year I try to look at it in a three five seven year window thus giving and this is important to hear thus giving a team the ability to over focus on happiness and retention in a given year that may actually hurt them on their Top Line and bottom line revenue but if I look at the body of work I'm always building businesses in perpetuity you know we talk all about building brand which is a marathon right let's build a brand yet you know this everybody here knows this the business operators from the CFO down uh care very much about sales and we do many things to hurt our brand in the face of hitting numbers and sales because we are in corporate environments held accountable to stock prices what's great about running private businesses is I'm I went three I mean I've only been running Boehner for 14 years there was three years where we barely made a profit it was I was transitioning we were growing up I wanted to try some things I made a lot of mistakes we had some casting issues uh we had some product Market fit issues but you know had I been a publicly traded CEO I might have not been able to make it to that fourth year in the window that I'm referring to which ended up being our highest profit year ever and so you know for I think High performing teams look different in different environments in the private sector where you have more time I think you can lean into a lot more of the emotion in the publicly traded sector you've got to find a little bit more of a balance unfortunately and that gives it a bigger challenge the everybody here can talk all they want about not about the results and the reality is we are unfortunately this is what we signed up for just like athletes they it's a great thing to be an athlete but when you stink and don't perform well the media and your fans destroy you like I did with my Jets players this weekend and so you know I think actually I didn't because I love them so much but uh punchline is the results matter so Mal comes the second question which is a what is your strategy to and can you please use the emotional ingredients because I love when in the second part of the book when you use your emotional ingredient examples um what would be your emotional

### Emotional Ingredients with Your Strategy To Build a High Performance Performing Team in a Changing Environment [5:13]

ingredients with your strategy to build a high performance performing team in a changing environment because this is I think it's time facing yes the biggest challenge it's always changing you know so how what would be your strategy uh with the ingredients in the book and in real life which is why I wrote it I think humility number one I think the super ingredient the super emotional Nuance that most Alpha winning leaders Miss is the power of humility for example for me with all the tenacity and conviction and accountability and self-awareness all the traits that I talk about in the book that I have um conviction I mean one of the reasons I think I'm able to lead teams is conviction there's no confusion for my 1500 employees where I'm taking the company and what I care about however I think the only thing that makes me palpable the thing that makes the whole engine the gas the electricity the Sun that makes it all work is humility and I think the biggest thing for a lot of people watching here is a lack of humility creates a humongous Detachment between you and your team and so something that's just absolutely not talked enough about whether you employ two people and have a small business of three or you have 800 people in your department is how significant humility is because it humanizes you it also makes people feel safe when you're willing to admit you don't know or you messed up it allows your direct reports and their reports to do the same creating a much more emotionally inclusive environment you know we talk about thank God the world Now talks a lot more about inclusion from a gender and race and religion and things of that nature however I would argue that the biggest issue in the world today is the weaponization of fear politically parenting I think parents using fear to parent the way they choose to is actually creating a lot of vulnerability in children and is the reason for anxiety at scale and I would argue that in corporate in business bosses that use fear instead of humility which triggers safety is the missing trait of the majority I think he does one part of your book you talk about your death right remaining the the wine business and you talk about that really right so how he actually had the culture and how he perceived the managing in the older times and right now so what is the difference so it cannot touch base what you're saying right my father was born and raised and lived the first 22 years of his life in the Soviet Union which is a communist country uh where everyone stole from the businesses because the businesses were government owned and the only way the human Spirit could get forward was to take the enormous risk of significant jail time to steal and yet almost every citizen in the country did so and so you can imagine how dire that was that led my father to not trust anything or anybody in any shape or form so when he came to America and started his own business when I was 14 years old we lived 45 minutes from my dad's liquor store and the first time I ever went to my dad's liquor store to work he didn't say a word to me the entire Drive I was yapping because I've been me the whole time yep yep he didn't say a word we pull up to the store and my dad looks at me goes keep an eye on the employees they try to steal so my father had a very different perspective on his employees and I used to judge him and be angry at him for it as I got more mature I became much more thoughtful and understanding of where he came from and what it meant and you know so I have a lot of empathy for it however I was visceral to be the opposite not because my father was like that but because my mother is like that and I share her DNA and because I saw the damaging effects of how employees felt when they were entrusted by leadership um and uh and I've you know to that point in the book I talk about my inability to be candorous through the majority of my career until I repackaged it as kind Candor and a lot of that also had to do with sharing my mom's DNA that's a shortcoming of hers shortcoming of mine and a reaction to my father my father's incredibly candorous however he delivers that Candor with a whole lot of spicy and that's me being very kind and you know that made me also visceral to confrontation and to feedback and I wasn't able to calibrate it these things all very much matter in the evolution of a leader of a boss and uh yes I'm very affected by my childhood and really I'm the byproduct of my childhood like anybody else at 14 years old I worked in a retail store by the time I was 18. I spent on thousands of hours on the store floor watching customers engage with products and I managed people since I was a teenager and so you know here I am 30 years later 46 years old and I'm a consumerist and I'm a deeply passionate emotional intelligence leader and uh and I'm very grateful for my circumstances thank you for sharing and I think you know you touched Facebook can I answer something that Daphne how do you evaluate new candidates in your interviews on humility and conviction Daphne I'm going to throw you an interesting one Mike I've hired tens of thousands of people at this point in my young life um I have outrageous intuition I mean the first three companies I invested in 2006 were Facebook Twitter and Tumblr I've been very right of the trends and and the individuals that I've you know picked to be stars of the world I've got it right I've got it comma the amount of times I've hired people and was downright wrong is staggering so I can tell you that the interview process is one of the most challenging processes to make a good call so I've adopted and implemented and have watched other companies scale this advice I hire fast I don't overthink it because I know there's a 50 chance I'm going to be wrong so I might as well go fast because the time is valuable I fire faster if I know something's wrong and sometimes that's within a week by the way we invest in being cordial and empathetic but we acknowledge and we Candor now we do that well but somebody could be here for three or four months and be out the door if it's really wrong we just know and then finally and this is the biggest mistake Corporate America makes I promote faster higher fast or faster promote fastus just like you know when something's wrong right and the amount of times I've tapped on the shoulder even if you don't promote there's kids that work in my company that I hit up somebody yesterday and literally he came in the office in a meeting and I just grabbed him before it started said hey you're doing a good job I see it and so um that's how I think about it how many people know in their soul that the concept of feedback is often a disguise for people to be political or even occasionally nasty to me the problem with feedback and the problem with you know Candor has always been that it actually creates a framework for the worst of human behavior right and so one of the reasons I stood up this concept of kind Candor I have been blown away by just the word kind in front of Candor as a principal at vaynermedia and vaynerx how much that's verberated to a couple of very interesting things you may think it's most impacted people being nicer when they give feedback as a matter of fact in our company it's allowed more people to give feedback many people struggled with telling their friend or acquaintance or someone they liked working with proper feedback when it was just feedback but as soon as it was kind Candor they could say Andrew I love you you're a wonderful person hey on the you know the way you videotape like those are real things and so I think that putting an adjective that speaks to a positive human element in front of something like Candor or feedback or reviews actually changes the dynamic aggressively and almost brings if I use a political analogy it almost brings the blue and the red more towards a purple and so you have the people who are too kind and can't give feedback kind Candor Pleasant feedback all of a sudden allows them to do it and you also confine and really put on notice to people that use Candor or radical Candor or feedback um as hey this is not your chance to suppress this person because you're scared they're going to take your job this is not your chance to be a little nasty because you don't like the their political views or you know and so I actually think that is a very big deal okay and what about the one we receive what you believe that should be do you think it's the same emotional ingredients that we should practice ourselves because of course if look at what we've talked about today if you're on the receiving end of feedback and you start with humility you can handle anything I'll give you an example I have an ungodly amount of followers in social media I post as much as anyone on Earth I post on every platform LinkedIn to tick tock on LinkedIn the reply might be because I have radical marketing views for Corporate America but I think they're absolutely right in Corporate America is radically confused but I may post something and you may get a very traditional uh marketing Professor or a very traditional marketer be belittle me in the comments on LinkedIn an hour later I may post on Tick Tock and do something cool but I might have a 15 year old say get off of tick tock old man right and so if I did not have humility okay in understanding yeah I understand a lot of things have gone well for me but comma who really cares and at the end of the day far more special people than me have passed away we give them roses for 24 hours and everybody besides their family moves on with their life right I mean we're a couple hours away from people for not thinking twice about Queen Elizabeth she was the queen for 70 years 70 and I'm telling you I know this world it's what I do for a living 24 hours and it's gonna go into the backdrop right so who am I and so I think when you're getting feedback from your boss saying hey you don't have enough tenacity or hey you need to be more thoughtful of your marketing or hey you're not strong at supply chain or hey don't get mad at them deploy humility and say is there any truth in this I have been uncomfortably professionally successful for 25 years a 15 year old kid will leave a comment and say I'm wrong about something and I think about it for a half a second to make sure that I never get too high on my own Supply my own success that humility allows me also to deal with accolades this is a very important Nuance of humility is helping me when everyone tries to [ __ ] on me but humility actually helps me even more with my popularity now when I post something I get a hundred people that leave a goat Emoji greatest of all time I actually argue that humility is helping me more with that because if I actually believed that I would become audacious complacent potentially unbearable to be around and those are far more uh disgusting traits that I'm not interested in I think humility needs its day you know it's funny I started a wine brand years ago called empathy wines it's right there I started it many years ago six five years ago or so and at the time the word was not necessarily if you look at the Google Trends was it was out there but it wasn't really popular obviously there was a lot of tension racial political tension in the U. S and the word started to populate and a lot of my friends were like how did you know and I said because I do market research I read my comments I read my DMs I think much like humility excuse me much like empathy five years ago I have a real belief that over the next decade humility will become one of the most important conversations amongst parents and teachers um and people that genuinely care about Humanity I believe it is one of the secret ingredients to far more success um I think when you lack it you're exposing insecurity I think insecurity leads to Great unhappiness and I'm looking forward to that mature conversation and I know to have your employees engaged and you know kind of still having their child um things right so um what I something I call multiple dictatorship so I I'm a private company with no board and so this is a dictatorship like right I think that's a very aggressive word and I use it more for tongue-in-cheek and everyone laughs but the reason I call it moldable is I have very deep convictions of how I see the world I'm sure for the people that have never met me before even in this first 30 minutes so like I think he believes in what he's saying it's very in me um I the way we manage it is a couple ways this is very interesting I hope this helps somebody I believe the reason it's working for me and what and more importantly I don't like using a focus group of one of the reasons I started Vayner was to work with many companies at this point we've worked with a thousand plus over the last 13 years in significant ways uh first of all it's all human a global company is immediately in cpg land in a very own vulnerable spot based on who they're going to give the brand power to make the subjective creative calls so if the global team is making the creative call the local team is frustrated the way that works only is when the global leader and the local leader have Humanity towards each other to work it through right yeah so first of all to my dictatorship every leader that has cross-functional potential political crossover where decisions have to be made in my world that is office leads versus discipline leads right the head of creative Rob is here but you know Daisy who runs emea and Vijay who's the head of creative there may have a different point than Rob my thing is if there is a problem I need to get involved if you are unable to resolve it and I need to get involved early not you need to drag it because then you're not going fast right then it's politics so it's a dictatorship of how we operate when cross this when two departments who are in the same game don't get along or don't agree a if they don't get along that immediately is something we attack cutting out cancer is the most important thing you should do in a body when two people in an organization don't get along that is Corporate cancer so that's HR Real Life Humanity all the good stuff B if it's actually just beautiful we have something going on right now with one Global office and one discipline lead it's actually beautiful I'm watching it from afar they're not even I'm not even sure they know I'm paying attention they're actually being overly cordial to each other they have different points of view and they're trying to over appease and be good it's a beautiful thing but we need to go fast I mean I can't wait six months for you guys to over nice each other so we need to get the business so I need to get involved we call it the Supreme Court when two people can't get to the right place they come to me we have a supreme court meeting I make a decision and everybody moves forward I think that is scalable because companies that are even Fortune 500s they have CEOs they have cos they do and that's what people should be spending their time on number two and more importantly than what I just said the number one way you scale this is you as a leader the CEO she or he can pick the players but she can't tell them what plays to run let me say this nice and slow the reason things work for me is I am not over analyzing what they're doing as long as the train is moving I believe that I get to pick the head of APEC I put Gabby the head of our lat ham I picked Gabby I hired Gabby to run Vayner latam right I don't need to be in her business every hour on the hour I don't need to have her over communicate to me if she's hitting her I picked her I'm gonna let her breathe you get to pick the person but then let them breathe that's right trust is imperative it makes people feel safe you also have to give them time you know and so I think that from the top of leadership you get to pick the people if I don't like what Tim's doing in aipac I can fire Tim so it's accountability at the top of picking people creating a couple of simple rules to allow people to play well with each other and then understanding everything is your fault accountability if everything at Vayner is my fault because if somebody's not doing it well I was the one who hired them and if I didn't hire them directly I hired the person that hired them full accountability so they said how do

### Make Sure You'Re Listening to the Voice of Your Employees [24:44]

you make sure you're listening to the voice of your employees you mentioned retention is very important to you do you have a strategy or formal channel for your employees for your feet provide feedback Sylvia it's not a system it's not an Excel sheet it's not a form it's not a review cycle it's a culture do we have a formal Channel yes it's called an incredible environment of happiness and kindness and kind Candor that allows people to feel comfortable to talk to each other we had a thousand person all Hands-On Andrew I don't know if you saw this the other day last one or two Hands-On all hands on thousand people while I'm doing I'm in the middle of my presentation and the chat's always running fast and Vayner because they know I love it like you can tell here today so it's going fast there's a lot of them they feel comfortable it's not uh overly corporate and an employee who'd only been here for six months in the chat said Gary I'm upset with you canceled our meeting yesterday stop me abrupting them I stopped dead in the middle of the presentation said I need to address this I'm so sorry you know given what I do for a living occasionally AKA every day Three Fires come up and I'm really sad that I canceled and you will get it we'll get it rescheduled the amount of senior leaders who'd been here for less than a year that worked in agency world for 10 15 years that reached out to me and were just flabbergasted that was the response that I even addressed it that that's how I addressed it and so it's culture I love how people are like well we have a system for that a system is only as good as its culture people like we have a handbook I'm like words are taken into context America has a constitution I don't know if anybody heard on here people read it differently the Bible is interpreted differently the Torah Quran is interpreted differently the Constitution the Bill of Rights these [ __ ] handbooks and [ __ ] manifestos that companies have are pillars they're only as good as the way you act within them otherwise they're just [ __ ] words often used to weaponize fakeness your companies will have kind of high performance right so who really want to work with you and really high performance how do you manage their expectations the expectations of whom high performance with it ah you mean how do I that's a

### How Do I Manage the Expectations of My Highest Performers Very Carefully [27:15]

very good question how do I manage the expectations of my highest performers very carefully this is a very good question um the way I do it is if someone is truly a high performer and I believe you've got to cut that off at scale somewhere in the basis of one to two percent of the employees to do what I'm about to tell you there's other ways but this is what works for me number one High touch constant texting constant meetings High touch if you're ever detached communication Wise from your top performers you're dead so number one religion in my number one religion High touch wildly engaged back to family dinners with the plus ones right all of that that's number one number two over communication to make them feel it's a big one safe to change their mind of their Ambitions this one's going to be a curveball I'm excited to see the comments the number one thing I've recognized in the last 25 years of managing people about high performers is their North Stars change so a 24 year old who's come in here two years in and completely dominated May sit down with me and she may tell me that she's going to be the CEO of the whole company one day and I get excited I go good because I'm old and I can't wait for someone to take over and we laugh sometimes that 24 year old at 29 finds their life partner and all of a sudden she and he's not in the office 15 hours a day every day and they're not going down the path of becoming the CEO anymore and I'm very conscious of that first of all don't forget what I said High touch so I'm paying attention and either I if they sit on it too long or they tend to bring up like hey you know I think I need a little more work life balance and I'm like Mazel Tov amazing I don't need you to be the CEO you wanted to be the CEO you're gonna work your face off let there be no confusion there is no other way and back to the earlier question that's too big of a price for some people with family others figure out how to manage it and everything in between everyone has their own situation but the realities with high performers is allowing them room to change their mind number three understanding the balance between praise and truth and candor a lot of times people are concerned are over complementary of high performers or disproportionately under complementary depending on what strategy they're deploying many people try to pick at the shortcomings of their High performers to keep them in line others try to over verbalize because they give them positive reinforcements but they can't afford maybe the financial or the title things that the person's and so and the truth is you've got to find the middle it's got to be based on the actual truth and people struggle with that because they're using one or two or both sides of the equation of what I just said so for me it's a lack of fear of losing them it's a you know it's a deep commitment to an actual relationship above and beyond the professional one it's over communicating with them when you're not going to deliver on what they want Gary I need to be a senior vice president this next race cycle let me sleep on it three weeks later hey I think it's gonna be an extra cycle and here's why and I always say this hey I'm making a subjective decision I might be wrong I'm in the unfortunate position to have to make that subjective decision and you have a Humanity Humanity 's missing I love that that's beautiful thank you you're welcome here Ted M says what do you think about the quiet quitting Trend Ted I think there's a much bigger Trend that nobody's paying attention to which is the never applying in the first place trend okay if you talk to the average 16 to 22 year old they are uncomfortably aware that making fifty thousand dollars a year seventy selling stuff on Facebook Marketplace or eBay making Google AdWords doing small brand deals on tick tock companies are gonna have a tough time getting people in for under 100K when there's so many goddamn options for these kids to make money on the internet these kids are not growing up with the world we grew up with and so we [ __ ] on gen Z for being entitled and lazy and what they're being is thoughtfully understanding of their options that's interesting so I believe you have to provide Extra Value I'm sitting in a room with Andrew who's filming me I know how much Andrew makes I know where he's in his life cycle he's investing in me and the opportunity it's not just a job he's making a bet too he saw what happened to the people before him it gives him confidence that it's about worth taking we as companies are going to have to come up with Concepts that enable these youngsters to make a bet worth taking because the alternative is more interesting and I can tell I have a 15 year old he does garage sales because of you I'm very humbled and by the way what excites me about that is the reason I want 15 year olds to garage sale is first I want more 15 year olds to stand in their own two feet and buy things with their own money not their parents money because that will lead to a lot of Happiness number two garage sailing teaches a lot of things it teaches work ethic because if you're going to get the good stuff you got to wake up at 6 a. m it teaches marketing if you want your stuff to sell on eBay you're gonna have to know how to title it and how to write the copy and how to put a picture and if you're going to want to make that transaction you're gonna have to pack it and go to the post office and do all this stuff and I'm a very big fan of garage sale flipping as a foundation of teaching retail jobs where you deal with a lot of people or garage sale jobs where you're learning a lot of different skills there's one thing missing which is after he gets the money yes he does this for three years after you get the money what he does with the money is he yeah but you don't want to be you know what yeah I just want to say this I'm going to pick up more questions yes please I was just going to say to give you some light at the end of the tunnel I made a lot of money as a kid trading cards and things of that nature I was good at saving my money I was really tall because we came from nothing I was taught well but I bought so much dumb [ __ ] you can't imagine when you're a kid when you're 15 and you know I had a lot of things going for me DNA wise circumstance wise parenting wise and I still did plenty of silly things thus rendering me incredibly empathetic to every child on Earth you're 15. I'm gonna end with one thing even though I'm late and I can see them hovering but Alice asked somebody something really cool first she was very sweet Gary you're impressively articulate do you have any recommendations on how to improve communication skills I I've thought a lot about this lately because I've come to realize in my older age I'm like oh this is actually my superpower like jeez this is this was it was the communication both publicly privately all of it which is why the kind Candor thing was so humbling it was my biggest weakness it was my kryptonite um for a long time publicly I'm great you can see I'm very candorous here and I was doing that consistently but not privately because it was I didn't want to hurt people's feelings and I worked on it but I've got a very good answer for you Alice it's based on fear the reason I'm the reason I was not good at Candor or clear my communication was I feared hurting feelings of people I liked and loved um in in business um and in communicating all of it comes down to where your fear is so many of you would be dramatically more articulate if you weren't watching the words you said with the concern of could it get you in trouble in the company I also think communication is incredibly based on intent I think one of the reasons we know the communicators of love and communicators of hate Gandhi and Hitler the reason we know that is that they had very deep conviction around their intent I think most people are passive or indifferent about the words that come out of their mouth I am deeply passionate about the Legacy I leave as a human being I think Gandhi is the same but I also think that the bad people were the same they had deep conviction and intent to do damage to deploy pain to create division and so I think intent is incredibly important in communication and I think um I think that's it