Let go to grow: it's easy to write, but hard to do. If you want to scale your busi­ness, it's crit­i­cal you stop look­ing for uni­corns who 'get you' and start fo­cus­ing on sys­tems to scale your busi­ness, says Josh Phe­gan.

Elite Agent - - FRONT PAGE - JOSH PHE­GAN Josh Phe­gan is a high­per­for­mance real es­tate speaker, trainer and coach to some of the best agents and agen­cies around the world. For more in­for­ma­tion visit josh­phe­gan.com.au.

The only rea­son a goal isn't achieved is you don't have a sys­tem for it. In­tent mat­ters in busi­ness; what do you in­tend to do, how do you want to grow? The big­ger the dream, the more im­por­tant the team. As a leader, you want to cre­ate a leader-leader model. Most busi­nesses are leader-fol­lower, where ev­ery­one in the busi­ness has to seek per­mis­sion – or, even worse, they are given au­ton­omy but then un­der­mined in the de­ci­sions made. Once that hap­pens you'll never have trust, and the abil­ity for oth­ers to lead is lost.

A leader-leader model is where you back peo­ple in. ‘What would you do if I wasn't here?' When they present the so­lu­tion, you re­ply, ‘That's great; you don't need to ask me about that sit­u­a­tion again. Trust your in­stinct; go all in.'

What that pro­duces is or­gan­i­sa­tional clar­ity, where ev­ery­one knows who's who, who can make the de­ci­sions and what im­pact each role can have on the busi­ness.

That then leads to train­ing in tech­ni­cal com­pe­tence. What are the es­sen­tial skills that need to be mas­tered in each area of the busi­ness and how do we teach them? We work on us­ing the cir­cle of com­pe­tence, where every time some­one gains a skill we write it in the cir­cle. It builds con­fi­dence and clar­ity for the in­di­vid­ual.

The chal­lenge for too many lead­ers is that they are look­ing for uni­corns – these mag­i­cal new em­ploy­ees who get it – when the truth is you need to de­velop a busi­ness that's built on sys­tems; sys­tems that are so good your peo­ple don't have to be.

Work the sys­tems and watch your lead­er­ship ca­pa­bil­ity scale. Peo­ple re­sist change when it hap­pens to them, but they love change when they are part of it.

For lead­er­ship to truly ex­ist in your busi­ness, you need to set the vi­sion. This is made up of your pur­pose (the why of what you do), the mis­sion (crit­i­cal mile­stones) and val­ues (the rules of the game). When you have these in play, every de­ci­sion gets eas­ier.

Our pur­pose is to in­spire es­tate agents to achieve their po­ten­tial and fi­nan­cial free­dom. It's in ev­ery­thing we do, and it forces ab­so­lute clar­ity about the ac­tiv­i­ties we un­der­take.

To shift the dial on your re­sults, learn to ask bet­ter lead­er­ship ques­tions of your peo­ple. My favourite is: What's next for you? If I wasn't here what would you do? If you be­came the CEO to­mor­row, what would you do then?

They force lead­er­ship think­ing, which trans­lates into bet­ter day-to-day ac­tions. Most want to fo­cus on ac­count­abil­ity; I pre­fer re­spon­si­bil­ity. If some­one is re­spon­si­ble, I don't need ac­count­abil­ity.

Lead­er­ship hap­pens in every mo­ment, whether you step in or help some­one else to step up and step in. It's a choice, and it's the dif­fer­ence be­tween a chaotic, dys­func­tional work­place and one where peo­ple are em­pow­ered to pur­sue their dreams.


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