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Ep 105. Brad Ellison – How To Lead Leaders; The Secret To Explosive Growth

⏱️ 47:30 🎤 Mike Gore-Hickman, Brad Ellison
AUDIO EPISODE
Ep 105. Brad Ellison – How To Lead Leaders; The Secret To Explosive Growth
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Chapters

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  • 0:00
    The Law of the Lid
    Mike introduces the concept of the 'law of the lid' from John Maxwell, which states leaders cannot lead others higher than their own level, prompting an exploration into managing high-performing individuals.
  • 3:50
    A-Player vs. B-Player
    Brad defines an A player as someone who needs general guidelines and an end goal, finding their own path to success, while a B player requires full SOPs and active management.
  • 9:54
    Ego in Entrepreneurship
    The hosts discuss the role of ego in entrepreneurship, noting that a healthy amount is necessary for business owners but an unchecked ego can hinder growth and coachability.
  • 16:44
    Relinquishing Control for Growth
    Brad explains his realization that he is a 'leader of leaders' but not a manager of 'non-leaders,' leading him to hand over day-to-day operations to his partner Tim and focus on high-level strategy.
  • 32:20
    Visionary-Integrator Relationship
    The discussion touches upon the classic visionary-integrator dynamic, with Brad as the visionary and Tim as the integrator, and how their complementary strengths drive the company forward.
  • 39:55
    Recruiting and Retaining A Players
    Mike and Brad explore how to identify and recruit A players, emphasizing the importance of creating opportunities and a vision grand enough to encompass their ambitions, even if it means offering equity.
  • 51:34
    Equity and Deal Structure
    The conversation shifts to the complexities of equity, discussing vesting periods, bonus structures, and the financial implications of bringing on high-level partners like a COO or general manager.
  • 1:18:23
    Leadership vs. Management
    Both hosts admit to being better leaders than managers, recognizing their strength in setting vision and strategy rather than in daily follow-ups and accountability, which they delegate to others.
  • 1:25:20
    Hiring Before You're Ready
    Mike emphasizes the strategy of hiring key personnel before the company is fully 'ready' for them, viewing it as an investment that fuels future growth despite short-term financial strain.
  • 1:31:50
    Self-Awareness and Open-Handedness
    Brad concludes by stressing the critical role of self-awareness for business owners, encouraging them to honestly assess their leadership capabilities and be open to bringing in partners or high-level employees to achieve ambitious growth goals.

Speakers

M
Mike Gore-Hickman
Host — Founder of Paintergrowth.com
B
Brad Ellison

Key Takeaways

✦

Identify your 'lid' as a leader: Understand your limitations in leadership and management, as attempting to lead beyond your current capacity can hinder growth and employee retention. Be honest about where you excel and where you need support.

✦

Distinguish between A and B players: A players thrive with general guidelines and end goals, finding their own way, while B players require detailed SOPs and active management. Tailor your management style and roles to these differences.

✦

Embrace the visionary-integrator model: If you're a visionary with many ideas, find an integrator who can take your imperfect instructions and execute on the vision, freeing you to focus on high-level strategy.

✦

Recognize ego's role in entrepreneurship: A healthy ego can drive innovation, but an unchecked one can prevent you from seeking coaching, delegating effectively, and acknowledging your blind spots.

✦

Invest in talent before you're 'ready': Don't wait until your business can comfortably afford high-level hires. Strategic investment in key personnel, even if it strains short-term finances, can unlock significant long-term growth and prevent missed opportunities.

✦

Structure deals creatively for A players: When bringing on high-level talent, explore various compensation structures including salary, profit-sharing, and equity with vesting periods. This flexibility can attract and retain top performers who might otherwise be out of reach.

✦

Cultivate open-handed partnerships: Be willing to share ownership or significant control with the right A players. A smaller percentage of a much larger, faster-growing pie can be far more valuable than 100% of a stagnant or slow-growing one.

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