The opinions expressed by Entrepreneur authors are their very own.
When I transitioned to the role of CEO of Bigleaf in 2022, my goal from day one was to build a solid, high-performing team. This required me to focus on identifying and setting clear goals, ensuring that everybody, especially the 102 employees spread across 38 states, were on the same page about the company’s mission and vision. But as all successful strategies begin, this huge step was characterised by trial and error.
The strength of a team lies in the skills of its people and their synergistic cooperation. I invest heavily in our people, providing ongoing training, encouraging open communication and ensuring that every team member feels valued and heard.
While we have achieved this goal, I also recognize that markets are consistently changing, trends come and go, and technology is evolving. We may have been successful with solid recruiting, training and retention strategies, but I still needed to make sure everyone could roll with the punches. Every day I strive to further develop a team that may fluently change and adapt to changing market requirements.
1. Clear alignment of mission, clarity of roles and responsibility
One of the first steps we took was to be sure that every team member understood the direction and aspirations of the company. We explained our product-market fit, value proposition and milestones critical to customer satisfaction.
In addition, we focus on achieving business goals by strategically linking job functions to them. For example, high-quality growth is measured at Bigleaf through a key metric: our Annual Revenue Rate (ARR). We do this at least once a yr to make sure the entire team is focused in the same direction.
2. Thoughtful performance metrics
Beyond ARR, we have learned to rigorously balance our performance metrics. Prioritizing one metric over one other can result in unintended consequences. For example, focusing solely on service quality can result in inefficiency and vice versa. Our practice has evolved to meticulously analyze and strategically balance performance metrics. We encourage good behavior that is consistent with the core of our business, and so far it has worked wonders in helping us achieve the results we would like across the organization. This also minimizes the risk of unexpected consequences.
3. Intellectual security
Creating an environment where every team member feels protected to share ideas and challenge the established order significantly impacts our performance levels. Intellectual safety in the workplace can stimulate creativity. This open door policy encourages open communication, innovation and risk-taking, enabling the team to collaborate and pioneer solutions to our unique workplace and business challenges.
We strive to take care of and strengthen this culture to consistently increase morale, engagement and productivity, and ultimately achieve financial results.
4. Preventing burnout
To prevent burnout, I focus primarily on maintaining my very own balance. As the saying goes: “You can’t pour from an empty cup.” On the team side, we keep our mission and goals clear, ensuring every task has a purpose.
A distributed work environment comes with unique advantages and challenges. Some members may feel that tracking their time and productivity is a type of micromanagement; some may understand that it is a tool to focus on what is really necessary and spend less time on other tasks. Regardless, building that non-public connection is essential. We hold regular in-person meetings, monthly phone calls with all employees on board, and annual company meetings to foster a sense of belonging and unity. These initiatives are not only logistical, but crucial to maintaining the overall health and morale of our team.
5. Learning from mistakes
Each mistake was a step towards understanding what it really takes to build a high-performing team. Leaders, although you wish things to get done faster, keep in mind that there are no shortcuts, especially when growing a team. Yes, it’s tempting to take the easy route or take heed to a single opinion, especially in recruiting, but it’s value building comprehensive training programs.
Gradually integrating recent employees into the company culture, but leveling expectations upfront, produces more practical results and more consistently drives the company forward. This awareness has led us to prioritize a transparent and comprehensive approach to our recruitment and training processes, cementing our popularity as a leader in the technology industry.
The path forward
(*5*), curiosity and openness have develop into our guiding principles. Our work requires us to be flexible and willing to learn from successes and failures. Likewise, resilience, commitment and an open heart are key ingredients in building a high-performance culture focused on team well-being and business growth.
I hope I have highlighted the undeniable truth that a company is only as strong as its culture and people. For founders and business leaders alike, investing in their people is of the utmost importance. Listen to people outside your bubble and draw conclusions with an open ear. Be curious, be open-minded and do not be afraid to reap the benefits of opportunities when they arise. Building an empire requires determination and learning from mistakes.