Cameron Herold
speaker
284 appearances
2 recordings
2 series
first heard Jan 2025
last heard Mar 2025
Cameron Herold’s voice in public audio — every appearance, attributed to the second.
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Appearances
I hire people who are going to do what we need them to do, who have done what we need them to do already. And then my job is to remove obstacles, to coach them, to praise them, to problem solve for them, to help them, to care about them, but not to drive them and manage them, right?
If I inspire them and I'm in service of helping them, if I grow their skills, their confidence and their connections, that's all they really need of us.
I bring a lot of analogies back to traditional marriage, like a husband and wife or raising a family. My job as a dad is not to tell my kids what to do. It's not to manage them all the time. It's not to show them what their chores are every day. It's to show them our values as a family. It's to show them and inspire them to become better adults. It's to grow their confidence to be better adults.
It's to grow their skills to become adults. It's to help kick them out of the house to be confident, to make sure they've got hobbies and passions and friends. That's easy. Well, if I grow my kids that way, why would I not grow my team that way? The same thing. Sadly, most entrepreneurs have never had any training on leading and coaching and delegating and leveraging situational leadership.
So most managers revert to, I'm going to hold people accountable and tell them what to do. It's because they're bad at interviewing, they're bad at hiring, and they're bad at kind of working in support of people. When you're good at that, business gets very easy.
Yeah, because there's not a single employee has equity in the company. So they're not going to care, right? At the end of the day, in fact, I even have a tattoo on my arm that I got back about four months ago. And it says walking each other home in Hindi. And it's just a reminder that none of this shit matters. Like, I've been joking recently that we're all going to end up as a kebab.
We're just meat on a stick, right? At the end of the day, we're all going to die. And our employees have lives. They have hobbies. They have insecurities. They have fears. They have families. They're just here to make a paycheck. Now, they want to do great work. They want to be a part of a cause. They want to build something with meaning.
But when you own the company, that's why you have a bigger stake in the outcome than they're going to ever have. You can't expect them to care like you're ever going to care because you're not giving them the same. And nor am I saying you should, I don't think you should give them equity in a company that you're starting, but you also can't expect them to do that.
Now you also said something else though, you know, employees work or employers, CEOs working like 17 hours a day. I just sat with two very successful entrepreneurs two hours ago for breakfast and And I gave them shit for working more than eight hours a day because they're slowly creating problems in their marriage.
They're slowly creating habits around their relationship with their kids that at the end of the day is gonna hurt them. And they tell themselves a lie that I'm just doing this to catch up. I'm just doing this to move this ahead. It's just a stage we're at in the business. No, delegate everything except genius.
Find the two or three things that give you energy that you're amazing at, that you're so good at, and delegate everything else off your plate. And one of them said, well, I can't. I don't have the people that can do it.
I said, good, learn how to interview, hire people, and then spend your time coaching them and giving them the skills and the confidence and the connections to do what's on your plate. But your to-do list does not have your name on it. Right? Your Ryan's to-do list doesn't say Ryan's to-do list. Even if it does, you don't have to do it.
You can delegate 90% of what's on your to-do list to other people and then grow their skills and confidence and connections so they can do that. That's what really gives us scale.
You know, if you look at a sports team or a professional athlete or the Cirque du Soleil, none of those performers or athletes are performing in their peak, you know, sport 60 hours a week. There's not a baseball player, a basketball player, a soccer player, an athlete. football, but there's no professional athlete that is performing in their sport 60 hours a week.
You know, they might do four hours and then they're off. They might do 30 minutes and then they're off, you know, like. a tennis player playing tennis for three hours, they might be practicing the rest of the week, but that's not high performance, perform, perform.
And when entrepreneurs think that they have to be performing 60 hours a week, they forget that some of their time would be better spent thinking, connecting, praising people, showing up as the chief energizing officer, right, to bring good energy into the group.
But if we're drained and stressed, we're bringing in that drained, stressed, negative energy, and that's what we're throwing into our organization. So sometimes it's about doing less, praising people more, showing up with positive energy more, thinking strategically more,
You know, it's about the two guys, you know, they were told to go clear cut forests and you got manager one and manager two, and they're both clear cutting the forest and they're both like being super efficient. And the one manager climbs up to the tallest tree and looks around and says, holy shit, we're in the wrong forest.
Well, if a leader doesn't have time to be strategic, to be in mastermind communities, to be spending time with coaches, to be just spending time observing, disconnecting, inspecting what you expect, Yeah, you might be productive, but you might be productive on the wrong stuff. And I think a lot of businesses are very guilty of that.
That's stupid. Well, there's two parts to that. Working hard is like a fly trying to get out a window. That fly is working really hard. And most of those flies end up dead on the windowsill. If the fly would stop and look around a little bit and go, oh shit, there's a door over here. Maybe I'll go out the door. That path is easier.
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