My Leadership Team Has Become Lazy (What Do I Do Now?)
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What is the main topic discussed in this episode?
From the headquarters of Ramsey Solutions, this is Entree Leadership. I'm Dave Ramsey, your host with over 30 years of experience leading in the trenches right alongside you. If you've got a question you want to ask on the show, click the link in the description. Decker is with us in Las Vegas, Nevada. Hi, Decker. What's up in your world? I'm doing better than I deserve, Dave. How are you? Better than I deserve, sir. How can we help?
So I run a car detailing business out in Las Vegas. We haven't been in business a full year yet, but in our eight months, we've done 1.8 million. Good. That's a lot of detailing. Oh, yeah. I'm very grateful for our growth. But the predicament that I found myself in is I have over promoted. And so my question is, how do I have that conversation with a couple of my longterm employees that I'm just not getting enough value for their inflated salary without like hurting the friendship.
Well, the, um, friendship is independent of the business discussion as long as you are fair and kind and you treat someone like you'd want to be treated. Okay. Um, so you, you, you mean you gave them too big a raise or,
I essentially promoted people too fast. So we've grown. Dang, now I'm thinking about my arms, Dave. But we've grown very fast. And so I've promoted a few people who didn't have the skills but had the tenure. We're here from the beginning. And so I'm at a point where my.
So they're supposed to be leading people and they're not good at it? Exactly. Oh, okay. Okay. That's fairly normal in a growth curve like you've had.
How did Decker describe the growth and promotion problem in his detailing business?
You've blown up. Okay, and how old are these guys?
They're the same age as me, so 20. I think the oldest one is 22.
Yeah, okay. All right, and so a bunch of young guys are out there scrapping and put together a million aid and detailing work. That's pretty impressive, really. You've got to step back and go, we've done a pretty cool thing here, and now we've got some cleanup to do because we did it too fast. Right. Okay. And so, um, uh, so how many team members do you have total?
So on salary, um, cause we, the reason we've grown so fast is because of door to door sales. That's my background. So if you include independent contractors, we're nearly 50, but if you're only looking W2, we've, we've trimmed the fat quite a bit. We're looking about 12 to 15 ish.
Okay. The guys that are leading people, are they leading W2 people or independent contractors?
A little bit of both. So we have two guys leading W2s and then the rest are leading contractors.
Okay. So where's the breakdown? Is it the guy leading the W2s or is it the guys leading the contractors or both?
I feel like it's a ripple effect. So it started with one guy leading the W2s and it's kind of, you know, cancer spread across my leadership team.
I don't understand. What kind of cancer spread?
Just lack of motivation. So I'll give you an example. The other day I walked in on what's supposed to be the general manager just sleeping on the couch. And so just little stuff like that, I feel like it's the we've grown really fast, we've done a great thing, like you said, but now we're getting fat and happy when the job's just starting.
Yeah. Yeah. Okay. Well, and so you've got, it sounds like you've got five or six leaders in leadership roles. Does that sound right? Correct. Okay. It's pretty simple. I would just call them out and go get a private room at a steakhouse, tell everybody we're going to have steak tonight, and then sit down and tell them what's going on. and say, here's the deal, guys. We're a bunch of young guns. We're young warriors. And if we don't grow up, this thing's going to fall in on us. So we're going to have to be mature. We're going to have to be diligent. We're going to have to be service-oriented leaders. We're all going to start studying leadership together. Um, we're going to start with some of Ramsey's books on trade leadership.
We're going to start with some of Maxwell's books, John Maxwell.
Why does Dave say overpromoting friends creates leadership gaps?
We're going to start with some of Pat Lencioni's books. The five dysfunctions of a team is the first one you'll read of his.
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Chapters
6 chapters
1
What is the main topic discussed in this episode?
0:08–1:56
2
How did Decker describe the growth and promotion problem in his detailing business?
1:56–4:32
3
Why does Dave say overpromoting friends creates leadership gaps?
4:32–10:31
4
What evidence of complacency and 'leadership cancer' did Decker report?
10:31–13:04
5
How does Dave recommend confronting a lazy leadership team in person?
13:04–14:46
6
Which books and study plan does Dave suggest for developing young leaders?
14:46–15:43
Speakers
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