While it’s a start, it’s not enough to just bring together a team of high performers when beginning to scale your Amazon business. Building high performing teams requires nurturing new starters and keeping established team members on track. Titan Leader Chris Rawlings has started enough businesses (and made enough mistakes) to create high performing teams.
Some of the most boring concepts from the corporate world you left behind circle back and save your ass when you start to scale. Feedback is one of the most important when it comes to setting up new team members for success. It's one of the core ways any complex system adapts and develops, especially companies. The speed and efficiency of the feedback systems, and in general the feedback culture you employ determine how fast you can adapt and grow as an organization.
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Take new team members onboarding for example. You are not being a good boss if you are not giving feedback to your new employee or team member.
If you want your employee to have high, strict standards of performance, you have to hold them to those high standards, especially during their onboarding period and the first few months after that. This is their "programming period" where they begin to learn what kind of behavior is ok and what kind of behavior is not ok. This is the ground-floor level of where culture is defined.
My style of leadership has always been to give a high degree of trust and ownership to my new team members, and to give them freedom to accomplish goals in their own way.
I'm still this way, but what I had to learn the hard way is that setting clear goals and getting great people in the seats to achieve them isn't enough. People need continuous feedback to know if they are performing well along the way. You need less and less of this over time, and after a while very sparsely just for course correction.
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