Top tips from Stanley Henry.
Tip 1: Implement a Business System
“And that’s the same principle. Like you telling my team something because has so much more weighting than if I tell them the same thing in this sort of principle, because it is like it’s just stand blabbering on again, but now they hear it from someone else. So don’t think that you can just do that on your own. Even if you have the knowledge. I think that having someone else as a secondary to back you up in that business system that you’re going to implement, or in this case, entrepreneurial system is important for us.”
Tip 2: Double Down on Brand
“And so I guess like the point of the argument was you’re never too big to advertise. You know, like you always got to continually push brand and it doesn’t always need to be. It’s not all about ROI. These big brands who are spending billions of pounds on brand marketing, like if they’re doing and you’re a £1 million business, like who do you think you are? Like Google does it. Like everyone knows Google. Yeah, they spend billions of pounds every year on brand marketing. How does like £1,000,000 accountancy firm think they can do it without it, which is really, really interesting. So double down on brand.”
Tip 3: Attract and Nurture the Right Talent
“And then three, when it comes to talent is like, how do you attract and find the right talent and then nurture them? Like I think has been, oh, like this. The reason we’ve grown so fast over the last year is because we got we started getting that right, you know, like, you know, thinking about right seat, right person, GWC, it all those sorts of stuff, having our values real tight, knowing how we hire people every time we hire someone now the rest of the team’s like, holy crap, that person good man. They are the right person for this team. And they plugged a hole that we didn’t have, like we didn’t have someone for.”
SUMMARY KEYWORDS
eos, growth, marketing, social, content, leadership. clients, talent, delegation, challenges, implementation, branding, relationships, strategy, development, cashflow, expansion, improvement, retention
Debra Chantry-Taylor 0:00
So welcome to another episode of Better Business, Better Life. I’m your podcast host, Deborah Chantry Taylor, and I’m passionate about helping entrepreneurs live their ideal life. I’m a certified EU implementer, an FBA Accredited Family Business Advisor, and a business owner myself with several position rests. I work with established business owners and their leadership teams to help them live their ideal entrepreneurial life using EOS, the entrepreneurial operating system.
My guests come on to the show to authentically share the highs and lows of the business and how they’ve managed to grow their business using EOS tools and traction.
Stanley Henry 0:42
Don’t think that you can just do that on your own. Even if you have the knowledge. I think that having someone else as a secondary to back you up in that, in that business system that you’re going to implement or in this case entrepreneurial system is important for us. Obviously brand and like I’m over at BIOS X, that’s what we do. But it is also the reason for all of our success is that every time we’ve got into a level in brand, we’ve gone, how do we go again? And we’ve just continued to push down, as we said, you know, over 2,000,000 followers now and building all this crazy stuff that we do.
Debra Chantry-Taylor 1:23
And today’s guest is really special. So we had him on the show must be a well over a year ago. And in that time the business has grown exponentially. They’ve now got over 2,000,000 followers across all of their social media channels. They’ve grown to $5 million after just four years and tripled in the number of staff they have in the last 12 months. He’s a kid from South Auckland who has made goods, and he’s going to share with us how they’ve actually grown and tripled the number of staff from 9 to 27 over the last 12 months without the wheels falling off. Please welcome Stanley Henry, who is the founder and visionary of the Attention Seeker. Welcome, Stanley. All right.
Debra Chantry-Taylor 2:02
Welcome. Thanks for having me again. Oh, it’s great. So it’s been it’s been a little while and obviously a lot of things have changed in that time. So I’m really keen to hear a little bit of your story in that last sort of 12 to 18 months.
Stanley Henry 2:12
Yeah, absolutely. Oh, where do we start? It’s been a ride.
Debra Chantry-Taylor 2:17
It has been a ride. Yeah. Tell us a little bit about that ride.
Stanley Henry 2:19
Yeah. Look, it’s, I mean, we haven’t really necessarily done anything different in this time. It’s just we’ve doubled down on what we always did. Like we, we figured out a a method that work, which was to put as much content out about us as possible and continue to grow that and continue to grow our followership and our viewership and get better at it. And that’s just led to more and more people knowing who we are and more leads coming in and more business growth. And then and just keep doubling down on that. And, and, and actually it’s taught us that we should never stop doing that. And in fact, like that’s what we tell our clients. Just keep doing it like it does. Is it, it compounds over time.
Debra Chantry-Taylor 2:56
Yeah, that consistency is really important, I think. Yeah. So I’ve had the privilege of working with you, obviously, as your EOS implement. And we’ve put EOS into the business and I think that’s part of the reason why the wheels haven’t fallen off, but it has. But it has been a bit of a journey in terms of, yes, you’re doing more of what you do really well and that whole hedgehog concept. But you have pivoted a wee bit, right, Because you’re now working with a lot more of those sort of challenger brands. So it’s not as a personal branding agency. I mean, I’ve known you since there was you, Alicia and and Claire, LinkedIn Leeds. Yeah, exactly. And now we’re suddenly, you know, at an entire agency. So just tell us a little about that journey. Like what happened in that time to go from being just about generating LinkedIn leads and personal brand to where you are now?
Stanley Henry 3:36
I think quite a few years back we realised that we didn’t actually do a specific task, like we didn’t do LinkedIn leads or we didn’t do content or whatever, that people came to us as problems. I figured out a solution and then we figured out a way to solve for that solution or actually execute on that solution. Sorry.
Stanley Henry 3:54
And those problems that people are coming to us with now are just bigger. And it’s not that we are necessarily any different as a business. We still, like people used to came.I want LinkedIn leads. OK, well, this is a solution.
Stanley Henry 4:08
I know I’m still very adamant that like I get people everyday come to me with problems that I don’t know how to solve and I, I actually can’t even figure out a solution.
Stanley Henry 4:17
So I send them away. But then there are people that are like, no, I’m, I’m sure we can do this. Like we know we can do this and I’ll talk to the team and we can.
Stanley Henry 4:25
And so that has allowed us to go, you know, we had last year in April, we had one New Zealand come to us and say, I want you to take over on social media and do community management, do all these things.
Stanley Henry 4:36
And at the time, I mean, we hadn’t ever done that. Like it would never done that. But Kimberly, bless his soul, like believed in us. She like knew we could do it as a social lead for one NZ. So she gave us a shot. We said we could. We don’t have any proof except for ourselves and she but she believed in it and then we did it. And then so that’s then just snowballed. So it isn’t that we necessarily have evolved our service because our service has always been solutions for the problems that people have.
Stanley Henry 5:04
We just have had people come to us with bigger problems or different problems. Yeah. So I think for us as well, those problems they come to us with, the reason they’re coming to us with those problems is they because they see the solutions we’re offering in our own content as well. And that’s quite easy as a marketing agency. Well, I say it’s easy, but not a lot of other marketing agencies do it. It’s like just do the thing that you sell for yourself and then people will ask you, can you do that for me?
Stanley Henry 5:33
So it’s going to be now that’s why I say I talk about like doubling down on the thing that work for us because we’re a marketing agency and we make content for people, make more of it, make better stuff. And then people come to us with bigger and better problems for us ourselves.
Debra Chantry-Taylor 5:46
Perfect. OK. still, it’s still huge growth which way you look at it. And I know that every time I sort of meet with a team on a quarterly basis, you know, you’re hiring more people. And I’ve just been doing a mid management session with with your mid managers and you know, they’re looking at the managers. Yes, I have. And sadly, yeah. But they, yeah, they’re, they’re talking about hiring again. And so we’re just it’s, it’s a huge amount of growth. And so there’s challenges that come with that level of growth, aren’t there?
Stanley Henry 6:10
Oh, absolutely. Like, like I don’t even talk to most of the stuff. I just don’t have time. Like it’s not that I don’t want it. I just, I don’t have the time where that hasn’t been the case. You know, the last 12 months, it’s really started to show like, they’re just people I won’t speak to on the team and I could be with them all day and not say a word to them, you know. And so that’s a challenge because like, as the founder and owner of a business like this, it is your baby. And then there’s now parts happening in this business, like, I just don’t know what’s going on. Like, and I shouldn’t need to, but letting go.
Debra Chantry-Taylor 6:43
Yeah, it’s letting go.
Stanley Henry 6:44
But like, it is kind of a scary thing because you’re like, oh, they doing the thing I told the customer that we would do. But of course, yeah, because I would know because the customer would tell me, well, even if they aren’t doing it and these issues, like I’ll then go to their leads and they’re like, OK, well, what are you doing to deal with this issue? Because it is an issue. So you need to deal with it.
Stanley Henry 7:01
And they’re like, we’re dealing with it like it’s happening. So, you know, like, no business is perfect. There’s always going to be stuff that goes on that people have to fix. But I’m not even really aware of it. And that’s a challenge because like, as the owner, like it, it’s my livelihood. Like it’s, you know, this, this business pays for my family. So you are, you get a little like this thing’s going, OK, but you have to be able to let go. And so as I have or as we have grown, that feeling of like **** is everything going OK? It gets a lot worse, which I don’t know if it’s a bad thing, but it is a hard thing to deal with.
Stanley Henry 7:41
It’s been a challenge for me to just like I’m pretty good at like delegating, but I know what I’ve delegated now. I don’t even know what’s been delegated, you know, because I’ve delegated a whole client and solution to a person and they’ve gone and done all the delegation. And so I don’t even know who’s doing which part anymore. And that’s the bit that I find a bit hard because I you haven’t actually got control. Yeah. The only control you got is like, is my lead the best person for this role? And can I trust them?
Stanley Henry 8:09
And, and if I, if you can’t, then like we always talk about as the right person in the right C And if they’re not, then we’d have to find the right person. But so it’s been real big tough piece. It’s just that disconnect with the team. And then as always, cash flow like bigger, more money because more problems. It’s like it doesn’t get easier. Like you think that, oh, more revenue means that, you know, you can, you got more money, but no, you just got more bills that go along with it.
Stanley Henry 8:36
And like May, as most New Zealand business owners will know, May’s a terrible month for cash flow because you got to pay double tax and all this stuff. So I just paid a, you know, what was it last week? Paid a massive GST bill and then and so cash flow is like, it’s still the thing that keeps me up at night. I know we’re in a good spot of cash flow, like I can see here, we track it and stuff. But before it was like, oh, I got like $8000 worth of bills to pay this month.
Stanley Henry 9:05
Now it’s like got $180,000 of bills to pay this month. And that’s scary because there’s a kid from South Auckland, as you mentioned before, like I mean, that’s not normal. You don’t know what that is. Like your parents didn’t even earn that much money in a year combined and you’re paying it in a monthly bills. So that’s sort of crazy. And then like the, you know, the wage bill, the wage bills pushing 200K, it’s like, so that sort of stuff’s been real scary.
Stanley Henry 9:31
I think like the actual operations and stuff I’m not so worried about like how things get done, our systems, our procedures. I am a bit of a person who doesn’t mind things not being perfect. I’m OK to like break stuff all of the time. So I’m not so worried about that. I guess some of the guys get a bit frustrated with it that things just don’t work. But we are out here trying to do things differently and breaking boundaries with the way social media and content and stuff’s done.
Stanley Henry 10:04
And given that there’s no road map for that, how you’re supposed to know. And so you have to break a lot of stuff. And sometimes that breaking of things like ****** people off and whatever. And it’s just like, how do you, how do you just like come back from it constantly? So I’m not so worried about that. I kind of, I quite like it. Like I quite like when things break because we’ve learned from it. The thing I get frustrated is when things break and they continue to break. And that’s when I that’s when I’ll step in and say, well, I don’t have to as often anymore because we’re a pretty decent leadership team now.
Stanley Henry 10:34
But you know, that’s where I would step in. But like, OK, you’re broken the the same way three Times Now. That’s just stupid. Like now we’re, you know, we’re going to do stuff better now. Yeah. So, so I’m not really confused, like really, I guess worried about the operations and things. It’s it’s just cash flow and not getting and, and like that decentralization of leadership and the loss of contact time with each of my team. I feel like a pretty big disconnect. But you’ve now got a full leadership team. Yeah.
Debra Chantry-Taylor 11:02
And you’re still part obviously of that level 10 meeting with the leadership team. What what is it on the positive side? What’s it enabled you to do?
Stanley Henry 11:09
Oh, it lets me do way less different things. I still do lots, but I do less different things. So most of my day is sales outside of the, the actual CEO stuff, which, you know, like maybe I even saw it on one of your podcast, maybe this podcast, someone talking about it. The idea of like, my goal is my job is find really good talent to make sure we’ve got really good talent in the business, sell and make sure there’s enough money in the bank to pay all the bills.
Stanley Henry 11:43
And so that’s like my core job as CEO is to do those things. And that’s all I really do now. Like I, the sales is obviously always a big part. Part of sales is also this content branding, like being the talent for our content and stuff like that to push it out. Finding good talent is a big part of my job still, even if I’m not getting, I guess, the sort of entry level roles in our business, I’m still definitely out there trying to find the, the more senior roles, the account managers, the strategist roles and things like that.
Stanley Henry 12:15
And, and also enabling the team to help them find good talent for the roles that they’re hiring for. And then as I said, cash flow, you saw this buddy in the big, but you’re also from what I’ve seen, you’re freed up to the bigger ideas as well.
Debra Chantry-Taylor 12:28
I think about the New York office and I remember that going on to our three-year plan and within three months you’re off to New York. And now you just share with me this morning that you know, you’ve got your visas and off you go. So has it given you that capacity, brain capacity and sort of clarity to actually go off and do those bigger things that perhaps you didn’t have the opportunity before?
Stanley Henry 12:47
Yeah, I think so. I think what it’s I, I kind of in my mind, those things are for me a sales like that’s how I think of it. It’s not in the true sense of the word sales, but like in the way I look at sales, it’s, it’s market growth and big ideas, big relationships, big relationships, all that sort of stuff, which is my part of the job too.
Stanley Henry 13:04
So what it’s done, having the leadership team has let me have the confidence to not worry about the operations. And like, I don’t worry about the operations, as I just said, like it’s not a thing I worry about anymore. I know that we can be better, but it’s not the thing I’m worried about. I know we got a strong leadership team who can take care of that. And so I have the confidence to take off to New York for six months knowing that, you know, Nate, Elaine, Alicia, Shai, those guys like Connor, they’ve got the team, they’ve got it all under control.
Stanley Henry 13:35
My job, the best thing I can do for those guys is find more revenue and find more talent to help them serve that revenue. And then again, pay the bills. Pay the bills, which, you know, having cash in the bank is also part of sales. Because am I quit in these jobs, right. Profitable. Yeah. Am I profitable? Yeah, exactly. So am I finding the right type of business for us to be able to do what we need to do? But yeah, for sure.
Stanley Henry 14:02
Like I I sat with Nate about this time. Yeah, that would have been this time last year. And I said to him, OK, so we’ve got on the EOS to be in New York in March or April, sorry, 2024 to go, to go over. And I said to him, why are we waiting till April? Like, can we do this in September, October. And he’s like, well, and I was like, what would we need to do? And then we, we figured it out. There’s some tires we had to do and some things we had to move around and some jobs and we figured it out and just did it.
Stanley Henry 14:34
And so the only reason I was able to do that is because I had that leadership team when I had the confidence to be able to take off. And then we did the 10 weeks in New York. And then now obviously it took a lot longer to get visas and stuff than we thought, but we got it all now and we’re getting back in July. But yeah, for sure, like I mean, at the moment I’ve been talking to, we’re creating partnerships with like a branding agency who does identity branding, so logos and things like that because it’s part of our EOS was to increase our the capabilities of our team.
Stanley Henry 15:06
So being able to have the time that I meet with like an agency like that to be like, look, we need clients come to us with positioning solutions and some of it’s making new logos and things. So increase our capability by having partnerships like that. There’s another digital marketing agency of a lot of things we don’t do to partner with them. I wouldn’t have the time or space to think about those projects if I was worried about guys, have we got the post out for Deborah today? You know, like I just couldn’t do that. No way. So, yeah, it’s been, it’s awesome having a leisure team and then like even like shy, like having someone like shy on the team EA, like she, that sort of stuff has just made my life so much easier.
Debra Chantry-Taylor 15:42
It’s one of the things we recommend in the EAS is that you, you really need somebody to take the type of stuff and to manage your calendar, manage your inbox, just be your right hand person. So it’s not just about an, it’s not just about APA, but it’s an EA. So who’s actually running the business. Yeah, 100%.
Stanley Henry 15:55
And I didn’t realize how helpful they would be having the right person. I didn’t realize how much impact she could have had for me, like the fact that I can go 8 hours back-to-back meetings with prospects or whatever the thing I’m doing that day. Even podcasts like this, just back-to-back eight hours and I get to the end of the day. And typically I’d have to spend another five or six hours dealing with the day. And I at the now I should just give you a summary.
Stanley Henry 16:22
This is what happened. This is what you said to this person. It’s even like you and I got dinner booked next week, I think. And I was like, and she and like, I didn’t know she’s had all the conversations with you guys and it’s just like in my calendar, you know, just things like that. We don’t have to have like the decision fatigue from all those conversations. She’s like, no, I got it. I know what you’re trying to achieve. I know the goals of the business. I know what your goals are.
Stanley Henry 16:46
They’re taken care of. And like even sales, like my job’s just to sit in the chair, solve the problem with someone. We have our AI running an altar and then she she does the rest like all the rest of the sales pipeline is done by her. And so that’s allowed me to like even this morning, I had an hour gap. And so I was able to use that hour to do research on social media to find solutions for other problems that clients have come to us with, you know, so that we can upsell and generate more revenue that way. But typically I wouldn’t have been able to do that if I didn’t have this team around me, especially the EA.
Debra Chantry-Taylor 17:21
Yeah, I think the delegate and I love it thing is, is a really great tool to kind of go, hey, what where do I really add value? Where’s my unique ability? God-given talent, we want to call it, If you can spend your time doing that, somebody else. I mean, Shane loves doing what she’s doing right. So so you may not enjoy it so much and she just loves it. It’s easy to it’s no brainer.
Stanley Henry 17:39
Oh, and just does it so much faster than I would to like just so much faster. And also what I love about having a proper EA, like I think investing in a good EA it, it, it, there’s so many more benefits than you originally thought. Like even just the team with her understand that she is me. If I’m not in the building, he shies me. And so having that like going to New York, having that presence, knowing that, hey, I need this decision made or she knows how to answer. Like I would answer. She’s gotten to know me so quick and understand like the way I make decisions really fast. And if she doesn’t know, she’ll come and ask me. And then she’ll never have to ask that scenario again.
Stanley Henry 18:22
She like gets it straight away. It’s like I’ve worked with like Leach and other people’s for so long who have never got to that stage because they’re not career. Yes, it’s not their, it’s not their thing. It’s not their thing. Doesn’t make yeah, yeah, exactly. Like Alicia’s great at what she does, but that’s not her thing.
Stanley Henry 18:39
And so like working someone with someone like Shy, I was like, how do you do that? Like how do you just instantly figure this stuff out that quickly, which is phenomenal. So if anyone’s listening and wants to know if they should get EA, like just trust me, if you can afford it, just get it done. It’s it’s been game changing for us.
Debra Chantry-Taylor 18:57
Beautiful. OK, so GW so just what I just realized using that kind of which is a terrible thing to do. So, I mean that GW is like getting it, wanting as capacity to do it. Obviously, that is is in her DNA. That is what she does that much way gets it. She really wants it. She I know she loves working with you and she has capacity, which means she’s got the right skills and you know, things. Sometimes we get mismatches though, right, where people own a role and and they just don’t do WC it. Can you give an example in our business where, yeah, OK, good.
Stanley Henry 19:22
I mean, there’s plenty, there’s some that aren’t. So like there’s some we’ve had plenty of roles or people in the business who have like formed Pauline roles because they didn’t get it and whatnot. But a good example, which isn’t really a -1 but it’s been an actually positive story is Nate. So Nate’s like like he came in, he’s quite senior. Obviously he’s most highly paid employee and I mean, he’s he, he’s a senior person. He and he was sort of like we ran it like he was too icy to me to 2nd in charge everything. When I went away, he was sort of in charge.
Stanley Henry 19:54
And it’s not that that’s not the case anymore. He’s still the second most senior people in the person in the business. But he was trying to do AGM role and he didn’t like we when I went away to New York and he was running that role and they’re like, he didn’t do a poor job at it, but it stressed the hell out of him and it was not good for him mentally either. And they’re just little things that like, if I was going for a year, things would have fell through the cracks because it was only 10 weeks.
Stanley Henry 20:21
Like we could manage through it. And then it was summer and we got through it. And then we sort of him and I had a good chat and I was like, you know, like, how did you think it went? And he’s like, well, I probably don’t want to do that again. You know, like I just can’t do that business side of it. There’s certain parts of it I’m just not good at. I’m not built for.
Stanley Henry 20:37
And anyway, we worked through a lot of stuff. And recently, in the last sort of 6 to 8 weeks, we’ve really defined his role as head of strategy, which takes him out of the business, part of the business and puts him more back into actual client work rather than thinking about how the business moves forward or anything like that and what AGM would typically do, He’s more focused on strategy, which is actually the way our business is going to scale to 30 million that for our next stage of our EOS growth is getting to 30 mil.
Stanley Henry 21:06
We can’t get there by making Tik Toks like we have to get there purely on strategic direction. That’s where the bigger money is, I suppose. And Nate is a genius at that stuff. And it’s taken us this whole path with him to make even him realize as well as us actually, he should just sit here and we should build a team around him to make this department successful because that’ll be the reason we go from 5 to 30.
Stanley Henry 21:31
And it’s been a really interesting journey because when he’s on and he does his thing right, it’s phenomenal. Like you see his working life, he’s so good, but then he’s put him in a place that he’s not good at and you’re like, so we could let him go. I mean, we that’s obviously not a real thing, but like to, to make an extreme, like it’s like, you’re not good at this. Like this is terrible. So it wasn’t the right seat for him, but he is the right person. So we just had to find the right seat. And now, yeah, he obviously gets it.
Stanley Henry 22:00
He obviously wants, he obviously has the capacity to do it. He’s head of strategy and he’s brilliant at it. So it’s been a, it’s like you could look at it in some negative ways, but it’s been a real positive story for us because he had like when we were smaller and nine people, he had to do a bit of everything because we’re a team of nine. You got to do it now, a team of 27. Like he can hone in and just do his strategy piece. And it actually makes it way easier for our account managers because they’re not having to carry all that burden from the beginning of the onboarding. They’ve got this real senior person who’s taking the brunt of the onboarding off them. And he’s also made-up. So, yeah, it’s been good.
Debra Chantry-Taylor 22:36
And I think that’s, I mean, that’s one news I like EOS is we don’t set anything in stone. It’s always about reviewing and doing what’s working, what’s not working. Do we change the structure? Does the structure, you know, how does IT support our future growth? Not where we are right now. Whereas there’s a tendency when you have organization tries to go, this is what we said, we set up like this and when somebody leaves, we replace them. We actually go really, should we replace them or do we find something else?
Stanley Henry 22:55
Yeah, yeah, yeah, I think that’s a hard thing. We, I talked about this on a post the other day. It’s quite a hard thing when I talk to business service for them to get through their head like because they, it’s we, we use the analogy of like this, the older fish in the tree climbing a tree analogy, right? Like you try to put someone just saying, of course they’re not going to be able to do it like they were, They were never going to be able to do that job. Like how did you get the tree like fish to climb the tree? Like it’s not what it does. And but the default response from a lot of leaders is let’s just get rid of the person, find someone new.
Stanley Henry 23:27
But actually recruiting’s way harder than actually finding the person in the right seat. You know, like we’ve had other people in the business and one particularly who we always like bring up at AOS, we’ve actually found her a seat now that she’s dominating it, like really dominating. Like everyone’s really stuck to the point where like it’s not even, it’s a non issue. Like it’s a non issue. Like we don’t even talk about it anymore.
Stanley Henry 23:51
It’s just like she’s doing the thing that we needed to do and she’s nailing it. And it was just us. Like it took us two years because two years to find the right seat, but like it. But it’s been brilliant and she’s awesome. We all love her and now she’s doing the thing that she’s best at. And now we got a we got a really productive team member, which, you know, for the last two years it’s been like, man, what are we going to do here?
Debra Chantry-Taylor 24:11
So think, but we recognize, I mean, she was always shared the core values, right? So we also about right, people got the core values. She always had that. It was just that she didn’t really, do you see what she was doing in her in her role? So yeah, you’re always hopeful you can find another role that that person can really excel in. Yeah. Which we have, which we have. Yeah. That was being awesome. OK, what’s been the, I mean, apart from the cash flow and all this, all those sort of things, what do you think has been the biggest challenge for you in the last 12 months?
Stanley Henry 24:36
Biggest challenge? I mean, there’s been a lot of like been lots of like little things. But I’m like, I’m one of those guys who like if the place is burning down, I’m like, I’m not really worried if we’ll build a new one. Yeah, we just build a new one. Like I’m not. I’ve never really been worried.I think probably my biggest challenge is with our clients is understanding that like they don’t share that same value as me all the time and rightly so.
Stanley Henry 25:04
Like it’s their business on the line and whatever and their brand. And I get that. But like the biggest challenge is trying to have a team that’s agile enough to be able to change and try stuff or or also hold the line, hold the joke when they know it’s right. Like don’t just change for the sake of changing. So both those things like having the staff who are willing to do that, but also knowing that sometimes you’ve got to do what’s right, like what the client wants, you know, regardless, like even though we might not necessarily think it’s the right thing or we think that what we’re doing is the right way to move forward and there’s a bit of a steady, a slow approach or we, we’re going to change agile, whatever, whatever it is.
Stanley Henry 25:44
That’s actually probably been our biggest challenge because it’s not easy. It’s not easy balancing. It’s it’s same with any job, I suppose, like it’s, it’s not easy balancing the client’s expectations versus the reality of what you deliver and what you give. Like even like McDonald’s, right? Like getting it a bigger is like this expectation versus reality idea. So for me, that’s been the biggest challenge because we all like there’s now 27 people on the team.
Stanley Henry 26:11
We all see the world slightly differently. The way I saw the solution is going to be different to the way Nate sees it to the way you know, Elaine sees it into the account manager. See it the video guys journey, anyone? And so there’s a bit of like, I’ve sold something to a client. The strategy team came up with strategy, the accounts management team briefed the videographers a way, Videographers shot it a certain way, the editors edited it a certain way, the writers wrote it a certain way. But everyone has their own take on it.
Stanley Henry 26:43
And then the client expected something, and they don’t didn’t necessarily expect the thing that any of us thought it was. They had their own version of it. So we’ve got now like seven different people coming out there, their own piece of the part. And then this person over here having their own expectation. That’s been really hard because that’s, if you don’t get that right, your attention sucks.
Stanley Henry 27:03
And so I think for me, the biggest challenge is like, how do we get this process more in alignment and then before it even gets down the chain pass myself and Nate at the strategy level, the customer knows and that’s not easy. That’s been the biggest challenge for us Like, and we still haven’t solved for it. Like it’s still a thing we’re working through, like we’re currently working through. We have like our AOS process that we do with you and even that we’re like redesigning it now. Like we’re redesigning it because we realize one, we’ve evolved and changed as a team, but two, we realized that there was still a gap where the client’s expectation is different to what we said and we didn’t know how better to explain it.
Stanley Henry 27:47
So we’ve, we’ve workshop a bit and we’re, I’ve been trying it on a couple newer, newer clients at the moment who don’t know any different and are seeming to land. But I think it’s going to be a challenge for a long time. I think like creative subjectivity is a hard thing to communicate really well. And yeah, and I’m not, I actually don’t really know the answer because if I did, I would fix it.
Debra Chantry-Taylor 28:10
I think you, you made the point it’s about processes, right? It comes down to it’s not about having rigidity, but actually making sure that the process supports the boundaries that we need to set, the communication we need to have and make sure we’re on the same page. And that will come and but it will change.
Stanley Henry 28:23
It will change over time. It will change especially the nature of our business being something that like is quite new in terms of trying to create content that can go like sort of get viewership organically. It’s not a, it’s a new thing. It’s a new thing, you know, like for for forever content was dictated by gatekeepers who had the broadcasting channels and push it out. And then, you know, the radio, TV, books or whatever, magazines and then newspapers. And then it was a kind of we went through this weird period of pay to play on Meta and all those platforms. And now we’re at this point where actually you can create content that a million people can see tomorrow if you get the content right. And there just isn’t really any rule books for it at the moment.
Stanley Henry 29:08
And even once you think you’ve figured it out, you go do it for another client and it doesn’t work. And they’re like, why? Why is this not the same thing? Like we, we know this works, but you don’t really know it works. And so it’s like you’re constantly having to reinvent this process. Well, I wouldn’t say the process, but like the, the actual core process probably stays the same. But like some of the activities inside each step have to change. And you have to realize like, OK, just because it worked with one, why? What is it that worked? You know, you’re looking at the wrong thing sometimes. So, yeah, it’s good to have the process. It helps us. But like it’s just that’s probably been a big challenge for me trying to like perfect our art, I suppose.
Debra Chantry-Taylor 29:50
OK, I’m going to talk a little bit about EOS, if you Remember Me not to. What has been the biggest sort of thing that has changed the business from the EOS perspective.
Stanley Henry 29:58
So the thing that we talked about at the beginning about the decentralizing our leadership and like me not speaking as much to people in the team, although I see that’s a challenge, it’s actually been the reason for our growth. And the only reason I’m being able to do that is because of the structure EOS puts in. Like I don’t need to be at every EOS meeting. I don’t need to know everything that everyone’s doing.I have to trust that people have got their things. I’ve got my EOS meeting, our Level 10 meeting on Mondays.
Stanley Henry 30:25
It all letters back to that one. I know if the scorecard there is right and we’re going through our issues, then it will filter down to everything else. And I think that that meeting cadence has been been really good. We’ve now this year really has really only been this year that we’ve rolled it out right down to the lower levels. You know, we weren’t very good at getting it to. I mean, we’re pretty bad at just getting to the leadership level to do their one. And we finally got that. But now we, you know, the the comms management team’s doing their right one now.
Stanley Henry 30:57
So we’re we’re another layer of deep that there I think has been huge has been game Channing because like we, we talked about in the brand meeting the other day, we looked back at six weeks into the quarter and we look back, OK, how we going like, what have we done this six weeks? Because we’re like, we’re not sure what we’d achieved. And then we realized, oh, crap, we actually moved the needle so far. Like all these little weekly things that issues that we talk about when you add them all up are huge.
Stanley Henry 31:23
And so all the departments are doing that. So you’re actually taking off these big rocks every quarter that you know, could take a company 2 years to achieve some of the stuff. And like, we’re six weeks in going, Oh, so we’ve already done the rock. Like it’s already done. Like we’ve finished this one. And it’s like, and then I sometimes then think, oh, was the rock not big enough?
Stanley Henry 31:41
I’ve said that at some of our EOS meetings with you. And I think it’s just that they are big enough. It’s just that the team’s all bored into it. Like they’re all bored and going, OK, I get it. Like, I get why we’re doing this. The reflective part of the process of looking back at what we’ve done gives them so much confidence to keep pushing on other things because they’re like, oh, we actually have taken off a lot of things here. Like we’re actually progressing a lot and they can see how it helps them in their career as well because they’re going, they’re going to be able to go into other businesses who don’t do this sort of thing and absolutely don’t, you know, So yeah, that’s good.
Debra Chantry-Taylor 32:14
I mean, I was just talking to your team, obviously just before this podcast. And, and certainly they all know, you know, I asked core values, who we are, what we do, why we do it. It was just rattled off it. They all know it and they all know and they all know they no, they don’t have fits into their their departments as well. And we’re not taking the next level down. It’s like, how do we make sure that everybody has got something that they’re focused on that moves the needle as well as business as usual? And I always say it’s the 8020, right?80% of our time should be spent with business as usual, measured by the scorecard, bringing the dollars in, keeping the doors open.20% of everybody’s time should be spent on what moves the needle, how to make things better.
Debra Chantry-Taylor 32:47
And once you get that happening, which you’re doing, as you said, all those little things, they might only be tiny little rocks, almost like pebbles, but they. Yeah, tiny little rocks, blows rocks all add up and you’ve got huge changes.
Stanley Henry 32:58
Oh, absolutely. Especially when you get a whole team binding on and there’s 27 people all taken off a rock in 1/4. It’s just huge. The where some of the departments had moved forward, like the video team is a real good example. The video team was like, maybe at the start of the year, I was saying to Connor, who leads it, like this thing’s got to change. Like they’re not where we need them to be.
Stanley Henry 33:20
Like your team’s not pushing the boundaries. They’re not growing where it’s not because they’re the wrong people. It’s just we haven’t put them in an environment where they can do and grow and we need to.
Debra Chantry-Taylor 33:31
Yeah.
Stanley Henry 33:32
And Connors took on board. He’s like, all right, that’s my rock. Like, that’s what I’m going to do. He said this team’s challenges. And now like the stuff they’re producing, you know, like, we can’t even comprehend how they did that. It’s six months ago. Like, we would have been like, there’s no way we could do that. You know, some of the stuff that the guys have pulled off for like 660, like, I mean, how would they ever thought we could do something like that? And then they pulled the stuff off So. And and it’s not just that they’re working of bigger, you know, like, how hard is it to make content for 660?
Stanley Henry 34:00
They’re cool. Like just me, but like, actually all of their clients, like they’re finding new ways to do things every time and how to edit it differently and how to improve it better and like, not just turning up to video shoots going, oh, I pushed the red button. You know, like they’re actually directing their shoots now. It’s a bit different sometimes if they go to account managers because account managers, you know, want to come and swing themselves around. Yeah, but but, you know, like, they are actually like, like just before this, you know, we had Caitlin and Ollie sitting out there and Ollie was like directing Caitlin on what the video is going to be for their next Les Mil shoots and stuff like that.
Stanley Henry 34:35
And it’s like, that’s what we wanted. It’s ownership. It’s ownership. Yeah. And so just seeing things like that, like whole departments move forward so far because they’ve, like, set their sights on a goal they want to achieve over 1/4. And then they’ve gone after it and they buy into it. And they realize that like we’ve the EOS, because of these things, has built a culture in our team of like people who want to achieve cool things so they can talk about it.
Debra Chantry-Taylor 34:58
Absolutely. I have to say Connor’s one of my little Gold Star kind of things. I mean, so. So normally we work with very established businesses, very established leaders, and they learn even throughout the process. But then you’ve got people like Connor who’ve never been in a leadership role. And I remember, you know, he’s just embraced it. Like he’s like my little EOS gold Gold Star boy.
Stanley Henry 35:14
Yeah. Teaches Pitt.
Debra Chantry-Taylor 35:15
Yeah. And of course, he’s moved roles as well, but he’s been able to take the things that he’s learnt. And he he’s really is.
Stanley Henry 35:20
Yeah.
Debra Chantry-Taylor 35:20
Taking. Yeah. Taking things the next year. Connor is a little teaches Pitt. Is he?
Stanley Henry 35:24
Yeah, He’s a little shelf, but he’s brilliant. Like he, he’s grown. He’s grown enormously as a leader. Like he, he always had leadership potential. I wouldn’t have probably let him come along to your way so if I didn’t think, you know, he had something there. But he has embraced feedback like no one else does. As in, like I’m pretty hard on him too. Like I won’t let him up on stuff. Like I’m, I push him really hard and I don’t like, I don’t sugarcoat anything with him because he’s the type of kid who can take it. He’s he’s been bullied his whole life.
Debra Chantry-Taylor 36:01
Really.
Stanley Henry 36:01
Yeah. Like, I mean, he rides a scooter, let’s be honest, but like, but that’s it. Like he rides a scooter. He got bullied a lot as a kid. And so me taking me on feedback on how he could do something bitter, like doesn’t bother him. He’s like, give me your worst. And I’ve had worst from all the kids down at the skate park, like go, go to town on me, which means that you can give him a lot more and I can push him a lot further.But he takes that and he just grows with it. And then with EOS, what it’s done is I as, as the leader, I don’t always have time to fully explain ideas.
Stanley Henry 36:34
But EOS has given him that knowledge of like how things should be structured, how he can potentially like give a staff member a scorecard or a measure to help them grow. You know, like things like systems that like, I couldn’t have given because I don’t have the time to like, plan all that out with him. And I do it, you know, it’s that curse of knowledge. I just know how I do it. It’s real hard to teach it. But now we’ve got EOS, which is a system that he can just go, oh, well, I’ll do this. do the 10, the, the level 10 meetings and I’ll do this and I’ll do that.
Debra Chantry-Taylor 37:05
I’ll do measurables.
Stanley Henry 37:06
Yeah, exactly. So. So, yeah, Now he has definitely teach a bit, but he’s going to go on to do huge things.
Debra Chantry-Taylor 37:11
He is. I mean, he’s had the inevitable task of being your boss for a while there as well, wasn’t he, when he was head of sales?
Stanley Henry 37:16
And he did a bloody good job at it, a very good job at it. Like he just took it on and he just, he’s one of those kids who like, because he has been, he’s had like been bullied and he’s had all this sort of, I won’t say hardship, like he’s had a pretty privileged life, but like he’s been bullied and it’s not easy to be bullied as a kid. He just doesn’t care anymore. Like he doesn’t, he doesn’t take offence. He’ll just if he wants, if he, if something needs to happen, he’ll just say it, you know, like we’re in a meeting, like, and he’ll, he’ll often be the one who throws out squirrel or whatever, like pulling us all back on task because like, what, what are we doing? We’re talking **** like get back to the point.
Debra Chantry-Taylor 37:52
And it’s just for the listeners. So, but when I worked with the US client said, yeah, given a set of animals and in those animals, we’ve got the elephant for the element in the room. Elmo for enough. Let’s move on. The squirrel is for tangent alert. And as you know, with entrepreneurial teams, they often kind of get distracted by bright shiny objects or or go off on a on a squirrel tangent lit. Some of the squirrel is the what we throw at people when they exactly, I’m not on track exactly.
Stanley Henry 38:14
And he’s very good at like, just not caring that he’s telling his boss to shut up and move on, you know, which is good because it’s what you, what we asked that’s healthy.
Debra Chantry-Taylor 38:21
That’s a healthy environment. Is that where there’s no sort of levels of hierarchy? And we can’t say that because it’s the boss. Exactly.
Stanley Henry 38:26
Yeah. And we, we asked it of them, you know, when we put them in head of sales, we said, no, you have to keep me to account. And if you don’t, you’re in trouble, not me. You know, like that’s what we said to him. And so he’s like, well, I’m not getting in trouble. You’re going to get in trouble. And so he pulled me up on stuff and it made me a better salesperson having to report to someone junior to me, I think as well, where I had to go. He’s not pulling me up because he’s actually my boss. He’s pulling out because like it’s the right thing to do because actually, Stan, that is your job and you see that you’re going to do it.
Stanley Henry 38:56
And if you don’t do your part, why the hell should we all do our part? You know, So it like made me more want to do my job better because I didn’t want to let him down because I don’t want him letting me down, you know, talk. It’s actually really cool.
Debra Chantry-Taylor 39:09
And I suppose it’s also talks the point where in smaller businesses, often you will you will wear different hats at different levels in the business and being able to say in this meeting, I’m not the boss, I’m actually the salesperson. And it’s absolutely right that that head of sales should keep me accountable.
Stanley Henry 39:23
Yeah, absolutely. There’s always good ones. I was on track. And then he was the one who might have missed that because I’d be like, oh gosh, what are you doing? Connor? If you gave it, it didn’t happen often. It probably once or twice. But I didn’t mind getting in that little jab.
Debra Chantry-Taylor 39:37
Hey, I know that you’ve had a a very pretty successful kind of ride and things are going really well, but there’s only been a time when you’ve kind of gone, this is all a bit too hard and I feel like giving it up or I don’t know. What thoughts have you had at times?
Stanley Henry 39:49
Oh, I, I reckon constantly. I think, I think that like, I think if you don’t play the contradictions, like if you don’t play the opposite sides of everything all the time and you like, you know, the old plan for the worst, hope for the best sort of situation. Like I’m always looking at what’s worst case scenarios. And because of that, there are times where you’re just like, ah, things aren’t doing good, like and, and, and things haven’t. There’s been times when things haven’t gone good, like. Start of this year, we had 70K worth of retainers fall off the books in February after my wedding of all things, I come back from a wedding of the first thing and then I had 70K worth of retainers drop off because of, you know, construction industry fell out.
Stanley Henry 40:27
So construction clients believe retail industry fell away. So it’s retail clients and you’re staring down the barrel of like, **** I just hired 5 people. That’s more than like their whole salaries more than their salaries have been wiped off the books. How do I do this? And I mean, in that situation, I like it’s tough for you stressing you’re like, **** how are we going to do this? I’m not really sure. There’s a lot of deficit you have to do. But like, because we’ve put in these systems and we know what we need. I had, I was able to go to the entire team and say, look, my role is to do this.
Stanley Henry 41:02
I need you to not come to me if you’re crap. Like you’ve got your own systems in place, you’ve got your own teams, you know, you’ve got your own meetings that you can do in your ears and stuff. I got to focus on sales and then I took shy and shy and I just like went to work and got themselves done, you know, and got some more clients and we managed to have like filled the deficit at least to cover over the period, right? But I think you always go through that. Even now we’re going back to New York in July and we have to go for July for this, for a client piece of client work.
Stanley Henry 41:33
But we’re looking at staying longer for six months. And at the moment it’s like, I don’t know, should I be doing this? Like should we be doing this right now? There’s a lot of like thoughts in my head that is this the right move? You know, are we going to like put the business in jeopardy because of this sort of stuff? And so and I’ll have to work through that. At the moment it’s currently go, but there is definitely good reasons not to go new office.
Stanley Henry 41:58
You know, like we’re looking at a new office, but there’s been just as many good reasons to not get a new office as there is to get one. And though all those decisions you make constantly, sometimes, well, you only ever make the right decision actually, because you don’t know what the alternative is. So there is no way to know. But I’m going to make what I’m going to make a decision on both of those. And then I have to deal with the ramifications of that decision. And that always happens. So I think like if I go back in time through this business, there’s multiple like the even the wedding, like the wedding itself, like it’s not our, my, our personal life is not separate from the business.
Stanley Henry 42:43
So even that there was ramifications of what happens because of the, the wedding. There was the going to the New York. That was real tough. I was burnt out by the end of it. Like I was absolutely exhausted. I can’t really remember getting through our decompression week when I got back in December and then I went to Christmas and then that was out. We had periods of like struggles a year before that when we, you know, I think we got up to like 1314 at one stage, dropped back down to 9, which was most of last year. And a lot of that was caused by like clients just like ghosting us because of, again, economic reasons falling away. We had a period in time where we’re losing clients through some COVID reasons, but also that was generating some toxicity into the company because we needed to all do more to make sure we got through and people weren’t.
Stanley Henry 43:41
And so they caused some toxicity. So we had some like bad eggs in the team as well who just weren’t willing to play. And like that was really tough. And so I guess what I’m trying to say is like those bad things happen all the time, like all the time. And they’re always because of some decision he made. There’s going to be some fallout. There’s always like a, there’s never a perfect decision. There’s always like some like a constant very, you know, action. There’s some reaction and there’s always a consequence to your decisions.
Stanley Henry 44:05
And a lot of people, like, gloss over those consequences. But like, they’re real. Like me going to the US in July, there will be a loss in business in New Zealand because I’m not here. And so I have to make a real, can I grow it faster in the US than what I could have if I just stayed here? And I have to not just grow up fast.I have to grow exponentially faster because it costs so much to be in New York, you know? So like those sorts of hardships are constant.
Debra Chantry-Taylor 44:31
So what keeps you motivated in that time? What what keeps you going? Apart from the fact we’re entrepreneurs, we do that anyway.
Stanley Henry 44:37
But yeah, apart from that, apart from the fact that I love it, even as stressful as it is, that I just love it. It’s like I got a couple things. I mean, the first one is, is clear. Like, so as cheesy as it might sound like, I definitely do a lot of this for her. And, and the reason I do it, yeah, like the reason I like it sounds a bit cheesy. But the reason I I say that is this was my dream like to do own my own business, take this risk with our lives was my dream because it’s not easy. As all entrepreneurs know, it is actually much easier just to have a paid salary job and go to a career way more boring. It’s definitely easier. And so I made her give up that life to come do this.
Stanley Henry 45:19
So like it would be remiss of me to just be like, oh, well, I’m not just going to try anymore. You know, I’m just not going to go like, Oh, this is a bit hard. So I might just pull back. It’s like, well, she gave up her whole life that she loved to come chase my dream. So yeah, of course, like I do it like there’s bits and elements of it and she’s my wife and I love her and all that sort of stuff. But actually I told her to give up her life to chase my dream. So it’d be a bit of a a bit of * **** **** if I was like, oh, you know what, I’m a bit tired. Yeah, I’m a little bored, you know, So I can’t really do that for that reason. But then the same thing extends to the team.
Stanley Henry 45:55
Like I’ve now like hired people in and I’ve said to them, I’ve made a promise with them that their this is an ongoing concern and we will continue to build this business and you’ll have a job for as long as you think it’s right for you. I can’t just give up and like let all those people down. I need a promise with when they sign their contract that here is a business that is going to provide for you and your family. If you do your part, we’ll do our part. I can’t just say, oh, you know what, my part’s boring. I want to do something else.
Stanley Henry 46:24
You know, it’s just like a bit of * **** **** and you know, that’s a big core pillar for us is not be * ****. And that’s one of those things like the team’s bigger than the individual and just ’cause I might not want to do something doesn’t mean I could just decide that because actually the decision doesn’t just affect me. It affects the whole team. So the moment I want to my clients, oh 100% of my clients and maybe even more so because they’re the ones who still pay the staff, right. And so if I’m ever going to do that, I have to do it in a non **** way, which would be obviously to replace me. Well, that someone else could take over or sell to the appropriate person to make it happen, but that that like it’s for me, those outside of there’s just the fact that I actually enjoy it.
Stanley Henry 47:04
It’s always the people. It’s the people in it.And mine primarily starts obviously with Claire because I made that promise with her at the beginning. But then also, yeah, to the staff and clients and and and like contractors and, you know, all the people who work with us, the ecosystem.
Debra Chantry-Taylor 47:19
OK, that’s cool. I was just wondering in terms of, I work with two different types of clients, right? the established business have been around for a long time and they’ve hit the ceiling and just can’t get past it. And then people like yourself where that you’re growing really fast, so you’ve got to make sure the wheels don’t fall off.
Debra Chantry-Taylor 47:32
Talking to the people like you who are in business who are growing really quickly will be the three kind of top tips you would give them that you’ve learnt in this this roller coaster journey over the last kind of four years.
Stanley Henry 47:43
Yeah, I definitely think some of the stuff we talked about today around like having a system to grow, you know, like we’re obviously using the EOS system, which is perfect for us having that as a system because it’s not for you as the owner. Like of course it gives me a lot of things, but actually, as you know, it’s been way more beneficial for my team than it has been for me. Like I understand the principles of that. But like it’s like when a dad tells his son to do something, the son doesn’t listen to the dad, but soon as the uncle comes along and says something, the the son listens.
Stanley Henry 48:12
And that’s the same principle. Like you telling my team something because has so much more waiting than if I tell them the same thing in this sort of principle, because it is like it’s just stand blabber and on again, but now they hear it from someone else. So don’t think that you can just do that on your own. Even if you have the knowledge. I think that having someone else as a secondary to back you up in that in that business system that you’re going to implement, or in this case, entrepreneurial system is important for us. Obviously brand and like I’m over that buyers eggs is what we do, but it is also the reason for all of our success is that every time we’ve got into a level in brand, we’ve gone, how do we go again? And we’ve just continued to push that.
Stanley Henry 48:56
And as we said, you know, over 2,000,000 followers now and building all this crazy stuff that we do and, and the opportunities that it it, it affords us, I would say double down on that. And like, it’s been a quite interesting debate online on LinkedIn at the moment. Not sure if you’ve seen it with James Herman talking about some guy, a lecturer, like a quite a famous brand lecturer, giving a speech, a talk saying how none of the big brands in life or the biggest companies do any brand marketing. And then he counted with like, are you stupid? Like literally Google, Amazon, Facebook, or are the biggest advertisers in the world like literally make up as a portion of them advertising spend their like a significant amount like and over represent.
Stanley Henry 49:39
And so I guess like the point of the argument was you’re never too big to advertise. You know, like you always got to continually push brand and it doesn’t always need to be. It’s not all about ROI. These big brands who are spending billions of dollars on brand marketing, Like if they’re doing and you’re a $1 million business, like who do you think you are? Like Google does it.Like everyone knows Google. Yeah, they spend billions of dollars every year on brand marketing.
Stanley Henry 50:09
How does like $1,000,000 accountancy firm think they can do it without it, which is really, really interesting. So double down on brand. Yeah, I might be a little bit of evangelist there, but that’s what it is. And and then three, the when it comes to talent is like, how do you how do you attract and find the right talent and then nurture them? Like I think has been, oh, like this. The reason we’ve grown so fast over the last year is because we got we started getting that right, you know, like, you know, thinking about right seat, right person, GWC, it all those sorts of stuff, having our values real tight, knowing how we hire people every time we hire someone now the rest of the team’s like, holy crap, that person good man. They are the right person for this team. And they plugged a hole that we didn’t have, like we didn’t have someone for.
Stanley Henry 51:00
And you hear it in morning briefings like the first few weeks of any new starter is like just overbearing amount of celebratory remarks about them. Just that’s the right person, you know, which has been awesome. And like we said at our last series meeting, like we don’t have the issues like when these guys, the guys we’re getting on are awesome. And not to say that we’ve hired people in the past who aren’t awesome, but like they’re not like the way we’re hiring now. They’re just top, like they’re perfect falling in right now.
Stanley Henry 51:29
Yeah, they might not be the best people in the world at what they do, but for us right now and where we’re at, they’re they’ll be the right people. Say, can you get the right talent? You can do anything.
Debra Chantry-Taylor 51:37
I’m just reading the EOS People book at the moment, which talks about, I think it’s 82% of of businesses say their biggest issue is people.
Debra Chantry-Taylor 51:44
And it’s like, well, but once you get the right people and you’ve got to the point where it’s almost like Nirvana for you, where you’ve got people coming wanting to work for you and you get the choice of whether or not they’re right for you, that’s when things become easy.
Debra Chantry-Taylor 51:55
And that comes down to you say having the strong values, knowing exactly what you need, making sure you know what the role is, getting the right people for the role can make a huge difference.
Stanley Henry 52:01
Yeah, brilliant.
Debra Chantry-Taylor 52:03
Hey, Stan, it’s been a pleasure talking to you as always. Thank you so much for sharing. Just in terms of, you know, because obviously I’ve worked with you and you, what’s your ideal class? Tell us about who who you love to work with.
Stanley Henry 52:12
Yeah. Has he sort of briefly mentioned before, like Challenger brands are really our thing. And So what we mean by that are just the brands that aren’t necessarily sitting at the number one point in the market. They’re the people who are trying to take on number one.And the vertical doesn’t really bother us. Like we we make content for humans, not content for industries. And we like brands who want to push boundaries, like who want to try stuff and understand that like the world of social media and marketing has fundamentally changed in the last sort of three or five years. And if they’re willing to do that, then we’re willing to help them.
Debra Chantry-Taylor 52:47
Excellent. Thank you again for your time. Thank you for your studio. This is quite nice to be in a different studio change.
Stanley Henry 52:52
I think you guys might even need it for you if you’re nice and nothing.
Debra Chantry-Taylor 52:54
Oh, I think I have. You know, that’s it. This is great. I look, thank you so much for your time. Really appreciate it.
Stanley Henry 52:59
Cheers.
=======================================================================================================================================================
Debra Chantry-Taylor
Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner
#betterbusinessbetterlife #entrepreneur #leadership #eosimplementer #professionaleosimplementer #entrepreneurialbusinesscoach
Certified EOS Implementer New Zealand
Certified EOS Implementer Australia
Certified EOS Implementer UK
Certified EOS Implementer NZ
