we get into the individual mentor types, here’s a quick tip for finding them: add value to your pitch. An email like the following never works, “Hey, I think you’re great! It would be awesome if we could go out for something to eat, and I could ask you some questions!” The key is adding relevant info. Find a person who knows everything you need to learn to get to where you want to go—for example, to where your potential mentor is right now. This is where diligence is required—it’s a good investment: Read everything there is to read about this person, study their appearance (online/offline), watch videos, understand their strategies, approaches, goals, and positioning. Identify a part of his/her operation that can be optimized, and one that you can help optimize, thus saving your desired mentor time and energy.
Then Write An Email Like the Following:
This kind of email is extremely effective, and it’s difficult to refuse because the offered value is so strong. Do your homework and offer real value. What kind of email would you like to receive? Think in reverse!
The Following Types of Mentors
Typically Like to Be in on Things At the Start
The Veteran
They’ve had enough. The Veteran has sold three companies, is a consultant for three more, is on the board of the Chamber of Commerce, is politically active, a great parent, is on the golf course every week, and is a real business veteran. Find this person and imitate them because they can really help you get ahead! Pay attention to their language and vocabulary, behavior, connections, experiences, mindset, values, and viewpoints. They have made countless mistakes from which you can learn, and that you can avoid making yourself. Because they started out like you, they’re happy to share their knowledge. Emotions have become more important than money to the Veteran, and so sharing their knowledge and helping others triggers some of the best emotions they can get. Find them at receptions or at meet-ups (look for the person who knows everyone and who everyone knows), seminars (including the speakers or VIP guests), the golf course (or at tennis), in St. Moritz, in the south of France, at Burning Man, or in Palm Beach, Florida. The Veteran often says things like, “Splendid!”
The Young Elder
The Young Elder is past his/her peak and essentially finished, but they still want to have another go at it! With a casual leather jacket and sneakers, they don’t quite speak the language of the young entrepreneur kids, but definitely want to fit in. The power of these startup kids is contagious, and should help the Young Elder into their second (business) spring. Very cool because everyone is all fired up! Monthly advisor meetings, unlimited consulting calls, pitch trainings, and contacts are exchanged in return for the mentor feeling needed and able to help and give back. It’s a win-win situation. Enjoy! They often say things like, “Good stuff! And now we’re going out for a drink, aren’t we guys?”
Quick Tips for Recruiting Your Team
In addition to the team member types described in detail above, the best teams tend to consist of two types of employees: leaders and managers. (More on that later.) You must have both in your team. The value systems and approaches of these two types are completely different; therefore, they must be recruited in different ways. You find these people in different places, they have different tastes and expectations, and your game plans with them are 100 percent different.
How to Recruit Managers
•Job postings in the usual forums and magazines. Managers read about other managers.
•Clear task descriptions
•Good salary
•Clear structure and communication channels
The job ad describes what the person will do for the company.
How to Recruit Leaders
•Put job postings in unusual places and keep an eye out for recommendations that consider unusual angles. Leaders read about yachts or kitesurfing, and hang out in ski huts, at startup conventions, or at custom designed festivals in lesser-known places like Tulum, Bali, or the Australian hinterland. A good place to find leaders? In the gym or at yoga class in the mornings during the week. This means they have no conventional job to report to. In other words, they lead their own life. Connect the dots!
•Shares are always more important than salary.
•Keep the task description open, such as “Do whatever you think is necessary, as long as we reach our goals!”
The job ad describes what the company will do for the person.
These differences no longer apply when it comes to motivation. Once the positions have been filled with the right candidates, one all-encompassing motivational philosophy works, as long as the team spirit and corporate culture are strong (more on that later).
Five Unexpected Truths about Motivation
Money Doesn’t Motivate!
The greatest motivator is the promise of what you can become if you work hard enough, closely followed by being truly appreciated. The potential for people and companies to improve their view of themselves—along with serious praise—are the heavyweights of true intrinsic motivation.
People Want Hierarchies!
The common assumption that flat organizations motivate people is questionable. Hierarchical organization ensures clear communication channels. As long as employees are anchored in a functioning structure, they remain motivated. Confusion and uncertainty inhibit motivation, but hierarchies are supportive.
Motivation Through Fun
Is Only Half Right!
Yes, people want to have fun, and fun encourages motivation. This doesn’t mean that the workplace should be a playground. Instead, people should derive enjoyment from doing good work.
The Nice Boss Doesn’t Motivate!
The moment the boss places the interests of employees above the interests of the company, he or she also puts them above the interests of the customers and, thus, violates the basis and raison d’être of the company.
Shares in the Company Are Not Motivation!
I once thought that equity in my companies would motivate my employees, but the opposite is the case. Most people don’t want to be entrepreneurs. Managers want to manage, without risk. So let them do that, and motivate them instead with big visions and real praise (see above). Shares simply do not motivate them. Besides, underperforming employees would never be satisfied with the offered shares. If too many shares are distributed in the minor leagues, and only among the midfielders, the only real result is a group of top-talent players that are not motivated. Game over.
In his classic book, the business bible Good to Great (a must-read!), Jim Collins talks about the “bus” as an important image for visualizing a good team. Put the right people on the bus and keep the wrong people off! Then, put the right people in the right seats! This precaution ensures that the bus arrives, even if no one knows where it’s going. I would go even further, and point out
