Building High-Performance Teams: Cultivating The Growth Mindset Ep. 018

Unleash the potential of your team and unlock extraordinary business results. Join me, Joey Young, on Brightside Business as we explore how to build high-performance teams that excel without constant oversight. Drawing from my personal experience of scaling a family business to seven figures, we dive into the transformative power of a growth mindset, inspired by Carol Dweck's renowned book "Mindset." Discover how to identify and nurture resilience, enthusiasm, and the ability to embrace challenges within your team. Whether you're hiring or developing existing members, this episode is packed with insights to foster a culture of continuous growth and success.

Through personal anecdotes and lessons learned, I highlight the importance of honoring the struggle and celebrating progress. Listen in as we unravel the characteristics of a growth mindset and how they can revolutionize your business approach. From sharing stories of perseverance to maintaining motivation amid daunting projects, I offer actionable strategies to empower both you and your team. Tune in to gain valuable tips and insights that will inspire your journey towards building a thriving and self-sufficient team.

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Episode Transcript

Joey Young (00:00):
Welcome to Breadside Business, where we talk to
online entrepreneurs likeyourself about how to grow your
business.
My name is Joey Young.
I grew my family's business toseven figures in under two years
and I learned a lot along theway.
One of those lessons I learnedis about building
high-performance teams.
Right now, I have a team of 11that serves thousands of clients
every single month, and I'veled them for many years.

(00:21):
In this video, I'm going tobreak down how to build or how
to hire high performance teamsthat crush it when you're not
even there watching them.
So we're going to talk abouthow to build those teams or hire
for the high performance, andthen we're going to I'm going to
tell you how high performanceteams excel over the long term
the secret to that.

(00:42):
So a lot of this is based onCarol Dweck's book Mindset,
which was a really breakthroughpiece when she released it about
10 years ago 15 years ago andin that book called Mindset, she
lays out these two juxtaposedideas the idea of a fixed
mindset and the idea of a growthmindset.
The fixed mindset isessentially a mindset someone

(01:03):
can adopt.
That's one that believes theycan't change, they can't grow,
they don't have any ability tobecome something more to do hard
things, to iterate, to grow.
The growth mindset is theopposite.
Obviously it's someone whobelieves that they can grow,
they can overcome things, theycan develop new skills, they can
have lessons and take awaythings from their experiences

(01:27):
that make them better so theycan take on even larger
challenges in the future.
You know, a growth mindset issomething that people embrace
when they are future forward.
They're excited about facingthings they haven't faced before
because they know and they havethe confidence that they can
overcome them, whereas a fixedmindset is someone who doesn't
really embrace the challenge,doesn't want to do new things

(01:50):
and really doesn't believe theyhave the capability to succeed.
So we're going to talk aboutthe difference between the fixed
mindset and the growth mindsetand how we can take a team from
the fixed mindset or the growthmindset.
Or, if you're hiring someonenew, you can look for hallmarks
of the growth mindset that we'regoing to discuss in those
interviews.
So one thing a fixed mindsetperson does is get discouraged

(02:12):
when a project or a task takes alot of effort, whereas someone
with a growth mindset willrelish the challenge.
See, if someone has a fixedmindset, you might hear words
like I don't know how to do this, I can't figure this out, this
is too hard.
Someone with a growth mindset,conversely, will say this is
awesome, I can't wait to try X,y and Z to see how I can do this

(02:34):
.
Or I tried this and this anddidn't work and I'm excited to
try this, to figure this out.
Or there's two, three months inthe process of a project,
someone with a fixed mindsetwill be giving up and being
discouraged at how long it'staking Someone with a growth
mindset, if you're interviewingthem, they'll talk about how
they had some long-term projectsthat took some real resilience,

(02:54):
but it was almost like theirexcitement for the project built
the more problems they ran intobecause they were totally
confident they could figure itout and because they just have a
little fun like solvingproblems.
They just find like a kick outof moving forward and
progressing a project, even ifit hasn't reached the end.
They like the process, and sosomeone who has a growth mindset

(03:15):
will what one of my mentors,benjamin Bouchard, calls
honoring the struggle.
Someone who honors the struggleis someone who looks at a
daunting process and even is inthe middle of a big process or a
challenge, and they don'trebuke it, they don't get mad at
it, they don't get frustrated.
They honor the fact that thisis hard, that great things come

(03:38):
with time, great things comewith effort, and they try to
look back, not at how long theyhave to go, but how far they've
come, and see and get encouragedfrom that.
So if you want to build aculture where people relish the
challenge, look foropportunities to share stories
of where you were pursuing somesort of project or venture and

(03:58):
some missteps or somedisappointments that you faced
along that journey of solvingthe problem and how you got
through it, so you can showpeople how to enjoy the process.
Essentially, show people how tofind joy in a challenge, in
overcoming the steps along theway to the result, and not just
enjoying the process offinishing a project.

(04:20):
Another thing that will hallmarka fixed mindset is someone who
gets better and likes to winbecause they want to get
accolades and attention fromother people, whereas someone
with a growth mindset has thevalue in them already and wins
because their confidence drivestheir achievement.

(04:41):
So someone with a growthmindset will need the
achievements to feel validatedand they'll look for accolades,
they'll look for rewards,they'll look for attention after
they achieve something, whereassomeone with a growth mindset
has intrinsic self-worth.
They have self-esteem, theyhave confidence going into a
problem and that dynamic pushesthem to excel because they know

(05:06):
they've got what it takes.
They know they have theconfidence to figure out a new
skill that it takes to solve aproblem or to complete a project
, and they're not looking forthe payoff, which is everyone
standing around and clapping forthem once they've finished the
project you know.
So the way to encourage thisbehavior, or hire for this
behavior, is to reward peoplewho have that confidence, who

(05:27):
have that perspective of notneeding to get accolades and
everyone clapping for them inthe room or a ton of
encouragement, but people justwho are self-motivated, who know
they're good and just do theirjob really well.
So you'll probably end uppromoting people in your company
who are smarter than you, whomight even intimidate you, and

(05:50):
you know you're doing that.
Well, if you're doing thatbecause a business that's where
you're surrounded by people whoare leaders is a lot more fun
than the business where you'resurrounded by people who are
followers thirsty for someattention you know, if you want
to have someone around you onyour, on your leadership team,

(06:10):
who actually have intrinsicmotivation and self-worth.
You're going to have a lot morefreedom in that business and
have a lot less issues thanmaybe building a lot of people
who look to you for attentionand constant validation.
That just gets exhausting.
Thirdly, people who have a fixedmindset tend to excel because

(06:31):
they want to be better thanother people.
People with a growth mindsetexcel because they have a
passion for what they do.
So people with a fixed mindsetmight look for satisfaction in
knowing they bested someone elseor they beat someone else, and
that's where they get theirsatisfaction.
Someone with a findingsatisfaction in the process

(06:53):
itself, in the journey, in thestruggle, in the trenches.
They don't have to look aroundand see how much farther ahead
they are in the race to feellike they're doing a good job,
but they just look to theirprogress that they've made and
they feel awesome and they feelmotivated because of that.
You want people who areintrinsically motivated on your
team who don't need to lookaround and see how many people

(07:14):
they've beat to feel likethey're making progress.
So the way you do this to buildthis culture is you share
stories of how enjoyable workwas today with your team.
You just say, like you know,hey, I was messing around with
this project and I liked thisaspect of this and I enjoyed
just popping into that.
You know, when people ask youlike, oh, what are you working

(07:36):
on today, you're like, well, I'menjoying, you know, this and
this aspect of it, because Ireally feel like I'm good at it
and it's a lot of fun actuallyto do research on this
particular topic.
I'm just genuinely enjoying it.
And so you kind of set thisculture in your business of like
.
Here at this company, we enjoythe work, we enjoy what we do.
Make it weird if someonecomplains about their

(07:56):
responsibilities, you want tomake it kind of awkward, like,
dude, what are you saying?
You're not appreciating yourcustomer support role.
That's what you said you wanted, that's the role you applied
for and you said you reallyloved it and that's why you want
to work in customer service.
And now you're there and you'recomplaining about it, like
that's weird, like this is thejob that you wanted.
So you know, make it, make itnormal to enjoy work, and then

(08:20):
everyone will have such a betterattitude and they'll get so
much more done.
You have so much lesscomplaining.
So to finalize this video, herewe're going to look at the
number one reason why teamsexcel over the long term.
Teams that excel and have highperformance over the course of
months and years in the longterm have this ability to
embrace a level of discomfort.

(08:42):
They are, more than anyone else, have the ability to look at
the future and be excited bybeing pulled out of their
comfort zone, being challengedbeyond their capabilities and
growing new and different skillsets.
You know, I like to think ofthe analogy of like the RPM
meter on a car.
If you, if you know your RPM,you know you've got like one

(09:05):
through three or four is kind oflike normal right, and then you
get up towards, like you know,eight or nine.
That's like the red zone andyou're getting into, like you
know, burnout territory.
High performance teams are ableto sit in a level of discomfort
.
So it's not the one throughfour which is kind of sitting in
your laurels of mediocrity andyou're not revving the engine so
hard.

(09:25):
You're at 10 and you're burningout either.
High performance teams canembrace a level of discomfort
where they're able to step intoa new challenge without going
headfirst in so deep they sinkinto the quicksand of it.
So they're sitting right belowthat red line consistently and
they have the self-awareness totake on just enough to continue

(09:47):
to push themselves beyond theircurrent capabilities and grow
new skill sets and be challenged.
But they also have this upperawareness not to let themselves
fall back into an easy, you know, four or five on the RPM meter
where they're just kind ofcoasting.
So that's the secret to highperformance teams they're able
to sit in that space of beingchallenged and in a space of
discomfort over the long termfor an extended period of time.

(10:10):
There, you know, one of mymentors once told me when I
asked him like how do you do allthis?
Like he was leading many, manypeople, a large, large
organization.
You know, I looked up to him asa leader in a lot of ways and I
was, like, how do you manageall this?
Like, just tell me what's yoursecret.
He said, joey, if you ever wantto lead an organization like
this one day yourself, you needto increase your capacity.

(10:33):
I said what do you mean by that?
He's like he was saying to me20 years ago he would have been
completely overwhelmed anddestroyed and just crashed and
burned at the amount ofresponsibilities that he carried
as a leader in present day.
But over those last 20 years hewas slowly pushing himself
outside of his realm of comfort.

(10:54):
He was going outside hiscomfort zone.
He was developing new skills,he was taking on new projects
while learning to manage histime and his boundaries, and he
was constantly pushing himself.
So over the course of 20 years,it's not like he was leading an
org of 10 people and now 10,000.
It's like slowly increasing hiscapacity over time was his
secret to not burning out whilehe was increasing his capacity

(11:17):
for all the responsibilities hehad.
And that's the secret of a goodteam is they're constantly
increasing their capacity.
They're constantly pushingthemselves, but they're not
pushing themselves into thatburnout zone.
So hopefully that's beenhelpful for you to frame how to
build a high performance team.
If this was helpful, pleaseleave a like, please subscribe.
Or if you're on a podcast, afive-star review.
All those things are awesome.

(11:38):
They really help.
The algorithms push forward allthe show to different people
and I really appreciate it.
And if you have a questionabout your business, you've got
a problem, you're stuck onsomething, you want an outside
perspective on something you'refacing, I'd love to hear it so I
can address it on the show.
Just email your question to mewith your name at joey, at

(11:59):
joeyhyoungcom or my Instagram.
That's at joeyhyoung.
There's links in thedescription for that.
And until next time, my friends, happy scaling.