November 3, 2024 • 35 mins
Discover the secrets to building a powerhouse team with the fabulous Anna Spitzinger, founder of Stella's Desk and host of the Lead Like a Woman podcast. Anna shares her wealth of experience as an online business manager, revealing how multi-seven-figure coaches can scale to eight figures by hiring strategically. Learn about the crucial balance between hard and soft skills, and how proactive hiring can transform your business trajectory, ensuring you bring on team members who grow alongside you rather than slowing you down.
In our engaging conversation, we draw parallels between effective team building and coaching an Olympic team, where every player has a critical role in achieving collective goals. Anna and I explore the art of intentional hiring, emphasizing the significance of aligning candidates with your company’s vision, much like leaders such as Jeff Bezos and Elon Musk. We dissect common hiring pitfalls, such as relying too heavily on intuition, and suggest objective methods to assess candidates, ensuring each hire enhances the organization’s success.
Finally, we delve into the nuances of the interview process, where Anna shares insights from her unique offerings at Stella's Desk. From crafting well-thought-out role descriptions to leveraging networks for potential hires, we cover it all. We also explore the importance of networking and continuous talent scouting, highlighting platforms and resources that can broaden your reach. As we wrap up, I invite you to connect with Anna on Instagram for more inspiration and remind you to share the episode if it sparked insights into your leadership journey.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Well, welcome back.
This is Julie Berenik, host ofthe 7 Figure Builder Show, and
I'm here today with my friend,anna Spitzinger.
Hey, anna, hello, hello.
I am thrilled to have you on.
You are the fabulous founder ofStella's Desk and also the
fabulous host of the Lead Like aWoman podcast, so welcome to
the show.
Thank you so much for having me.
(00:22):
Absolutely.
So, before we dive in, like,tell us a little bit about what
it is that you do with yourbusiness and what really drives
you in your business.
Speaker 2 (00:31):
Sure, yeah.
So I'm an online businessmanager for multi seven figure
coaches so I help coaches leadtheir teams, manage their
operations, strategize and plantheir journey to eight figures.
Communications strategize andplan their journey to eight
figures.
My passion is really with teamleadership and team building and
really building that coreC-suite of elite high performers
(00:55):
that are going to help coachesgo from typically the six-figure
, multi-six-figure mark to eightfigures and beyond.
Speaker 1 (01:03):
I love that and I'm a big proponent of surrounding
myself with people that aresmarter than I am, so always
have been, and you know, big onlike kind of scaling up my
weakness areas.
But how, how do you encouragepeople to really pull in the key
members?
Like so often, we think we justneed to clone ourselves.
(01:24):
But is that the right approach?
Speaker 2 (01:26):
Yes, so I hear that often.
And and also this belief, whichis correct, about broadening
your skillset via hiring right.
And I think that a lot ofentrepreneurs hire reactively,
meaning they kind of brain dumpa list of tasks that they want
(01:48):
off of their plate and thenthey'll go into a giant Facebook
group and say you know, I needsomebody to help me with these
things and there I've delegated,it's off my plate, right and
the.
The difference between that anda proactive approach to hiring
and team building is not onlythinking about what you want off
(02:09):
of your plate right now, butwhere is your business heading?
What do you want your businessto look like?
Hard skills and soft skills thatmake them qualified can help
you grow, because it's not justabout taking tasks off of your
(02:30):
plate right now.
It's also thinking about whatare the skill set, or what is
the skill set, particularly thesoft skill set, that is going to
allow this person to grow withme as I grow.
And I think the the the placethat a lot of entrepreneurs get
(02:50):
hung up is they'll hire someoneand they'll build a role around
that person, but then, when theywant to grow now I need to hire
another va, because this vadoesn't have that skill set
right, and so now, rather thanstrategically team building and
filling a role with a person,we're now just kind of like
piecemealing based on the tasksthat we currently need.
(03:13):
So, um, I think that's the big.
That's the big piece is forwardthinking and realizing that
it's not just the tasks that'staking up your time, it's the
brain capacity.
It's what you're reallystressed about and what's
actually holding you back fromgetting to seven, multi-seven,
eight figures.
Speaker 1 (03:32):
Yeah, I love that Cause the visual I have is
you're describing that as likeyou get to a place where you're
so overwhelmed Okay, I need tohire somebody to like, take that
off my plate and then, ifyou're not strategically
thinking in your hire, then youget to that place where you're
so overwhelmed again and thenyou need to hire again, versus
filling it before you get tothat place of what's going to
(03:55):
help me grow and create my ownbandwidth so that I can be
strategic in my business and notstuck in the weeds.
Speaker 2 (04:02):
Exactly, and the other role that I see this
happen a lot in, where and I'veactually been brought into teams
as the OBM when they alreadyhad an OBM is the role of online
business manager or anybodyyou're going to put in some sort
of capacity of COO type role ifyou're a small business owner
not familiar with the onlinebusiness manager role, and
(04:24):
typically our sort of claim tofame as OBMs are automations and
systems and processes, which issomething that we tend to be
really good at and can zoom outand see the big picture.
But what is often missing froma skill set of an OBM where I've
been brought in is thatleadership and people management
component, and if you reallywant a true OBM who's going to
(04:47):
be your strategic partner andhelp lead and run your business,
they need to have thatleadership and people management
skillset or at least be willingto develop it.
Speaker 1 (05:01):
Yeah, and what?
Where do you feel like thatfits into play, Meaning like
what?
What level of business, whatlevel of growth do you feel like
that becomes more applicable?
To be able to have thatmultiple layers in your business
is kind of what I'm picturing,right?
Speaker 2 (05:19):
Yeah.
So of course, there's no hardand fast number.
I think people always want meto tell them you know, I hit the
20K per month mark and now it'stime right.
So the way I think about teambuilding is first, is your VA
right, because you can stillreally delegate what you need
(05:40):
done.
I think SOPs are a great way todo that and train people really
quickly, but typically it'syour VA, and then it's you and
your VA.
Really, a VA can help you growto 60, 70k per month.
But when this starts to, whenmaybe you want to bring an OBM
on, is okay, I'm still in theday-to-day management, I'm still
(06:02):
delegating, I'm still managingthe projects.
I'm still having to be both thebackend strategy while I'm also
very focused on growing myvisibility right Doing podcasts,
interviews, really focused onmarketing and those initiatives
that are going to help you scaleversus the back end management,
(06:25):
customer support as you grow tothat level, the amount of
customer support, questionsabout payments, right, those
sorts of things, the techcheckout, building and those
sorts of things.
It's not just that you don'twant to be doing it anymore,
it's that you don't want tothink about it anymore, and
that's the difference is, theOBM takes over the thinking
(06:48):
piece right and then can reportinto you.
You know the status of thingsand strategically plan and sort
of hash out and get creativewith you.
But you're not, you're nolonger worried about the how any
of that's going to get done,you're just thinking about the
what.
And then the OBM takes that,runs with it, delegates the task
to the VA and truly yourcapacity is left to create and
(07:12):
work on visibility.
Speaker 1 (07:14):
Yeah, and I always view it as like, when I start
losing track of those details,like obviously I need more help
internally to be able tocoordinate those details.
I don't have to, to your point,keep them on my brain all the
time.
Speaker 2 (07:28):
Exactly.
Speaker 1 (07:29):
Yeah, so a lot of us have a corporate background,
like we have a specialty andexpertise in what we do because
of what we did before.
So how does that differ inhiring in the corporate world
versus hiring in theentrepreneur world?
Speaker 2 (07:44):
in the corporate world versus hiring in the
entrepreneur world.
Yeah, so it was reallyinteresting to me when I joined
this online business world tosee that both the tone and the
attitude and the effort or kindof lack thereof that this world
tends to put towards hiring andI haven't quite figured out why
(08:07):
I think maybe it's just themassive amount of people at your
fingertips available to hire,and so maybe it kind of just
feels like you can say this iswhat I need, and someone will
raise their hand and say hi, I'mhere to help, which is a great
benefit of the online world.
Right, we have a global hiringpool.
But what I noticed in corporate, though, is again this piece of
(08:33):
developing a role and thenfinding someone to fit that role
versus hiring someone then kindof like piling on and
piecemealing a role around thatperson.
So then, when they leave,you're kind of left with a few
different roles that youprobably should be hiring for.
So I think it's that sort ofunderstanding of proper team
(08:54):
building, perhaps, and then Ithink the other piece is
understanding, then, your roleas the leader and as the
visionary of the company, andhow that works into your team's
success, because there tends tobe this disconnect between the
(09:21):
team members and the coaches,their leader, where it's simply
you're here to do the tasks thatI've assigned to you, whereas
what I believe and how I've seenand work in it every day is a
much more cohesive,collaborative environment where
the leaders are the inspirationRight.
(09:43):
And if you think about reallyhigh performing corporate teams
like I know, we just shared thatwe've both worked in that
environment before the leadersare the cohesion Right.
Or if you haven't worked in acorporate environment, another
analogy I like to use are thecoaches of Olympic teams Right,
they set the tone and there isno one team member or even the
(10:09):
coach, who is above, below eachcore team member, the coach
included, plays a significantrole and has a significant
purpose, and it's how they allwork together in order to reach
a goal.
But what happens online is oftenthere's no vision casting right
, so people aren't really quitesure what the goal is.
(10:31):
They've just been delegatedtasks and it's very
transactional, right, they dothe task, they walk away from,
they get their paycheck and it'skind of over and there's.
They're missing that cohesionand that vision, um, and so I
think that's a, that's a bigdifferentiator and, um, I think
the value that we put into thehiring process, that it is an
(10:54):
intentional process, that it cantake time because it's
important, and if you think ofsome of the greatest
entrepreneurs of our time JeffBezos, you think of even Elon
Musk, if you want to go thereright, they didn't just hire the
(11:15):
person closest to them who saidI can help right, they
intentionally and strategicallyhired someone who they knew
complemented their skill set,who would be great at
collaborating and that doesn'talways mean agreeing with you.
Sometimes collaborating meansdisagreeing, um and has major
buy-in to your vision.
Right, they're aligned withyour vision.
(11:37):
And so I think that's the otherkey differentiator I see is
just the intentionality behindhiring and the value that
entrepreneurs sometimes don'tput into the process.
Speaker 1 (11:50):
Yeah, and a couple other thoughts came to mind as
you're describing that right,like so often, we grew up in I
say grew up loosely, but youknow we grew up in the corporate
world, right.
So we have that area ofexpertise and in that area of
expertise you've got an HR teamright, like there's rigor,
there's process, there'sintentionality there that, to
your point, you create the role,you fill the role, right, that
(12:13):
person leaves, you fill it withsomebody else, but you've got
that structure.
And in the entrepreneurialworld we have our skill set and
we usually go fast with ourskill set, but we may not have
been taught how to be a leaderor have put the thought and
rigor into that whole hiringprocess, which is, of course,
(12:34):
where you come in.
But that intentionality ofbuilding your team and so
therefore you are reactive andtherefore you're screwed and
you're trying to fill a role andthen you kind of deviate your
team because you're doing it ina hurry and haphazardly, which
just becomes messy, right.
So like that whole thing canbecome such a mess.
Speaker 2 (12:55):
Yeah, and the other thing that I thought of when you
were just talking, that I seetoo, especially with very heart
led entrepreneurs who are veryin tune with themselves.
Right, they rely a lot on theirintuition.
They can feel a vision beforeit's happening.
Right, they're very intuitiveand very in touch with
themselves.
(13:15):
But where that can backfire isthe hiring process, because so
many times entrepreneurs willsay, well, I feel like, I like
them, I like them, you know they, I can feel it.
And the only time your gut isreally helpful in the hiring
process is when they're not agood fit, like right, and and
(13:36):
that that is one of our gifts asas women is that intuition of
like you can almost get on azoom and instantly be like I
would want to work with thisperson.
But where it's not helpful iswhen deciding who to hire.
If you don't have an objectiveprocess that can compare
candidates, they don't gothrough a proper interview
process where you learn theirpatterns and their behaviors and
(13:59):
their desire to grow with youand their willingness to grow
with you and their willingnessto grow with you, your intuition
and your heart, as as in tunewith yourself as you are, is
still not objective in judgingpeople in those ways, in those
hard and soft skill ways,especially if you've never hired
(14:19):
before.
Speaker 1 (14:20):
Right, for sure.
So what can people do to do itbetter, like, what do you
recommend for people?
Speaker 2 (14:25):
Yeah, so the very first thing that I do with
clients and and how I'vedeveloped, I'm launching a
course called million dollarteam, coming out in November,
and the very first thing you cando is do what I call a brain
journal exercise, and this ismeant to mimic the process I go
(14:46):
through with a brand new OBMclient.
Right, it's not just how you'respending your time every day,
it's how you're spending yourthoughts, it's how you're
expanding your brain capacity,your focus, what's stressing you
out.
So it's not just oh, today Icreated content.
Well, how did you feel when youwere creating that content?
Was it really hard?
Was it, um, did it stress youout?
(15:07):
Did it annoy you?
Did it take you away fromstaying in your zone of genius,
right?
So that's the very first thingis to not just think about how
you spend your time, but how doyou feel when you're spending
your time and what is your truepassion?
That you could do all day,every day.
And I think sometimes this ishard for coaches or small
business owners, because it'scertainly sometimes not live
(15:30):
coaching or not live hands-onwork, and that could be hard to
face, and so, but that's thevery first step is to really get
in tune with how you'respending your time and your
brain capacity.
The next step is to get veryclear on the role that you are
hiring.
Right, it's purpose, so whythis role even exists and what
(15:52):
responsibilities are theyexpected to take on?
Right, and you learn that fromgoing through that brain
journaling exercise.
And so you start to create therole that you want to fill.
And, as I mentioned before, Ifind the most strategic and most
efficient way to build a teamis to first hire the VA, then
(16:15):
the OBM, then perhaps a tech VA,as customer support gets
heavier for that general VA.
A tech VA can take over theactual tech integration and
implementation and automationsand that sort of thing.
And then we have specializedservice providers like graphic
designer, podcast editor,youtube editor, those sorts of
(16:36):
things.
But that really is the mostefficient and leanest way to
build your team as an onlinebusiness owner.
So let's, for example, say thatthat role is going to be a VA.
Now we have our purpose basedon the responsibilities.
Like this is the very clearmission of why I'm even hiring
this person, and it's not justto take tasks off your plate.
(16:58):
Right, it's to do thatefficiently.
It's to do that efficiently.
It's to do that effectively.
It's to do that so that youhave more strategic focus on
other things in your business,right, it's not just the tasks
on your plate, and so this ishow we start to attract the
caliber of team member that youreally do need in a multi, seven
(17:20):
, eight figure business.
Okay, so that's the next piece,um, and?
And really familiarize yourselfwith the hard skills that they
need, right.
So the industry knowledge, thestrategy knowledge, um, the tech
expertise, right, very, verytrainable, right, with a good
sap, those skills.
(17:41):
But, more importantly, the softskills and this is a longer
list and it's harder to identifyand I can get into how I like
to kind of pick up on these withpeople but these are things
like analytical and problemsolving skills.
These are skill.
This is like integrity, right,um, these are skills like
(18:06):
communication and collaboration,working on a team, um, for an
obm, it needs to be leadershipskills, right.
So we start to identify andbuild out who this person is,
what they, what they, how theybehave, what their patterns are,
um, and then some of you know,consider some of the logistical
components.
So they need to be in your timezone, they need to be fluent in
(18:27):
your language, your budget, thehours needed, those right, and
now you've really crafted yourrole description right, and so
that's the best place to start,and then it's finding that
person.
So my advice is that, even ifyou're not hiring right now, the
(18:51):
best time to look for somebodywas yesterday, because the most
savvy leaders and you'll knowthis from the corporate world,
right, corporate recruiters arealways scouting talent.
Corporate world right,corporate recruiters are always
scouting talent.
And so I constantly have myeyes on standout vas, obms,
graphic designers, copywritersconstantly, so that when someone
(19:11):
is ready to hire a client ofmine or a consulting client, I
can say I have, I have a fewpeople that would probably be
good candidates, right.
So you can open it up to thesegiant Facebook groups, you can
post it on Indeed, you can postyour role description wherever
you want, but typically it'sfrom observing their expertise
(19:33):
and their behavior that I findthe best people, and also in
networks.
So also, if you're inmasterminds, if you're in
masterminds, if you're incoaching programs, if you're in
other facebook groups, just askhey, do you guys have any good
vas that you have worked with oryou are working with?
Or even if you're not hiringright now, right, start to build
(19:55):
your virtual rolodex of thesehigh caliber online service
providers.
Um, the other great place tolook are Facebook groups for
service providers right, becausethese are so.
For example, facebook groups forOBMs, because these are people
who are invested in their craft.
They're plugged into thecommunity, right, they are
(20:17):
focused on growth, so that'sanother great place to look are
focused on growth, so that'sanother great place to look.
So that would be the next placeis not just these sort of
passive desperation posts inFacebook groups of like I think
I need a VA, somebody help mebut a very intentional scouting
process so that you can start togrow that network and also,
(20:42):
like I said, observe patternsand behaviors.
So that would be the next piece.
Where I think people couldspend more time and it really
isn't all that time consuming,right, you're kind of you're
probably already doom scrolling,so that's the next piece.
And then the last component,which is where you'll really
learn more about a person's softskills communication skills,
(21:05):
how they present themselves, howthey present their work, how
they talk about past leaders isthe interview process, and this
is probably where I mean mostcorporate people go wrong with
this right.
So if you if, certainly ifyou've never interviewed or
hired before, this is the otherskill set to build is to not
(21:27):
only know what questions to ask,but why you're asking them and
what what you're looking for inanswers.
So I know that's a long-windedanswer, but it really is just a
much more intentional processunderstanding who you're
actually looking for, why you'relooking for them and what is
the caliber of person, both intheir hard and soft skills.
(21:49):
That can take you to eightfigures.
Speaker 1 (21:52):
I love that and I'm kind of chuckling to myself
because I love the interviewprocess, like from my corporate
world.
I I just love that Like andit's.
It's funny.
When I got into the podcastingworld I'm like this feels really
familiar and it like took me tothat place Cause I really enjoy
this.
you know, like you wouldn'tthink that connection.
But yeah, soft skills are soimportant to me.
(22:17):
I know, looking for a recentteam member, I'm like okay,
communication, massivereliability, massive like hard
skills.
I can teach them anything, Ineed these basics, but those are
non-negotiable.
Speaker 2 (22:32):
Absolutely, and I think that's I think that's
where a lot of entrepreneurswill go wrong is like, I just
need somebody who knows how touse Kajabi, okay, well, that'll
help you in like this threemonth time frame, right.
But that person intellectuallyand you know in many different
ways can they bring you to eightfigures, do they even want to,
(22:56):
right?
And so there's that.
And then I also think part ofthat interview process is then
looking at those resultsobjectively, so that you aren't
stuck thinking how did I feel inthat moment?
And there was a great quotethat I read in a book.
It's called who, who.
It's called who to hire or who,like.
(23:17):
I'll get you the reference forshow notes, because I think
that's important and it said youcan't rely on how much someone
smiles at you in a 30-minutewindow on a random Tuesday about
you know if this person canhelp you grow to eight figures,
and that just is so true.
Anybody can turn it on for 30minutes, right.
And so that's why I think thesort of continual scouting
(23:39):
process, going through a fewrounds of interviews, asking
really intentional questionsthat allow you to build a
history and a story of thisperson and their behavior and
how they talk about team members, how they talk about past
leaders, how they talk aboutchallenges.
I think all of that is reallyimportant.
(23:59):
And then you can look at all ofthat objectively and compare
candidates that way, rather thanjust they seem nice and I liked
them.
Speaker 1 (24:07):
Yeah, yeah, and I'm having flashbacks to interviews
that I had myself in thecorporate world, as I've been in
this world for, you know, 20plus years.
But I remember one inparticular.
I'll never forget a couple ofthem, but one in particular I
was interviewing for like atechnical job, right Like my
background is in coding and sothat's kind of how I came up
(24:29):
through my career.
And I was interviewed and theyasked me oh God, let me see if I
can get this right.
They said you're, you'respending, you have, you're part
of a cult, of when you work here, right, like we, we all belong
to a cult and you believewholeheartedly in our cult and
(24:51):
as part of our belief system,you believe that you only have
24 hours left on earth and yourfriends and family have, like,
disowned you and you only have24 hours left on earth.
How would you spend the last 24hours on earth?
I'm like are you kidding me?
I would spend it with thepeople I care about the most.
(25:14):
Like what?
How do people answer that Like?
I asked them like how do peopleanswer that question?
And they're like well, somepeople would say I'd go on a
shooting spree.
And I'm like okay, I canunderstand how that would like
raise red flags.
Speaker 2 (25:28):
Oh my God, I know.
Or the other, the other onethat was always a favorite,
because the other reason that Igot so interested in this as an
entrepreneur and helping coachesis because I've been in their
shoes.
I was asked to interviewcandidates for my assistant,
where I had no training, I hadno skill set to be interviewing
(25:50):
or picking someone and I basedit solely off hard skills.
I regretted it for the last twoyears of my corporate career
because you can not get rid ofpeople so easily in corporate
Right, and I spent the next twoyears trying to avoid him Right.
So it was like I get, how youget in this position.
But what I was going to say isthe other sort of style of
(26:12):
interview I've seen are likewhat kind of pets Are you a dog
or a cat person?
Or you know how do you like tospend your free time and all of
these things, and this veryrapport building based interview
style, which is great if youwant a friend or you're going on
a date, but we're buildingteams of elite high performers
(26:35):
who can also be friendly andcollaborate in a team and have
interpersonal skills, right.
But I think some of thosequestions just come from well, I
don't know how else to ask.
And to your point, I mean, ifthat was their answer, I would
have hoped that they never gotto that point in the interview,
right?
(26:55):
And that's sort of thatconstant scouting and like
looking at patterns of behavior,of like is this person a mass?
Speaker 1 (27:03):
shooter.
I know.
I remember another one.
I was working or interviewingto work at eBay, which I ended
up working there, and theinterview started with a
whiteboard coding experience,like you had to code things out
on a whiteboard and you knowthey give you this example.
It's like okay, code it out.
I'm like okay.
(27:23):
So it started with that and itended with I was like I have one
more question for you.
He said and the basis of yourentire interview rests on your
answer to this question Okay,he's like star Wars or star Trek
, um, star Wars.
He's like okay, great, and sonext steps will be oh my gosh.
(27:48):
So anyway, I know it kind ofbecomes in those.
Speaker 2 (27:53):
In those interviews it really becomes more about the
interviewer and which you know.
This is your opportunity tojust observe, right.
And so you ask the strategicquestions.
They're very intentional.
You already know kind of in theback of your mind what might be
red flags, green flags, right.
But yeah, that interview style,I think, just becomes much more
(28:16):
about like trying to sell youon the role or trying to be your
friend or or whatever, and itdoesn't.
It's not actually valuable.
Speaker 1 (28:27):
I know it just made me laugh.
I'm like okay, whatever.
But but yeah, no to your pointof like pulling out, being
intentional about it having aset of questions that you're
going to ask.
That makes sense.
Speaker 2 (28:39):
Yeah, get you the information that you need
corporate world.
The c-suite is like you know,people work their entire careers
to get there.
(28:59):
Right, it's the ceo, it's thecfo, it's the coo, it's the
executive assistant right, it islike high level mastermind of
people who are building amulti-million to billion dollar
company.
Right, and that is the caliberof person that we're looking for
and that is the mindset and theintentionality that you should
(29:20):
go into this process with if youare serious about building a
massively successful brand.
Speaker 1 (29:28):
Absolutely so how do you help people with this Like
for people that are listening,they're like yep, I need help,
but I'm stuck.
Speaker 2 (29:34):
Yeah, so the best way right now is to follow me on
Instagram.
It's at Anna Spitzinger.
I have a couple of freeresources there.
As I mentioned, I'm coming outwith a course called Million
Dollar Team, so that'll beavailable in November, and we'll
also include the delegationexercise that I mentioned, the
interview strategy, what to lookfor as far as hard and soft
(29:55):
skills and how people exhibitthat right.
So it really is an entirebehavioral profiling process to
bring both you through as theperson hiring, to decide who you
really need, and and then, um,the person that would fit that
role perfectly.
Um, but that really is the bestway to learn more and to learn
(30:16):
more about my philosophies onleadership and hiring,
especially hiring and leadingsmall teams as an entrepreneur
awesome.
Speaker 1 (30:23):
I love it.
I love it.
And where can people find youonline?
You said on instagramdefinitely yeah, instagram also.
Speaker 2 (30:30):
My website is stella's dashdeskcom, and, yeah,
those are the two best placesto find me, as well as my
podcast Lead Like a Woman, whichis on Apple and Spotify
podcasts.
Speaker 1 (30:42):
Absolutely, and we'll have all the links below.
And I'm curious like you'veaccomplished a ton both in your
personal life, professional life, but how do you define success?
What does that look like foryou?
Speaker 2 (30:53):
Yeah, so I love this question because, you know, as,
as my quote unquote, success hasgrown monetarily right and
maybe visibility wise.
For me, it's it's really havingpassion for life.
For me, success is havingpassion for life for waking up
(31:15):
excited, for feeling gratitudefor what you have and what you
get to do every day, and thefact that you get to make money
off of that and also lead anamazing team of people who are
so into and aligned with yourvision and are equally as
passionate about it.
(31:35):
That is that success to me.
And most days it doesn't evenfeel like I'm working, and that
is that's what we all want,right?
So I just happened to be ableto make money doing it.
So, yeah, that for me, passionand that zest for life, that's
success.
Speaker 1 (31:54):
I love that Absolutely.
Yeah.
When you can make money doingwhat you love, hey.
There's nothing more than that.
And I'm curious too if you hadthe attention of the whole world
for five minutes, what wouldyou tell them?
Speaker 2 (32:07):
Well, when you say whole world, that also means our
world leaders, and what Ireally wish that more leaders
understood is that leadership isnot about power and notoriety.
It's about the human connectionand inspiring people, and I
(32:28):
think if more leaders werefocused on connecting with their
people and on inspiring them tobe and do their best, then this
world would be a very differentplace.
If leadership was not sofocused on power and notoriety
and it was really focused on thepeople that they are leading.
(32:49):
I think that's what I would sayis really try to reframe
leadership for those people.
Speaker 1 (32:55):
I love that, and that applies top to bottom.
All the above right, yep,awesome.
Well, thank you, anna.
We'll definitely check you outat Stella's desk I know you've
got some awesome gifts there andfollow you on Instagram, and I
appreciate you being on today.
Speaker 2 (33:13):
Absolutely.
Thanks so much for having me.
Absolutely.
Speaker 1 (33:14):
And if you for having me Absolutely, and if you found
value in this episode, pleasedo share it.
That's how people find us andyou can find me at
sevenfigurebuildercom and I willsee you on the next episode.
Well, welcome back.
This is Julie Berenik, host ofthe 7 Figure Builder Show, and
I'm here today with my friend,anna Spitzinger.
Hey, anna, hello, hello.
I am thrilled to have you on.
You are the fabulous founder ofStella's Desk and also the
fabulous host of the Lead Like aWoman podcast, so welcome to
the show.
Thank you so much for having me.
(00:22):
Absolutely.
So, before we dive in, like,tell us a little bit about what
it is that you do with yourbusiness and what really drives
you in your business.
Speaker 2 (00:31):
Sure, yeah.
So I'm an online businessmanager for multi seven figure
coaches so I help coaches leadtheir teams, manage their
operations, strategize and plantheir journey to eight figures.
Communications strategize andplan their journey to eight
figures.
My passion is really with teamleadership and team building and
really building that coreC-suite of elite high performers
(00:55):
that are going to help coachesgo from typically the six-figure
, multi-six-figure mark to eightfigures and beyond.
Speaker 1 (01:03):
I love that and I'm a big proponent of surrounding
myself with people that aresmarter than I am, so always
have been, and you know, big onlike kind of scaling up my
weakness areas.
But how, how do you encouragepeople to really pull in the key
members?
Like so often, we think we justneed to clone ourselves.
(01:24):
But is that the right approach?
Speaker 2 (01:26):
Yes, so I hear that often.
And and also this belief, whichis correct, about broadening
your skillset via hiring right.
And I think that a lot ofentrepreneurs hire reactively,
meaning they kind of brain dumpa list of tasks that they want
(01:48):
off of their plate and thenthey'll go into a giant Facebook
group and say you know, I needsomebody to help me with these
things and there I've delegated,it's off my plate, right and
the.
The difference between that anda proactive approach to hiring
and team building is not onlythinking about what you want off
(02:09):
of your plate right now, butwhere is your business heading?
What do you want your businessto look like?
Hard skills and soft skills thatmake them qualified can help
you grow, because it's not justabout taking tasks off of your
(02:30):
plate right now.
It's also thinking about whatare the skill set, or what is
the skill set, particularly thesoft skill set, that is going to
allow this person to grow withme as I grow.
And I think the the the placethat a lot of entrepreneurs get
(02:50):
hung up is they'll hire someoneand they'll build a role around
that person, but then, when theywant to grow now I need to hire
another va, because this vadoesn't have that skill set
right, and so now, rather thanstrategically team building and
filling a role with a person,we're now just kind of like
piecemealing based on the tasksthat we currently need.
(03:13):
So, um, I think that's the big.
That's the big piece is forwardthinking and realizing that
it's not just the tasks that'staking up your time, it's the
brain capacity.
It's what you're reallystressed about and what's
actually holding you back fromgetting to seven, multi-seven,
eight figures.
Speaker 1 (03:32):
Yeah, I love that Cause the visual I have is
you're describing that as likeyou get to a place where you're
so overwhelmed Okay, I need tohire somebody to like, take that
off my plate and then, ifyou're not strategically
thinking in your hire, then youget to that place where you're
so overwhelmed again and thenyou need to hire again, versus
filling it before you get tothat place of what's going to
(03:55):
help me grow and create my ownbandwidth so that I can be
strategic in my business and notstuck in the weeds.
Speaker 2 (04:02):
Exactly, and the other role that I see this
happen a lot in, where and I'veactually been brought into teams
as the OBM when they alreadyhad an OBM is the role of online
business manager or anybodyyou're going to put in some sort
of capacity of COO type role ifyou're a small business owner
not familiar with the onlinebusiness manager role, and
(04:24):
typically our sort of claim tofame as OBMs are automations and
systems and processes, which issomething that we tend to be
really good at and can zoom outand see the big picture.
But what is often missing froma skill set of an OBM where I've
been brought in is thatleadership and people management
component, and if you reallywant a true OBM who's going to
(04:47):
be your strategic partner andhelp lead and run your business,
they need to have thatleadership and people management
skillset or at least be willingto develop it.
Speaker 1 (05:01):
Yeah, and what?
Where do you feel like thatfits into play, Meaning like
what?
What level of business, whatlevel of growth do you feel like
that becomes more applicable?
To be able to have thatmultiple layers in your business
is kind of what I'm picturing,right?
Speaker 2 (05:19):
Yeah.
So of course, there's no hardand fast number.
I think people always want meto tell them you know, I hit the
20K per month mark and now it'stime right.
So the way I think about teambuilding is first, is your VA
right, because you can stillreally delegate what you need
(05:40):
done.
I think SOPs are a great way todo that and train people really
quickly, but typically it'syour VA, and then it's you and
your VA.
Really, a VA can help you growto 60, 70k per month.
But when this starts to, whenmaybe you want to bring an OBM
on, is okay, I'm still in theday-to-day management, I'm still
(06:02):
delegating, I'm still managingthe projects.
I'm still having to be both thebackend strategy while I'm also
very focused on growing myvisibility right Doing podcasts,
interviews, really focused onmarketing and those initiatives
that are going to help you scaleversus the back end management,
(06:25):
customer support as you grow tothat level, the amount of
customer support, questionsabout payments, right, those
sorts of things, the techcheckout, building and those
sorts of things.
It's not just that you don'twant to be doing it anymore,
it's that you don't want tothink about it anymore, and
that's the difference is, theOBM takes over the thinking
(06:48):
piece right and then can reportinto you.
You know the status of thingsand strategically plan and sort
of hash out and get creativewith you.
But you're not, you're nolonger worried about the how any
of that's going to get done,you're just thinking about the
what.
And then the OBM takes that,runs with it, delegates the task
to the VA and truly yourcapacity is left to create and
(07:12):
work on visibility.
Speaker 1 (07:14):
Yeah, and I always view it as like, when I start
losing track of those details,like obviously I need more help
internally to be able tocoordinate those details.
I don't have to, to your point,keep them on my brain all the
time.
Speaker 2 (07:28):
Exactly.
Speaker 1 (07:29):
Yeah, so a lot of us have a corporate background,
like we have a specialty andexpertise in what we do because
of what we did before.
So how does that differ inhiring in the corporate world
versus hiring in theentrepreneur world?
Speaker 2 (07:44):
in the corporate world versus hiring in the
entrepreneur world.
Yeah, so it was reallyinteresting to me when I joined
this online business world tosee that both the tone and the
attitude and the effort or kindof lack thereof that this world
tends to put towards hiring andI haven't quite figured out why
(08:07):
I think maybe it's just themassive amount of people at your
fingertips available to hire,and so maybe it kind of just
feels like you can say this iswhat I need, and someone will
raise their hand and say hi, I'mhere to help, which is a great
benefit of the online world.
Right, we have a global hiringpool.
But what I noticed in corporate, though, is again this piece of
(08:33):
developing a role and thenfinding someone to fit that role
versus hiring someone then kindof like piling on and
piecemealing a role around thatperson.
So then, when they leave,you're kind of left with a few
different roles that youprobably should be hiring for.
So I think it's that sort ofunderstanding of proper team
(08:54):
building, perhaps, and then Ithink the other piece is
understanding, then, your roleas the leader and as the
visionary of the company, andhow that works into your team's
success, because there tends tobe this disconnect between the
(09:21):
team members and the coaches,their leader, where it's simply
you're here to do the tasks thatI've assigned to you, whereas
what I believe and how I've seenand work in it every day is a
much more cohesive,collaborative environment where
the leaders are the inspirationRight.
(09:43):
And if you think about reallyhigh performing corporate teams
like I know, we just shared thatwe've both worked in that
environment before the leadersare the cohesion Right.
Or if you haven't worked in acorporate environment, another
analogy I like to use are thecoaches of Olympic teams Right,
they set the tone and there isno one team member or even the
(10:09):
coach, who is above, below eachcore team member, the coach
included, plays a significantrole and has a significant
purpose, and it's how they allwork together in order to reach
a goal.
But what happens online is oftenthere's no vision casting right
, so people aren't really quitesure what the goal is.
(10:31):
They've just been delegatedtasks and it's very
transactional, right, they dothe task, they walk away from,
they get their paycheck and it'skind of over and there's.
They're missing that cohesionand that vision, um, and so I
think that's a, that's a bigdifferentiator and, um, I think
the value that we put into thehiring process, that it is an
(10:54):
intentional process, that it cantake time because it's
important, and if you think ofsome of the greatest
entrepreneurs of our time JeffBezos, you think of even Elon
Musk, if you want to go thereright, they didn't just hire the
(11:15):
person closest to them who saidI can help right, they
intentionally and strategicallyhired someone who they knew
complemented their skill set,who would be great at
collaborating and that doesn'talways mean agreeing with you.
Sometimes collaborating meansdisagreeing, um and has major
buy-in to your vision.
Right, they're aligned withyour vision.
(11:37):
And so I think that's the otherkey differentiator I see is
just the intentionality behindhiring and the value that
entrepreneurs sometimes don'tput into the process.
Speaker 1 (11:50):
Yeah, and a couple other thoughts came to mind as
you're describing that right,like so often, we grew up in I
say grew up loosely, but youknow we grew up in the corporate
world, right.
So we have that area ofexpertise and in that area of
expertise you've got an HR teamright, like there's rigor,
there's process, there'sintentionality there that, to
your point, you create the role,you fill the role, right, that
(12:13):
person leaves, you fill it withsomebody else, but you've got
that structure.
And in the entrepreneurialworld we have our skill set and
we usually go fast with ourskill set, but we may not have
been taught how to be a leaderor have put the thought and
rigor into that whole hiringprocess, which is, of course,
(12:34):
where you come in.
But that intentionality ofbuilding your team and so
therefore you are reactive andtherefore you're screwed and
you're trying to fill a role andthen you kind of deviate your
team because you're doing it ina hurry and haphazardly, which
just becomes messy, right.
So like that whole thing canbecome such a mess.
Speaker 2 (12:55):
Yeah, and the other thing that I thought of when you
were just talking, that I seetoo, especially with very heart
led entrepreneurs who are veryin tune with themselves.
Right, they rely a lot on theirintuition.
They can feel a vision beforeit's happening.
Right, they're very intuitiveand very in touch with
themselves.
(13:15):
But where that can backfire isthe hiring process, because so
many times entrepreneurs willsay, well, I feel like, I like
them, I like them, you know they, I can feel it.
And the only time your gut isreally helpful in the hiring
process is when they're not agood fit, like right, and and
(13:36):
that that is one of our gifts asas women is that intuition of
like you can almost get on azoom and instantly be like I
would want to work with thisperson.
But where it's not helpful iswhen deciding who to hire.
If you don't have an objectiveprocess that can compare
candidates, they don't gothrough a proper interview
process where you learn theirpatterns and their behaviors and
(13:59):
their desire to grow with youand their willingness to grow
with you and their willingnessto grow with you, your intuition
and your heart, as as in tunewith yourself as you are, is
still not objective in judgingpeople in those ways, in those
hard and soft skill ways,especially if you've never hired
(14:19):
before.
Speaker 1 (14:20):
Right, for sure.
So what can people do to do itbetter, like, what do you
recommend for people?
Speaker 2 (14:25):
Yeah, so the very first thing that I do with
clients and and how I'vedeveloped, I'm launching a
course called million dollarteam, coming out in November,
and the very first thing you cando is do what I call a brain
journal exercise, and this ismeant to mimic the process I go
(14:46):
through with a brand new OBMclient.
Right, it's not just how you'respending your time every day,
it's how you're spending yourthoughts, it's how you're
expanding your brain capacity,your focus, what's stressing you
out.
So it's not just oh, today Icreated content.
Well, how did you feel when youwere creating that content?
Was it really hard?
Was it, um, did it stress youout?
(15:07):
Did it annoy you?
Did it take you away fromstaying in your zone of genius,
right?
So that's the very first thingis to not just think about how
you spend your time, but how doyou feel when you're spending
your time and what is your truepassion?
That you could do all day,every day.
And I think sometimes this ishard for coaches or small
business owners, because it'scertainly sometimes not live
(15:30):
coaching or not live hands-onwork, and that could be hard to
face, and so, but that's thevery first step is to really get
in tune with how you'respending your time and your
brain capacity.
The next step is to get veryclear on the role that you are
hiring.
Right, it's purpose, so whythis role even exists and what
(15:52):
responsibilities are theyexpected to take on?
Right, and you learn that fromgoing through that brain
journaling exercise.
And so you start to create therole that you want to fill.
And, as I mentioned before, Ifind the most strategic and most
efficient way to build a teamis to first hire the VA, then
(16:15):
the OBM, then perhaps a tech VA,as customer support gets
heavier for that general VA.
A tech VA can take over theactual tech integration and
implementation and automationsand that sort of thing.
And then we have specializedservice providers like graphic
designer, podcast editor,youtube editor, those sorts of
(16:36):
things.
But that really is the mostefficient and leanest way to
build your team as an onlinebusiness owner.
So let's, for example, say thatthat role is going to be a VA.
Now we have our purpose basedon the responsibilities.
Like this is the very clearmission of why I'm even hiring
this person, and it's not justto take tasks off your plate.
(16:58):
Right, it's to do thatefficiently.
It's to do that efficiently.
It's to do that effectively.
It's to do that so that youhave more strategic focus on
other things in your business,right, it's not just the tasks
on your plate, and so this ishow we start to attract the
caliber of team member that youreally do need in a multi, seven
(17:20):
, eight figure business.
Okay, so that's the next piece,um, and?
And really familiarize yourselfwith the hard skills that they
need, right.
So the industry knowledge, thestrategy knowledge, um, the tech
expertise, right, very, verytrainable, right, with a good
sap, those skills.
(17:41):
But, more importantly, the softskills and this is a longer
list and it's harder to identifyand I can get into how I like
to kind of pick up on these withpeople but these are things
like analytical and problemsolving skills.
These are skill.
This is like integrity, right,um, these are skills like
(18:06):
communication and collaboration,working on a team, um, for an
obm, it needs to be leadershipskills, right.
So we start to identify andbuild out who this person is,
what they, what they, how theybehave, what their patterns are,
um, and then some of you know,consider some of the logistical
components.
So they need to be in your timezone, they need to be fluent in
(18:27):
your language, your budget, thehours needed, those right, and
now you've really crafted yourrole description right, and so
that's the best place to start,and then it's finding that
person.
So my advice is that, even ifyou're not hiring right now, the
(18:51):
best time to look for somebodywas yesterday, because the most
savvy leaders and you'll knowthis from the corporate world,
right, corporate recruiters arealways scouting talent.
Corporate world right,corporate recruiters are always
scouting talent.
And so I constantly have myeyes on standout vas, obms,
graphic designers, copywritersconstantly, so that when someone
(19:11):
is ready to hire a client ofmine or a consulting client, I
can say I have, I have a fewpeople that would probably be
good candidates, right.
So you can open it up to thesegiant Facebook groups, you can
post it on Indeed, you can postyour role description wherever
you want, but typically it'sfrom observing their expertise
(19:33):
and their behavior that I findthe best people, and also in
networks.
So also, if you're inmasterminds, if you're in
masterminds, if you're incoaching programs, if you're in
other facebook groups, just askhey, do you guys have any good
vas that you have worked with oryou are working with?
Or even if you're not hiringright now, right, start to build
(19:55):
your virtual rolodex of thesehigh caliber online service
providers.
Um, the other great place tolook are Facebook groups for
service providers right, becausethese are so.
For example, facebook groups forOBMs, because these are people
who are invested in their craft.
They're plugged into thecommunity, right, they are
(20:17):
focused on growth, so that'sanother great place to look are
focused on growth, so that'sanother great place to look.
So that would be the next placeis not just these sort of
passive desperation posts inFacebook groups of like I think
I need a VA, somebody help mebut a very intentional scouting
process so that you can start togrow that network and also,
(20:42):
like I said, observe patternsand behaviors.
So that would be the next piece.
Where I think people couldspend more time and it really
isn't all that time consuming,right, you're kind of you're
probably already doom scrolling,so that's the next piece.
And then the last component,which is where you'll really
learn more about a person's softskills communication skills,
(21:05):
how they present themselves, howthey present their work, how
they talk about past leaders isthe interview process, and this
is probably where I mean mostcorporate people go wrong with
this right.
So if you if, certainly ifyou've never interviewed or
hired before, this is the otherskill set to build is to not
(21:27):
only know what questions to ask,but why you're asking them and
what what you're looking for inanswers.
So I know that's a long-windedanswer, but it really is just a
much more intentional processunderstanding who you're
actually looking for, why you'relooking for them and what is
the caliber of person, both intheir hard and soft skills.
(21:49):
That can take you to eightfigures.
Speaker 1 (21:52):
I love that and I'm kind of chuckling to myself
because I love the interviewprocess, like from my corporate
world.
I I just love that Like andit's.
It's funny.
When I got into the podcastingworld I'm like this feels really
familiar and it like took me tothat place Cause I really enjoy
this.
you know, like you wouldn'tthink that connection.
But yeah, soft skills are soimportant to me.
(22:17):
I know, looking for a recentteam member, I'm like okay,
communication, massivereliability, massive like hard
skills.
I can teach them anything, Ineed these basics, but those are
non-negotiable.
Speaker 2 (22:32):
Absolutely, and I think that's I think that's
where a lot of entrepreneurswill go wrong is like, I just
need somebody who knows how touse Kajabi, okay, well, that'll
help you in like this threemonth time frame, right.
But that person intellectuallyand you know in many different
ways can they bring you to eightfigures, do they even want to,
(22:56):
right?
And so there's that.
And then I also think part ofthat interview process is then
looking at those resultsobjectively, so that you aren't
stuck thinking how did I feel inthat moment?
And there was a great quotethat I read in a book.
It's called who, who.
It's called who to hire or who,like.
(23:17):
I'll get you the reference forshow notes, because I think
that's important and it said youcan't rely on how much someone
smiles at you in a 30-minutewindow on a random Tuesday about
you know if this person canhelp you grow to eight figures,
and that just is so true.
Anybody can turn it on for 30minutes, right.
And so that's why I think thesort of continual scouting
(23:39):
process, going through a fewrounds of interviews, asking
really intentional questionsthat allow you to build a
history and a story of thisperson and their behavior and
how they talk about team members, how they talk about past
leaders, how they talk aboutchallenges.
I think all of that is reallyimportant.
(23:59):
And then you can look at all ofthat objectively and compare
candidates that way, rather thanjust they seem nice and I liked
them.
Speaker 1 (24:07):
Yeah, yeah, and I'm having flashbacks to interviews
that I had myself in thecorporate world, as I've been in
this world for, you know, 20plus years.
But I remember one inparticular.
I'll never forget a couple ofthem, but one in particular I
was interviewing for like atechnical job, right Like my
background is in coding and sothat's kind of how I came up
(24:29):
through my career.
And I was interviewed and theyasked me oh God, let me see if I
can get this right.
They said you're, you'respending, you have, you're part
of a cult, of when you work here, right, like we, we all belong
to a cult and you believewholeheartedly in our cult and
(24:51):
as part of our belief system,you believe that you only have
24 hours left on earth and yourfriends and family have, like,
disowned you and you only have24 hours left on earth.
How would you spend the last 24hours on earth?
I'm like are you kidding me?
I would spend it with thepeople I care about the most.
(25:14):
Like what?
How do people answer that Like?
I asked them like how do peopleanswer that question?
And they're like well, somepeople would say I'd go on a
shooting spree.
And I'm like okay, I canunderstand how that would like
raise red flags.
Speaker 2 (25:28):
Oh my God, I know.
Or the other, the other onethat was always a favorite,
because the other reason that Igot so interested in this as an
entrepreneur and helping coachesis because I've been in their
shoes.
I was asked to interviewcandidates for my assistant,
where I had no training, I hadno skill set to be interviewing
(25:50):
or picking someone and I basedit solely off hard skills.
I regretted it for the last twoyears of my corporate career
because you can not get rid ofpeople so easily in corporate
Right, and I spent the next twoyears trying to avoid him Right.
So it was like I get, how youget in this position.
But what I was going to say isthe other sort of style of
(26:12):
interview I've seen are likewhat kind of pets Are you a dog
or a cat person?
Or you know how do you like tospend your free time and all of
these things, and this veryrapport building based interview
style, which is great if youwant a friend or you're going on
a date, but we're buildingteams of elite high performers
(26:35):
who can also be friendly andcollaborate in a team and have
interpersonal skills, right.
But I think some of thosequestions just come from well, I
don't know how else to ask.
And to your point, I mean, ifthat was their answer, I would
have hoped that they never gotto that point in the interview,
right?
(26:55):
And that's sort of thatconstant scouting and like
looking at patterns of behavior,of like is this person a mass?
Speaker 1 (27:03):
shooter.
I know.
I remember another one.
I was working or interviewingto work at eBay, which I ended
up working there, and theinterview started with a
whiteboard coding experience,like you had to code things out
on a whiteboard and you knowthey give you this example.
It's like okay, code it out.
I'm like okay.
(27:23):
So it started with that and itended with I was like I have one
more question for you.
He said and the basis of yourentire interview rests on your
answer to this question Okay,he's like star Wars or star Trek
, um, star Wars.
He's like okay, great, and sonext steps will be oh my gosh.
(27:48):
So anyway, I know it kind ofbecomes in those.
Speaker 2 (27:53):
In those interviews it really becomes more about the
interviewer and which you know.
This is your opportunity tojust observe, right.
And so you ask the strategicquestions.
They're very intentional.
You already know kind of in theback of your mind what might be
red flags, green flags, right.
But yeah, that interview style,I think, just becomes much more
(28:16):
about like trying to sell youon the role or trying to be your
friend or or whatever, and itdoesn't.
It's not actually valuable.
Speaker 1 (28:27):
I know it just made me laugh.
I'm like okay, whatever.
But but yeah, no to your pointof like pulling out, being
intentional about it having aset of questions that you're
going to ask.
That makes sense.
Speaker 2 (28:39):
Yeah, get you the information that you need
corporate world.
The c-suite is like you know,people work their entire careers
to get there.
(28:59):
Right, it's the ceo, it's thecfo, it's the coo, it's the
executive assistant right, it islike high level mastermind of
people who are building amulti-million to billion dollar
company.
Right, and that is the caliberof person that we're looking for
and that is the mindset and theintentionality that you should
(29:20):
go into this process with if youare serious about building a
massively successful brand.
Speaker 1 (29:28):
Absolutely so how do you help people with this Like
for people that are listening,they're like yep, I need help,
but I'm stuck.
Speaker 2 (29:34):
Yeah, so the best way right now is to follow me on
Instagram.
It's at Anna Spitzinger.
I have a couple of freeresources there.
As I mentioned, I'm coming outwith a course called Million
Dollar Team, so that'll beavailable in November, and we'll
also include the delegationexercise that I mentioned, the
interview strategy, what to lookfor as far as hard and soft
(29:55):
skills and how people exhibitthat right.
So it really is an entirebehavioral profiling process to
bring both you through as theperson hiring, to decide who you
really need, and and then, um,the person that would fit that
role perfectly.
Um, but that really is the bestway to learn more and to learn
(30:16):
more about my philosophies onleadership and hiring,
especially hiring and leadingsmall teams as an entrepreneur
awesome.
Speaker 1 (30:23):
I love it.
I love it.
And where can people find youonline?
You said on instagramdefinitely yeah, instagram also.
Speaker 2 (30:30):
My website is stella's dashdeskcom, and, yeah,
those are the two best placesto find me, as well as my
podcast Lead Like a Woman, whichis on Apple and Spotify
podcasts.
Speaker 1 (30:42):
Absolutely, and we'll have all the links below.
And I'm curious like you'veaccomplished a ton both in your
personal life, professional life, but how do you define success?
What does that look like foryou?
Speaker 2 (30:53):
Yeah, so I love this question because, you know, as,
as my quote unquote, success hasgrown monetarily right and
maybe visibility wise.
For me, it's it's really havingpassion for life.
For me, success is havingpassion for life for waking up
(31:15):
excited, for feeling gratitudefor what you have and what you
get to do every day, and thefact that you get to make money
off of that and also lead anamazing team of people who are
so into and aligned with yourvision and are equally as
passionate about it.
(31:35):
That is that success to me.
And most days it doesn't evenfeel like I'm working, and that
is that's what we all want,right?
So I just happened to be ableto make money doing it.
So, yeah, that for me, passionand that zest for life, that's
success.
Speaker 1 (31:54):
I love that Absolutely.
Yeah.
When you can make money doingwhat you love, hey.
There's nothing more than that.
And I'm curious too if you hadthe attention of the whole world
for five minutes, what wouldyou tell them?
Speaker 2 (32:07):
Well, when you say whole world, that also means our
world leaders, and what Ireally wish that more leaders
understood is that leadership isnot about power and notoriety.
It's about the human connectionand inspiring people, and I
(32:28):
think if more leaders werefocused on connecting with their
people and on inspiring them tobe and do their best, then this
world would be a very differentplace.
If leadership was not sofocused on power and notoriety
and it was really focused on thepeople that they are leading.
(32:49):
I think that's what I would sayis really try to reframe
leadership for those people.
Speaker 1 (32:55):
I love that, and that applies top to bottom.
All the above right, yep,awesome.
Well, thank you, anna.
We'll definitely check you outat Stella's desk I know you've
got some awesome gifts there andfollow you on Instagram, and I
appreciate you being on today.
Speaker 2 (33:13):
Absolutely.
Thanks so much for having me.
Absolutely.
Speaker 1 (33:14):
And if you for having me Absolutely, and if you found
value in this episode, pleasedo share it.
That's how people find us andyou can find me at
sevenfigurebuildercom and I willsee you on the next episode.
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