12-week Course Reveals Powerful Proven Strategies To Building A Results-Oriented Team Fast
If you’re here, you want to be a better manager.
Maybe you are new in your management role.
You might be a startup founder hiring your first employees.
Perhaps you are an executive who needs more from your front-line leaders.
When it comes to becoming or creating strong managers, there are certain characteristics that need to be developed.
Initially, it’s difficult to know exactly how you can be set up for success and not lead teams to failure.
If you’re in that position, you are not alone.
90% of startups fail with 70% crashing while attempting to scale.
If managers aren’t built on a solid foundation, cracks will appear, and unexpected challenges will arise quickly. This becomes painful apparent when founders start to rely on others to grow the business, the cracks in the foundation appear quickly.
I’m here to tell you that no matter where you are starting, you can build strong managers and results producing teams by following a practical set of principles.
My name is Ian Mathews.
I am the founder of 5on4 Group, and I help companies grow by developing management teams. I have hired, promoted, and developed hundreds of managers over the past two decades.
I have always been fascinated by teams, and how they respond to leaders.
I love to dissect why some teams perform above their collective talent level. Whether I am running companies or coaching youth sports, I believe in constantly evolving as a leader.
Immediately after graduating from Purdue University, I took a job on a sales leadership program for General Electric.
As a commissioned sale rep, I had to build a territory from scratch by cold calling. Once I got the hang of sales, I was offered a sales manager role.
And, I was TERRIBLE in my first management job.
Seriously, I sucked.
School doesn’t prepare you to be a manager. It prepares you to be a good follower.
Not a good leader.
I spent all my time as a new manager fixing problems…
My worst performers dominated my schedule…
I felt like a kid wearing my dad’s suit to the office, impersonating a “grown-up” manager.
A manager who might have a clue.
Not like me.
After nine months, I was burned out. My team was frustrated. We produced flat results and my boss was not pleased.
I tried to find solutions on my own.
I fell asleep reading leadership books every night. I woke up exhausted and drove to the office for another day of firefighting.
I was lost.
I would make a mistake and then search the internet or find a relevant book…
A major problem was that I still believed that personal effort equates to results.
School teaches us this equation, which is reinforced when we start working as an individual contributor.
This equation has zero leverage.
To be an effective leader, you must develop new skills.
Luckily, I started to find some solutions and after a rough start, I recovered and quickly moved up the ranks.
At just 26, I became the youngest executive in our industrial business!
Around that time, I left GE to join NVR as a vice president in the home building industry, a business I had zero experience with.
Over the next 13 years, I was offered more responsibility every one to two years.
This forced me to build a detailed process of assimilating into a new team. I learned how to quickly get to know each new team, its strengths and its challenges.
I took over most of these teams from an underperforming manager.
I grew accustomed to turnarounds.
And when I left NVR to focus on working to develop stronger mangers, I was responsible for $4.5B in volume and more than 700 employees.
Developing managers is just as important in a small startup as it is in a Fortune 500 company.
This is a lesson that I learned as a senior executive at NVR. Our sales pace was insane! Our employee count doubled over a four-year period.
We added 50 managers and supervisors over this time, and most were promoted from within.
We thought this layer of management would fix everything.
It did not.
As our head count grew, profit margins shrunk. For the first time in nine years, we trailed our competition on quarterly profit.
The more managers we added, the more our performance declined. I was in the uncomfortable position of having invested millions in these management positions…
We made a mistake in believing that simple adding managers fix everything.
We promoted many of our best performers, and underinvested in their leadership capabilities. It only tossed gas on the fire and made matters worse.
What we really needed to do was add skilled managers and not promote based on individual contributions.
So, since they were failing, we looked at what our managers were spending their time on…
It was a train wreck.
They were doing rather than leading.
This stems from a common myth that most new managers subscribe to.
This fallacy that managers should make all the decisions, close all the deals and solve every difficult problem. They believe the office cannot run without them.
They spend their time directing, controlling, doing, solving, and commanding.
But if they must do all this, what does this tell you?
It tells you that they’re a weak team.
If the manager must solve everything, when do they have time to develop people? When do they think strategically?
We had created a layer of “super doers,” and employees didn’t want managers taking on their work and meddling so much.
Think about yourself. Does it feel good when your manager jumps in and does your job for you?
Frustrated with failure, we lost many good managers and our previously solid performers became terrible managers and also left.
This left two gaping holes to fill.
Thankfully, not every new manager struggled.
Some new managers were thriving.
This is where I learned about the “halo effect” of managers.
The manager hires the team. They are responsible for coaching, developing, motivating, and running an organized process.
Over time, we saw employees transfer offices for one reason or the other. Quickly, these employees would perform closer to their peers.
So, if someone transferred from a struggling office, their results shot up. They reached the higher bar set by the new manager and team.
If a top performer transferred to a broken office, their results deteriorated.
The only way to move the needle in that office was replacing the manager or helping them develop a vastly different set of skills.
We identified the skills that our top performers did very well, and we taught those habits to the rest of our managers.
Managers started to build skills from the bottom up.
At a minimum, an entry level supervisor at a fast-food restaurant must follow procedures, follow up, and hold people accountable.
Obviously, they must act ethically.
But to become more effective, managers must assume more complicated skills.
After more than 20 years and coaching hundreds of different managers in various industries, most organizations don't have a system in place to create effective leaders.
Leaders who are satisfied with their teams results...
Leaders who are confident in their ability to lead...
Leaders who know how to get the most out of each person on their team...
Leaders who know when they have the right mix of people...
If you find yourself unsatisfied with the results your team is creating, don't feel confident in your leadership abilities and are looking for guidance on how to build a results oriented team... you're in the right place.
To grow and become a better manager and leader, there are two paths you can take:
Path 1: You can take the long path like I did, accumulating knowledge and experience over decades while making hundreds of mistakes.
Path 2: Or you can leverage a proven management system taught by someone who has spent more than two decades learning and adapting to build winning teams.
Leadership Essentials is a 12-week program that provides you with a better way to grow as a manager. We attack every myth, misnomer, stereotype, and mistake that plagues managers in every industry.
Each week you will develop skills to evaluate, build, hire and coach elite teams with winning cultures. Every lesson builds on previous concepts, combining knowledge, practice and feedback to allow you to absorb and apply the material.
You will receive videos and participant guides each week to learn and apply your new knowledge to practical experience. I give you the management tools, checklists and guides that will aid you in conversations with your team.
This is the program I wish I had when starting out in my first manager role.
However, if you are someone who expects results without putting in effort, this is not a “quick fix” program.
Becoming a better leader requires a desire to improve and willingness to put in the work.
If you own a business that has or will have employees, are a new manager, are a manager with a team struggling to succeed or you want to become a better leader – Leadership Essentials is for you.
I sell a live leadership coaching program for $15,000. That program covers all the topics in this video program over twelve month, but with me doing the live training and coaching.
With Leadership Essentials, you get all of the same content to complete at your pace for only $997.
You will receive 12 weekly videos (over 7 hours of HD content), weekly action guides, tools, checklists, conversation guides, direct email access for coaching tips and first access to any new training videos… all the tools you need to become a better leader.
Leadership Essentials is backed by my 30-Day Money Back Guarantee. If within the first 30 days, you feel that I did not deliver enough value to justify your investment, contact me and I will refund your entire investment.
It puts 100% of the risk on me to deliver. You will start the program, gain access to the videos, guides, and handouts – and if you are not satisfied, simply let me know within 30 days. No questions asked.
In addition to the program and for a limited time, I will also include a one-hour coaching call to kick off your journey.
During this call, we can discuss any areas of performance you are struggling with and will discuss your team in detail.
I will not always be able to offer this consultation but look forward to getting to know your challenges personally while my schedule allows.
If you are ready to accelerate your career, click the button below, complete the checkout and let’s get started.
When you work with someone like Ian, you might only talk with him a few hours per week but he is thinking about your business *much* more than that - hours a day. He brings to working sessions a depth of analysis and insight that you only find when a dedicated and experienced executive chooses to internalize your struggles and challenges, as if they were his own. The same issues that keep you up at night keep him up at night. This level of involvement is unheard of in the world of executive coaching and strategic advisory services.
Ian’s ascent within corporate America was rapid and different: he ascended into upper management as a student of business, and never stopped learning. While others networked theirs way up the corporate ladder, Ian progressed through meritocracy, relying on a level of self-analysis and performance assessment only seen in professional sports. Like an athlete who reviews their film, Ian spends time evaluating his decision-making, personal interactions, and overall performance. This is what makes him one of the best out there - not the decades overseeing billion-dollar businesses, but the decades of studied and analyzed experience.”
As a new leader, I turn to Ian for advice on how to approach specific situations with my team and clients. He shares his experience and helps me build a game plan, while making me think through every potential outcome of my decisions. My team meetings have been far more productive and inclusive as a result of his coaching. This change in approach brought my team together and has changed everything for the better.
Sales Manager, Midway Dental
For over a decade, I witnessed Ian successfully navigate corporate structure without losing an ounce of productivity, Ian takes lessons from some of America’s finest and largest companies and uses these skills to grow small businesses as both consultant and operator. As a small business owner, I rely on Ian as a sounding board regarding growth, staffing, market insight and strategic thinking. I find Ian’s counsel to be priceless to my company’s strategy, growth, and success. I’d not be where I am today without Ian’s friendship and counsel.
CEO, Cava Companies
It was an opportunity like no other to connect with Ian Mathews. He possesses an invaluable pool of knowledge in leadership, management, strategy, and marketing. I brought in Mr. Mathews as a keynote speaker on the topic of leadership. His ideas and delivery energized the audience and personally helped rejuvenate my career. An hour of listening to Mr. Mathews is equivalent to reading 10 leadership books.
Senior Project Manager, Chegg Inc.
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