My Management Style Secrets | How to Grow Any Business (Churn and Burn Model)--SEO TIPS

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Here are my management style secrets.

You find one person who's a hard worker and process-oriented, and you make them do all the work.

I'm a terrible manager.

I hate managing.

My management style is to find one person who does it all and overpay them.

I only hire smart people, so then that way, I don't have to deal with people that need to be trained or people that need to be taught.

Hire really skilled people, overpay, and then we hold Lunch and Learn meetings, to roll-out new marketing strategies.

I'll teach the new strategy to the production team, we record it, and then, boom, you have the recording on file for future training purposes.

We created this marketing doc, and I think right now we're at 176 steps and growing.

Anytime we have a customer, a client, or we're doing marketing internally, we just go down the list.

You do one, number two, number three.

So, if you want to know my management style secrets, here's what you have to do.

Overpay, especially in marketing, hire the best, hire people who are experimenting and learning.

Don't hire people who only want to clock in for a 9-5 job.

I love hiring marketers who have their own side-gigs and projects.

They can experiment on their side gigs and bring what they've learned to my company and in turn we expand and grow.

That's my management style. It works well for me.

I don't like going into the office.

I'm not going to ever manage 20, 30 people.

I just find two or three or four people who can do everything I need, and I work with them and communicate with them on a daily basis, and that's it.

I typically look for people who are struggling and had a good job but didn't get paid well.

ive them profit-sharing or revenue sharing, and I make deals where they have to figure out how to grow the business.

Usually, the ones who know how to manage are process-oriented and are creative rise to the top.

It's expensive. It's not cheap.

You'll pay well into the hundreds of thousands using this management style, if not millions, but it's worth it in the end.

So, as long as you're willing to pay, it's worth it, because they will make you way more money than what they cost you in the long run.

- [Neil] You really wanna know my management style?

- [Man] I really wanna know management style.

- [Second Man] Mike, deal with it.

- All right, so check it out, this is how

I run marketing.

You find one person who's a hard worker

and process-oriented and you make 'em

do all the work.

So I was in the office last week

and, you know, Mike was telling me,

he was like, "Hey, I would love it

"if you could spend time with the sales team,

"listen to their sales calls,

"and give 'em feedback.

"I would love it if you could spend time

"with the production team, find out

"what they're doing, and help 'em improve."

During the whole week while I was

in the office, Mike was like, "Dude, you didn't

"even listen to one sales call.

"All you did was ask the sales guys,

"'Did you close any new deals?'"

And the sales guys started hating me

after a while, right?

And then the production team, I was like,

"How's it going?

"Caught up on work?"

They're like, "Yep."

I'm like, "All right, sounds good."

I'm a terrible manager.

I hate managing.

My style is you find one person

who does it all and the way I make sure

the quality of work is good,

I just overpay and hire smart people,

so then that way, I don't have to deal

with people that need to be trained up

or people that need to be taught

what to do.

Instead, just hire really good people,

overpay, and then we like doing things

called Lunch and Learn,

so there's always new strategies that I use

in marketing or David here uses,

and what we'll do is, I'll teach it

to all the production team

or the people who are doing the marketing

on, hey, here's a new strategy, here's how you

implement it, do you have any questions?

We record it, and then boom.

So we end up creating this marketing doc,

and I think right now we're like

at 176 steps.

So any time we have a customer, a client,

or we're doing marketing internal,

we just go down the list.

You do one, number two, number three.

And it's like crazy, like the first one

on the list is "Remove dates from URLs"

cause a lot of times we'll buy companies.

And what ended up happening was

on the Neil Patel blog, our URL structure was

NeilPatel.com slash year slash month

slash day slash blog topic, right?

It was something like that.

And then we ended up removing the date

structure, creating a theme, cause Google's like,

"Wait, this content's related to a date."

Which didn't do well.

So we created a theme.

So it was NeilPatel.com slash blog slash title of post

and we used breadcrumbs and we put in the categories

and stuff like that, and then boom,

within 30 days, a 54% increase in search traffic.

Which is significant when you're getting

over 100,000 visitors a month from search, right?

We're in the multiple hundreds of thousands from search.

But that strategy worked so well,

and this was like, you wanna manage?

Overpay, especially in marketing, just overpay,

hire the best, hire people

who are experimenting and learning.

Don't hire people who are like,

"Oh, I'm only gonna work for you."

I love hiring marketers who are just like,

"I have my own blog, I'm doing my own side channel."

I'm like, yeah yeah, you keep doing experiments

on your side shit.

Once you learn some cool shit,

bring it over to my company and let's expand

and do better.

But that's my management style.

And it works really well for me.

I don't like going into the office.

I'm not gonna ever manage 20, 30 people.

I just find like two or three or four people

who can do everything that I need

and I just work with them

and communicate with them on a daily basis

and that's it.

- [Man] How do you find those people?

- I don't have a good process of finding 'em.

I typically look for people who are struggling

and had a good job but didn't get paid well.

So, like, Mike came from the car dealership industry

where the car dealership that he was running

was a Mazda dealership.

They were struggling and he had to figure out

how to hire people, make it grow,

and be creative.

So I'm not really looking for people

who know marketing.

I'm looking for people who know how

to hire, who know how to fire,

who are creative, who can build up processes,

and I have this churn and burn model,

although that sounds bad.

I'll hire a few people, test them out,

or live with them, like,

cause I have a house, empty rooms, like,

"Okay, you can stay at my house."

And they have to be able to learn on their own,

just pick up from listening to me talk

about marketing and eventually they'll learn the ropes.

And they have to come up with creative strategies

on how to make more money for the business.

So I won't take 'em and be like,

"Here, here's what I want you to do."

Instead I look for people who are pretty much

entrepreneurs but don't have the capital.

I put 'em into my business,

I'll give 'em profit-sharing or revenue sharing

and I do deals where you gotta figure out

how to grow this business.

And usually the ones who know how

to manage are process-oriented

and are creative are the best at that.

It's expensive.

It's not cheap.

You'll pay well into the hundreds of thousands,

if not millions, like, you look at Mike,

two Lamborghinis, right?

Adds up.

So, as long as you're willing to pay,

but it's worth it, cause those guys'll make you

way more money than whatever they're costing you.

- [Man] What's the deal with Lamborghinis

and marketing? (laughs)

- I don't know.

A shitload of people on YouTube

are showing up.

I just got Mike to sell his

and now he drives like a little electric bike.

He's like, eh,

and he like, "Dude, I just got this crazy one

"for like 2,000 bucks.

"It goes up to like 35 miles an hour."

I'm like, cool, as long as you're not

wasting money on cars.

But I really don't get it.

People think they're cool

and a lot of marketers, what they're doing

is they're either leasing 'em

or they're renting 'em out,

the smart ones are, cause you can rent out

your car for more than the lease payment,

so you kind of have a free car.

But I don't understand it.

I think it's like their dream

or passion, but once people get all this shit

they realize it's stupid.

Mike came from the car dealership industry where the car dealership he was running struggling, and he had to figure out how to hire people, make it grow, and be creative.

I'm not looking for people who know marketing.

I'm looking for people who know how to hire, who know how to fire, who are creative, who can build up processes.

I have this churn and burn model, although that sounds bad.

I'll hire a few people, test them out, or live with them, I have a house, with empty rooms and they come and stay with me for a trial period.

They have to be able to learn on their own, just pick up from listening to me talk about marketing and eventually they learn the ropes.

They have to come up with creative strategies on how to make more money for the business.

I look for people who are entrepreneurs but don't have the capital.

I bring them into my business, I'll g

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