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How to Keep Your Top Talent and Build a Winning Team Culture
18 ideas de marketing sacadas de «How to Keep Your Top Talent and Build a Winning Team Culture», de Perpetual Traffic. Sobre todo de estrategia y…
- 18 ideas despiezadas
- Fuente Perpetual Traffic
- Dura 54 min
- Publicada en 2026
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Estrategia y decisiones de negocioCuando una empresa carece de experiencia interna en un área especializada, debe exigir al empleado que investigue, seleccione y se comprometa con programas de formación externos (como masterminds o cursos) y asumir la empresa el costo financiero total.
Like you and I have been talking about how I have a new YouTube channel manager and his requirement by Valentine's Day is to present to me the three masterminds that he's interested in joining. And then he has to enroll in one and become one of the top three contributors. Like he's required to be in a peer led training program because that's not my background. And we need to make sure that he's empowered to learn at the pace and vehicle that he wants somebody on your staff who has that subject matter expertise, they're going to learn it from somebody else through a mastermind and you're…
Escúchalo en el minuto 6:16
Estrategia y decisiones de negocioPara capacitar al equipo en nuevas habilidades sin imponer cursos arbitrarios, el colaborador investiga tres opciones formativas y defiende su favorita mediante un caso de negocio que proyecta el impacto y retorno para la empresa, la cual cubre el costo y remunera el tiempo de estudio.
So Ben, you find the three, we gave him some suggestions and then by Valentine's day, he'll have a presentation, show us the three that are his favorite and then present the one that he likes the most and defend if the others are okay to which then we will fund the one that makes the most sense. So we, we say that we like, you'll get paid all the time that you're in it and participating. Like that's part of your job. And then part of my compensation package is equipping you funding those programs. So for us, like our core, like we have transparency and we have continuous learning. You find we…
Escúchalo en el minuto 10:01
Estrategia y decisiones de negocioPara capacitar al equipo en nuevas habilidades sin imponer cursos arbitrarios, el colaborador investiga tres opciones formativas y defiende su favorita mediante un caso de negocio que proyecta el impacto y retorno para la empresa, la cual cubre el costo y remunera el tiempo de estudio.
So Ben, you find the three, we gave him some suggestions and then by Valentine's day, he'll have a presentation, show us the three that are his favorite and then present the one that he likes the most and defend if the others are okay to which then we will fund the one that makes the most sense. So we, we say that we like, you'll get paid all the time that you're in it and participating. Like that's part of your job. And then part of my compensation package is equipping you funding those programs. So for us, like our core, like we have transparency and we have continuous learning. You find we…
Escúchalo en el minuto 10:01
Estrategia y decisiones de negocioPara establecer o calibrar los valores centrales de una empresa o departamento, analiza a tu mejor empleado y lista sus características y conductas clave (como la iniciativa). Utilizar estos atributos reales crea un foso defensivo interno que facilita atraer, ascender y retener al talento adecuado.
Because there is the external like competitors moat, which I constantly think about as the But then really like when I do these quarterly meetings, a lot of it is about how do we create our own internal moat so that we attract the right individuals in order to drive the growth And we relook at our core values, which is the thing that attracts and we promote. And then we ascend people within the organization based upon these core values. And we realize that the moat that tier 11 creates is around these core values because those are the things that kind of keep people there in a lot of ways…
Escúchalo en el minuto 28:02
Estrategia y decisiones de negocioPara garantizar la alineación cultural del equipo, evalúa periódicamente a cada integrante frente a un máximo de 3 a 5 valores clave usando una matriz de calificación ('+', '+/-', '-'). Un solo '-' (carencia de un valor fundamental) es motivo suficiente para desvincular a la persona, mientras que un máximo de dos '+/-' (comportamiento inconsistente) representa el límite tolerable.
The traction model or the EOS model is then to list all of the people in your organization. And then on the top, you have all your five core values or your three core values. And then you determine, are they a plus? Are they a plus minus? Or are they a minus? A minus is don't have it. Plus minus is they do it not all the time. Inconsistently. And then a plus is they do it most of the time. And so the rule is you can get by with two plus minuses. Whatever it is, I would say no more than five. But if you have one negative, one negative means they're out. Like you got to do this in person with…
Escúchalo en el minuto 32:27
Estrategia y decisiones de negocioPara construir un equipo de alto rendimiento, los líderes deben cultivar un entorno donde los miembros se sientan obligados a cuestionar datos, normas y decisiones directivas incorrectas, complementándolo con la exigencia de plantear soluciones en vez de limitarse a señalar problemas.
It's like, you know, you don't come to me with problems, like come to me with solutions. And so I'm like, OK, I'm going to take your initiative and and invite my team to say, like, hey, if we we add solutions forward and like because I think of a continuous learning trans transparency and challenge like challenge is a thing. Like I want you to challenge the norm. I want you to challenge the data. I want you to challenge the team. Like my best team members are always the people that will tell me I'm wrong. I don't mind being wrong. I mind you being silent because if you know I'm wrong, if I'm…
Escúchalo en el minuto 44:00
Crear un SOP único de comunicación interna para reducir el ruido en equipos remotos
Estrategia y decisiones de negocioConsolidar las normas fragmentadas de comunicación interna (como el uso de Slack, canales y emojis) en un único procedimiento estandarizado (SOP) permite reducir notificaciones innecesarias, responder más rápido y alinear a equipos distribuidos en distintas zonas horarias.
Like, so it's an SOP for Slack communications and internal comms in general. I've consolidated our Slack and comms rules into one document, an SOP for communicating This SOP will be our one source of truth. The goal is less noise, fewer pangs and faster answers for everyone. But what a benefit, especially because she's like consolidated from fragmented pieces into one source of truth.
Escúchalo en el minuto 2:29
Delegar la gestión interna de equipo para liberar foco en estrategia de alto valor
Estrategia y decisiones de negocioDelegar la estructuración de planes de compensación y planes de carrera en especialistas evita cuellos de botella internos y libera la carga mental directiva, permitiendo enfocar la energía en la estrategia comercial y en cuentas de alto impacto.
My skill is for sure it's strategy. But if there's someone else that's better than like, why am I the bottleneck? Or like the mental tax that goes into like having compensation plans and building roadmaps But it takes me 10 times more time to do it. So when I've now been able to delegate, I'm like, great. And the amount of time of organizing that and stuff like for me, the mental load, the mental lift off of what that would have taken for me. I've already seen an immediate return because now I had three private client calls where we were mapping out, you know, one to four million dollar…
Escúchalo en el minuto 15:30
Estrategia y decisiones de negocioLa sinceridad directa o 'radical candor' debe combinarse con inteligencia emocional y tacto contextual; las correcciones o discrepancias deben abordarse por canales privados y llamadas directas en lugar de exponer o avergonzar al colaborador en hilos públicos de mensajería (como Slack).
And I like one of our core values for years and years was radical candor. But you have to mix that with emotional intelligence. It's like if you're going to challenge Lauren, you need to do it in a way so that you don't embarrass like she's still the boss. But I didn't like respond in the Slack channel. And I forwarded to her and then I called her. And I'm like, I know this isn't what you meant, but it's like I had the emotional IQ to not put it in the thread because it would have embarrassed her. But anyway, the point is, like, you have to be able to tell people what you really think, but…
Escúchalo en el minuto 45:28
Estrategia y decisiones de negocioLa sinceridad directa o 'radical candor' debe combinarse con inteligencia emocional y tacto contextual; las correcciones o discrepancias deben abordarse por canales privados y llamadas directas en lugar de exponer o avergonzar al colaborador en hilos públicos de mensajería (como Slack).
And I like one of our core values for years and years was radical candor. But you have to mix that with emotional intelligence. It's like if you're going to challenge Lauren, you need to do it in a way so that you don't embarrass like she's still the boss. But I didn't like respond in the Slack channel. And I forwarded to her and then I called her. And I'm like, I know this isn't what you meant, but it's like I had the emotional IQ to not put it in the thread because it would have embarrassed her. But anyway, the point is, like, you have to be able to tell people what you really think, but…
Escúchalo en el minuto 45:28
Estrategia y decisiones de negocioCuando una empresa decide implementar un cambio de rumbo u operacional, el liderazgo debe inculcarlo y reforzarlo consistentemente durante todo el año para consolidarlo, evitando tratarlo como una iniciativa temporal de pocas semanas.
Like you can, you know, throw a stake in the ground, say, all right, well, this is our Now it's our turn to inculcate that within the organization. But and you actually live, breathe it and do it. It's like, you know, when you make a dramatic shift, you've got to pull it through the entire year. It's not like this thing you do for two weeks and you're on to the next thing. Like as a leader of a department or a company, you have to inculcate it and consistently drive towards it.
Escúchalo en el minuto 41:51
El riesgo de no capacitar al equipo es mayor que el riesgo de que renuncien formados
Estrategia y decisiones de negocioEvitar invertir en la formación del equipo por miedo a que se marchen condena a la empresa a un riesgo peor: quedarse con un personal estancado y desmotivado que limitará los resultados del negocio.
lot of people are so afraid of investing into their team because you're like, I put all this money and I invest in them and then they leave. But like when I was at Disney Institute and was consulting with Disney, like a huge core principle of that was sure you can invest in someone and they can leave. But the other side of that scenario is what if you don't invest in them and they stay? You're running that risk. I mean, I think the counter argument is that you don't do it at all. And then what you have is you have a mediocre staff who probably is going to leave anyway because they're just…
Escúchalo en el minuto 11:33
Estrategia y decisiones de negocioImplementar una evaluación anual mediante el People Analyzer permite identificar a los futuros líderes de la organización, fortalecer la retención del talento clave y consolidar una cultura sólida en empresas que operan de forma virtual.
I know who my next round of leaders is about to be. And so you, and this is what they refer to as the people analyzer. This whole process is called the people analyzer. But if you're running a department or running a company, I would highly recommend that you do this once a year. And then what happens is that then you create sort of this internal moat around retention for those individuals, similar to what we're talking about with meta. But it creates a culture. And that's how you create a culture within a virtual organization, in my opinion.
Escúchalo en el minuto 35:17
Ejercicio de clonación para identificar y refinar los valores centrales de la empresa
Estrategia y decisiones de negocioPara reevaluar o definir los valores centrales de una empresa en reuniones directivas, analiza a los miembros sobresalientes del equipo que desearías poder clonar; los comportamientos y actitudes que encarnan son la base para articular los valores clave de la organización.
And I think it is important if you're running a department or you're running a company is to constantly re-evaluate your core values. And we put them all up on the board. And then this is usually the way that you do this. You say, OK, which employee or which person within the company would you like just love to clone and have people that are just like that person?
Escúchalo en el minuto 4:16
El riesgo real de no invertir en la formación del equipo
Estrategia y decisiones de negocioEl temor a invertir en capacitar al equipo por miedo a que se marchen es un error estratégico: el riesgo más costoso para una organización es no invertir en ellos y que decidan quedarse.
A lot of people are so afraid of investing into their team because they're like, I put all this money and I invest in them and then they leave. But the other side of that scenario is what if you don't invest in them and they stay?
Escúchalo en el minuto 0:02
Estrategia y decisiones de negocioDesarrollar un código de comunicación compartido y símbolos propios (como emojis personalizados o canales específicos de reconocimiento en plataformas tipo Slack) ayuda a construir identidad interna y sentido de pertenencia en entornos de trabajo remoto o híbrido, convirtiéndose en una ventaja competitiva interna ('moat') para retener y alinear al equipo.
Anyway, but you have to inculcate that within the organization. That's how you create an internal moat. Like, I've done so many talks on how to create a virtual company culture. I say the emoji is the one of the only reasons how we could ever create a virtual company. And your emojis are different than our emojis. And that is your company culture. But I think in the back of your mind, I think it's really important because that's how you create a motor around your department and around your company.
Escúchalo en el minuto 50:18
Estrategia y decisiones de negocioEl desarrollo del talento moderno se beneficia más de una estructura de crecimiento lateral ('lattice') —donde el colaborador adquiere diversas habilidades transversales y mentores— que de una progresión estrictamente vertical de títulos jerárquicos.
And I find that the lattice, not the ladder is really, it's like, I don't know where I picked that one up, but anyway, somewhere along the lines, it's like gathering different skills along the way, not necessarily. It's, it's basically, it's the lattice means instead of just ascending through the ranks, The point is this, is that that ladder is not necessarily where the younger generation, I'm just, I'm generalizing this is they want, I find in my experience, they want lots of skills skills to teach and learn skills along the way and have people to mentor them to achieve their objective…
Escúchalo en el minuto 7:04
Construir una cultura de aprecio y crecimiento actúa como foso defensivo interno
Estrategia y decisiones de negocioDiseñar interacciones y procesos diarios basados en valores claros, reconocimiento y oportunidades de desarrollo personal/profesional genera un 'foso defensivo interno' (moat) que retiene al talento en un entorno donde los profesionales tienen múltiples opciones remotas.
The point is this is like, like, what is your culture? And you build that culture around the core values and then how you all interact with each other. And then that creates, in my opinion, your internal moat because people want to work at a place where they really feel like they're valued. OK, they're appreciated. They're doing good work and they are growing from a personal and professional standpoint. But I'm just generalizing, like, that's usually what where people want to work because they can work anywhere, you know, and it's hard to do it.
Escúchalo en el minuto 49:22
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