How to Get Your Team to Buy Into Your Vision

0:00What God is here is not going to get us to where we want to go. If I grew, I required change. If I wanted to change my bank account, I needed to change my investments. If I wanted to change my weight, I needed to change the way I was eating. If I wanted to change my relationship with my husband, I needed to change the way I was communicating with him. If you've ever wanted to sit in on a team meeting for a seven-figure business scaling to eight figures, I am excited to give you a look inside. I was invited to speak at an all-hands team meeting for a company doing$7 million, but have ambitions to scaling past$10 million.

0:30The co-founders know what needs to be done. They are confident with their plan, but they wondered how they might be able to get their team to get fully on board. If you've ever wondered how to get a team, even if it's two people or 200 people, to step into your new vision for the company, even if it's 70 ,000 or 70 million, this episode is for you. Welcome to the Jasmine Star Show, where I teach people how to grow businesses past six, seven, and eight figures. Today, I'm thrilled and honored to be allowed to document a brief presentation I gave to a team that wasn't my own team. Okay, so a few years ago, I restructured my business and created a holding company.

1:07This meant a change in our org chart, in role titles, how things were done, whom reported to whom or who reported to whom, however grammatically correct that is, and so many other things. I saw a future that nobody else saw, but it was my job to paint a picture of what was possible and my job to get them to believe it and then get them to buy in on building a new company and a structure. And let me tell you, it was intimidating. I wasn't sure who's going to stay on. I was asking them to believe not just in the business, but also to believe in me. I learned so many lessons along the way. So when I spoke with a group of founders about my experience, the two co-founders were there and then they said, Jasmine, can we invite you to speak at our all-hands team meeting and set the stage for them to announce what they had in store.

1:57I was so honored. My goal was to go in and explain in great detail my experience and tell them what happened and tell them what they might expect when the changes are ruled out within their organization. The co-founders generously allowed me to share portions of the presentation and parts of the Q &A session as a way to help other people who are in the same process. I am so thankful for their generosity. Now let's dive in. for what is to get an inside look at a team meeting for a seven-figure business scaling to eight i'm allowed to bring my videographer in so i sit as an advisor consultant and speaker and so i'm going to bring you in on a team meeting talking about leadership growth where people fit how systems are going to be required to get to the next level so if you want to get a sneak peek this is your opportunity let's go that a lot of times in our life what used to be rpr is now our warm-up like the things we thought were impossible at one point in time became our thing.

2:53I just wanted to have a conversation about my business growth and talk about the mistakes that I made as a leader and with my team. So please know you can't ask me a question that my own team hasn't asked that you're like, oh, I wouldn't be worried if she's going to be uncomfortable with this. I am not. I think the greatest gift that I can give anybody is please don't repeat the mistakes that I made because I want you to feel empowered to grow here or to grow were ever, I don't know if you know, but only 4 % of all businesses in America, only 4 % will ever cross a million dollars. Now of the 4 % that cross a million dollars, only 0.7 % are female led.

3:33Let's go. Okay. And so when I look at this room, I'm like, you guys are very past the 1 million mark. And so I just want to establish here that there are times, and I don't like, this is not to like be warm and fuzzy. There are times that many of us don't realize that you're working on a 1 % team. Like, and so just take that in to be like the way that you guys have got to be the 1 % is very different than how you stay the 1%. Are we on the same page there? Okay, cool. So if we're talking about how can I show up, all I want to do is serve and empower. I don't have an agenda. I start off by saying, I'm gonna keep the main thing, the main thing.

4:08I did it wrong. I'm learning how to do it better. And this is how we don't repeat mistakes. I was marketing my business without spending a dime. I was building my personal brand without spending a dime. And so then photographers started asking me, how are you uneducated, unfunded, unknown, building out a name and a personal brand? So much so that my husband and I were being flown around the world to shoot weddings. Not too bad for a girl from the hood. And so people are like, you're not the best. How are you doing that? So I just started creating content. And then so much so that people started asking me questions, first photographers and then people outside of photography.

4:41So I have my hustle being a photographer. I start creating digital resources for photographers. I start creating content to teach people how to market their business for the love of the game. I never thought that I was ever leaving the industry. I was just like, the camera gave me my life. I am never leaving. And then all of a sudden, crazy things started happening on the back of creating content. I was just posting on a blog and then people and national outlets started being like, well, can you talk to us about marketing? And I was like, um, sure. I don't really know what I'm doing. I'm just going to continue to talk and continue to change.

5:11Started being featured on outlets teaching entrepreneurs how to build a business. But what that doesn't show is behind the scenes, the business is only as strong as the team. So I want to be very clear there that what people saw on the outside was myself as the leader and what many people on the outside will see your two fearless leaders. But what a lot of people don't acknowledge is the reason I was able to be on the forefront and the way the reason that these women were able to be on the forefront is because of you. And what they have told me is that they deeply love and respect each and every person who's been here.

5:48And they're like, Jasmine, you've made changes and people have stayed with you. What can we do to foster potential for growth in the future for every single one of the women here? And so I had a real talk conversation. I said, okay, we can talk about fluff, but what's the main thing? Like, what's your objective? My objective is to be like, I'm going to share my experiences. And if you apply it, that's awesome. But what's your main thing? Their main thing. We want our team to believe that when we win, they win. That when we take ownership and we start driving revenue, it's not just for us. It's for them because they have a deeply held tenant that women who make money change their communities, change their homes, change their communities, change their states, and change their nation.

6:30They're like, I just want everybody here to know that there is an upward trajectory. Can we use our passion to incite other people's actions and passion to align with that so we all make more money. That's just the truth of it. I think that what attracted them in my orbit is I said very vocally, when I win, the team wins. But I had to have a few things in order for this to happen. When I made the decision to grow, and I want to be very clear here, if I'm saying something I shouldn't be saying, you just let me know. They came into a mastermind saying, we want to get to eight figures. Our business now is here and we want to get past 10.

7:10They saw me do it. They saw my team stick with me. The team take ownership. And now the team is running entire divisions of the organization. Now, if this is true, they want to grow. It is totally okay. If you're like, that's not me. That's totally okay. I am just going to tell you the conversations I had with my team. And then they too can come back and say, listen, we hated what Jasmine had said. This is how we're going to run our thing. They're going to clearly communicate that to you. So here we go. I sat with the team and I said, I am making the decision to grow. I am so thankful for you.

7:47I'm changing. My goals are changing and the world is changing. I'm conveying to you, I am not the same person. So if I am not the same person and I want to grow, then what we need to do is change. And I don't know about you, but many times like me, my whole life was, I don't like change. I am adverse to change. I like to control everything and keep it in a box and your girl is good to go. But I started realizing that every time I saw these massive jumps, personal life, my career, and my finances, it came with change. If I grew, I required change. If I wanted to change my bank account, I needed to change my investments.

8:22If I wanted to change my weight, I needed to change the way I was eating. If I wanted to change my relationship with my husband, I needed to change the way I was communicating with him. Are we on the same page? So if I'm choosing growth, which is totally optional, totally and completely optional, then I also had to agree to change. So if we choose this, I must also choose change so that in the future, I'm not looking around being like, why is everything so different? I didn't choose this. I'm asking you to choose and select the price tag to your sacrifice. This is what I told my team. If the price tag to your future involvement here is not in alignment to what it is you want.

9:01How can I support you on the next venture? And how might you support me by finding a replacement, putting a word out with friends who might want to be aligned to this? When I chose change, I didn't expect everybody else to choose change and growth too. However, I communicated, can we be cool? Whatever happens next. Can I open my Rolodex to put you in a company that wants to stay at 5 million? Cool. So when we started having these conversations, I was very straightforward. And I said, Hey team, what God is here is not going to get us to where we want to go. If we want to stay at 5 million, we're going to keep on doing what it is that we're doing.

9:41All this stuff that's driving you crazy. Now we're going to keep on doing that and expect the same level of you if we want to stay here, but guess what we're going to do. We're going to shake things up even more and cause a little bit more chaos. The kindest thing anybody can tell you is to support you onto your own venture and for you to support them on theirs. So if we decide that what gets us here won't get us anywhere, I've been, had the pleasure of speaking around the world at conferences. I sit as an advisor. I sit as a consultant. I have a holding company where we have operators in each arm of the business.

10:08And I'm just going to spit the truth. This is what I say. These are the things, the common themes of businesses that I consult with or have equity in or invest in, these teams say this. I can't stand when things are always changing direction. I can't stand these last minute additions. I am so frustrated with the missing details. All of this context switching, I feel like I have whiplash because all I keep on doing is from one project to the next. Last thing, I just don't have enough time. On the real, these are the very common themes that happen, specifically to businesses that get to 5 million.

10:39How you built your business to 5 million will not be how you build your business to 10 million. period, the end. I have seen that mistake happen so many times. What's in it for you is this promise. What happens when you say, what will it take to grow the business? And I'm telling you the way that one person reads it is entirely different than the way another person reads it by the way of the emphasis. What I just said was all of those like, oh, I can't stand this. I can't stand this. I can't stand this. And then I can tell you that's what it takes to grow a business. Or I can say what it takes to grow a business.

11:16I am just asking you to choose where you put your emphasis. Because if you're going to be focusing on the negative or the short things, you will only see that. And if you're focusing on the positive, you will only see that. These are just the conversations I had with my team. So here's what it takes to grow a business. Three things. Number one, a clear vision. In 2026 and in 2027 and in 2028, your co-founders need to tell you, this is what we're building. They need to tell you so that you say, do I want to build that? You have one wild, amazing, precious life. Don't waste it. Building your best years on something you don't want or believe in.

11:51Please find your thing and do it so well. So if they tell you, this is our clear vision, this is how much we're going to do next year. This is how much events or wedding side, corporate events, social side, Radcamp and all the other endeavors that they're doing. And they're saying, this is how much every arm of the business is going to bring in. And this is how much we're going to grow. That's the clear vision. Step number two, clear action. And this is where most teams get stuck because the action that we have been taken up into this year, we think we're going to apply to next year. And the truth of the matter is it will not be.

12:25My team told it and I believed them. They were working the most they could. If they're working the most they could, and I said we're changing direction to do more, what do you think their reaction would be? How is that even possible? And the response from what I will tell you my experience has been and what I preach to the two of them is the third thing, clear systems. What if I told you that you're saying I am working the most I possibly can. And then I were to say, there's a better way to do this. Because I don't know, I'm not in the inside of the business, but we had our content team doing one thing, our marketing team doing one thing, our community team doing one thing.

13:05And I thought, okay, those are systems. We're doing all the things well, except for the fact that if I ever wanted to move one person from another team to go over here, it was like I was hiring somebody brand new because they had no idea how or why it was done that way. Or worse, my business, not yours, is that we had leads, we had department directors, we had managers, and managers had their own way of doing things. So if somebody on the team was reporting to one manager and then a different project to another manager, they're like, I have to learn the new system again. That is such a freaking waste of time and money.

13:32So if what I'm asking my team to do is to be like, y 'all, 40 hours, the best 40 you ever put in, we're making more, you get more. We have what we call KPIs, key performance indicators. Your data will do the talking. I just want you to look at this and say, I am in the business of me. I am literally talking about how are you optimizing your life? If we look at a project, and this is what I told my team, if we're looking at a project and you see there's details that's missing and you're depending on your manager to tell you the details, ask for them, fill them in, fix the system. Because if you're missing the details over the same set of projects every single time, that's on you.

14:16Your managers and your directors want to fix it. If you see it and you fix it and they notice it and it impacts the amount of clients you take on or how much time you're working, guess what? You're making money. And so that's what I want. And here's the thing. You might not be pushed by money. Not everybody is. Some people are pushed with time. They are time millionaires that if you gave, if you were able to leave work because you were optimized your system 20 minutes earlier, hot dang, good for you. Go home, go home. You want to stack your vacation days and take 10 days off and you were already taken care of, good for you.

14:49But that only happens when all of us collectively will fix the system. So my promise to the team was we'll fix the systems. Are you in? Because what happens when you fix the systems is you're not just rebuilding the business, you're creating new systems to grow the business. I'm not here to help us have more time and energy for a$5 million business. I'm saying I'm spending all of this time and money and efforts so that the same team making all the same decisions get a different outcome. We're still working the same, but we're making a lot more. To me as an employee, I hope you hear that and say, great, that's something that I want.

15:27So growth is coming about creating new systems. Here's the goal. When we create a new system, a new way of doing something that's probably going to drive everybody crazy. That's totally normal. That's totally normal. I'm like, buck up, buck up. People are going to be pissed. There's got to be better ways of doing it. There will be, and you all are going to contribute to it. So the goal is efficiency, quality, and less overwhelm. If you think that there are inefficient systems and you're really overwhelmed with things the way that my team was, I was like, great, we're going to fix it. It's going to require change.

15:56No, no, we just want to complain about it. Okay. That's not fair for me anymore. What happens then is you might prefer the old system. That's totally normal. That is totally, completely normal. However, you're always going to be updating the system there's no such thing as the old system or the new system and you can and you should contribute now this is the real real and forgive me for me coming in without any sort of preference around who i am i'm the daughter of immigrants my father's mexico my mother's in puerto rico i was homeschooled until high school i didn't learn how to read until i was 11 i went to college on a full ride scholarship based on academics and the fact that my parents couldn't send me to school so we just went wherever the money came i have a twin sister.

16:39We both ended up at the same college. I ended up earning a full ride scholarship to UCLA, even though I got accepted to other really amazing schools because my mom had brain cancer. Every step of the way, I just looked up and I was just like, dang, life and its agonies and life and its beauty. I was 25 years old. My mom was 50 years old when she had brain cancer. Why am I getting choked up? Every time I talk about it, my mom is still here with us, friends. Okay. Like, she's good. She's really good. That's right. She's good. She's good. But when you think about those times that were always like the darkest parts of your life and you're like, I can't get up from this.

17:09And then you do. If we don't get up better, we've done it wrong. Our job is a game against us. Can I be 1 % better than I was yesterday? Can I contribute or make somebody else's day on the team 1 % better? I promise you that is going to be the path. And this is what I sat with my team. And I said, I'm going to be pushing some people away. And I love you. And I love you. And I love you. And I love you. They say you shouldn't be a family in business. And I'm Latina, I know no other way. It's just when you're around you and you leave, I'm like, okay, love you. I will probably say I love you. That's not professional.

17:43I get in trouble from our HR all the time. It's just me, but I have to come here and I just have to tell you what the dang truth is. The real talk is there's going to be a new way of doing things. I was talking about what I said to my team. There will be new expectations. There will be new forms of leadership and it's going to make the teams feel this way. Why are they always changing direction? Where are the missing details? Why do I not feel inclined? Why are my context issues? Why am I not having enough time? Until we optimize the system, this will be the norm. And so I just told people, help me make it better.

18:15Help me give you hours back in your day or thousands of dollars extra each quarter based on you hitting your goals. Are you good to do that? I don't expect you to. But if you're not going to contribute in that way, it'll help me find a place for you. So change is the only way we grow. not everybody wants to grow and that is totally and completely okay a real question becomes and this is what i ask my team do you do you want to be here you are agents you have the power and so on that note do you want to grow number one nope my time's good awesome let me know Two, yes, I'm all in. Awesome. Let's go to the moon.

19:02Three, I don't know, but I'm willing to try. Great. The kindest thing that you can tell your managers, directors, and or your founders at any given point in time is, I'm not sure. Good. Let's keep that open. I don't need to be your best friend. Help me help you and you help me. I want to know what are you in control of? you are in control of your words what you say how you come across what i heard walking through your pods your perspective if the glass is half full it is and if the glass is half empty it is you control that your attitude and what people think or hear or say about you and if there is a person who is an energy vampire in the room and you're like, I don't know who it is.

19:55Probably you. Your documentation. How are you keeping notes on what you're doing to change? The kindest thing anybody has ever done to me is keep her seats. If I said, well, what happened here? And then she comes back and is like, do, do, do, do, do, do. I was like, dang, we got to fix this. Not, well, I just felt like very overwhelmed. I don't know what I can do with very overwhelmed. That's a feeling. Give me facts. I could change the facts to get a different feeling. Your documentation. You. You're in control of you. Ladies, you are strong and you are autonomous. And let me tell you, working here, you have a passport to go anywhere in the world that you want.

20:37Choose carefully. I said this to my team and I just came here to say it to you. I believe strong women deserve to be in their places of power, in places and businesses that edify them. Choose carefully. come together as a team, protect your culture and say, this is how we play. And only do one of two things that I came into this room to do, attract the people you want to build with and repel with the people who you don't. So is there any questions you have in my relation to how I'm building with my team? And so I believe here, if you don't cast a clear enough vision with the systems in place, they will not earn the right to trust you.

21:17It doesn't have to be right. It just has to be clear and say, this is it. We're going to make mistakes. We're going to change. The details will freaking change. But this is how we get here. If they don't know that jumping off the cliff, like where it's going to take them, they're not jumping. So the only way that you get on board by saying, I bet on you is the clearer the vision becomes of saying, this is how we're going to get here. Because if you say, I want to get to 10 million and I want to get to 15 million and we're not sure how they're not going to trust you. So what needs to come down is the hard work of buckling down.

21:51I had to go through and say, we have this many hours as a team and this many resources. We're divided too many resources. So what we're going to do is we're going to pause on this arm that was actively bringing in money and had team members on it. I'm going to pause on this arm that was actively bringing in money and put a pause on it and say, we're getting all of our resources and putting it on this one project. Everyone's just like, that's too much to bet the farm and I lost people I believed in it so deeply and I saw the math and I built the systems that I said I know not everybody's going to be here what did I do I opened my Rolodex and I was sending people I was like this person like to another another business friend I said you're at two million this woman helped us get from two million to five million she's a gangbuster in marketing I think you should take her I placed everybody great great Now to this little team that believes in this, let's go.

22:41The business grew, salaries were down, profitability skyrocketed, and the team had vested interest in the profitability. And now when people saw the results, they are so careful. Who's coming on this team? Who's coming on this team? If you ain't making a lot of money, you're going to be affecting my profitability. They come in, they give feedback, they see somebody who's hurt, they don't kick them in the knees. They're like, yo, you need to pick it up. Here's this and this. you want to meet on lunch? Let's do this, this, and this. Why? Everybody's going to the same goal. That's money and that's time.

23:11Thank you. Thank you. Great. So the question was, how were you able to change systems while another system was going? So this is where it, just to be totally honest, really sucks for managers is because they have to keep the wheels that's moving the car while building a new set of wheels over here. And they're just pressure testing. So I don't know how you build up your processes, but we would probably have like sections, right? So let's just say you want to launch something new, or let's just say in this case, we take on a new client. We have like the pre-client onboarding meetings, and then we have another section of vendor selections, and then we have timeline buildings, and then we have fulfillment and logistics.

23:49If we broke down that event in that way, we would only start testing, pressure test the first section. So this is how we used to onboard. This is how we will onboard. It might be very the same. It might be different. and we start pressure testing. Does this work? Where do things fall through? We fix it. Now we say, this is the new way. Then we go into vendor selection. How did it happen? What are we automating? What is the technology behind it? What are the conversations? Who was left out of the loop? Got it. We fix it. Then we put it in here. And so you're just pressure testing each part of the system.

24:18Then when the entire system is redone, we're like, hey guys, the old way and those old KPIs, we don't do that anymore. So what we had a lot of people doing is we had division directors who are often captivating, visionary, fun, baddies. And then you had managers. The new way in the new system is there's an order of operations. But if your division director is hearing something without your manager hearing something, we have a problem. That was just the new system. We had to convey the new system. So pressure testing each part of it, announcing when the whole thing is changed and making sure that everybody, and so this is what we call like a re-offer or re-buy-in.