How deep is your bench?

Great teams have depth. And with a great bench, the options for your business are endless.

I want to directly relate this story to Audigy Group. When I started Audigy, I wanted to build one key person at a time, one key contributor at each function of the organization. The whole point was to elevate that person to their highest level of impact. Once I identified with that individual what they were doing to create the highest level impact, I taught them how to duplicate that with each employee that we hired.

Over a period of time, we mushroomed out as a large organization where we had dozens of leaders who were experts in the thing that they perfected, duplicated through many individuals doing the same job. Through this process, we were able to innovate every single day to create a greater impact for our members. 

Our first finance manager had to learn how to work with our members’ finances, how to structure them, so we could then do peer-to-peer analysis. This was all manually done. Once he figured out how to do that, and convert over to our chart of accounts, and he had build out the system, he had to teach someone else to do it. Then, he had to teach someone else, then someone else. He wasn’t just teaching them to do the work, he was teaching them how to understand the numbers and what they meant.

This is how you create a solid bench.

Which is important because people come and people go. You should never have your business be dependent on one key person at all functions. If you do, you’re setting yourself up for disaster. You want to build a bench of incredible people becoming experts in the same role, duplicating themselves, and creating a greater impact every day.