Outputs over hours

In this episode, I dive into what it really means to try and be a good boss to my membership team.

I share my personal experiences, challenges, and the mindset shifts that have shaped my approach to leadership in a growing and virtual business.

You'll get a behind-the-scenes look at how I balance flexibility, accountability, and compassion with my team, plus the practices and policies that keep us running smoothly.

Whether you already manage a team or are just curious about what goes into building a positive work environment, this one’s for you.

In this episode:

1. How do I balance being a leader without falling into the trap of thinking I have all the answers or micromanaging my team?
2. What approach do I take to measuring and rewarding team performance—do I value outputs over hours worked?
3. How can flexibility and compassion be integrated into daily team management while still maintaining high standards and results?
4. In what ways do I foster a transparent, supportive, and growth-oriented environment for my team members?

Thank You For Listening

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Key Quotes & Takeaways:

"I focus almost entirely on outputs rather than inputs. I don't want people showing up for their 35 hours, being chained to their desk from nine till five every day, and me using that as the measure of them doing a good job."

"I very openly encourage people if they've got questions about anything, even if it's not related to their particular area and the business, to just come, just ask."

"You shouldn't be reaming someone out ruining their day, making them fearful for their job because they made an honest mistake. And I think defaulting to the stance that nobody wakes up in the morning thinking, I'm going to screw up today."

"Every time I do a staff review, I always end up making the comment of like, this feels like it should be harder. It feels like I should have stuff to tell you off for or stuff to tell you you need to improve, but you're doing incredible work. You're such a great asset to the team."