Which Football Team Has Won The Most Super Bowls Book Summary – The ABC’s of Building a Business Team That Wins – Written by Blair Singer

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Book Summary – The ABC’s of Building a Business Team That Wins – Written by Blair Singer

This book is part of the Rich Dad Advisor family. The ability to build a successful team is a sought-after talent. Think about your favorite professional, college or Olympic sports team. I’m sure hardcore football fans can tell you which teams win each Super Bowl. Can they tell you who’s in second place, maybe because no one cares? Building a great team is by far the most difficult part of business. You deal with unique personalities, qualities, and skill sets. So the question is, how do you do it? Blair answers this question in the book.

Why is this important to me?

I will try not to waste your time. You are either part of the losing team or the winning team. This is it. If you were ever a part of a winning team, then you can still remember the connection, the camaraderie and the code. If you look at the most effective teams, they all work within a code of honor. This is important for team unity. The best example of this is seen in the US Marine Corporation. These guys have to work under the same code or they die. It’s that simple. Semper Fi – “Always Faithful”. Blair’s book is concise and to the point. We explain creating a Code of Honor for your team.

Why a symbol of honor? In the absence of rules, people make their own rules. The best way to avoid chaos, conflict, and imbalance in any group is to make sure everyone plays by the same rules. The code brings out the best in everyone who subscribes to it.

Mission-Team-Individual – This is the order of the code. When people agree, then you have the foundation for a championship team. If you don’t believe in Mission-To-Individual, then just imagine if the individual or the team came first. Individual Bernie Madoff and Enron put their executive team first. See what happened. If the Marine Corps put individuals first, we would not have our freedom today.

Recruiting the right players for your team is essential. The old adage that people are your greatest asset is not true. They must be the right people. I can tell you that my biggest costs and losses in business have ALL revolved around hiring and recruiting the wrong people. If I had gotten this skill right, I could have been on a small pension in my early 20s. I can say that over the years I have spent more than seven figures on the wrong people. That doesn’t include the heartache, counseling, and other misery that comes with having the wrong people on your team. I urge you to learn this skill because it will save you heartache. It’s cheaper to burn $100 bills than to have the wrong people on your team. LEARN THIS SKILL NOW!

Q – How do we get the right players for the team?

1. What kind of energy do they have? The highest energy wins. If the person has low energy, don’t hire them.

2. Do they want to win? This is very important because if they don’t, they don’t have it for the team.

3. Are they ready for someone else to win?

4. Are they personally liable?

5. Are they willing to obey the code?

6. Do they have a unique talent or ability?

Don’t hire to fill a position. It costs a lot. Blair discusses his Results model and the focus on results means it’s too late. Focus on the chain that produces results and good things happen. How do you create a code of honor? This is addressed in the book, and I’ll explain a sample code here:

1. Never abandon a teammate in need.

2. Be prepared to “ring and ring” when cracking the code.

3. Celebrate the win.

4. Be on time.

5. Keep all agreements and clear any broken agreements as soon as possible.

6. Direct transactions.

7. Be responsible

8. Be resourceful

9. Never let personal things get in the way of your mission.

10. Be loyal to the team.

11. Commitment to personal development

12. Do not seek or ask for sympathy or recognition

13. Everyone must sell!

One of the most important components of championship teams is breaking the code. This is the hardest part of the whole process. Think about it – you create the code, you hire the right people, and then what happens… If the team doesn’t execute the code, then the whole process breaks down. Everyone should call out code violations, even if your boss is breaking the code.

I hope you found this brief summary useful. The key to any new idea is to work it into your daily routine until it becomes a habit. Habits are formed in 21 days. One thing you can take away from this book is the power of teams. I wasted a ton of time, energy and money trying to figure out the true power of teams. You can spend 15 minutes a day leading and influencing and it will pay exponential dividends for you in the long run.

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