The Jasmine Star Show

How to Lead a Team When You Didn’t Plan to Be “The Boss”

• Jasmine Star

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I didn’t set out to be a leader.

I set out to chase an idea. Then the business grew. Then I hired a team. And somewhere between “I’ve got this” and “How did we get here?”… I became a leader.

Spoiler: I wasn’t very good at it.

In this episode, I’m sharing the uncomfortable leadership mistakes I made (including the time I avoided accountability because I was afraid someone would lock me out of my own systems… yes, really).

This year, I decided that if I want to build the next level of my business, I have to become the next level version of myself. From hiring a Sales Director and CFO to investing in leadership training, everything shifted.

The biggest lesson? Integrity isn’t a buzzword — it’s doing what you say you’ll do, by the date you say you’ll do it.

Leadership isn’t about being perfect. It’s about being intentional.

If you’re building a team, scaling your company, or stepping fully into your CEO role, this episode is for you.

Click play to hear all of this and:

[00:00] Why Most Entrepreneurs Accidentally Become Leaders (And Why That’s a Problem)

[04:30] The Cringe-Worthy Mistake I Made When I Avoided Accountability

[10:15] How to Onboard a Leader Into Your Culture (Not Just Their Role)

[18:40] Integrity Defined: Doing What You Say, When You Say It

[24:55] What Happened When Our CFO Started Interviewing Us

[33:10] The Honest Leadership Coaching Session I Almost Didn’t Share

Listen to Related Episodes:

Connect With Jim Zartman:

📧 Join my Newsletter for a weekly cocktail of insider business strategy, personal reflections, and the journey of being a thought leader: https://jasminestar.com/newsletter 📧

For full show notes, visit jasminestar.com/podcast/episode628

Jasmine Star 00:00:00  Over many years of entrepreneurship, I have discovered that few people really set out and intend to be leaders. Most people like me like we have an idea or a passion, and then we create a business. And then that business became so successful, or maybe it grew so big that it became impossible to do everything on their own. So they just like me. We cautiously build a team. But I have to be honest, unless you're very intentional about it, you just like me, just kind of stepped into leadership. And then we crossed our fingers and we're like, oh, I hope it works out. And then one day you realize you have no idea what you're doing. No idea how to effectively lead a team. And you make a ton of mistakes. And it's at that time where you realize that leadership is learning, like how to play an instrument, or learning a different language or a new skill. Leadership has to be learned. And even if leadership doesn't come to you naturally, well, maybe it does, maybe it doesn't.

Jasmine Star 00:00:50  You can always learn how to get better. One of the first people I hired was so good and so knowledgeable about her role that she simply started doing things like, hey, how she thought best and then she didn't share details with me. And then she hid her mistakes when I discovered that she had made them. So you know me, the strong leader that I am, instead of addressing them straight forward and right there and then and immediately I coward. I was just afraid. I didn't want her to think I was mad, even though I was. I didn't want her to think that I was holding her accountable, even though she was accountable. And I didn't want to make her feel like she doesn't like me because. And this is totally embarrassing. I was afraid that she would lock me out of my own systems. Okay, like it's so skewed. She had the ability to change all of my passwords, and I was afraid that she was going to be vindictive. I know I could just feel you right now through the internet and you're judging me.

Jasmine Star 00:01:45  I feel the same way. It's totally okay. I'm judging myself too. Okay, looking back at this, I totally cringe. It was terrible of me not to hold my standards and speak my truth. It was terrible for her to think that I didn't have a backbone as a leader who struggled leading. I have learned so much since then, and I've actively read and I've listened to podcasts, and I invest in ongoing leadership training. In fact, what I'm about to share with you is a very candid conversation I had with a leadership consultant. Okay, so let's just be clear. I'm not wearing makeup. I was at a hotel and I did not think I was going to share the recorded conversation. So I was painfully honest, and it was painfully obvious how awkward I was when I spoke about what I was struggling with. But this show isn't about me. It's about you. So before I show that conversation, I want to share three intentional lessons that I have learned that I've really honed in since the start of the year.

Jasmine Star 00:02:40  So let me back up for a second. At the start of the year, there were three convergent things in my life that happened, and they opened my eyes to see what I've learned and how I've grown. Okay, so first we hired a sales director, hired a new CFO, and I invested in a leadership consultant to do a deep dive with my leadership team. Okay, so in a previous podcast episode, I shared how specific I got when it came to recruiting the sales director, the hiring process, the onboarding process. So I will link that in the show notes. But to get very detailed, I assigned the person who was training her, training her new sales director to have 30 minute conversations focused on the culture of Jasmine Star brands. So I'm going to pause there, because getting somebody on board to know what to do is one thing. Teaching them how we behave is another teaching them our culture and what we uphold entirely. Something else. So between her training and my conversations with her, she wasn't going to understand how we do things, but who we are as we do those things.

Jasmine Star 00:03:46  I've taken all of my experiences, and I've challenged myself and the team to onboard this new leader, to the team, to play at our level, to hold our standards, to take ownership of the department. I've learned that leadership is a mix of things, but for me, integrity is very important, and I define integrity as doing what you say you're going to do by the date. You say you're going to do it. Like it's just one thing to say that, like, yeah, I'll get it done. Yeah, this is my deadline, I'll get it done. And it's entirely different thing to model, to teach it and lead through that. Because for me, I want a team that is going to do what they say and deliver it. When they say they're going to do it. There's too many people who depend on your integrity, who depend on your word. So, you know, what we wanted to do was to onboard that. Sales director and the team looked at her first 30 days as a way to show her how we lead.

Jasmine Star 00:04:41  Okay, so here's a simple example. After a leadership meeting, I outlined the action items like what were they? And then I asked her when I could, number one, expect an update on her research and her thesis, and two, expect for the initiative to be complete. I flat out, I told her, hey, we don't just look at things in arbitrarily assigned due dates. We walk in integrity and do what we say by the time we're going to do it. Why? To get it done. Why? Because the team is waiting on her and the department's completion. I was straightforward, I was kind, and I was very clear. Then the rest of the team modeled what it look like to work in integrity as proof. We all walked the walk. I could never ask her to do something that we weren't doing in other parts of the business. A few weeks later, we onboarded our new CFO and a crazy thing happened. He onboarded us too. So this is the first time this has ever happened.

Jasmine Star 00:05:36  And I absolutely loved his gusto. Okay, my CFO and I, we met with him and we were doing annual forecasting because he had just come on and we had been forecasting for a while, and we were working with a previous CFO, and now we wanted him to come on and say, this is what we've modeled, this is what we've come up with. Speak into it. So before we begin, he asked us a list of questions to expedite, like how quickly he could understand our working and our communication style. He asked a mix of questions and like they were ranging from on a scale of 1 to 10, how systems oriented as a team. On a scale of 1 to 10, how direct is your communication? And I was like, it's a level 13 bro scale of 1 to 10. What is priority for profit? And it was incredible for a few reasons. I learned how intentional and how excited he was to learn about the team. It was also amazing to hear how different we were.

Jasmine Star 00:06:28  Very different, but we were also in sync. Like, my CFO would answer the question and I would answer the question and what? I realized that we are very different and we see things in two different perspectives, but we're very much in sync, not just on a business level, but on a human level. We are quite literally the yin and yang, but we make each other stronger as we lead the team. And the CFO saw it immediately. Okay, now let's go into the third thing that's happened since the top of the year. That's really helped shift my relationship with leadership and how I've progressed is a little bit after that. After we had onboarded successfully our CFO, I was lucky enough to hire Jim Altman of The Art of growth. And what he was going to do is he conducted leadership training with myself and the team. So his work and his approach, they're going to be rooted in Enneagram, specifically, how different types of people work and how they lead together. So Jim has worked with massive Silicon Valley companies and government agencies and entrepreneurs all around the world.

Jasmine Star 00:07:25  And I found him from a recommendation from my financial planner. And then I dove headfirst. I'm like, I'm gonna figure this guy out. So I listened to all of his podcast. I was reading his articles, and when he agreed to work with my team, I was so happy. I was so excited. I was like, okay, Jasmine, you're going to show up. You're going to be professional. You're the lead the leaders. So he met with each person on the leadership team for a one hour interview, and then he worked with us over a series of trainings as a group. Now, I'm not going to talk about the team trainings right now. Maybe I'll do it in a future episode. Like let me know if you like this style that I'm just going to show you. Like, send me a DM on Instagram and tell me that you like it, because then we can do more of this as I am investing heavily into our leadership training. If we would like to share that on behalf of the podcast, let me know.

Jasmine Star 00:08:09  Okay, but what I am going to share and what I'm going to focus on is with my one on one with Jim. And I'm sharing it mostly because it threw me for a big loop at the end of our initial interview. Jim looked across the room and he said, Jasmine, I know you've taken a lot of like Enneagram tests before and you're classified as an Enneagram three, but I have strong reasons to believe that you're not. You're in Enneagram seven. Okay, okay. Okay. So listen, this is an episode focused on leadership. So I'm not going to get into Enneagram specifics, but just please know for the sake of this conversation that threes and sevens are different. Three and sevens are very, very different. And I was shocked. And then I was confused. I really couldn't reconcile what I had heard because I was like, I think I'm deaf in my left ear now, brother. So I pushed back, I explained, and then I explained why I disagreed. I was like, no, you're a little confused here.

Jasmine Star 00:09:03  It was at the end of the call and I just felt really confused. But Jim insisted that we get on another call before we had the entire team training, because he wanted to make sure that I could move forward confidently with all of the rest of the trainings. And I was like, oh my God, I can't even believe this. I literally was like, who am I? Am I misidentified? How does this show up in my leadership style? So when the call ended, I immediately called JD, okay, my husband, I'm a business partner, and we went back and forth because JD didn't agree with Jim either. I was like, isn't he tripping? JT like he's tripping. I was like, he just don't know. He don't know. And then what did I do? I listened to the recorded call. So I had recorded the call with it, and I listened to it and I watched it again. And then I read insights from Jim's content, and I just decided, Jasmine.

Jasmine Star 00:09:50  You're paying him a lot of money. What would it look like to explore this new aspect of my life? If becoming a better leader is about self-discovery, then there was no better place to start than right there. So two weeks later, we had scheduled another call. It was going to be brief call before the team training, so Jim wanted to know, Jasmine, how have you been processing? How are things going? And he's like, what's come to the surface for you? And to be totally clear, we hadn't even officially started the trainings yet. He was simply checking in on me. How are you doing? And that that is leadership holding me accountable to change and also holding space for me to challenge, doubt and grow from every single learning. But what happened on the call was a little unexpected. Jim guided me to verbalizing with my words what I needed to identify not as a strategy, but as a purpose for what I was building, why I was building it, and what I needed to believe before I could lead my team to new, big levels.

Jasmine Star 00:10:53  I'm about to share with you a bit of that call with you right now, but before I do, please know I'm gonna say it again. I had zero intention of this call ever being made public. I've said it before and I will say it again. I looked hard from the floor up. Okay. Like, I just I was just like. It looks like I rolled out of bed. I wasn't intentional, but clearly it didn't show how intentional I was on zoom. I wasn't wearing makeup. I was sitting outside of a hotel. I was about to go and work out. I was awkwardly honest about what I was feeling at that time, and even though I don't want to share it, I'm going to share it because I hope it will help you grow your team, and I hope it helps you grow as you step into leadership. So for now, me and my no makeup face, let's get into that video now.

Jim Zartman 00:11:36  Oh, did it start recording again?

Jasmine Star 00:11:38  Yeah, because I think when I got off of it, it stopped recording.

Jasmine Star 00:11:41  So I just wanted to make sure because I literally do go back to the recordings and I listen to the audio because I'm very visual. I have a harder time distilling BS for myself when I could see myself. And so when I just hear the audio, I just I can hear I was like, oh, that inflection in your voice, like, oh, this like, oh, why did you say that? So hearing myself in third person is like very helpful for me to understand myself.

Jim Zartman 00:12:07  Got it. Because you're removing some of the, sort of the cosmetic aspect of it. The, the thing I have to put on and this is, I think, one of Joel's great questions that he asked people, which is like, what parts of yourself did you have to exile in order to be successful, to do the things that you wanted to do? Oh, which voices did you have to silence? And so I think this is why I don't find like, I've worked in so many different arenas now with people at like all levels of like government, all this stuff.

Jim Zartman 00:12:36  And I'm not impressed with anyone anymore because I'm like, at the end of the day, we are all just people like and we like there's nothing like we're all just trying to figure this out there. There's no like no one has ever figured out how to. Be you. And so, like a lot of times, whatever it takes to help to hear yourself is great, because there's we're always in this tension between the person that I need to be to do this thing. Because if you were completely nuanced and fully yourself in every single aspect, like it wouldn't make sense to people. So you curate something specific so that it's digestible so that it brings people into what you do. It's awesome. But then there's the time to go, okay, but the becoming the person who is becoming, who wants to be the a whole, a full, immersed version of myself that I can experience for myself. That has to be the fuller picture. Which is why when you hear yourself, you can hear the inflection.

Jim Zartman 00:13:40  You can probably go, oh, oh, I can see there's a little too much try there. I can hear where I was like a listening I was I caught myself entertaining, you know, there's those little things that Seven's can catch themselves do when they do it. And it's all like, great. Like, we love that about you. It's a wonderful thing. But it's also like, hey, I see it. Yeah. Right. Yeah. How does that hit you?

Jasmine Star 00:14:04  I'm more open to receive it. I'm more open to receive. I'm more open to explore it. And, you know, I wonder, I wonder if so much of my progress getting to this point in my life and career has been, maybe like a matter of acceptance of, like, who I am. And so I'm like, I'm not going to fight for a former version of me, and I'm not going to fight for a definition or classification. I'm just going to be. And if what in front of me is this new opportunity to know myself in any way and lead my team in a new way, yeah.

Jasmine Star 00:14:35  Let's go. And so that's I am definitely open. And so I'm like, okay, yeah, let's talk about let's talk about me as a leader. Let's talk about how I amplify each of my team members strengths, and then how do I look at myself in a new way? How do I how do I just embrace it?

Jim Zartman 00:14:50  Okay, so you said you just did these masterminds, you did this talks like, what's your superpower when you're up there performing? Is performing the goal or the strategy?

Jasmine Star 00:15:00  Strategy.

Jim Zartman 00:15:02  So what's the superpower? What are you using the performance for?

Jasmine Star 00:15:06  To make people believe I'm a conduit for belief and belief. What in themselves.

Jim Zartman 00:15:12  I deeply believe that any work we do, we do it in the pursuit of our own healing. Oh.

Jasmine Star 00:15:21  Wow.

Jim Zartman 00:15:22  So what are you saying? That you know, you need to hear.

Jasmine Star 00:15:27  That I trust myself. That I believe that I can accomplish and achieve what I like. What it's like deep in medium. Like, I see it.

Jasmine Star 00:15:37  Like I see this future. I see this thing. And it's so stupid. Like, there's no. There's no reason. There's no reason why it would work. And then I just believe I do. Against all odds, I do. And so I guess at the end of my life, I don't want to look back and be like you. Poor girl, you stupid, poor girl. But I'm the kind day's Jim. I look at my life now. I'm coming at you from a hotel I once dreamt of stepping foot on. And now I get to stay here. My dream, my life. City is so much bigger than I ever let myself believe or dream. So why am I stopping myself from believing that this level of impossibility is just like a step of many levels of impossibility? It's like the person who keeps me down in myself and I'm like, I don't, I don't want to do that anymore. See, these are like therapy sessions. Like, we're not talking about any ground.

Jasmine Star 00:16:33  It's a therapy.

Jim Zartman 00:16:35  What's. It's you. It's the core of you. And that's the. That's the same thing. And it's that. How do you release that? Yeah. And is there anything else that comes to mind if you were to sit with that and go? When I say this thing and there's this thing, you know, because everyone, everyone who speaks, you know, we speak publicly. There's certain phrases that we tend to use that are our little catch, phrases that are little things that we go. When we say them, we still feel them again.

Jasmine Star 00:17:02  So over the last week we just did a lot in a week. And what I said that resonated in multiple ways and on multiple fronts was we are responsible for the effort and not the outcome. I also said you wouldn't have been given the dream on the inside of you if you didn't have the capacity to achieve it, or at minimum, pursue it. And then like the third kind of like common thread that I tell people often is, you know, it's better to live with failure than regret.

Jasmine Star 00:17:34  And like those three tenants seem to be a thing. Like where I'm speaking to seven figure founders who are scaling to eight. And I'm speaking to people who are trying to get consistent ten months. Right. Like the chasm between that person and this person is so starkly wide and yet it resonates. And then I'm just basically saying to myself, yeah.

Jim Zartman 00:17:55  But that's the thing is, you're doing exactly the thing you should be doing to generate it, which is right. I remember hearing years ago, we need to be reminded more often than we need to be taught. So what you're doing every single time you're doing that you're enforcing that voice. Great. More great in in yourself. And as you reinforce it in yourself the overflow is to others. Because if it's happening through you, it's already happened in you. Maybe you don't always appreciate it. Maybe you don't always accept it or acknowledge it. But like that's the fact of the matter is that it couldn't be happening through you if it hadn't already happened in you.

Jim Zartman 00:18:37  Ooh,

Jasmine Star 00:18:39  I agree.

Jim Zartman 00:18:41  Right.

Jasmine Star 00:18:41  Right.

Jim Zartman 00:18:42  But it. There's certain things that we all need reinforced. Because there. I don't know, you're going to call them lifelong lies or lifelong beliefs or whatever that we're, we're confronting like some people. Like, there's just they they don't question themselves at all. They don't they they they don't struggle with this or that, but they struggle with this other thing. And so their work is often reinforced and strengthen the healing of that thing within them. Right. And so this is something you're doing that is both a gift to yourself. And then whatever the gift you need to give yourself, you're naturally going to give to others. And that means that's one of the ways you actually know you're in the right work.

Jasmine Star 00:19:27  That feels good. That feels good. Like it hit hit like Rosie. And I think that one of the things that I'm having a hard time just like right now, like internally, just like flipping over, is you had said you couldn't teach it if you hadn't.

Jasmine Star 00:19:39  What did you say?

Jim Zartman 00:19:40  It's happening through you, and it could not have happened through you if it had not first happened in you.

Jasmine Star 00:19:48  Right?

Jim Zartman 00:19:48  So it has to happen in you. Go ahead.

Jasmine Star 00:19:50  The thing I keep on flipping over in my head is just allowing myself to accept that it happened in me, right? That it happened past time.

Jim Zartman 00:20:00  Because that's why I was giving the evidence. You've seen it happen through you.

Jasmine Star 00:20:04  Yeah.

Jim Zartman 00:20:05  Nothing happens through you if it hasn't happened in you. Sometimes we think we give way too much credit to our cleverness. We're not that clever. You ever watched a performer on stage and you just kind of cringe because you're like, you don't believe it. Like, I don't believe you because I can hear you thinking, like, I can feel you trying to convince yourself that you should be up there, and then other people that get on stage and that you just have this, oh, it's okay. They are freeing me of concern because they're fine. It's.

Jim Zartman 00:20:40  It's that. That's what I'm saying. It's like we're not that clever. People don't buy it if it hasn't happened in us. So that's what I'm saying. You have to look at that as that is actually evidence, because you're not actually smart enough to fool people. They can see through it. Crowds get up there, and if they connect, if they experience something, that means it's something that has happened within you. It may be ongoing, it may be growing, it may be deepening, but it has happened. It is in there. Otherwise, people would just go watch you and they would have that feeling of like, nah, too much try.

Jasmine Star 00:21:18  I receive that. I didn't know that. The thing I needed to hear today. Thank you.

Jim Zartman 00:21:24  Cool.

Jasmine Star 00:21:25  I feel like I'm a, I'm a blooming onion slowly coming open slowly.

Jim Zartman 00:21:31  A blooming onion. Sorry. That's like a is that an old Applebee's dish?

Jasmine Star 00:21:38  Questionable places that you end in, like the middle. In the middle of nowhere.

Jasmine Star 00:21:41  Yeah, yeah, yeah.

Jim Zartman 00:21:43  I grew up in the Midwest, so you have a lot of that. But that's what you eat. That food in your 20s. If you eat it after that, you're kind of like asking for trouble.

Jasmine Star 00:21:51  Speaking of asking for trouble, how did my team respond to their,

Jim Zartman 00:21:56  I was going to ask you how the team would respond. I when I got, who did I. I had the last person yesterday. Who was the last Katie had. Katie. Hey, it was my last one.

Jasmine Star 00:22:05  Okay.

Jim Zartman 00:22:05  And I was like, did you. Have you heard anything going in? And she's like, oh, yes, I've just heard, like, we're not going to give it away. Like, you just go and just experience it. You'll you'll have a great day. But just like I don't want to give anything away. They were like like they didn't want to spoil a good movie or something.

Jasmine Star 00:22:19  no. Like the sorcery that you do. Why would we give anybody else a leg up? It's like, no, go in.

Jasmine Star 00:22:25  Don't be strategic. All of us are very thinkers. Like, we're very high thinkers. And so and so you don't want to over strategize. And so everybody knows each other well enough to say no, no. You're going blind, baby. You're going in blind?

Jim Zartman 00:22:37  Yeah. They're great. They're great people. I really enjoy talking to all of them. You it. It doesn't surprise me. So. Okay. Just from the outside, looking in, like type sevens tend to marry two types more often than others. And they tend to hire certain types more than others as well, especially if they want, depending on their instinctual stack. So like your instinctual stack being hunter teamer and then low and farmer, your entire team is farmer dominant. I sent you all of that tonight.

Jasmine Star 00:23:12  When did you send it to me?

Jim Zartman 00:23:14  Just right before the meeting. I said, okay, okay.

Jasmine Star 00:23:16  I come from another.

Jim Zartman 00:23:17  Team, your entire team and all their types and their instinctual stacks, and every single one of them tends to be they are strongest in your weakest area.

Jim Zartman 00:23:28  So I'm like, yeah, it makes a ton of sense. And three out of three of them are ones.

Jasmine Star 00:23:33  Oh yeah, I love me. Some ones I harvest.

Jim Zartman 00:23:36  Oh, I bet you do. Because I'm like you. You. You've hired exactly the antidote to all of your weaknesses.

Jasmine Star 00:23:45  I can't tell if that is that. Is that okay? So it's smart, okay? Because I was like, dang. Yeah.

Jim Zartman 00:23:50  Well, I mean, the worst thing people do is hire themselves, right?

Jasmine Star 00:23:53  Oh, God no.

Jim Zartman 00:23:54  Because then they and they're like, oh, I don't need more me. Right. But you specifically hired, like, to outsource all of your what would typically be the weaknesses. So you've got real farmer instincts and type one. So you have body action oriented people, which is what you want. So things don't stay in ideal world and that they are all like they want to get things right and they want to button things up. They want to get things done.

Jim Zartman 00:24:21  And they have a really strong structural organizational instinct, I think. Yeah, all of them had that as their dominant, even if they're the the other two in their stack were different, but I mean straight up dominance.

Jasmine Star 00:24:35  Wow. Oh, yeah. Wow. Amazing. So? So. Katie. Jade and Crystal are one.

Jim Zartman 00:24:46  Yep.

Jasmine Star 00:24:47  And then what's Rosie six. Very good to know. Yeah, very good to know. Okay.

Jim Zartman 00:24:58  Throw them in the chat here. You can see your life. You can see their full stacks and everything. But yeah, a lot of type one and then type six. So you have all the toward what we call the toward energy or the dutiful energy of wanting to like get things done, wanting to get things right. Wanting to there's a bit of a pleasing kind of element. And it actually if the one is the boss, the seven, there's a lot of frustration because then they end up feeling like the parent. But when the sevens of the boss, the one tends to work a lot better.

Jim Zartman 00:25:27  I was laughing because a lot of sevens are either married, you know you have this triangles on the Enneagram and I've seen so many times they're either married to ones or fours. There's a lot of that movement happening. So the most frequent for a seven are those lines. And then the second most frequent is on either side of them, an eight or a six. And it goes in like stacked orders. So like most common, do you know your husband's type?

Jasmine Star 00:25:53  Yeah. And I mean, now I feel like I'm, I'm doubtful in any sort of assessment on my own. But Caitlin met my husband because Caitlin Carlson spoke at my mastermind, and she turned to me and she's like, oh my God, he's two. I was like, I know, like he's a third too. Oh yeah, oh yeah. Okay, I know.

Jim Zartman 00:26:09  That's a less common, less common pairing, but yeah, that's funny, that's cool. So she out there?

Jasmine Star 00:26:15  no. Caitlin. Oh, no. Well, we have for the mastermind.

Jasmine Star 00:26:18  It's virtual, and then we have in-person events. She came to one of our in-person events to speak.

Jim Zartman 00:26:23  Oh, that's so cool.

Jasmine Star 00:26:24  It was awesome. She killed it like she killed it. It was amazing. It was. It was awesome. So type six I'm very familiar with type one. Type six The Loyalist or is that how you classify them?

Jim Zartman 00:26:36  We typically have used that, but there's we had several people recently at a with a corporate kind of thing. They thought in the modern culture they didn't like the term because it felt too kind of like being blindly loyal. So we've been using the term the supporter because that's really what they want. They want to give support and receive it. So like they're they're entirely motivated by security. Like, am I going to be okay and are we going to be okay and support. So how do I support you? How do I give that. Because that's what I'm hoping to receive in exchange.

Jasmine Star 00:27:10  That's so good to hear because she's had a client success.

Jasmine Star 00:27:13  And so I think that I feel more attuned or honed in to understand how we might be able to support her since she goes in and support so many people. Like, she she supports our coaches, who supports our clients. And so, Yeah, that's good to know. Very good to know.

Jim Zartman 00:27:31  That might be, I don't know if you if you ever expand and you add a I would add a teamer to that role if possible, because you don't have anyone who's dominant teamer.

Jasmine Star 00:27:40  Now describes me the difference between the farmer. So the farmer is more systems.

Jim Zartman 00:27:45  The farmer system structure the hunter. You risk opportunity there. The the teamer is the how do we make all these people work together? where do I connect need to resource. So they're super tuned into, like, the crowd and like a whole a holistic picture as opposed to individuals. So, like, Rosie has it. Second, as does I think one other person. Krystal. Oh and Katie. Yeah they did they all have it a second.

Jim Zartman 00:28:11  Yeah. Jade's interesting. What if Jade do.

Jasmine Star 00:28:15  She's our CEO.

Jim Zartman 00:28:17  Okay. So she's who does she primarily like work with and interact with.

Jasmine Star 00:28:22  Me.

Jim Zartman 00:28:23  Okay cool. That's fine then you don't have to have high teamer unless you're you just don't want someone to be low teamer who's like constantly overseeing a group of people and like having to tune into like a group of people because they, they tend to not have the, the full the like the broader picture in mind. So the what the, the teamer does is see the broad spectrum, the broad picture. That's what they tend to specialize in. So almost all companies are launched by hunters and then they are stabilized by farmers. But then they scale because of teamers.

Jasmine Star 00:28:59  Oh yeah. This is great because, Katie's a team are like I mean, yes, I know that she is a farmer. Yes, 100%. She's the person on. She's the person on the team who would absolutely be. She's a very strong, very strong team. Her big picture and very attuned to dynamics.

Jasmine Star 00:29:15  Yeah okay. That's cool, that's cool.

Jim Zartman 00:29:18  yeah. She's cool. Like, she's really like a solid. Yeah. She seems like a really solid, trustworthy person. Yeah. She's like, I know it's I'm always so cautious with this ground, but like, there is just I've had enough experiences that like, there isn't really a line between the professional and the personal. So when people have that who if they're going to be creating stability for the company, it helps a lot actually, if they create stability for their own lives and you and you can see that they've done that with their surroundings.

Jasmine Star 00:29:54  I agree, I agree. I think that if there was, we call it I mean, thank God there's not an HR call. we call it the the Katie test. Does this person and this person support Katie, get along with Katie, emulate Katie because Katie balances this very, very like strategic side of her but a very, very human side, a very human company. And so she's consummately kind professional.

Jasmine Star 00:30:21  But she can close down. She will hold you to that. She supports herself to that standard? So like everybody in the organization. So. Yeah. Like this is great.

Jim Zartman 00:30:31  Great. Yeah. But a lot of people who are ones like they hold people to a standard, but if they if they're like low in the teamer and they're trying to hold people to standard, they can be kind of blind to like how it's coming across. But like because she has that team in the second spot. Like they have a warmth to them. Like a team are in that second spot. Like Crystal has that team in that second spot too. But it's like there's figuring out other aspects of life, but they're still going to have a little bit more of that warmth. Whereas someone lower in team or sometimes people, they don't tend to be as warm, but they're still like super good at certain tasks and they still have high standards. They're still excellent at structural stuff. All that's totally good. But, you know, those are.

Jim Zartman 00:31:12  But if they don't bring up the baseline team where they end up frustrating other people. So it's like one of those things, whatever our lowest is, like we at least need a baseline or we need a strategy for compensating for that. Like you, you've hired it out. That's what I have to do, I have to I hire people who are much better organizational than I am. Joel, my partner, he is completely incapable of it. I'm like, oh, you mean like that $50,000 payment we haven't gotten just because you've been ignoring the emails? Because they were supposed to come to me like, yeah.

Jasmine Star 00:31:46  Yeah. Oh, man.

Jim Zartman 00:31:48  Oh, I thought that was I didn't think we were using that system because of this thing. And so I didn't I just just deleting those emails. Yeah. Stuff like that. Good times.

Jasmine Star 00:31:59  Okay. So anything that I need to know I'm going into our, our group call.

Jim Zartman 00:32:05  So our first group call is on the instincts. And so I think like just you having this in the back of your mind, I think you'll be able to like absorb more in the moment.

Jim Zartman 00:32:14  And so and I can I just sent you just now, like, a few seconds ago, what I was describing to you with your specific stack as a seven, like what that exactly looks like. I could do that for all of them with that kind of information. Or I could just email the whole team with all that if you want. That gives you the kind of that rundown that I was.

Jasmine Star 00:32:35  well, based on what, you know, of the team and now, you know their Enneagram and their stats. Like, I would prefer that you do what you think is best for the team.

Jim Zartman 00:32:43  Yeah, it's good to look at it holistically, I just don't I'm always debating whether to send it ahead of time or just to have the experience first. I think with this group it might be better to just have the experience first and then like get the report on the back end, because otherwise they might get in their head about it because I mean, yeah, that's the problem with words on a screen.

Jim Zartman 00:33:03  They're so cold. And it's like in conversation you get like like it's all great. Like every single person has like these incredible gifts. And we all have stuff that can get in the way. And then I've seen so many things. They hyperfocus on the stuff that gets in the way, like you need to fix that, but you can never really do better than a baseline competency at your weaknesses. And the more time you spend on them, the less time you are in your superpower. So I'm not for that. And so I don't want people to like look at especially type ones. They're going to scroll down to like what's my weakest instinct? What's what would I not do. And it's like, no, you can't use the type to fix the type. Right. Like, I gotta improve this. No. It's like no, no, it's like live here 80% of the time, right? So you should never be in your lowest instinct more than 20% of the time.

Jasmine Star 00:33:50  Okay, well that's good.

Jasmine Star 00:33:52  Great. Yeah. That's great.

Jim Zartman 00:33:54  No, but.

Jasmine Star 00:33:55  If there's something, if there's something to be like, something to be said that if you're staying in your type too much. Is it wrong of me? Like, I spend most of my time being a hunter.

Jim Zartman 00:34:04  That's where you should be.

Jasmine Star 00:34:06  Okay.

Jim Zartman 00:34:07  Okay, yeah. And then you're going to dip in with the team to make sure that everything is not falling apart. So you're, like, making sure that everyone's connected. They all have what they need so that the whole thing can thrive. And then you go hunt, you get up on stage. You give the speaks. You give the. You talk. You give the ideas. Like that's. That's where you should be. And you shouldn't be like. The only thing you talked about getting into, I think you did talk about getting into the details a lot and contingencies and ideas and like dut dut dut dut dut mitigating risk and all that. That's a lot of farmer stuff. And you shouldn't be spending more than 20% of your time there, because that's just like a hyper focus on what you're not.

Jasmine Star 00:34:50  What's not.

Jim Zartman 00:34:51  And you have enough of it around you.

Jasmine Star 00:34:53  I do have proof. Now I have proof.

Jim Zartman 00:34:57  Yes, you got the you got the data on it.

Jasmine Star 00:35:00  Okay, Jim, I'm looking forward to our call. And I just want to say thank you. Not for, like, the types or the stats, but for to something that I needed to hear today. Why am I going to cry? I am not even a crier, Jim. I don't cry like I'm like a gangster here. It doesn't.

Jim Zartman 00:35:16  When you talk about you, you've cried. You've cried in every conversation we've that.

Jasmine Star 00:35:20  It's you, dude. It's you. I get around you and I'm, like, introspective and, like, questioning my existence and purpose. And am I stepping into it? And so are you. Just said things, and I'm just happy that you allowed me to record it, because I actually do need to hear it, and I need to hear it away from being, you know, on call, on camera.

Jasmine Star 00:35:39  And so it hit deep. It hit deep. Like, I feel like if I never spoke to you again or had another call like it served in, like, massive ways. And so the fact that we do get those other calls, I'm just very thankful. And so I will approach those calls very different. I just want to say thank you.

Jasmine Star 00:35:53  I'm popping back in to say that I hope you found this conversation about leadership helpful or enlightening. And if you have a friend who you think might enjoy it, nothing would make me happier than if you shared it with them. Or if you're feeling extra loving today. If you can leave a review for this podcast, please do. Those podcast reviews are so powerful for the team, and we really want to create an impact with what we're doing. and my dad loves reading your podcast reviews too. So there you go. You're not gonna do it for me. Do it for banjo. Okay. It's like your reviews are. Finally, he looks at them and he's like, I like reading what these people say about you, you know, because you're all inspiring.

Jasmine Star 00:36:30  It was really hard raising you as a child. Okay, dad. So finally, this is the payback of raising a strong, obstinate and opinionated daughter. That's what your reviews do. Before I end, I wanted to highlight three main points that Jim spoke into my life because I hope that you heard them too. When it comes to leadership one, what is the purpose of what you do? Not just a strategy. Two it can't happen through you if it hasn't happened in you. And three sometimes we don't need to do more, but to be reminded more as you lead your team, your family, yourself. I want to say thank you for doing the work to become the next level version of yourself, to build the next level version of your business. Thank you for watching and listening to The Jasmine Star Show.