{"id":26524,"date":"2026-08-05T22:41:52","date_gmt":"2026-08-06T03:41:52","guid":{"rendered":"https:\/\/maiglobal.org\/?page_id=26524"},"modified":"2026-08-05T22:49:21","modified_gmt":"2026-08-06T03:49:21","slug":"building-your-team-toward-achieving-results-with-larry-downs","status":"publish","type":"page","link":"https:\/\/maiglobal.org\/pt\/building-your-team-toward-achieving-results-with-larry-downs\/","title":{"rendered":"Building Your Team Toward Achieving Results with Larry Downs"},"content":{"rendered":"
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From our Resource Library<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Building Your Team Toward Achieving Results with Larry Downs<\/strong><\/h2>

Learn how to build your Christian publishing team, follow up on plans and strategy after meetings, and invest in future leadership with Larry Downs. <\/em><\/p>

Starting to build your A team<\/strong><\/h3>

You have A, B, and C projects that you’re working on. A is your number one project. You have to get this done in order for you to be successful. B are great foundational pieces as well. These are going to add to your growth. C, everybody can do.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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I said to a manager one day, \u201cTell me, who do you have on your team of 13 people? Who can you delegate to with full confidence?\u201d<\/p>

He thought for a moment and said, \u201cLarry, I have two people that I have confidence in.\u201d He explained to me the role that each one plays.<\/p>

Then I asked him, \u201cWhat level of confidence do you have in them? Are you assigning them A projects, B projects, or C projects?\u201d<\/p>

He said, \u201cOh, Larry, I’m only giving them C projects.\u201d<\/p>

What’s that mean for him as a leader? He has to do all of the A projects and the B projects. He’s working on maybe 5 top-level projects, 10 B-level projects, and starting to give them the C-level projects.<\/p>

So I asked, \u201cWhat’s it going to take to be able to give them A-level projects?<\/p>

He says, \u201cConfidence. I still don’t have full confidence. I guess I don’t have anybody at the A-level.\u201d<\/p>

Things you need to do to succeed as a leader<\/strong><\/h3>

In order for you to succeed as a leader, you need to:<\/p>

  • Identify your strengths and weaknesses<\/li>
  • Identify your needs<\/li>
  • Add those people onto your team<\/li><\/ul>

    After you’ve identified your needs, one of the most difficult things to do is to give up control. You don’t want to give up control because you know that you can do it, you know how you want to do it, and because you’ve been hurt before.<\/p>

    The first part of leading your team is setting the vision with clear objectives: How do we get from here to there? What are the next steps? What are the things that we need to do to make sure that we’re moving forward? Then set out a plan. Lay out a strategy:<\/p>

    • Who is in charge?<\/li>
    • What are we going to do?<\/li>
    • Why are we doing it?<\/li>
    • How will we get them done?<\/li>
    • Who’s doing what?<\/li>
    • When does it need to be done?<\/li>
    • How are we going to measure our success?<\/li><\/ul>

      After every meeting, send out an action plan.<\/p>

      Connect with your team to follow up on how goals are going<\/strong><\/h3>

      Sometimes I walk over to my team and ask a couple of questions, or we have a follow-up call. What is it that we’re all working on? How many A’s do we have going on? How many B’s do we have going on? How many C projects do we have going on?<\/p>

      It may take a couple of times for you to meet with your team, to work with them in getting them to know your expectations. Help your team prioritize.<\/p>

      How do you deal with disappointment when you’re in the meeting? Consider this question as a manager: Whose responsibility is it to ensure that your team is ready for the meeting? It\u2019s yours. That\u2019s our responsibility as leaders.<\/p>

      Leadership is really just looking back behind you and seeing if anybody’s following. Are they following what you’ve set out? Are you preparing your team for that? The reason for the follow-up call is to speak to those that you have entrusted a desired outcome to.<\/p>

      Why? Because:<\/p>

      1 You can’t do it all by yourself.<\/p>

      2 If you think you can do it all by yourself, your project isn’t big enough.<\/p>

      3 You don’t know everything. You aren’t the best. That’s why you’ve surrounded by your people.<\/p>

      I dreaded the follow-up call early on. The call however is important. It assures my team that what I’ve asked them to do is important, that I care so much about what I\u2019ve asked them to do that I\u2019ll follow up and ask about how things are going.<\/p>

      Following up also keeps me closer to the desired outcomes, and helps me understand at a deeper level some of the realities that some of my team may face.<\/p>

      Helping our team builds their skills<\/strong><\/h3>

      As we begin to help our team, we build confidence in them. We allow them to bring their skills to the forefront. And when we do that, we are preparing them to be able to come in and take credit for a job well done.<\/p>

      One of the things I used to ask was something like, \u201cAre there any questions?\u201d But nobody wants to bring bad news to the boss, so I wouldn’t get real answers. It took a while for our team to build up that relationship, where they tell me what is not clear.<\/p>

      So how do you make sure that your team is able to meet deadlines?<\/p>

      The secret is making the follow-up call before the deadline and asking the tough questions.<\/p>

      A quick recap<\/strong><\/h3>

      1 Select your team based on who you are and what your needs are.<\/p>

      2 Specifically help your team to make deadlines by connecting with your team members individually between meetings to ask if they have any questions and support they might need<\/p>

      You\u2019ll find that you\u2019ll begin to drive profitability and the growth of your leadership team at the same time.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      Q&A with Larry Downs<\/strong><\/h2>

      What do you do when you find some deficiencies in your management team on an area that this person might be struggling? What do you do to upgrade the skill or to encourage this person who might be having difficulties meeting your expectations?<\/strong><\/h3>

      That is a hard one. Normally, there’s four or five things that I ask myself.<\/p>

      1 Have I trained them to do the job that they need to do?<\/p>

      2 Have I supplied them with the tools that they need to get that job done?<\/p>

      3 Have I corrected and set them on the right course?<\/p>

      4 Are they able to keep up with our flow?<\/p>

      The rest of your team needs somebody strong in that position. You have one of two options. You can keep that person on and you can continue to do the work yourself, or you can replace that person. But ask yourself those three things as a manager: Have I trained? Have I equipped? And have I corrected?<\/p>

      Tell us more about how you choose your staff. You mentioned wanting people with strengths that you do not have so you complement one another. But what are the bottom-line skills and qualities you want all your staff to have?<\/strong><\/h3>

      Often in the hiring process, I’ve said, \u201cFind a person of character and then find something for them to do.\u201d Hire great people and find something for them to do. That’s the underlying bottom line skill quality.<\/p>

      I can teach someone how to do something. It’s a tough thing to teach character.<\/p>

      First I sit down with the team to talk about what we need. For example, someone says, \u201cI need a new publicist.\u201d So I sit down with the marketing team and say, \u201cWhat is it that we really need this person to do?\u201d We go through a list of things that we want them to do.<\/p>

      Sometimes, a member of your team is already doing something well on that list. So I\u2019d ask that team member, for example, \u201cWell, aren’t you very good at online social media marketing?\u201d And they might tell me that yes, but they don\u2019t have time to do it, because of paperwork. Now, we have identified a need, and we know we need to find someone who wants to execute a plan and just put it into practice.<\/p>

      We sit down as a team and ask ourselves, \u201cWhat do we need in this person?\u201d When we go through the hiring process, we have four people in a room with potential candidates. We sit down and ask different questions, exploratory questions that are not yes and no answers. I pay attention to the answers, how they answer questions, how they treat the person who is asking them.<\/p>

      One thing I love to do is to take that person out to lunch or to supper. How do they interact with the waitress or the waiter? Are they picky?<\/p>

      We look for people who are going to be a strength. I don’t need 15 social media people on my team. I need one good social media person. I look for deficiencies, and that’s how we begin to search for those traits in people that will make our team better. Then I look for the character of the person.<\/p>

      What are some of the ways you incentivize the team and affirm their success? <\/strong><\/h3>

      A lot of this will depend on your internal HR policies. It also depends on the person. For some people, it’s about their position. Can I give them the title they really want? For others, it’s about remuneration. Can I pay them what they want? That is a sense of affirmation for them as well. Everybody is a bit different. Just be careful and double-check the laws in your country about what you can and can’t do.<\/p>

      How do you balance the workload among your team members? <\/strong><\/h3>

      Sometimes, not everybody does the same amount of work, and not everybody can do the same amount of work. One of the things that you need to measure is, are you sacrificing quality?<\/p>

      Many times, we have a lot of busy work. Let me give you an example. Two years ago, we were doing 170 titles on an annual basis. We had seven people in our editorial team. We had a lot of work that was resting on marketing and on editorial.<\/p>

      We asked, \u201cAre we really making the best out of our 170 titles?\u201d And the answer was no. We were doing a disservice to our authors and to the content of the book. The next year, we decided to do 70 titles.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

      From our Resource Library Building Your Team Toward Achieving Results with Larry Downs Learn how to build your Christian publishing team, follow up on plans and strategy after meetings, and invest in future leadership with Larry Downs. Starting to build your A team You have A, B, and C projects that you’re working on. A […]<\/p>\n","protected":false},"author":2000,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"give_campaign_id":0,"site-sidebar-layout":"no-sidebar","site-content-layout":"page-builder","ast-site-content-layout":"full-width-container","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"disabled","ast-breadcrumbs-content":"","ast-featured-img":"disabled","footer-sml-layout":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"iawp_total_views":0,"footnotes":""},"class_list":["post-26524","page","type-page","status-publish","hentry"],"acf":[],"yoast_head":"\nBuilding Your Team Toward Achieving Results with Larry Downs - 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