# Your Company Can't Outgrow Your Team

#source #leadership #team

## Source Metadata

- **Date of source:** undated (YouTube clip, 4:35)
- **Raw path:** `raw/sources/Your Company Can't Outgrow Your Team.md`
- **Source type:** US leadership/management video — conclusions note
- **Speaker:** [[dan-martell]] — the clip itself names no speaker; attribution confirmed by the vault owner 2026-07-20, after it was raised as a stylistic inference during the [[2026-07-20-referrals-will-sink-your-business]] ingest
- **Root URL:** https://www.youtube.com/watch?v=wE3TwzH-XCE
- **Ingested:** 2026-07-19

## Core Claims

1. **A company can only grow as fast as its people.** Targeting 100% company growth means every team member must grow ~100% — otherwise the ceiling is human, not market. Leadership's job: make that expectation explicit and hold it. *"Good got you on the team. Great keeps you on the team, because 100% requires greatness."*
2. **Teach a philosophy, not a task list** — the speaker's "Business Athlete" framework gives climbers a model to climb toward. Two of its seven practices are named: *have a coach* ("I'm not your coach" — people own their own development) and *have a practice schedule* ("we practice until we can't get it wrong, we don't practice to get it right").
3. **Make performance public.** Everyone's standing is posted where the team can see it — self-driven accountability without constant enforcement. Discipline: **praise in public, criticize in private** (hard talks in the 1-on-1, not on the wall).
4. **The Keeper Test** (borrowed from Netflix): *"If this person had an offer for 30% more tomorrow, would I fight to keep them?"* Yes → they belong. No → have the honest conversation and turn it into a development plan (or a departure). Silent tolerance of "no" answers rots the team.
5. **"Shine a light" on bright spots.** Have the team member who thinks differently teach the rest, regardless of age/tenure — leadership training becomes peer-generated, not manager-generated.
6. **Values must be operational: hire → inspire → fire.** Screen for values before skills; tie every decision back to them; when someone goes, name the value violated. *"Values aren't what you say they are. They're what you tolerate."*

## Key Evidence / Details

- Anecdotal only — a leadership talk, no data. Examples given: firing a leader who didn't develop their people; firing someone who added process complexity (*"Complexity fails, simple scales"*).
- Six actionable takeaways in the raw note: state the growth math out loud; adopt an athlete-style philosophy; post the scoreboard; run the Keeper Test on every direct report; weekly bright-spot teaching; audit your last three fires for value-naming.
- Five of the seven Business Athlete practices are *not* in the clip — the framework is only partially captured.

## Connections

- [[team-growth-ceiling]] — new concept page carrying this source's thesis and mechanisms.
- [[dan-martell]] — the speaker (identified 2026-07-20); his Branch A material is [[marketing-system]] and [[technical-founder-trap]].
- [[marketing-system]] — same author, same argument aimed outward: the plateau is never the market. See the comparison table on [[team-growth-ceiling]].
- [[future-of-engineering-work]] — complementary tension: if AI collapses teams to 2–3 people, each person's growth rate matters *more*, which strengthens this source's premise for small teams.
- [[methodology-as-moat]] — "philosophy, not task list" is the internal-facing sibling of selling a named methodology externally.
- [[sales-discipline]] — "practice until we can't get it wrong" echoes the consistency-over-intensity discipline on the sales side.

## Open Questions

- ✅ **Who is the speaker? — resolved 2026-07-20: [[dan-martell]]**, confirmed by the vault owner after the ingest of [[2026-07-20-referrals-will-sink-your-business]] surfaced it as a stylistic inference. Consequence recorded on [[team-growth-ceiling]]: this source and [[marketing-system]] are **one author**, so their shared "the ceiling is never the market" frame is a single worldview, not two independent findings. (Provenance note: curator testimony, not a documentary citation — the clip still names no one.)
- What are the other five Business Athlete practices and the three values referenced? Now findable — Martell's published material is the route.
- Does public-scoreboard accountability translate to small (2–3 person) senior teams, or is it a sales-floor/larger-org pattern?
- The Keeper Test's 30%-raise framing assumes replaceability is assessable — how does that interact with tiny AI-era teams where each member is a single point of failure?

## Change Impact on Wiki

- Created this page and [[team-growth-ceiling]] (new concept; first page in the vault about *running* the delivery org rather than selling or the AI labor shift).
- [[overview]]: added Branch C (running the team) note — one-source branch, marked tentative.
- [[future-of-engineering-work]]: added Related-Pages link to [[team-growth-ceiling]].
- [[index]], [[log]] updated.
