In the realm of digital social media platforms, LinkedIn emerged as my court of choice; my playground where I could hone my fundamentals: dribbling, passing, and shooting goals with precision.

My basketball analogy may sound trivial, but for me, every connection made, every conversation initiated, and every deal closed was akin to the orchestration of a well-played basketball game.

I started my journey with managing my own LinkedIn accounts. The result wwas undeniable. Leveraging powerful tools like LinkedIn Sales Navigator, I perfected the art of prospecting, sending personalized outreach messages, and categorizing conversations based on the sales process stages using visual databases like Airtable.

My strategy was intricate, but effective, so I sought out helping more people. I started offering a service to transform LinkedIn profiles into lead-generating assets, helping craft compelling offers, and transitioning online chats into real Zoom meetings.

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One particular story stands out. I was so convinced of my strategy, that I offered to connect a client with Russian-speaking prospects. Despite not speaking a word of Russian, with sheer determination and well-honed messaging, I did the unthinkable: I facilitated connection between two individuals speaking different languages, and seamlessly transitioned them into a WhatsApp conversation.

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LinkedIn’s power to bridge linguistic and cultural divides had never been clearer to me. My role was to use LinkedIn to connect two people that have similar interests. The language they choose to use was the connection was made was irrelevent to me.

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But then, the global shift happened: COVID-19.

There I was, holed up in my room, single-handedly managing numerous LinkedIn accounts. The isolation, coupled with the monotony of repetitive tasks, hit hard.

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The epiphany followed: While I had a profitable service, I lacked a company. My original allure of LinkedIn, the platform that brought people together, resulted in feeling ironically isolating. I longed for teamwork, for shared responsibilities. I yearned for collaboration.

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This realization steered me to 'Pursue Networking'. My vision was clear: I needed to assemble a team—a diverse, talented group that didn't just perform tasks but collaborated, innovated, and backed up each other.

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I visualized a team where we could all elevate skills collectively, a synergy where the friction of blending diverse talents would ignite new pathways.

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My journey of team-building, however, unveiled an even deeper insight. Initially, I sought out people with demonstrated intelligence and eagerness. However, led to me toward working with competent 'B players'. B players are both competent and capable.

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But competence isn't synonymous with excellence.

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My revelation through my journey was astounding: Surrounding my with 'A players' is not just a business strategy; it’s a paradigm shift. The 'A players', the real game-changers, don’t just plug the gap—they redefine roles. They infuse energy and innovate solutions into the team, and challenge me to raise my own game.

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My advice to fellow entrepreneurs? Spot the 'A players', treasure them, and meet their needs. These A players are not just teammates—they're catalysts that transform the very fabric of your business, pushing you towards a trajectory of unparalleled growth.

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After all, business is indeed a team sport, and the strength of the team defines the game's outcome.