Business Coach : Wealth And Education
wealth training and business educationlike codeacademy
-I just love it though. And what’s interesting is on Thrive I want to give the Thrivers an example in this business education video. This is so awesome. This is just incredible. Listen and learn like having your own personal business coach.
Four of the people on Thrive who I would argue, four of the five, four of the Thrive mentors (business coach) who are probably some of the wealthiest individuals always send thank-you notes in blue pen. It could be just the smallest interaction. You see them someplace. They send you a thank-you note or a little note.
And I just, I’m so impressed by it. And I just think that when we say success is the place where opportunity meets preparation, and I would really be missing the boat here if I didn’t mention that. So I appreciate you doing that. It’s been a fun example for me to learn from.
-Thank you.
Now, life lesson number eight, earn the trust and respect of your new team.
-This deals with when you’re starting your first job, or any new job for that matter. I made the mistake when I began my first job at Mid First Bank in Oklahoma City, I thought that everybody needed to know how great I was. You know, they needed my resume. For some reason I just felt like that would help me get on the team or whatever, if I would just share with them my many accomplishments.
-Yeah.
-What I now know is that is repelling. And that’s not really what your new co-workers are interested in at all. They want to know are you going to carry your weight? They want to know if you can be trusted. You know? And they want to know if you’re going to be a team player.
And so what I suggest is that what you ought to do when you start a new job is just a listen. You know, at any level. It doesn’t matter what level. As we all know, anybody that starts a new job with well, this the way we did it at my old job, it’s alienating.
Everybody’s proud of the company. And there’s a reason they do things the way that they do. You can implement new ideas but only after you have developed a rapport with your coworkers. A business coach can teach you how to do so.
-In your book you talk about this. You have to earn the respect first and then you begin to lead. A business coach will tell you this. That is counter intuitive, I think, to what most people would think, this idea that you want to earn the team’s respect first.
For anybody watching this who is maybe newly promoted as a manager, or somebody who’s new to a position, how do you go about earning the respect of the team?
-We talk about a number of ways in the book. But I think a few highlights would be you need to out work everyone. Don’t ask them to do things that you wouldn’t do. I’ve always made a practice of getting there five minutes before and five minutes after everyone else.
And my logic was your boss, you could’ve have worked all night. They don’t know. You know? And so I think you’ve got to put in the hours.
Again, I think I think listening earns people’s respect. I think they’re surprised when a young person listens. Because they’re so accustomed to them talking. So I think that is another way.
And just following through and doing what you say you’re going to do. Over time, it’s not something that’s going to happen immediately. But over time people will really begin to trust you and respect you. And that’s when you can really lead.
-And I think this whole idea, again, I just want to make sure we don’t miss these points, outworking everybody, just out of the practice of just, not like you’re trying to be competitive. It’s more of just hey, I’m willing to do whatever I ask you to do and then some. Listening, and then that follow through. just unbelievable action steps there.
All right, life lesson number nine. Your salary is determined by your value within the market. What are we talking about here? What does that mean?
-OK, this is a shocker to many new graduates, OK? Including me. I thought well, what would happen is I would go to work. I would work really hard. I’d do a great job. And I’d become CEO within a matter of weeks. Was kind of what my hope was.
In reality I’d get big raises, the boss would just come in and give me random raises. Here is really the way the world works. The CEO of the company, their responsibility is to create value within the company via growth and via increased net income. OK? That’s their responsibility. It is every time they give a raise, that actually lowers net income.
And so it is not anyone’s great desire to run around and give big raises because you got to figure out a way to pay for just to get back to even. However, people get big raises. And they get big raises because it’s going to cost me more to replace you then to just give you the big raise. OK? So your salary is determined by your market value.
That is critical to understand. It’s not determined by how much you can kiss up. It’s not determined by who your friends are within the organization.
All of these are fallacies. These are little political tricks that people share. They are not actual. The people that are paid the most in the organization are paid because they can make that much or more going
elsewhere.
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