Bill Campbell was the business coach of choice for Jeff Bezos (Amazon), Steve Jobs (Apple), Sheryl Sandberg (Facebook) , Eric Schmidt (Google), Larry Page & Sergey Brin (Google) changed the world by coaching America’s business leaders. Bill’s life and legacy is now the subject of the new book Trillion Dollar Coach: The Leadership Playbook of Silicon Valley’s Bill Campbell.
– David Robinson
(Hall of Fame Basketball Player / Founder of Carver Academy / Founder of the Admiral Capital Group)
– Jack Easterby
(Former Character Coach of Choice for Bill Belichick and the New England Patriots)
– John Maxwell
(Leadership Expert & Best-Selling Author)
– Guy Kawaski
(Marketing Specialist & Product Evangelist for Apple, Mercedes and more)
– Craig Groeschel
(Founder & Senior Pastor of Life Church
that has grown to 30 Locations)
– Devan Kline
(Founder of Burn Boot Camp)
– Seth Godin
(Best-Selling Author of 18 Books
Including Purple Cow)
– Jeff Hoffman
(Serial Entrepreneur and Co-Author of SCALE)
Bill Campbell was the business coach for Apple’s co-founder Steve Jobs, Google’s CEO Eric Schmidt, Amazon’s founder Jeff Bezos and Sheryl Sandberg the Chief Operating Officer of Facebook. He was known as the best business coach of all-time and he is the subject of the new book Trillion Dollar Coach: The Leadership Playbook of Silicon Valley’s Bill Campbell written by Eric Schmidt, Alan Eagle and Jonathan Rosenberg. In the opinion of Eric Schmidt, Bill Campbell is the most successful business coach in world history. The sum of the companies that he coached during their rise have now exceeded more than 2 trillion dollars of value.
FUN FACT – He was known as the “Coach of Silicon Valley” and the “CEO Whisperer.”
The Tim Ferriss Show –
Buy The Trillion Dollar Business Coach:
Bill Campbell shares his coaching tips:
Bill Campbell Coach of the Valley:
Eric Schmidt and Tim Ferriss Discuss Bill Campbell:
Bill Campbell inducted into the Business Hall of Fame:
Ben Horowitz on Bill Campbell:
Scott Cook on Bill Campbell:
How a football coach became Silicon Valley’s go to guru:
Remembering Bill Campbell:
FUN FACT: William Vincent “Bill” Campbell Jr. (August 31, 1940 – April 18, 2016) was a legendary and trusted business coach Apple co-founder Steve Jobs, Google CEO, Eric Schmidt, Amazon founder Jeff Bezos. He was a chairman of the trustees for Colombia University and served as the Chairman of the Board for Intuit Inc. Earlier during his career he was VP of Marketing and board director for Apple Inc. He was also the CEO for Claris, Intuit from 1994 to 1998 and the GO Corporation which he successfully sold to AT&T.
FUN FACT – The Go Corporation was the leading pioneer in the world of providing operations systems for tablets.
In 1983, Campbell landed a job working at Apple as the VP of Marketing and board director for Apple under Steve Jobs and CEO John Sculley. Bill left his job at Kodak to pursue the opportunity to work at Apple. At the time , Apple was worth $90 million and Kodak was worth over $14 billion. Bill’s own mom thought that leaving Kodak was a bad idea.
NOTABLE QUOTABLE – “Bill’s passion for innovation and teamwork was a gift to Apple and the world. Trillion Dollar Coach has captured his tireless spirit so future generations can learn from one our industry’s greatest leaders.” – Tim Cook (The CEO of Apple)
NOTABLE QUOTABLE – “Bill shared his wisdom generously, expecting nothing back but the joy he got from teaching others. I was privileged to have him as my coach for several years. Many times since then, when asked for advice by others, I think of Bill and try to live up to the example he set.” – Sheryl Sandberg (Chief Operating Officer of Facebook)
NOTABLE QUOTABLE – “Bill Campbell was a world-class listener, a hall of fame mentor and the wisest man I’ve ever met. His ambitious, caring, accountable, transparent profane humanity built the culture at Google and dozens of other companies into what they are today. Love was Bill’s distinguishing trait. He got love and he got family. I miss you, Coach.” – John Doeer (Chairman, Kleiner Perkins)
NOTABLE QUOTABLE – “Whenever I have a tough decision to make, I think about Bill Campbell. What would Bill do? I owe him so much. He had a gift for helping people to realize their full potential and getting organizations to work well together. Trillion Dollar Coach does a great job of capturing what made Bill special to me and many others.” – Susan Wojcicki (The CEO of Youtube)
NOTABLE QUOTABLE – “Whenever I saw Bill he gave me great perspective about what really matters. At the end of the day, it’s the people in your life. Bill had such strong principles around community and how to bring people together. We used those principles – detailed in Trillion Dollar Coach – to form the foundation of Google’s leadership training, so all of our leaders can continue to learn from Bill.” – Sundar Pichai (CEO of Google)
FUN FACT – He was not only the business coach of choice for Silicon Valley’s top leaders, but he also became a close friend of Steve Jobs, Eric Schmidt, the co-founders of Google Larry Page and Sergey Brin and the founder of both Square and Twitter, Jack Dorsey.
NOTABLE QUOTABLE – “No matter who you are, you need two kinds of friends in your life. The first kind is one you can call when something good happens, and you need someone who will be excited for you. Not a fake excitement veiling envy, but a real excitement. You need someone who will actually be more excited for you than he would be if it had happened to him. The second kind of friend is somebody you can call when things go horribly wrong—when your life is on the line and you only have one phone call. Who is it going to be? Bill Campbell is both of those friends.” – Ben Horowitz (The man who built and sold Opsware to Hewlett-Packard for $1.6 billion of cash)
NOTABLE QUOTABLE – “First of all, I don’t really take the company unless the founder is passionate and really wants to create something durable. Once you get the founder and CEO, you just want to find out what makes them tick. You’re trying to understand what they want to get out of their management team. Then you try to spend time with the team. And then put processes in place. I’m not going to tell Larry Page and Sergey Brin how to do their search algorithms. I just try to bring what they’re doing to life.” – Bill Campbell – https://www.forbes.com/sites/roberthof/2011/07/27/startups-secrets-of-bill-campbell-the-coach-of-silicon-valley/#7fa9dc006931
NOTABLE QUOTABLE – “The one thing I learned from Steve is to hire a great person for every single job in your company. Every person has to be great. You can’t just accept mediocrity because you have, it’s a low paying position. You just can’t. There’s somebody else out there that can take that job and do something really wonderful with it. I hire good people and count on them to provide me with the knowledge and understanding of the position that I don’t have.” – Bill Campbell – https://www.inc.com/geoffrey-james/exclusive-interview-with-bill-campbell.html
NOTABLE QUOTABLE – “One of the greatest boom and bust of the technology era is electronic mail. It’s one of the greatest things that’s ever been constructed anywhere. It’s also a crutch. E Mail is one of the great, great things that’s ever been constructed and invented and I’m a full supporter of it, but it’s got to be used wisely. I worked with an executive who managed by E Mail. He’d read a report or something in his E-mail folder, disagree with it, and then send a memo saying something like, “I think this is the stupidest thing I’ve ever read.” And he’d blast it out to six people who’d been on the group. As a result, each person in the group would write him another 2-3 page E-mail message explaining why the report wasn’t stupid. Everybody would end up spending 45 minutes thoughtfully banging out an electronic answer. And it invariably turned out that when he blasted criticisms like that out onto the network, he would find out that they were right and that they had thought the situation through very carefully. The executive was just not aware of all the reasons that they got to that point because he did not follow the process. I tried to tell this guy that the electronic criticism was pretty insensitive. I suggested that he to the next committee meeting and sit down with the team and say, “Look, I really didn’t like this and let me tell you why.” And then they’d get a chance to say, “Well, let me tell you the problem.” I don’t know how many hours we wasted answering electronic messages just to address something that he could’ve been settled during a brief hallway conversation.” – Bill Campbell (The business coach of Steve Jobs, Jeff Bezos, Eric Schmidt) – https://www.inc.com/geoffrey-james/exclusive-interview-with-bill-campbell.html
NOTABLE QUOTABLE – “The reality is that you have to earn leadership from the people that you’re working with and who are working for you,” Sculley told Business Insider. “The title doesn’t mean much unless you can earn their respect as a leader.” – Bill Campbell (The world’s best business coach) https://www.businessinsider.com/silicon-valley-coach-bill-campbell-leadership-2017-10
NOTABLE QUOTABLE – “I always say that my companies are borderline anarchy. I like people to fight back. I’ve got a temper and I’m angry a lot, not abusive. I’m like “God*** it, Geoffrey, how the **** come we’re not doing this? You know, I asked you to do it!” I expect you to respond in kind: “Look, Bill, that was a **** idea. I tried to get it done that way and I put it out to the field sales force, and three customers rejected it.” So them I’m: “Fine, fine, fine, fine, I hear you.” That way I know you’ve gone through things. I expect you to say “[expletive] you, Bill, I’ve got a better way to do it.” – Bill Campbell – https://www.inc.com/geoffrey-james/exclusive-interview-with-bill-campbell.html
AMPLE EXAMPLE – Bill Campbell firing 101 – “It’s not working and I’m going to help you in your next role.” – Bill Campbell
NOTABLE QUOTABLE – “When there is [a] business conflict you tend to get rat-holed into it. Bill’s general advice has been to rise one step higher, above the person on the other side of the table, and to take the long view. He’ll say, “You’re letting it bother you. Don’t.” – Eric Schmidt – http://archive.fortune.com/galleries/2009/fortune/0906/gallery.best_advice_i_ever_got2.fortune/14.html
NOTABLE QUOTABLE – “Attitudes are contagious: One asshole can spoil a solid team. For that reason, don’t be afraid to fire people because of their bad character.” – Bill Campbell – https://techcrunch.com/2016/01/12/lessons-from-bill-campbell-silicon-valleys-secret-executive-coach/
FUN FACT: In 2017 alone, an average U.S. consumer spent 238 minutes (3h 58min) daily watching TV. According to a Nielsen report, United States adults are watching five hours and four minutes of television per day on average (35.5 h/week, slightly more than 77 days per year).
NOTABLE QUOTABLE – “Hire a great person for every single job in your company. Every person has to be great. You can’t just accept mediocrity because you have, it’s a low paying position. You just can’t. There’s somebody else out there that can take that job and do something really wonderful with it. I hire good people and count on them to provide me with the knowledge and understanding of the position that I don’t have.” – Bill Campbell – https://www.inc.com/geoffrey-james/exclusive-interview-with-bill-campbell.html
NOTABLE QUOTABLE – “The advice that sticks out I got from John Doerr, who in 2001 said, “My advice to you is to have a coach.” The coach he said I should have is Bill Campbell. I initially resented the advice, because after all, I was a CEO. I was pretty experienced. Why would I need a coach? Am I doing something wrong? My argument was, How could a coach advise me if I’m the best person in the world at this? But that’s not what a coach does. The coach doesn’t have to play the sport as well as you do. They have to watch you and get you to be your best. In the business context a coach is not a repetitious coach. A coach is somebody who looks at something with another set of eyes, describes it to you in [his] words, and discusses how to approach the problem. Once I realized I could trust him and that he could help me with perspective, I decided this was a great idea. When there is [a] business conflict you tend to get rat-holed into it. [Bill’s] general advice has been to rise one step higher, above the person on the other side of the table, and to take the long view. He’ll say, “You’re letting it bother you. Don’t.” – http://archive.fortune.com/galleries/2009/fortune/0906/gallery.best_advice_i_ever_got2.fortune/14.html
NOTABLE QUOTABLE – NO CONSENSUS MANAGEMENT – “No consensus management.” – Bill Campbell
NOTABLE QUOTABLE – “Bill was our SuperCoach – colorful confidante and mentor for leaders and whole teams – from Intuit to Apple, Amazon, Go, Google & more.” – John Doerr (An American venture capitalist at Kleiner Perkins Caufield & Byers in Menlo Park, California, in Silicon Valley. In February 2009, Doerr was appointed a member of the President’s Economic Recovery Advisory Board to provide the President and his administration with advice and counsel in trying to fix America’s economic downturn)
– David Robinson
(Hall of Fame Basketball Player / Founder of Carver Academy / Founder of the Admiral Capital Group)
– Jack Easterby
(Former Character Coach of Choice for Bill Belichick and the New England Patriots)
– John Maxwell
(Leadership Expert & Best-Selling Author)
– Guy Kawaski
(Marketing Specialist & Product Evangelist for Apple, Mercedes and more)
– Craig Groeschel
(Founder & Senior Pastor of Life Church
that has grown to 30 Locations)
– Devan Kline
(Founder of Burn Boot Camp)
– Seth Godin
(Best-Selling Author of 18 Books
Including Purple Cow)
– Jeff Hoffman
(Serial Entrepreneur and Co-Author of SCALE)
Yes, yes, yes and yes, Dr Breck, how are you doing my friend? I’m doing very well. Thank you.
Well I’m, I’m glad that Jason could make it here without certain death because apparently in route in transit to the man cave studios where there’s a lot of construction going on back there. Yep. You stepped in. Uh, what, what would just explain, explain to listeners what happened. So you know, in like Indiana Jones, like the movie that made people like afraid of quicksand. I think I stepped to my, first of all, take a quicksand. I am so sorry for not warning you about the mud out. It’s okay. I should’ve known better. I’ve been here after it’s rained before. I typically always wear like snow boots today I decided to wear like slip ons up or one size too big, so I owe a public apology to, to Jason Right there. That’s one. A deduction of Omega point for me to start the show. We are keeping score though, so hope they get to make up points back.
We’re talking today about Bill Campbell, the subject of the new book called the trillion dollar coach, but he trillion dollar coach. Now, if you are out there today and you do not know the name Bill Campbell, um, you’re, you’re new. You’re certainly not alone because most people don’t know about this man because he was considered to be silicone valley’s secret business coach. But I encourage you to go to trillion dollar coach.com it’s trillion dollar coach.com and there you will see the new book written by Eric Schmidt, the CEO of Google. Now this, this guy, let me just tell you what kind of impact of this guy has made throughout his career. He’s worked with companies that you know, but you just don’t know about him because he volunteered to work for free. So this man worked for free. I still, the vast majority of his success that we’re going to talk about today is a, previously it’s never been discussed because built, just didn’t really want to celebrate his wins and the silicone valley CEOs were kind of secretive people.
But let me just tell you the impact he had. Bill Campbell was the business coach for apples co founder Steve Jobs. Have you ever heard of Steve Jobs there? There Jason? I think I know the name. It sounds familiar. That’s a big a point. Also, he was the business coach for Jeff Bezos, the founder of Amazon. Mm. Also the coach for Sheryl Sandberg, the Chief Operating Officer of Facebook. He was known as the best business coach of all time and that is why after his death, he died due to health related issues. Um, Eric Schmidt, Alan Eagle and Jonathan Rosenberg decided to team up and to write a book documenting how he impacted them. But let me explain this to you. Bill Campbell worked with the companies during their growth phases when they were just little baby businesses and he worked with them all the way until they grew into now a companies that it gets exceed a market value of over $2 trillion.
Whoa. And this book interviews the 80 people who bill impacted the most. And we’re not talking about people you don’t know. I’m talking about the top venture capitalists of all time. It’s about Sheryl, Sheryl Sandberg’s in the book I’m talking about, uh, Tim Cook, the CEO of Apple. I mean the WHO’s who of business. It was all featured in this book. But, uh, let’s, let’s start, let’s start off kind of talking about the early life of Bill Campbell. Yeah. He was born on August 31st, 1940 and it was a legendary, grew to become a legendary business coach, but he started off being a football coach. Ah, let’s, let’s start there. Dark brick. You played football? I did in high school. Yes, I do. Um, what do you think are the parallels between a football and business as it from a coaching perspective? I think there’s a lot of parallels. I mean, you’ve got to motivate people.
You’ve got to have a good game plan. You’ve got gotta be able to execute. Um, you know, the determination, um, the follow through, um, being able to see what you’re doing wrong, um, analyze it, then correct it and sometimes on the fly. And so, uh, yeah, I think there’s a lot of parallels. What a certain point a Bill Campbell decided to leave coaching football and to get into corporate America. And throughout his career he had a lot of, a lot of success himself. Um, he went on to become the chairman of the board at intuit. Uh, he went on to become the vice president of marketing and the board of Director for Apple. He was also the CEO of Claris and into it from 1994 to 1998, the CEO of intuit from 1994 to 1998 and a company called the [inaudible] Corporation, which he successfully sold to a t and t.
Now the Gordon and the go corporation was the pioneer in the tablet technology. So a lot of the stuff you see now on your smart phones and the tablets, that’s what the go corporation was all about. So bill decided that he wanted to become a full time business coach. So let’s start there. Jason. If you are a full time business coach who had already achieved a lot of wealth, how much do you think you would charge your clients? Like if you’re sitting down with Steve Jobs and Steve’s like, well, you know, being that I had one of the most valuable companies in the world and you’re trying to help me, uh, how much do you want to get paid? Well, how much do you think is a fair amount fair amount from? It’d be weird because I would just want it to be like livable. I like to enjoy my job, but also meet all of my needs.
So somewhere that would just be comfortable for me. Well, Bill went for the low, low price of free. Nice. Which is interesting because, um, I don’t think anybody else would do that. Yeah, I’ll answer that quick. I would go a little higher than probably should just meet my needs. My needs would probably give up a little bit really. Well, this is the notable quotable from Bill Campbell on read to you. He says this, he says, I don’t take stock. I don’t take cash and I don’t take from anyone. I don’t take stock. I don’t take cash and I don’t take from anyone. I love that. That was his whole mantra, his whole aura, his whole energy. And people might say, well, why did he do it? Why did he said that? It was his way to give back. Um, to quote Tim Cook, the CEO of Apple, Tim Cook says, Bill’s passion for innovation and teamwork was a gift to apple in the world.
Trillion dollar coach has captured his tireless spirit. So future generations can learn from our industry’s greatest leaders. This is what a Sheryl Sandberg has to say about the book, billion or trillion dollar coach and Bill Campbell, she said, bill shared his wisdom, generously expecting nothing but the joy he got from teaching others. I was privileged to have him as my coach for several years. Many times since then when asked for advice by others, I think of bill and try to live up to the example he set John Door, one of the top venture capitalists of all time, the chairman at Kleiner Perkins Rights Bill was a world class listener and hall of Fame Mentor and the wisest man I’ve ever met. His ambitious, caring, accountable, transparent, profane humanity, built the culture at Google and dozens of other companies and to what they are today. Love was bill’s distinguishing trait. He got love and he got family.
I miss your coach. Um, Susan, the CEO of Youtube rights, whenever I had a tough decision to make, I think about Bill Campbell. What would bill do? I owe him so much. He had a gift for helping people to realize their full potential in getting organizations to work well together. Trillion dollar coach. The book has a, does a great job of capturing what made bill special to me and others. The current CEO of Google rights, whenever I saw bill, uh, he gave me perspective about what really matters. At the end of the day, it’s the people in your life. Bill had such strong principles around community and how to bring people together. He used those principles detailed in the book trillion dollar coach to form the foundation of Google’s leadership training. So all of our leaders can continue to learn from bill. So I want you guys to to think about this for a second.
The same coach was working with the founders of square and Twitter. Jack Dorsey, Google, apple. Uh, that’s a lot of big Amazon. Huge. I mean, think about this by bubbles. Quick survey. Dr Brick, did you buy something on Amazon this week? Yes. Okay. That’s a makeup point for you. Jason, did you buy anything this week off of Amazon, either personally or for business? Um, I think four days out of this week I did. Unbelievable. That’s a, that’s a knowledge bomb handy. Now think about this. Uh, Jason, have you used Google? Uh, in the last 24 hours? I use Google within the past 15 minutes. Right. Okay. Did Dr break, have you used Google within the past 24 hours? Yes. Okay. Now again, another question. These are, these are, these are profound. I think about this, I mean, yeah, everybody listening here is probably used. What are these products we’ve, we’ve mentioned already now.
How many of you have used Dr Brick? Have you ever used intuit or TurboTax for that program? Oh, there we go again. What about square Jason to be used square or Twitter? I have used square more than I’ve used Twitter, but I’ve used both. Said this is unbelievable. You talk about again, an impact. I mean, this guy was shaped the, the world as we as we know it. So much of what we are using today was shaped by a guy we’ve never heard of. Right? Um, another example, uh, been Horowitz the man who built and sold Opsware to Hewlett Packard for one point $6 billion of cash rights. No matter who you are, you need two kinds of friends in your life. The first kind is one who can call you when something good happens and you need someone who will be excited for you. Not a fake excitement, feeling envy, but he real excitement.
You need someone who will actually be more excited for you, then he would be if that happened to him. The second kind of friend is somebody who can call you, who you, who you can call when things go horribly wrong. When your life is on the line and you only have one phone call, who’s it going to be? Bill Campbell is both. Both of those friends. Ben Horowitz. So again, Bill Campbell, we’re talking about a guy who is so massive, so successful, such an impact, but people are going, I’ve never heard about this guy. I don’t know a single thing that he’s taught people. Can you get some specifics? Okay, so what I did today is I decided to do a deep, deep, deep dive into a Bill Campbell watching interviews, listening to podcasts. By the way, there’s a great new interview that just came out with a Tim Ferris and Eric Schmidt, the author of [inaudible] trillion dollar coach in a CEO of Google where he interviews him about Bill Campbell.
Oh, so I want to put a link to the Tim Ferriss show on our show notes because that is a, an entire podcast devoted to Tim Ferris interviewing Eric Schmidt about his relationship with Bill Campbell. We’re going to go through the 14 principles and Dr Brick, this is how we’re going to do it. I’m going to read the principle. I’d like for you to kind of break it down, explain what that means to you. Sure. And then we’re gonna read a notable quotable from Bill Campbell himself. So principle number one, no, that great products drive success. Everything else is just a supporting function. A doctor, Breck. As a chiropractor, how important is it to actually have a great service? I think that that’s everything. I mean, for me that adjustment is a, the most important thing that happens during your visit. In our office, we have a lot of additional therapies, additional things that go along with, but uh, at the end of the day, you strip it all back.
The, the one thing that has to happen is that adjustment of your spine to allow your nervous system to function properly. I don’t care what kind of business this is a, I don’t care what kind of business you have. I don’t just think about this for a second. Have you ever met somebody or have you ever been in a spot? I missed asking rhetorically thrive nation. If you’re been in a spot where your product sucks, but your marketing is awesome. Have you ever been in a spot where your marketing is tremendous but your product sucks? Well, I could think of an just yesterday I went to a local business, I won’t mention her name and I went there and the person who I talked to at the front desk, I said, how was your day? And she responded, well, it’s another, another day, you know, like, what are you just getting here for your shift or here are wrapping it up.
She was just getting here and I’m like, okay, my kids are with me and they’re watching this person just hate their job. Well, I don’t care how good the marketing is for that company, that brick and mortar business. Um, I don’t think anybody had a positive reaction with this person right now. I can contrast that to, um, yesterday I went to sprouts to uh, get some Stevia in Kombucha for my wife. Oh yeah, it’s 10. Everybody I met there was very upbeat, very kind, very nice. And you know, and, and the, and the food quality’s good. Yeah. Right. But what if their marketing was great? Jason, what did their marketing was great, but you walked in and the food quality wasn’t great and the person working there wasn’t nice. I would immediately turn around and go to whole foods. So, homework here. On a scale of one to 10, I want everybody to ask.
I want everybody to pretend that you have a bill Campbell as a business coach. I’m going to teach you some of the bill Campbell moves here. Yeah. What’d you, to rate yourself on a scale of one to 10, with 10 being the highest and one being the lowest, think about the service quality of your business. Scale of one to 10, 10 being awesome, one being the worst, and write down a number. Cause what if one of your assert, what of your service quality today is a seven. But what if it’s a six? What if it’s a a one? What if, what if it’s a 10? What if it’s a, what if you’re at a nine and you’re very, very close to wowing people. Jason, what do we just introduced today to all of the elephant in the room stores or this week to all the Alpha in the room?
Store’s a little, a little perk. Little 12 tweet goes. One thing we introduced into the service, uh, experience, uh, members can now bring their sons in to get their haircuts with them. Now, what was one more thing? We did it, it tastes good. Oh yeah. So across all three shops, uh, south Tulsa, we did away with those boring butter mints and we replaced them with Andes mints. Oh. And what else did we do? Oh, and then at downtown we did away with those butter mints and replaced them with See’s candy. Oh. And then in broken Arrow, what are we attempting? Broken Arrow? We just threw them all in the trash and replace them with famous Amos cookies. Oh. And the reason why we’re doing this is because we’re trying to take the service level to a whole nother realm range called the wow. Yeah. Now let’s go back to these bill Campbell products.
Apple. How many of you have ever bought an apple product? I an apple phone, an iPhone and you get that sweet sweet box and you just look at it as though it’s like a majestic gift from the Lord and then you hold onto it for 10 years, don’t you? Just the box, the box, right? You want to start playing with the box. But I mean, okay, now Google, think about Google. Jason, why do you like Google and not Yahoo? Google takes me exactly where I need to go and they just, they, they found a way to figure out their algorithm toward their faster and just overall better. And I don’t have to get news updates about random crap I don’t care about. That’s a huge for me. I don’t want to go the internet black hole of like, and I don’t even want to know what’s going on with most things.
I mean, I don’t want to know. I don’t want the negativity of the world to block out what I’m searching for in great, Oh yeah, I really don’t care about who’s upset about Trump or Obama. I just want to search for, you know, Tulsa dog training and find a good trainer for my dog. Every time you log on, it’s just that beautiful graphic. They don’t swarm you with terrorist attacks or what people are voting for, which is great. It’s unbelievable. It’s, it’s, that’s the kind of stuff you’re going to find with the companies that Bill Campbell coached. Now principal, well let me read the notable quotable hear from Bill Campbell. This is Bill Campbell. Uh, this article was featured in Forbes and I will make sure I put a link on the show notes. It says, first of all, I don’t really take the company to coach unless the founder is passionate and really wants to create something durable.
Once you get the founder and the CEO, you just want to find out what makes them tick. You’re trying to understand what they want to get out of their management team. Then you try to spend time with the team and then put processes in place. I’m not going to tell Larry Page and Sergei Brin how to do their search engine algorithms that Google, I’m just, I’m just trying to bring what they’re doing to life, right? So thinking about that, he’s not getting in there as a coach and saying, this is how you should code your website. Know what he’s doing is he’s saying, hey, let’s get the management team rowing in the same direction. That’s what he would do. Now, principle number two is trust your managers and make sure they trust their subordinates. Dr Brick, what does that mean? Trust is huge. I mean, you’ve got to, you’ve got to trust that everybody knows their job and is doing their job and uh, and that flows from the top all the way down.
So I mean, you know, in that you’ve got the managers and then the people below. But yeah, it starts at the top. I don’t know if anybody out there can relate to this, but I can. Oh God, it’s terrible. When you have somebody doing management and you don’t trust that they’re actually doing their job right. It’s awful. It is awful. When you go in steps to to prevent that with the, you know, uh, video camera know surveillance, just giving an example of security and then also the call recording. I hundred percent agree with what Dr Breakfast said. You put in the call recording a clarity voices, a program. We recommend you put in the video cameras. I agree with all that. And I want to just pile on with this, um, Jason Elephant in the room. If we have to write somebody up for, you know, breaking a policy.
Yeah. Where do we have to put that file? We send that immediately as soon as, as soon as it’s been signed by who? It’s being documented for by the management and by a third party. So we can just verify all the information. We immediately upload that to our disciplinary folder in Dropbox. Now I can tell you this though, I’ve had situations before where I’ve had to deal with that unemployment situation and I go to look for the files. Right. And they’re not there. And I asked the manager, Hey, where are these? And they say, I forgot. Well that really kills trust because I have to go back and verify every time. Right. Just as recently as yesterday, I was looking for some core source documents on Dropbox and a member of my team was like, oh yeah, there, there, there, there, there that yes, yes.
And they’re not there. And so that’s tough. And that’s why, um, you just got to trust but verify, trust, but verify. Because if you just blindly trust really puts you in a bad situation when you assume it makes a boob out of you and me. All right. Notable quotable from Bill Campbell coming in hot. This one was featured in ink magazine with an interview with Jeffrey James that reads, the one thing I learned from Steve is to hire a great person for every single job and your company, every person has to be great. You can’t just accept mediocrity because you have, it’s a low paying position. You, you, you, you just can’t, there’s somebody else out there that can take the job and do something really wonderful with it. I really hire good people and count on them to provide me with the knowledge and understanding of the position that I don’t have.
So I want to make sure we’re getting this. Um, if you’re out there and you have people in your team, I want you to, I want you to rate right now on a scale of one to 10 your trust and your managers. 10 being all I trust my managers, one being not so much. Now I want you to write down why now on a scale of one to 10, it can rate your managers on a scale of one to 10, 10 Jason being like, wow, I really trust my managers. Oh yeah, one being not so much. And then answer the question why now question number three, rate your employees, right? Those employees on a scale of one to 10, 10 being the best, one being the worst and why? Why this is so big. Now principle number three from Bill Campbell. I’ll tell little bill Campbell story here.
He believed in a structured life. He believed in living a structured life. Now let me give an example of Bill Campbell. Did you guys know that Bill Campbell wake woke up everyday at five 30 in the morning. He went to work out at 6:00 AM to seven then he went to work from eight to two every single day. Jason, do you know what he did after two o’clock everyday? 2:00 PM what did he do? He went to coach soccer, volunteer soccer coach. He would, oh, I need this guy. And do you know what would happen if you text the guy are called the guy. He would ignore it, right? Yes. Cause he said I want to be a hundred percent present. He called this concept to a hundred percent listening, 100% being present. He was obsessed with having the same repeatable schedule and not being interrupted. He wanted to be uninterrupted when working with the kids and uninterrupted with his wife, an uninterrupted with the business.
Jason, can you talk to us about the importance of being uninterrupted when you’re greeting a customer upfront at elephant in the room or being in a staff meeting? Oh, it’s super important. So with all of my coaching meetings on Mondays or the days that I’m an elephants, I’m open to close. So Tuesday. So back to back those days, I know that I have to be 100% engaged in any of the coaching clients, but then also 100% engaged in any of our newer returning customers to elephant. Because I know that the second that I break my attention from them, they feel undervalued and I feel like I’m not doing my job because with, when it comes to the coaching client that our power is theirs, I’m supposed to help them along their path and they want to be able to confide in me, trust me, but also know that I’m there for them.
So I tell member of the team after the elephant meeting, hey guys, from 9:00 AM til four you can’t, you can’t contact me if it’s a burning fire. Here’s where you go, here’s who you contact. Or I trust you to handle it. And then Tuesday’s the same thing. Elephant people coming in. I put my phone down, I’ll handle action items when there’s nobody in front of me. But if I’m with a coaching client or an elephant client or customer, that’s all their time. Dr Brick, I want to get your take on this because you see patients at your clinic and you have to stay on time. Yes. I mean you’ve gone, how many patients do you guys see in a typical day? Maybe up there. 65 70 so if you’ve got a doctor, Breck, D, R B r e c k.com, Dr brick.com and you live in the Tulsa area and you schedule your first a exam over there, your first exam, your first adjustment, the x Ray, the whole deal. Is it free or that is free? If you go to our website, basically there’s a coupon there that makes it free. It’s free. Yeah. Or I can break.com so if you go there, your first exam is free. You’ve been doing this for a long time. You have 65 patients a day, what would happen if you got distracted and decided to take personal phone calls while helping adjust patients?
Well, I mean, there’s a number of things. So even before the phone call, if I’m distracted, then you’re really not getting that quality service that we were talking about just a minute ago. So it’s present time consciousness. I mean, that’s been been my mantra, what I’m all about ever since, uh, they won. Um, because when I’m delivering that adjustment, it’s, it’s heart to heart and soul to soul. I mean, there’s, uh, an energy connection and it’s not just a mashing on bones. Um, but yeah, I mean, I, I do not answer my phone. My family knows, uh, don’t, don’t call me unless you know, um, even if the house is on fire, call the fire department. Um, you know, but I mean, if they call back to back, they know if it’s not a true, true emergency, I mean, I’m still not gonna answer the phone, but I’ll get to it as quickly as I can. But if it’s not a true emergency, don’t even call twice. Right.
And you’ve set it up where if they absolutely need to get ahold of you, did they call your office? They can call the office the, yeah. The ladies will let me know, hey, there really is an emergency. Uh, that’s very different than the mobile office. Nobody, yeah, I mean, that moment is yours. That’s very different than the rest of the world. Yeah. Oh yeah. The rest of the world never does that. And our kids aren’t playing in the corner. I had a funny story that, um, uh, I need to share, but it’s far enough in the past where I can share it, but I will give no details as to who it may be because otherwise people will go, you’re horrible. Um, this guy pulled me aside and he says, Hey man, uh, I was yesterday. I was, you know, my wife and I were, you know, kind of whoop de Duper, do you know, we’re kind of just, you know, doing a little ooh.
And I get a phone call and I’m like, what? What, what, what, what? And he’s like, I get a phone call and I, and I’m like, Oh, you did, you answered the phone. And he’s like, well dude, it was like, I saw the call coming through and I’m like, no, no. And I go, you, you do this a lot, don’t you, but do you do this a lot? And he says, well, the other day, I mean, we just said today, we were kind of, if you were doing a little, you know, and then the phone rang and I’m like, get Outta here. That’s horrible. He knew he wouldn’t turn his phone off at night. And I’m like, so do you sleep your phone on? He goes, yes. I’m like, well, how often do you get woken up with like a dean or a update or a shoe thing?
He goes all the time. Yeah. I don’t recall having a full night’s sleep. A lot of people didn’t even charge it. And you’re like in the same room, she’d be in another room. So I’m just saying out there, um, live a structured life. Think about the things you’re going to say no to create those new boundaries. Now, principle number four, Bill Campbell wrote, spend your days doing not planning. This is an example from Bill Campbell’s life. He liked to spend his Saturday mornings planning and then he liked to go 90 miles an hour during the week. Yep. But he’s fit his weekend. Replanning every, every Saturday reprint with root replanning, recalibrating, refocusing. But then during the week he would just go ahead, Dr Brick. Um, when do you do most of your strategic planning?
I do it in the morning. Um, and so, you know, like him, my schedule is very similar. Um, a lot of people will ask me if it seems boring or mundane, but it really doesn’t. It’s a matter of I know where I’ve got to be when and what’s going on and so I’m not guessing or, or, you know, trying to figure it out in the last moment. Um, but then, yeah, we’d take some extra time on the weekend to, uh, you know, um, work on the business and not in the business.
You know, Bill, Bill Campbell is, it has an end to their principal. I want to share with everybody. It’s a principle called, he says, your company must have unifying products and principles. Principle number five, this is important because every company has its own culture. And as a coach, his job was not to create his own culture. His job was to figure out the culture that Steve Jobs wanted to create or the Jeff Bezos wanted to create. And then to help make sure that was unified. As an example, there are a lot of people out there that should not ever apply for a job to work with me ever. And I would say there are some people, probably eight at a 10 people out there would hate working for me. There’s one young lady who, uh, her, her, her husband wanted to apply for a job working for us and she says, my husband would absolutely love it there. And I’m like, this person has known me for a long time. It’s like, okay, cool. Another young lady is probably about two, three years ago. I remember she pulled me aside and goes, my, uh, fiance wants to work here, but you cannot hire him because he would hate you real fast. So Jason, talk about the culture that we have up in our office. What kind of energy, what kind of culture we’re going to speed, what kind of, how does it go?
Everything is so fast, but like I’m speaking to the last principle, a having a structured life, you make it well known. If you join the thrive team or the elephant team, every day is structured the same way. Here’s your job, here’s what you do. All of team thrive gets it to do list every morning. They’ve got it on the clipboard so they know exactly how it flows. As soon as we get out of our first meeting, it’s just 90 miles an hour. Boom, boom, boom. But it’s also still positive. Like you and John Walk around saying such encouraging things like, did you make any calls yet? Right. And to just keep the ball rolling. But it’s still fun. But at the same time we do work in an environment where it’s
do or die. Like it’s in the words of John Kelly. It’s either hell yes or hell no. And I love that. I thrive in those because I love chaos. I love energy. I love excitement. Uh, there’s, you did a gong, if you close a deal, you, there’s like a, a bell that rings when you set appointments. There’s the victory lap high five and five. And we have employees with the music over the energetic music. I mean, it’s a, it’s a fast paced culture and some people would love it, some wouldn’t. But Bill Campbell was just talking about you’ve got to have a unifying product and principle. Another example, we had a young lady who worked with us for about a month and Jason, she hated me. No, I’m serious. Like she would look over at me even the eye of death. And we had a guy that applied for a job, you know, shortly after she left.
Yeah. And he goes, Hey, I worked with her in her previous job and she told me that she hated you, which will let me know. I would love working for her. I hate her. I mean, it’s just an interesting a concept. So principle number six, it is imperative that you stop in fighting as soon as it arises, which goes back to the bill Campbell that have a cortical, I don’t take stock, I don’t take cash and I don’t take so he, you know, he worked, he worked for free and his as his way to give back. Right. But if you listen to the interview with Tim Ferris, Eric Schmidt explains in great detail, Bill realized that usually the biggest problem facing the company is not fighting from the outside. It’s usually internal implosion. Right. A doctor. Breck what kinds of, I know your team now, there’s never in any infighting and your company and there’s certainly never any in our companies there, Jason.
But what kind of infighting hypothetically may one fine within a company? Well, thankfully a, when I do hire, I mean one of the things I tell him is because mostly I work with women and I did say, Hey, this is a drama free place. And you know what I mean? We are a family and we’re close and we’re spend a lot of time together. But man, we are going to squelch any kind of drama as soon as it arises because we’re just not going to Harvard. We’re not going to do it because it does, it destroys the vibe. It destroys the energy. Um, and so yeah, we do, we, uh, I immediately bring whoever parties are involved or what comes up as fast as I get ahold of it. I bring him in my office and say, Hey, let’s get down to the bottom of this.
Let’s resolve it and move on. Otherwise somebody needs to leave. So I’ll just give you some examples of stuff that I’ve seen kill cultures that it’s a little little too close to home for me, but I’m just going to give a lot of them. Yup. Just a lot. And maybe Jason, you can put notes, some of these on the show notes here on principle number seven, um, one, it’s when an employee passively aggressively decides to not follow dress code. Yeah. So it’s, you know, you have a dress code. Everyone should wear a tie and one employee. You know, I’ve been there a long time. I don’t want to that. That’s why I just see dress code infractions. Uh, but it’s not an aggressive, like I’m not going to do that. They don’t ever come to you to say, I’m not going to wear that tie. They just stop. Right. Um, another example is lateness where it’s a minute late. You know, one day it’s a minute late and then four minutes late and then seven minutes late, and then it’s an half hour late. And I think subconsciously the person who’s a little bit late doesn’t even think about it, but over time it becomes a new normal and then it becomes a problem. Third, right now we live in a culture of social media and I’ve been, has been brought to me a lot. People say, I’m not building up my own brand.
I hear this a lot, like very much people saying, I’ve been working with you for two years, five years, six years, nine years, eight years, one year, six months. And I’m never, I’m not building up my own brand. And the NBA National Basketball Association, they’re having a huge problem with this right now. It’s that each player wants to build up their own social media following more, more than they want to win sometimes. Yup. You get a lot of people though, whether it be stylists, whether it be graphic designers, whether it be photographers, they want to build up their own brand. And so it sends mixed messages to the consumer because they’re like, look, you’re a photographer who works for you full time as an employee. They have their own company over here on the side and they’re promoting their stuff they did on the side and stuff. They’d done that on the side, looks better than what they’re doing for you.
And so I’m going to call this. There’s a lot of that. Um, another, another cultural issue is a, and of course you’re not paying them, you know, to build their brand yet another, I mean, those owners of those and other athletes aren’t paying them to build their own brand. You are 100% correct. And in another area of infighting is when employees are using Linkedin, Facebook, and indeed during the day you have it right on your dime, their finding. So what happens is they’re on Facebook reading tips for how to get a raise while they’re working for you half the time. Yup. [inaudible] you see that a lot. Uh, another, another example of infighting working with family where you have a family member, let’s say, let’s say you have a family member working for you in a one family members, you know, supposed to be doing. Um, I dunno, like graphic design, let’s say.
Right? And they don’t get their job done. Well, the of another family member who is their boss and they sorta just hide the jackass. Forget the other employee, right? You have one family member who is supposed to maybe do helping you with accounting and you had been there a family member who is supposed to be managing them and they just sort of skirt over it. Dot. Hiring family. That’s so weird because when you work in a company and your boss is the daughter of the founder [inaudible], it can be tough to see how you could ever get promoted because you’re like, well, this guy’s daughter’s my bus. What’s my chance to get promoted? I mean hiring family you’re going to get, you can get weird hiring family. Other examples of infighting is people who refuse to save files the right way as they have their own naming. All right. What happens when you can’t find a core document? Doctor Rick.
Oh, it’s awful. That is horrible. Actually. My sister, uh, who runs a childcare facility for a major hospital in Oklahoma City. Um, she just had to let somebody go and, um, she was kind of telling me about it, but they do have a centralized system to where that person cannot delete. They can’t take files with them, you know, certain things that they’re not able to do. And it’s just, I mean, it’s strategic, but it’s so smart because, yeah, I mean, they can, you know, if they have two weeks, they can do a lot of damage on the way out the door for sure.
Um, I’ve got another example that’s a pretty, pretty crazy. Um, it would be, um, hiring hookers from the workplace. This has happened, at least ever going to happen in my office. This happened at least twice that I know of in my companies. Yeah. We had an employee during the day literally going onto Craig’s list or to order pot or drugs or prostitutes during the day. Other causes of infighting is when you have clients that hire your employees or employees who flirt with the idea of wanting to go work for your clients. Yeah. So I’ve seen this one, this was one in your business that could definitely do that all the time. Oh I remember what a private, four or five years ago we had one guy working for our team and I, it was up camera, but he’s talking to the customer and he’s like, so what do you guys pay at Your Business? Cause they’re doing like a photo shoot together.
They’re like, well we pay, you know, start at this rate, that rate. Well I’d love to come work for you. Maybe I say and I’m, and there’s that weird or is that weird aura. Another cause of infighting is discussing religion or politics. So let’s do both real quick just to show how this works. Alright. So Jason, you and I are, are you get to play the character of view with Uri with your real religious beliefs? I was born to play that role. Okay. And I’m going to, I’m going to play mine my real, real with my real religious beliefs. Okay? Yes. And the only difference is in real life, you and I don’t get into debates true. But I’m just going to show how this could happen real quick. Okay. Yeah. So, uh, chasten, did you, did you just see that new uh, uh, article on CNN about how people can’t pray at work?
I did not. I don’t read CNN, nor do I subscribe to anything. I just think it’s crazy that we cannot pray at work. I mean, that’s, that’s totally cool. But I don’t see the point in were I never see you praying it work. How come you don’t pray at work? I am not a religious man. I’m just here to do my job. Well, it’s, that’s okay. I mean, if you want to go to hell, yeah. If you believe the construct of Hell is real, then we can have that argument. But I’m not, are you saying you don’t believe in the construct of hill? I’m saying I don’t believe in anything, homie.
Where did you get off? And then all of a sudden it’s like, okay, well fine. And then throughout the, and then throughout the day though, instead of asking, you know, Jason, could you help, um, wash the towels? Yeah. I might think things like, well, hopefully he can pass me the clean towels before he burns in hell. I mean, there’s that kind of right where there’s a lot of that, right, right. Another example, uh, let’s go with, um, uh, this’ll be good one, um, people right now who are in favor of, of building a wall, right? Dr Breck, let’s pretend that you are anti wall and I’m four wall. Okay? So here we go. Doctor Breck, did you see that article yesterday on box about the new wall, the Pentagon’s giving Trump a billion dollars to build the no, that’s ridiculous. I can’t believe that waste, that kind of money.
I know we should have. We should have started building the wall years ago. We’re wasting so much money allowing these illegals to come in. There are so many illegals. I feel like our country is populated with sick birds. At least be able to just want to come here and work. Who else is gonna do the job? Why do you get it? All right? Just trying to keep people out. Did you steal my food out of the microwave? He has set up anyway, so actually saw a great, great photo of Tim Redmond. He was on a cruise right now and it’s a senior frogs and says the fun side of Trump’s wall. That’s pretty clever. There we go. That’s all I’m saying is that there is. That’s true. Is that [inaudible] good to go? If you talk religion or politics, it’s going to divide a room. Oh, it gets ugly. It does every time.
Another cause of in fighting. I’m just listing them all out here. Jason. Let’s do this one. Let’s see if you did. See if you’re my manager and I cut hair. Yup. How’s it going Jason? That’s great man. It’s kind of slow today. A little bit. You know, I’ve got about a half hour here. Quick question for you. Yeah. How much do you get paid? Oh, see right there that you’ve seen that discussion multiple times. Oh, that’s a hot one. That’s that. See this is in fighting. This is info. This is in fighting. This is what it is ruined through over and over all the time. Um, another cause of infighting fighting, Jason, we don’t, we get to get our company headshots cause I noticed that you got head shots and I did not get headshots and I noticed that you got them and I did not get the winner.
Are we going to have co company headshots? Where do you get off? Right? It’s, it’s constantly am I am I, am I wrong here? Not at all. Dr Brick business cards. Hey, how come on. Sarah has business cards and I don’t because I know that I’ve been with you a little bit longer and I pretty much believe I should have had business cards to, right, right. Where do you get it off? We it to constant. So all I’m saying is you, you just, you gotta be, you gotta stop. It almost always is. Yeah. Okay. Now, principle number seven, determine your cultural values from the outset and then model them. Bill Campbell, um, Bill, you know, was obsessed with keeping, has a set schedule, which is why he personally had a set schedule. He always got to woke up at five 30. I always worked out from six to seven, always showed up to work on time, eight o’clock to two, and then never answered the phone when he was gone.
Yes. I think it’d be really, really easy for him to preach that. But to actually do that is where you start to see the culture develop. Culture is nothing but what culture is what you allow it to grow. That’s what that word means. It’s what you allow it to grow, what you love to grow within your organization. But doctor Breck talked to me about this. You can’t preach being on time if you’re not on time. Right? Right. Well, and I think a lot of times, you know, you’ll have some kind of a great, um, you know, business, uh, uh, uh, mantra or you know, kind of your, um, what’s the word, um, uh, values, mission, mission statement, your values and then you, you don’t actually follow through with them. Like it’s great and it’s a slogan on the wall, but nobody actually performs or lives by it at all. Right? You’ve just completely undermined everything you, you work to try to do to create that or, or you know, it’s just walking hypocrisy. So like when people I say be the change you want to see but don’t ever change. You’re not. Now speaking of state of guiding principles around, um, he says, don’t manage, Bill Campbell says, don’t manage your team via email. Yes. Ah, I’m going to read a long notable quotable from Bill Cam on as I read it. I want the listeners to just marinate on this. This appeared in ink magazine article by Mr. Jeffrey James,
Bill Campbell on email.
Remember he’s working with Google, apple, Amazon,
Facebook into it,
the biggest companies and they’re all tech companies. And the the coach that is endorsed by all of these people is telling you, get off the email. This is what he says. He says one of the greatest boom and busts of technology. If the technology era is electronic mail, it’s sort of the greatest things that’s ever been constructed anywhere. It’s also a crutch. Email is one of the great, great things that’s ever been constructed, invented and
full supporter of it, but it’s got to be used wisely. I worked with an executive who managed by email, he’s read a report or something in his email folder, disagree with it, then send a memo saying something like, I think this is the stupidest thing I’ve ever read. He blasted out to six people who been on the group. As a result, each person, that group who wrote him another within write him another two to three page email message explaining why the report wasn’t stupid. Everybody would end up spending 45 minutes thoughtfully banging out an electronic answer and invariably turned out that when he blasted criticisms like that out onto the network, he would find out that they were right and if they had thought the situation through very carefully, the executive was just not aware of all the reasons that they had got to that point because he did not follow the process. I tried to tell this guy that electronic criticism was very insensitive. It’s pretty insensitive. I suggested that he, uh, did he suggest to, he had to the committee that we sit down and say, look, I really don’t like this and let me tell you why. And then they’d get a chance to say, well, let me tell you the problem. I don’t know how many hours we wasted answering electronic messages just to address something that could have been settled during a brief hallway conversation. Bill Campbell
just stop using
email to manage [inaudible] I see it all the time. Ah, I remember we used to have a video company and we had different managers in the video company, but when you edit a wedding video, it’s like a one hour video, 30 minute video. You have to send the video to someone who Q sees the video, their is to watch the video and to check for errors. That’s what you do. Your job is to watch someone else’s video that they edited, doing their very best and to probe and to find errors in the video. Right, right. That’s the job. I mean that makes sense to find errors. So I remember we had one QC or who used to always email responses instead of talking to somebody and he would say, um, 0.1 name spelled wrong. Point two words, don’t match music 0.3. It would be great if you could ever get that right now.
Never commenting on the other, um, you know, 55 things that were right. Right. So the person who would edit it, we’d get mad. Oh yeah. Only getting the names. So this is what would happen. They would edit the name and get that right. Then they would go in and edit the voices to match, but then intentionally at the end of the video they would right, screw you. Then the QC or would go love it. Thanks for making the changes. Then the employee would write back, well if you weren’t an idiot you would have actually watched the video. So don’t criticize me for making errors cause you didn’t even watch the video because if you did you’d see at the end I said screw you and it would all be via email. It would be almost explosive and I’m just telling you email is absolutely the worst way to communicate with people.
True it. It should only be used to confirm what was said. Yup. It should not be used as a way to discuss or to assign action items because Jason, how often when you get an email, do you not even know what the person’s talking about w yeah, I never know what they’re talking about because with a, at least this is my personal take on it. Anything as far as like text based communication. So a text message for work or email. I will only ever text her email. If it’s good news. It’s right. I will always call if there’s a discussion that needs to be had or if bad news needs to happen, it’ll be a face to face meeting or a phone call because an email or a text always comes through as either insincere. There’s no tone. And so people will take it how they think this like well he says a lot of things and he may have ms punctuated here, so he must be mad at me.
What did I do wrong? And then they start to stu or it’s the tone just comes across as passive aggressive whether, whether the intent was there or not. So I just, I try to just unsubscribe to all of that. And if it’s good news, send it through to, so it can be quick, but sometimes it may take longer to make 10 phone calls as opposed to seeing 10 different people. But you can be more specific, you can be more detailed. And there’s that human element to it. That way everybody leaves on the same page. Bill Campbell was a huge fan of starting off every meeting with building rapport. Essentially celebrating wins are going over. Good things that happened. Um, and that for me has been the hardest part of growing a company is having ref wins to start a meeting or rapport. Um, cause on a human level just me, I don’t like that. Like I don’t, so like I just don’t, I’ve had to learn that, um, just want to dive the
meat of what it, whatever we’re meeting about.
I mean I’m just being, I mean this is how I am. Like if you said, if I, if I close the deal at say, yeah. And you said good job on that deal. Good job. You did a good job. Yes. I don’t know what to do with that feedback. I’m always like, yes or okay, but I don’t, and I don’t really process that emotion very well. I’m always like, okay, that is, thank you. Um, but I do process the emotion of like, Hey, we could do this better. Or Hey, here’s what we can do to make that better. Or, Hey, I just don’t do well with like praise. And I thought for the longest time that everybody else was like that. And I found that probably 99% of humans are the other way around.
Feel you on that though? I am. If somebody gives me a compliment, they’re like, like I was talking to clay stares on Tuesday and he gave me a very, very nice compliment on how I’m doing coaching. And I kind of just stood there and not it. And I was like, your shirt is nice but I can celebrate somebody else’s winds like to the moon and back.
Okay. And, and so I would just say when you start off your meeting though, you do have to, um, start off with that report. If you have to deliver criticism, make sure you do it face to face or over the phone with some nuance. A Dr Brick, you had a hot take there.
Well, I mean, kind of back to the, uh, the email thing. Um, one of the things I’ve always told my team is that if it, if the exchange is more than, you know, one and two back and forth, then it needs to be a conversation where, you know, if, if you can face to face and if not definitely a phone call. Um, but also, you know, kind of going back to the, the struggle with the praise. I would say some of that is because both of you guys are self driven, you know, and so you get that internal motivation to keep driving and keep going and a lot of people don’t have that. And so yeah, it depending, if you’re not really self motivated and driven from internally, then you need those external cues to to say, hey, keep going. You’re doing a good job. But I mean that’s just a, an individual thing. And most people, most people
full are not internally driven. And I’ll give you some examples of, of me behaving badly. Um, this would be, um, those are your favorite examples. Well, I just think it’s important that to listen to my favorite examples, letting listeners can learn from some self deprecation. You know, I, I, uh, and these are things that like, uh, you know, I can never ever go back and fix it. So it’s, it’s, it’s brutal, but it’s, it’s where you can learn from it. Yeah. Well, like, um, I was watching Kobe Bryant, uh, there’s a video of Kobe Bryant and practice and Jason, do you ever see the video of Kobe Bryant and practice where he, he’s freaking out at the team? Uh, no. Is that, oh, I’m thinking of Dennis Rodman when he broke the scoreboard. You okay, let me, let me just show you. Um, it’s like, um, you know, it’s, it’s like Colbys and practice and he’s doesn’t, he’s not playing basketball the same way other people a basketball. So here he is going against, um, uh, Jeremy Linen practice.
I know it’s hard to hear what’s going on, but copis guarding him.
Kobies yelling at Jeremy Lin to shoot the ball. He’s guarding him. He’s like, shoot, shoot, shoot, shoot. And he talks trash the entire practice and it’s because Coby has this thing, he calls the Mamba Mentality, which is, he is just intense. And so he is audit. It’s like he has probably four to five times more intensity than the average player. Right, right. Another example would be Russell Westbrook. I’m a thunder. He plays with an intensity that like you can’t, if you’re on the team, you just can’t keep up with him. Right. And winning is not enough. And that’s how I’ve always been for business stuff. I just, I don’t understand. Like if someone says I didn’t get a chance to read the book this weekend, I got busy, I went to the lake. I don’t get it. Cause like I’ve never wanted to go to the lake. So it’s nothing wrong with you.
If you want to go the lake, you’re a normal person. That’s good. It’s good. I’m not saying that in a condescending way and it’s good. It’s normal, but I don’t, I just don’t have anything else I want to do other than to be great at one thing. And cobia was the same way. He didn’t want to travel. He’s going to play basketball and dominate. His whole goal was to win a championship. He didn’t want to go out to eat with the players. He didn’t want to hang out with the players. He didn’t want to go out to movies with the players. He didn’t know what was going on with the players. And in a, the book 11 rings, Phil Jackson Talks about this and has come out and talked about this a lot. He did an interview with Shaquille O’Neal where he explained to Shaq, he just was so mad that check showed up to a camp out of shape.
Right? He’s like, how can you be out of shape? You’re their one job is, is to win the game. And Shaq says during the interview, he’s like, all I had to do is dunk, do to have fun, you know. And so if I can jiggle, I’m good. And it really, really upset Coby, I mean next level. And I have, um, in the past attempted to become friends with or to allow certain people that don’t have that Mamba Alpha dragon energy to get clothes ever. Charlie Sheen, I’m just saying tiger bloating. I’m just saying every time they get close it ends bad. Right. Because they can’t keep up. And so it’s like, it just doesn’t go well. And so at someone who says, Hey, you know, why don’t we partner? And I’m like, oh, okay. What’s fair? Well, I’m like, all right, well, hey, let’s, uh, since we’re both busy, let’s have our first meeting tomorrow at 5:00 AM, let’s go.
And they’re like, five, can we do you know, seven? I mean, no, because I already have meetings then. Right. And it just starts to create this in almost every time. It creates this friction and this tension. And then the person will ask me, like, are you mad at me? And I have made the mistake of being honest and saying yes. And so I would just say it’s important that the birds of a feather flock together. And if you are a super duper Alpha, you might to hire somebody like John Kelly who works with me, who it was also alpha, but it’s kind of like my buffer. Yeah. Because John is, John’s like my speed bump. Yeah. So I might be coming in at 90 miles an hour. I’m a 90 miles an hour coming in hot. And then I see this book written and then John’s the speed bump.
Yeah. So if you’re out there today and you’re saying, I am an Alpha, just please understand you’ve got to create a buffer because if not, man, you’re going to create some serious friction. Well, yeah, and I have friends that want to work out with me and uh, I love it cause I can always, they’re like, what? What time do you work at? Let’s, let’s, I’m like five. Oh, great. I’ll meet you know, hey, oh, they’re like, oh hey. Like, yes, I don’t want to work out with you. I don’t want more talent. I like to do what I do. Now. Principle number nine, maintain a culture of respect. Bill Campbell writes, the reality is that you have to earn leadership from the people that you’re working with and who and who you are and who are working for you. The reality is that you have to earn leadership from the people you’re working with and who are working for you.
Um, those of you who don’t know the story, um, Scully, I got the name of John Sculley. He worked at apple during the time when Steve Jobs was, their weapons is apple was growing and Steve was intense and he felt like he needed a CEO. So he brought in John Sculley to help manage apple. And as is well documented, um, it didn’t go well. And Scully end up forcing Steve jobs out of his own company, right? Oh. And, uh, Steve was very, very bitter about the whole thing. Understandable. And uh, uh, it, uh, it didn’t go well. And it’s a situation where if you’re out there and you have a business and you have a partner and you ever get to a place of disrespect, now it gets really, really bad. So Bill Campbell says here, he says the title doesn’t mean much unless you earn their respect as a leader.
So it happened was Steve jobs brought in Sculley to be the CEO, but he didn’t respect him. And so it created this weird friction. And so I would just ask you right now, how much respect do you command from your team? I call it the rule of 10 x, the rule of 10 x. But basically if your people don’t feel like, you know, 10 times more about the business than they do or you’re not, it’s 10 times more passionate than they are, or at least you’re 10 times more engaged or 10 times more invested or 10 times more devoted. It’s really hard for them to follow you. Right. And so you just got to show that you’re all in all the time. Dr Brick, I mean if you came across to your team, like, you know, being on time for patients, didn’t matter what would happen quickly.
I mean the whole thing falls apart because so much of what we do is timing and we could, we, for us, it’s called the flow. So I mean the patient flow throughout the day, you know, from one station to the next as we worked through therapies and then the adjustment, um, checking in and out. I mean, all of that is, is strategic and, and it’s like clockwork. And so if it doesn’t work like clockwork, I mean we fall apart quickly or would fall apart quickly. But yeah, we can’t allow that. And so it’s, it’s crucially important. Now, Jason, I want to get your take on this next, uh, principle from Bill Campbell because I think this next principle, I think we all agree with this. I just don’t know, um, how implemented, how implementable it is by everybody. Gotcha. It says, be honest with your team. Now I’m not encouraging you to lie to your team, but think about this. Yeah. Let’s say that you’re a small business owner. If you’re listening today and financially you have enough money in the bank for one more payroll and a member of your team says, how are we doing boss? Cause you’re really slow. I mean doctor Breck do you think it’s wise to tell your team, hey guys, here’s the deal. We are down to our last seven bucks and a, I work all the time. And uh, by the way, my, uh, you know, kids hate me and we’re getting sued. I mean, is there, is there a,
I could only imagine the squeals or tires as they’re leaving the parking lot.
Yeah. Is it, I mean, as I’m just asking you this, I mean, what’s, how much information should you share with your
team in your mind? Yeah. One of my employees, her last position, she, her last paycheck was, uh, that computer you’re working on. Go ahead and take that home with you. Um, I’m like, if we get anywhere near that point, we’re in super duper trouble. Um, but yeah, I mean, yes, you want to be honest. Um, but that does not mean you have to have complete and full disclosure. Um, you need to be honest about what they need to know. So it’s all on a need to know basis and like you just said, I mean the 10, 10 x, uh, you know, idea, you do know more and you’ve got a bigger picture and, and if you’re running your business well, you’ve got that 30,000 foot view as well as being, you know, in the mixed, in the middle of it. Um, but, uh, yeah, you just, you want to be honest with what, what information is pertinent to their job, getting it done and what needs to be passed on. But that doesn’t mean they need to have every aspect. I mean, you might be strategically planning something and they don’t, they don’t necessarily need to be on in, on any of that.
And this is a problem I’ve had with partners in the past is I’ve had partners in the past, when you’re a partner, you know you need to disclose everything, which I do. But when you team up with people that don’t have the emotional capacity to handle it, yeah, sure. They’ll say, so how are we, how are we doing on Google? Where are we ranking on Google? And you’re like, well, we’re on page a three. And they’ll say, well, when are we gonna be top? And you say, well, our current pace, we’re two years away. And they’re like, okay Dan, you know, and you go, guys, castles, awesome. Amazon didn’t make a profit for nine years. And they’re like, yeah, no guys, calm down and look at it. Espn didn’t make a profit for over a decade, guys, listen, listen, this is not bad. Tesla, it took them over 10 years as low square’s guys square, only took, you know, close to a decade, seven, eight years. I Hate Square and Twitter and all the guy hate the Dyson vacuum and all your stories. Bad Stories. I want to know a story about getting rich quick. I don’t have any of those stories are bad brand. Was that again to be so careful, careful about who you partner with because certain people can’t handle
truth. Well on that note, if I could add one more thing we close. It’s
um, a lot of people see it two ways. It’s you have to be able to, wouldn’t speaking to me. Mainly employees cause partners. You can be honest with coaching clients, you can be honest with their paying for the service or they’re invested somehow. So there is a higher level of honesty you can take with them. But for somebody who is just like an employee within the company, people think there’s two roads. You either need to tell them what they need to hear or tell them what they want to hear. But right in that little middle sweet spot is you tell them what they can handle and you find, okay, I know that I can give them x amount of information without their head exploding. That way they still feel like they are going in the right direction. They are informed, but I’m not going to give them a reason to be catatonic. As an example, I would say, well, I’d say five, six years, five or six years ago, we had an employee who was awesome at cutting hair,
but a personal disaster. It would come in just in cut hair all day. Yeah, and then occasionally on the way out, when were 16th in Boston, she would, clay, how’s your day? I’m like, great, great. How are you? I’m as I’m walking out. Yeah, well, here’s what’s going on. I might be pregnant. I’m like, this is multiple times. We’ve heard this from the same person and it’s like, I am. Can we be praying for you? You know, or priest, or it’s like my ex, you wouldn’t believe what he said, and it’s every day. There’s never a time where they’re out of the drama free. They’re dramas on river. And so it’s a weird situation because when we had to promote somebody, I had to promote somebody for a management position. Yeah. It’s clear to everybody who works there except for her that there’s no way you could put her in charge. No. Right. And Jason, why can you not put an emotionally nuclear person in charge of
managing people? Because as soon as something goes like crazy, they’re going to hit that nuclear launch button. They’re going to blow everything to kingdom come, and then it’s just going to be the slow or hastily downfall of your company. So I just remember this, I’m standing in front of our 16th in Boston location and she goes, am I even being considered for management?
And I remember going, what are your names in the hat? Yeah, I mean that’s, that’s where it is. There’s a hat and then that name in the hat, there’s three names and your name is in that hat. And I said, what we’re looking for is very emotionally stable, consistent, hardworking people. That’s what I am. That’s why I know I have, and they don’t even see it right. Right, so again, that’s, that’s, that’s probably the hardest. That’s one of the tough principles. Principle number 11 work on the people then the problem, yes, Bill Campbell says it’s not working and I’m going to help you in your next role. That’s how he fires people. His line for firing people is, it’s not working out and I’m going to help you in your next role. That’s all you have to say. Right. And a rumor had it, he said that a lot because he believed in working on the people and not the problem.
Right. So a lot of times there’s certain people that just cannot get anything done on time. They just can’t hit deadlines. Right. They want to hit deadlines, but they can’t hit deadlines. We’ll do they want to. If they don’t, here’s what I’m saying. I don’t even know. All I know is they don’t hit deadlines. Just can’t do it here. Right. They might say they want to hit deadlines. You know what I’m talking. Oh yeah. It’s the person that says I want it to be on time, but they’re not, but they consistently, he cannot deliver. I wanted to save the file in the right place, but I forgot it. I wanted to finish the workflow, but I didn’t, well that’s my, my line is, uh, you know, you’re a great person and we, you know, this, this isn’t a great fit and so we want to help you find a better fit.
Can I share a story about an ab and a bad boss? Sure. This is helpful for the listeners out there. We had gotten my team who, um, went to a Bible college locally and he was a top sales guy, dressed sharp. This guy, Jason, you would’ve liked to see you like this guy. Ooh, I like this guy. Sounds like he’s kind of sounds like a bin. Yes. But no, no, I cannot say that because he is then his world’s removed from what happened. Okay, Gotcha. So one day we get to work and uh, you know, he left his computer open and there are sites like, can you guys explain the basic premise of Tinder? Um, it’s, it’s like the movie Predator in a sense. You just, you just stock people and uh, dating hookup APP, right. When you say hook up, what did you mean?
I mean it is adults who are consenting to a get together, can eat and take the two adults and heat. They’re looking for a partner to make that are not really looking for a relationship. They’re looking for a physical interaction. Is that, is that accurate, Jason, from your perspective? Okay, so he was on something kind of like that and he sent a girl this message and he says, I can’t wait to meet you. I can’t wait to be with you. I’m so excited. I’m going to, I can’t wait to marry you and all this. But as a site that was, it wasn’t like a nefarious site, but it was one where it was like more of like a fine hot singles near you got kind of, so he flies out there and he comes back to Tulsa and employers were like, how was the trip man?
And I’m not really hanging out with the guys. I’m just hearing them talk and he’s like, dude, I told her I loved her. And uh, she, I have a fake name. She usually know who I am. We got it on the whole time and like four days of just getting it on. And I’m never, I’m never calling her again. It’s awesome. And I’m like, no, cause I hear about the second hand. So I pull him aside and I’m like, did you travel to a, another state to meet somebody? Tell them it’s a false under a false name and hook up with her under the premise that you love her. Did you, and then you left her? Absolutely. And I go, really? And he goes, yeah, it’s, it’s awesome. And I’m like, Dell let me look into like, okay, here’s what we got here. So I right away I knew we had a people problem.
Right. But he was a phenomenal disc jockey and a great sales guy. Yeah. So this is where I was being a bad boss. I should’ve known it. Gotta get ’em out of here. Yeah. What happened was I’m working with the guy and he’s getting promoted through, uh, doing a good job. And I get a call from a wedding venue on the day of a wedding, of a, of a show on my, on my, uh, Nokia phone did it dude, dude, dude, dude, hey, this is clay. How can help you? And the wedding venue says, wait, your guy is here, d Chang and he is completely intoxicated and he hasn’t started deejaying yet, right? And I just want you to know like he drove here intoxicated and owners, I’m not calling the cops cause someone’s wedding, but you need to send somebody take care of this and you’re in your company vehicle, right, with your name blazoned on the site.
So I talked to the guy and he proceeds to tell him and he’s nervous when he does show. So He’s always drunk. Oh that every show that’ll fix it. So again, me being a bad boss, I sit down with them and I start coaching them on how to get his life together, get his life together. Step one, step two, step three. And then he goes, hey, by the way, I want you to know on a lot of the trade out shows, like we were doing trade outs with outback and Magoos and places where we would do like $600 a trade out. They wouldn’t pay us anything. They would just give us gift certificates. Okay. And under those situations where he goes, what I would do a lot of times as I have, I’ve been, I was like double the trade out amount and then I had turned it in for commissions.
So on the events where we didn’t get paid at all, he would just crank up the trade out commission to make a trade on them. I’m out to get a bigger commission. Wow. Right. And I’m like, you would do this often? He goes, yeah I just, I mean no one ever caught it. You know. And I have one more thing cause we’re like nice kind of minding my buddy. Yeah. He’s like, you know how a lot of times we charge a bride $150 deposit on the day of the wedding. They asked me how much they owe and I say, oh, it’s this amount. And they go, I thought it was 150 less than that. I thought the deposit went toward it. And he goes, no, no that doesn’t. And he’s like, and then I would turn it in as a tip. Yeah, he’s pocketing the cash and I go, anything else? He’s like, yeah, I got one more thing and it’s, this continues to be worse, worse and worse. And so rather than firing him, I’m trying to like coach him up trying to life coach and to quote Dr Zelner, you shouldn’t be a life coach, shouldn’t be life coaching your people unless you’re a life coach.
But I mean I used to just after character flaw after, so just, I would just say again, Bill Campbell says principal Leben work on the people. Then the problem now principle number 12 judge people by more than metrics, which we just talked about, but Dr Brick, how bad can it be, whether it’s a football team, a basketball team, or a business team. Let’s say you’re a star receiver, gets a ton of yards after the catch, right? Does great end zone dances and goes to the pro bowl, but talks bad about you and media interviews and is disruptive in the locker room. How bad can it be if you have a star who are behaving badly? This, uh, you know, here, here recently there’s, there’s been some situations where, uh, yeah, that that player just undermines the entire rest of the team. And so, you know, you may have a star player
in football on your team and then, uh, yeah, they’re doing their one job well, but then they’re doing five other things just horribly or undermining everybody else’s efforts. And so that, that becomes a cancer really quickly. And it does, it destroys the, uh, the focus, the energy, the teamwork, the comradery. Um, yeah, that’s, that’s just not ever going to work. Well,
no. Principle number 13, this is one that’s been very hard for me to learn as well. And, uh, again, just all examples of how I’ve had to learn this painfully over time. This one. Oh, I hate this principal bill Campbell, but it’s so true. I hate that. It’s true. I hate it. Um, it says principle 13, focus on the longterm. Always. Eric Schmidt, the CEO of Google reports in a Fortune magazine interview. He wrote, when there’s a business conflict, you tend to get rat holed into it. Bill’s general advice has to be rice one step higher above the person on the other side of the table and take the long view. He’ll say something like, you’re letting it bother you, Eric. Don’t you see? To Be Successful as an entrepreneur, you have to have a sense of urgency. Yep. You really do. Yeah. Um, but I don’t know. I don’t know whether, um,
well, but to, you know, going to go back to your example of a working with partners, you know, I mean, uh, you had to say, hey, w, but what’s the longterm, you know, this could take a little while with Google getting to the top. I mean, like you said, you’ve got to keep that, you can’t miss the forest for the trees. And so you sometimes have to step back, get a better perspective, um, and not get too bogged down in, in today’s Meyer because tomorrow is going to have a whole new set of, of issues.
Here are situations where I have dropped the ball the most recent, I’ll give you one, but this would be about, um, probably 12 years ago or so, but employee on my team said to me to go clay in a staff meeting. Yep. Everyone’s there. I don’t get paid enough. I look at the guy, I look at him, I said, can I ask you what you get paid? I shouldn’t have gotten into it. They’re in a group setting, right? Sure. He goes, well, I’m getting like a thousand a week and I’ll go, this is, by the way, this is like 14 years ago. This was like 2000 fourish I’m like, you make $50,000 a year. Conservatively. Yeah. Yeah, but you’re making hundreds. Okay. What time do you get to work buddy? A nine. Okay. What time do you leave? Five. How many days a week do you do that?
Five. Interesting. What type of thing? I get to work. I don’t care. I just don’t get paid nothing. Well, you should care because I could work at three and I worked til night. Yeah. But I’ve had to, I, I, I only have 50,000 a year and I grew up pour it. I’m like, you wouldn’t talk about poor. Let’s get into it. And we ended up getting his epic debate, epic, like, which was great for everybody else to watch. Right. Entertaining. Great. Not Great for business, but entertain. Yeah. And then I was like, okay, okay. Okay. So I get it. So you feel entitled, you feel in talking about right now and right now you feel entitled speak that way to me, I get it. There’s no, there’s no respect there. Right, right, right, right, right. I get it. I get it. So you aren’t being paid enough.
Well, that’s what, that’s what’s awesome is there’s a lot of other DJ companies in our town. It’s my strict and crazy. I’m starting to quiet down a lot of them. I don’t think any of them pay as much as we do, but when I empower you to do as of right now is to go apply because you are fired. And he was like, I been fired after two years working for you. And I mean, oh yeah, get out of here. So I fired him feeling good, feeling great about it. What happened was I created like a decade at me. If a guy who’s super motivated to hate me now what’s cool about this scenario, this job, this idea, this, this, this story is I’ve only done that about 50 times and it’s because I loath, detest, dislike, chronically late poverty minded people, right? I only grasp, I only understand the language of a player in this.
I have a very hard time with SeeLevel conversations right now. Ah, I learned this idea from TD Jakes because I learned that as an eight I was, and I wasn’t a player in many other situations, right? But my long view, my lack of seeing the long view is the trade of a c player. So TD Jakes talks about this doctor break beard about the DD giraffe. And the turtle. Yeah, I was just so good. Yeah. Td Jakes says, if you, if you, if you surveyed a draft, hypothetically, if they could talk, she’d say, Mr Giraffe, what do you see up there? And they would say, oh, I see the blue skies, the green tree tops. I see maybe the mountains. I see other animals. I see potential predators. I see it. All right cause I’m super tall. Sure. And if he said, Mr Turtle, what do you see?
The turtle would go, well I see them. Giraffe poop and she, I see Ya. No offense. All Turtles. I’m sure. No, no turtles. This is the first hurdle impression I’ve ever heard ICN sex than I see dirt. And I see just no hope for the future. I just see down here is this fricking turtle hook. I’ve never even seen the drafts face. You won’t even look at me. You go ask the Giraffe, uh, Mr draft, what was the last time you talked to the turtle and he went down there to see his perspective? Well, I would never go down there. I can’t even fit. I can’t even bend down there. I mean, I, I’ve never, I haven’t what is a turtle? And it turns like, are you kidding me? Unbelievable. I look, I mean freaking where does that, I hate that giraffe up their fricking dry.
So what happens is both people are being honest from their perspective, right? This was so freeing for me to understand that the turtle is reporting what it believes to be true. Right. Based upon what it sees. And the Giraffe sees what it knows to be true from it’s perspective. Right. And if you as a giraffe cannot, will not go down to the level of the turtle, at least for a moment to figure out what the heck they’re talking about. Right. They are going to leave in a very, very unfavorable, unpause, active, super negative, bad way. It’s going to end in an epic abysmal, terrible way. You’ve just got to get down there. And Jason, you do this a lot. I see you do this.
Yeah. I just had a conversation like that this past week. We, uh, it was before we decided to do the whole like ideal schedule sheet. Yeah. Uh, which was kind of just serendipitous. So I want to say it was a, it was probably around Tuesday or Wednesday, but I’m, I was talking to an employee and they were talking about how they want to change their hours. They feel like they work too much. And so I said, okay, well how many hours do you work a week? And they said, we’ll definitely under 40. Um, you know, this is basically the whole nine to five thing, but I just can’t handle it and I just feel like I need to change my hours. And so I always joke, I’m like, Hey, you know, if you want to swap schedules, I would love to swap schedules with you. And so there was like, well you, you work crazy hours, how do you do it?
And I’m like, well, I think about it like this. You go into it thinking, oh, I worked this nine to five schedule. I am at work during these hours, not doing the things that I want to do personally. But the way I look at it is you work nine to five. I work five to nine, homey. I would get up at four. My Day starts at five, I start my action items. Typically I will get done and I’m home still working until about eight 30 or nine. And I do that six and a half, almost seven days a week now. But you’re in the growth phase of your life. Exactly. When you accumulate some wealth, some assets, and I let him know, it was like, look, I’m looking at the longterm, which going back to bill Campbell’s thing is I know that this is momentary. I’m doing all of this now and grinding as us millennials would say Hashtag workflow, but uh, I’m doing all this right now knowing that this isn’t what I’m going to do forever. Sure.
Now Bill Campbell’s principle number 14, he shares is be yourself. Yes. Um, again, I, I wanna I want to just make sure we’re getting this. Um, everybody out there listening and except for you, the listener, just, just me and not doctor Brecker or Jason and just other people. Not even you, the listener, but it’s friends of yours. Right? We all have like kind of a bad, a bad part. Sure. You know, so I’m going to write down, I encourage all the listeners right now, write down your best character trait and your worst character trait. Now make sure you set, set it to set this on fire so we don’t see it. But I’ll just give you example. For me, I prefer isolation. That is my worst character trait. Very good for business, but very, you know, for life it’s, it’s, it’s, it’s like, you know, hey, we’re on a family vacation wise dad standing by him, sell it on the deck, looking out over the trees.
Will Your father prefers to be alone? You know, it’s, it’s, it’s, it’s, it’s, it’s a weird, that’s weird. Um, now if you get into it when you say why I stuttered a lot as a kid and, and you know, got made fun of a lot and end, you know, had some abuse stuff that happened and I, my parents dealt with it as soon as they knew about it and it, this, it’s fine. I mean, it’s a great family. I wouldn’t change anything but how I was raised. All I’m saying is that we will have some sort of justification to explain why we do that. Right. Somebody else, you’re like, you know your, your character trait that’s bad is you’re just, you’re pretty big. [inaudible] you just kind of, that’s a natural character trait. You just like you’ll say like if you’re supposed to be there at three, you’ll tell someone just meet me around three [inaudible] if someone says how much was the sales ticket?
And the ticket was like $1,050 he’ll say around 1100 cause you’re just kind of a general person, right? Kind of vague. You don’t like the details. He kind of just, well I just, I’m more of a patient person. Somebody else out there. You have no vision cause you worry about everything. Yup. All you do is look at legal documents and go, what if we get sued? I can’t do it. We, so we all have somebody out there. You’re funny in a cutting way, right? That’s your bad trait, right? You, you cut people down. Somebody else. You just love to stir up gossip. If there’s not a gossip, you just use some reason. They’re just, that’s your deal. And you just love to stir it up. Somebody else, you’re out there. You’re saying, I’m always a little bit late. I’m late a lot. You’re just someone else’s.
I don’t save money. I just like to, as soon as I get it, I spend it. We all have some character trait is not good. So, and Bill Campbell is talking about being yourself. He’s talking about being yourself in a positive way, in your best qualities, your best qualities. So don’t hide those best qualities from the world, but if you have bad qualities, don’t run it around being the office, him and him saying, well, I’m just being real because that’s going to get fired right now. Bill Campbell, uh, as we, as we kind of get into who bill Campbell was, Bill Campbell obviously was the inspiration for the trillion dollar coach, the leadership playbook of Silicone Valley’s Bill Campbell written by Eric Schmidt, Alan Eagle, and Jonathan Rosenberg. Um, but a lot of people don’t know is that he was considered as the secret coach to countless technology entrepreneurs, including, as I mentioned before, Steve Jobs, Larry Page, Sergey Brin, Jeff Bezos, but people need to know this.
He started out somewhere. He was a football coach for Columbia University and then he worked as a marketing executive at, at Apple. He also worked at Kodak, um, and he went on to become the CEO of the accounting software, make her into it. And he also served on Apple’s board. So it wasn’t just a random guy running around, pontificating, giving people life tips. He was a sincere guy who, um, had a path. So for age 27 to 33, he was an assistant football coach at Boston College. 27 to 33. Jason old are you? I am 26. Okay. So from 27 to 33, he’s coaching football at Boston College and assistant coach, eight 34 to 39. I’m 38. He was the head football coach of Columbia’s football team, the club, the Columbia lions from 1974 to 79. But then he decided, you know what, I have got to do something with my career beyond where I’m stuck. [inaudible] do you think it’s too late, doctor Breck to switch careers at age 39? No. You don’t know when that hits really close to home? I’m 39. I, yeah, think there’s a lot of things you
could do. I mean, or I could do, I mean the listener out there, I mean, uh, there’s a lot of people who didn’t really get started until, uh, after this point. And I think a lot of people say, well, it’s too late, or, or, um, I’ve already missed my opportunity. And, and that’s, that’s bull. I just don’t buy into that. I think if you have that passion, you have that drive, you’ve got the, the, the wherewithal and the idea. You’ve got something that you want to see come to fruition. I mean, go for it. You only got one life to live, make the very most of it. So, and if you’re not wasting so much time, you know, watching TV or sleeping for 10 hours a day, I mean there’s a lot of opportunity time that you may not really be realizing. Grab it and use it. Go quick fact here real quick. Okay.
In fact, we do the show every day. So I’ve got these stats baked into my cranium and Jason, you can put a link to in the show notes, but the average American, according to Nielsen watches TV 5.2 hours per day. Yeah. And is on social media over two hours a day. So that is almost a full time job for most people after breaks. It is a full time job. Sure. But I’m saying to you out there at the age of 39 he was coaching football unsuccessfully. I might add because Columbia is not necessarily a powerhouse for football you’re not known for. So after the age of 40 he decided to join j Walter Thompson, the advertising agency and then Kodak, where he rose to run codex, European business systems, their business there. He ran that European, a film business. Now in 1983 now. Okay, so this is like age 43.
This is what’s crazy. He left Kodak, which was a $14 billion company, right to join Apple, a $90 million company, and his own mother thought he was crazy. Now listen, listen out there. Thrivers at the age of 43, he left a huge company. Kodak, a $14 billion company. Kodak was huge. Remember before smartphones, everybody was and stuff. He left that company to go join Apple. All right. Age 43. Then while working for apple, he was hired to become Apple’s VP of marketing and then to run apples Claris software division. From that point forward when Scully refuse to spin Claris off into its own independent company, Campbell, um, decided to move on. He left, he left, then he ran into it and he went on to have major success running into it. Now at a certain point, after the age of 50. All right, Bill Campbell on average of 50, he decided to become the CEO of a company called the Gold Corporation, a startup pioneering and the tablet operating system industry.
So we’ve all seen the IPADS, the iPhones, they have that, that touchscreen technology, that’s what he worked on. And the go company was sold at a certain point in 1993 when Bill Campbell was 52 eight t and t. So the age of 50 he starts career three. Yeah. Let me tell you about career. He says, when I’m gonna do is I’m going to work for free. So in 1997 age 57 and beyond, he began to work with Steve Jobs for free. Starts working with Amazon for free. Started working with Google for free, started working with Facebook for free. You gotta listen to the interview with Eric Schmidt on the Tim Ferriss show. You can hear all this stuff, but what would make a man want to work for free? What would, what would motivate a man? While I’ll say this is higher purpose. Yeah, he’s 57 he knew. He’s like, you know what, I’m not gonna be alive forever.
I already have enough money. Yeah. But I would encourage everybody out there to divide your life into three parts. And one of my mentors back in the day, a Jewish guy, he told me this, he said, clay, break your life into three parts. I said, okay. One of the parts he says, part one, learn between age one and 25, your entire focus should be learning. Now, if you don’t actually start working for a job or a boss where you can learn a lot until you’re like, you know, late twenties, you got to extend that out a little bit. So maybe till, so earn until you learn until you’re 30, 35. These aren’t strict, but, right? But the first 30 year life, next phase, he says, earn. So ages 25 to 50, or 30 to 60, just earn, focus on being profitable. Stop volunteering at crazy things that don’t make money.
Stop participating. Every association possible. Stop. Uh, just get earned something now the bread, then the final chapter of your life. Focus on returning, learn, earn, return. And that advice has really, um, made an impact on me, right? Because I, I think you can get it confused. You gotta mix it up. And if you don’t think about life that way, but I have a huge amount of respect for a guy that worked for free from age 57 until the time of his death. And uh, so much so that I’m to do the show notes. Jason, as we wrap up today, I’m having you put a link to every article that you can find that has been written about Bill Campbell. Oh, I’m on it. And every video interview about Bill Campbell that you can find in all the books written about bill camp. I want to, I want a huge list of links. Let’s do it. Yeah. Because everybody should know the guy. I mean, all, all of the big, these big companies, Dr Breck, there’s the biggest companies in the world. All of them attribute their success to one guy.
Incredible. But also I think it probably gave him a huge amount of freedom that, uh, he’s not attached to the results. He’s not, you know, not being compensated based on how this goes. He has the freedom to say, and if you don’t like it, hey, you didn’t pay for it. I mean, you know, he, he’s gonna run the way he wants to run and he’s, he doesn’t have to, uh, to answer to anyone. And you know, he can give that, that brutally honest truth without having to feel like, oh, but you know, I’ve got to earn my check. No, he, he’s free. All of that. He, he’s able to create a system and a way to rise above it, to be passionate about what he does to give his all and a then also at the end of the day, you know, which is blocked schedule, walk away and say, this is my wife’s time. I gave you your time. I’m done. And I’m, I’m doing my, my thing with my wife, my kids, my grandkids. I’m, I’m doing my soccer coaching. So I think that’s a beautiful thing,
Bill Campbell. I can’t tell you how much we appreciate what you’ve, what you’ve done. I, I your life certainly deserves an ovation. Um, being I’ve been doing coaching since 2008. Um, I’m very familiar with your life, but I know a lot of people aren’t. So if you’re out there today and you have a learn something, um, why don’t you go pick up a copy of trillion dollar coach. It’s a, a book you can buy on Amazon right now. The trillion dollar coach, um, written by Eric Schmidt, the CEO of Google. I endorsed by Sheryl Sandberg, the COO of Facebook, the CEO of Apple, Tim Cook, Jeff Bezos from Amazon, John Doerr, the top venture capitalist. Um, Susan, the CEO of Youtube. Everybody players. Yeah, I’m just saying you got to go pick up that book because, uh, uh, Bill Campbell, I’m just telling you, there’s so many principles that he teaches that if you could just implement one or two of the principles in that book, it can have the power to change your life.
My name is Clay Clark. I am a business coach. I’m the father of five kids. That’s Dr Brick over there. And Doctor Breck is an unbelievable chiropractor. And if you’re out there and you’re saying, I’ve got some kind of a pain in my spine, got some allergy issues, I need an adjustment. Uh, go to doctor Breck Dotcom. DRB B R E C k.com doctor breck.com. And when you go to doctor breck.com there you can schedule your free exam. You’re a free x ray and your free, uh, adjustment all over, free there by going to doctor breck.com and we like to end each and every show with a boom. Uh, Jason, are you psychologically ready to hold the boom? Yes, Dr Brick or you chiropractically ready? [inaudible] I’m ready. Is your spine in line my spine in line? I’m, here we go. Here we go. Three, two, one. Boom.
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