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Get ready to enter the Thrivetime Show! We started from the bottom, now we’re here. We started from the bottom and we’ll show you how to get here. We started from the bottom, now we’re here. We started from the bottom, now we’re here. We started from the bottom, now we’re on the top. Teaching you the systems to hear what we got. Cullen Dixon’s on the hooks, I’ve written the books. He’s bringing some wisdom and the good looks. As a father of five, that’s where I’mma dive. So if you see my wife and kids, please tell them hi. It’s C and Z up on your radio. And now three, two, one, here we go. We started from the bottom, now we’re here. We started from the bottom, and that’s what we’ve gotta do. All right, welcome back. We are on phase six of Business Startup 101. We’re talking about developing your interviewing and onboarding process. Clay, what are we, obviously, other than what we’re talking about, what is the goal of this training here today? The goal is, a lot of people struggle, I mean a lot, not like some, I bet you 9 out of 10 Thrivers I talk to really struggle with, what do I do once I hire somebody? I mean, what do I do? Like, how do I on-board them? How do I train them? How do I get them equipped to be successful? Am I doing a good job? Am I doing a bad job? What’s the way? What works? What doesn’t work? That’s important. And these are all things I used to struggle with, and we have a system that works great now. It scales. It’s duplicatable. You can do it, scale your company. It just works. Yeah, there we go. So, you know, before interviewing anybody, before you interview anyone, you know, be sure that you determine whether the group or individual interviews are right for you and your company. And as we talk through this training today, you’ll be able to find out what is the best style for you to onboard someone as you’re interviewing them for whatever position you have available in your company. So we have 10 steps that we’re going to go through. I’m going to read each step one by one and after each step Clay is going to give us a download on that specific step. Awesome! All right. Step number one, create the right emotional state in your office for interviewing. For example, your decor, your sound, your side, your smell, your apparel, appearance. What’s a mojo for your company? Well, if you came in for a group interview, and let’s just say this was the scenario, okay? Okay. So you walk in, and let’s just say this is the kind of music you hear. Oh, yeah. So you come into the building. By the way, this is out as a Thrive 15. You walk in, and you’ll hear a music kind of like this when you walk in. And imagine it smells really good. It smells really sharp. It smells like fresh coffee, got this music going, and you look around and there’s inspiring pictures and imagery and quotes and graphics, and it just looks inviting, and it looks like the place you want to be. You’re more likely to want that job. If it’s a place where you feel like you’re going to the middle of a really sketchy area to apply for the job, a lot of times companies lose good people before they even interview. That is so true. Because it just visually looks gross. It’s sound. There’s no sound. There’s no intentionality to the mojo, the sound, the atmosphere. The apparel, the person interviewing, the person doing the interviewing needs to look sharp. They don’t have to wear a tie or anything, but they need to look sharp. They need to look like they’re presentable, like they’re dressing to impress. They’re dressing the way they want to be addressed. A lot of times companies are letting the most slothy, slothy, that’s a word. A lot of companies are allowing the person who looks the least inspiring and the person who cares the least do all the interviewing. They’re like, hey, go on down there and interview some people, I’m busy. So they almost like send the worst and least inspirational person down to interview. But the people are your lifeblood of your business. Yeah. Your most important assets, check that out, they go home every night. Think about that. The most important assets, your people go home every night. You need to make sure that you have a system in place to inspire, to hire, and to retain these people. To keep them. Yeah, you got to inspire them, you got to hire them, you got to retain these people. So super, super important that you have a system to create the right atmosphere for the hiring process. Perfect. Step number two is share your company goals. People have to know where you want to go or they don’t know if they want to go there with you. So it’s kind of like, hey, Jose, man, you want to hang out? And you’re like, where are we going? Yeah, that happens a lot, right? So people say somewhere, hey, we should go out and hang out tonight. Like, okay, where are we going? I’ll tell you when we get there. That’s usually not a good thing. You know what I mean? So you want to make sure that you can share the vision of your company. Again, Proverbs, I’m not trying to get too biblical with you, but Proverbs says, where there is no vision, the people perish. They do. But maybe you’re not into Proverbs. I would just say in a business where there is no clear, crystal clear vision, the goals are like the soul of the company. If people don’t know where you’re going, they can’t say, yes, I want to go there too So you have to inspire people and it’s hard to inspire people if you have no goal So I guess thing I would the best thing I can tell you is examples best practices would be Tom’s shoes They are focused on trying to equip the world giving these third world countries shoes They’re trying to give shoes to other people in third world countries to help them Yeah, whole foods is trying to provide a third place. A place that’s not home, it’s not work, it’s the third place. Southwest Airlines is trying to make airfare and traveling affordable. They’re trying to make it where you’re free to fly anywhere. You’re free to move about the country. Quick Trip is trying to make an unbelievable convenience store experience. Disney is trying to be the most magical place on earth. Apple is trying to think differently. All these companies, this is what they’re doing. UPS is trying to make it such a prompt service delivery that you can basically almost set your watch by those guys. FedEx and UPS are both trying to offer this unbelievably prompt service. So they start to attract people who buy into that. That’s why a lot of people who work at Starbucks are super relatable. They’re all very relational. They’re very, hey bro, how you doing? You want a Frappuccino, bro? And they want to relate to you. And they want to, how are you doing today? You doing good? Are you going through some stuff? Are you okay? People at Starbucks want to talk to you. You got to attract the right kind of people for your culture. You have to share with them your goals. There you go. Step numero tres. You got to determine your applicants’ goals. If you don’t know what they want to do, how are you going to help them get there? Remember, your job as a boss is to help the company achieve their goals while helping your teammates achieve their goals. So you have to help your teammates achieve their goals. I mean, work today is kind of like a tour of duty, where a lot of people don’t keep the same job for 20 years, but while they’re working with you, you need to make sure that when they work at your business, they’re moving closer to their goals. That way they feel like they’re moving ahead and you’re moving ahead. You’re working together in a partnership of some such. If the people who work for you get the impression that you don’t care about helping them achieve their goals, it’s very hard for them to care about your goals. It’s very important you find out their goals. Perfect. Step number four, discuss job roles and expectations. Why is this vital? Get them out early. We did a job interview yesterday and I explained to the person in the interview, I said, hey, you’re a great person. I don’t have any animosity, but thrive. We require you to have natural hair color. It’s purple. I’m seeing your hair’s purple right now. I’m assuming it’s not a natural hair color. You’re a great person. And if you want to work somewhere else where you can have purple hair, you can, but here you have to have natural hair color. You need to do that. And by being up front with this young lady, she was able to decide, she goes, so you’re okay with everything? You just want me to change my hair color? And I’m like, yeah. And for her, she goes, okay, I’ll do it. Now, other people though, they’re like, I’m not doing it. You can’t make me. Nope. And so some people value their hair color and individuality more than they value your potential job. So you have to just be clear about your expectations, what hours you want them to work, how you and we actually have a downloadable for the Thrivers. Okay. Okay. It’s our Thrive 15 handbook, which we’ll make available kind of a templated handbook. And in that it explains all of the expectations. So as an action item, every Thriver needs to make a handbook for your team. And there it explains your policy for being late, your sick policies, your policies for calling in, your policies for apparel, your policies for how you look, your policies for how you address things, your policies for how you get paid. Everything should be addressed in that handbook. Perfect. Step number five, clarify payment and expectations of performance-based pay. If people do a very, very good job, it’s very important that they know what their reward is going to be for that. If they do a bad job, they need to know what their penalty is going to be. If you work in a business where there is no reward or penalty for doing a great or bad job, why would you want to do either? If there is no reward at all, and some people say, well, because it’s the right thing to do. Oh yeah, really? So I’m just saying, if you do an awesome job and there’s no potential ever for a bonus or potential to be promoted or you don’t see growth in the company, and you also, if you do a horrible job, there’s no penalty, then you usually won’t have a lot of success. So top companies are implementing this system called the service profit chain, which is from the book of the service profit chain. And it is written by Harvard and it talks about merit-based pay. So Southwest Airlines, UPS, Disney, they all pay people based off of their performance not based on the hours they work. So they get some sort of salary or some kind of hourly but on top of that they earn bonuses based off of their performance. So you need to outline those expectations and you need to make sure that the compensation lines up with that overall expectation. So again, the compensation has to line up with the achievement of those expectations. And that’s how you do it. It’s merit-based pay. There we go. Excellent. Step number six, explain how to get fired. Yeah, go ahead and fire people in advance. I like to fire people before I hire them. Say, hey, these are the things you would need to do to get fired. And if you explain that, then there’s no hard feelings if it happens. And I’m just being blunt with you, I probably have to fire somebody every four days within all the businesses I have. Every four days someone gets fired. And it’s because, if we have a business and you’re supposed to be on time every day, and you’re not, I have to fire you. If you have a job where you’re supposed to do a good job at a wedding and you don’t, I have to fire you. If we have a drone company and we have a company that does drone video of buildings, and if you keep running into the side of buildings or not shooting the video properly, you’re going to be fired. I mean, that’s just how it is. So you have to set up those expectations clearly going into it so people know what they need to do to not get fired. Sorry. Seriously, there’s people that just, I mean, you see the drone. I know of a young man who literally was fired from his company for continuing to crash drones into the sides of the sides of houses. And that’s why there’s, that’s why like the… At night, UFOs. That’s why, that’s why the government’s trying to regulate that stuff. Because you have all these crazy drone pilots running around crashing into stuff. Step number seven. Sorry. No problem. No problem. Explain the onboarding process or first steps. Okay. What you want to do is you want to explain to your new hire, this is the onboarding process. So step one, you’re going to shadow for a day. I recommend that every single person watching this, if you hire someone, that they shadow your best person during the first 24 hours. I recommend that they shadow the person who is the best at their job during the first 24 hours. That’ll set the expectation. What does shadowing entail? Do they have to take notes? Do they just have to look? What does that entail when you shadow someone? For me, it’s dress to impress and follow me around and take notes. And then day two, you explain to them, okay, these are the things you need to learn. Day three, here are the things you need to learn. Day four, here’s when you start working on the floor or in front of customers or on the phone or whatever it is. But you need to set up a system so that you clearly have defined the onboarding process. And we also have a downloadable for that, by the way. So we have that available for Thrivers. Just email us at info at thrive15.com and request the onboarding downloadable template. We have that for you. It’s a great visual to walk new hires through this process. Excellent. Step number eight, you gotta open up the interview for questions. Yeah, if you have a job interview and you’re not at liberty to ask questions, then what you tend to do is you tend to say things that you’re asked that aren’t actually right. Okay. So they’ll say, well, tell me, what’s your biggest weakness? And during the interview, you’re like, well it’s really, for me, I’m more of like way too organized. And so I find that my organization is too much, and a lot of times I just need to dial it back, because all I care about is profit and organization and doing a great job for my boss. And they’re giving all the quotables. It’s all these bogus, it’s these bogus answers. So if you let them ask you questions, you can hear their heart. There you go. And you can now decide whether what they’re manifesting out of their heart is what you want to hire. That’s perfect. Step number nine goes hand in hand with what you shared earlier as well. Schedule shadowing before committing to employ someone. I would never commit to a long-term hiring agreement or any hiring agreement at all until I had someone shadow me for a day. Because in the interview a lot of people will say what they think you want them to say. But on the first day, they’ll do weird stuff. We had a guy, I’ll call him, sir talks a lot. He shouted at me two weeks ago. Talks a lot. Oh, this guy was amazing. And he was like, literally, every single time that somebody around him in authority would make a statement, he would go, I kind of disagree. One thing you want to think about is, and I’m like, dude, you don’t do that to like a CEO or the COO or you’re a brand new hire who previously worked in big box retail and you’re a good guy, but nobody’s asked you for your opinion. So I pull him aside and I said, listen, I really don’t want you to share your opinion unless someone asks because your job is to shadow change. He’s like, okay, well, in my opinion, no, I don’t think the shadow process is very fair. And you’re just like, there we go again. So I’m not even kidding. I had to send the guy home about three hours into the first day of shadowing, but he looked great on his resume and he looks great in the interview, but he just was awful in person. Wow. Yeah, true story. Wow. And the final step, Clay, try to fire within 72 hours if you believe you will ever have to fire at all. Assume people are going to like cheat and steal. Break it down. When you hire somebody, you really have, when you hire somebody, you literally are, you don’t want to have like a heart string attachment where you are super connected to the person and yet you can’t fire them because now they’re emotionally invested into the job. It’s better to bring them on, have them shadow, and really try to decide whether you’re going to commit to them for the long term to empower them and to train them and to coach them and to become their friend within 72 hours. Because if you have somebody that’s terrible and you keep them on board for a month or two or three, you develop heart strings. The person begins to develop a dependency on the job. You start to develop a false relationship and firing them becomes a really bad thing. In fact, you’re being kind of cruel if you keep people on a job they’re not going to be successful in. So those first 72 hours, very, very critical. I want to highlight this here as we move into step 11. It’s very, very important, okay? It’s so, so important that you don’t view firing someone within the first 72 hours as mean. It’s more viewed as releasing them on to do something else. You just don’t want to keep someone captive who’s not going to be successful in the job. Having the best interest at heart for your company and for them. Absolutely. There you go. All right. Step number 11. If they make it through the shadowing, then you provide your new team member with the operations manual company overview. And I have that. It’s a downloadable template. It’s an operations manual. If they make it through it, the shadowing process, then you want to sit down and give them the handbook, the operations manual. You’re still sifting through it. That’s good because you don’t just on the spot hire them and then 24 hours later regret it after the first day of work. Job posting, group interview, shadow for 72 hours. Then we get in the operations manual. The operations manual clearly defines every expectation for the job, and you want them to initial every page so that in your different states, some states, if you fire people, it requires an act of Congress. Some states are right to hire, right to fire, where you can fire people quickly. But the point is, you need them to initial every page of your handbook so that you know and they know that they understand everything. Don’t just give them the book. Make sure they understand it. And you had some interesting questions to the operating manual to be sure that people read them. It’s pretty cool what you guys do here. I will give you a copy of our Thrive15.com onboarding document. You can read it, and there’s questions in there so that I know you’re reading it. If someone doesn’t come up to me, let’s just say, and ask me, why do you want to know my opinion of the mullet? Then I know they didn’t read it. Or your son’s middle name. Yes, exactly. Okay, step number 12. Provide your new team member with a career or skill path outline. Super important. People need to know if they do well, what’s the next step? So you want to give them a career path outline. And again, Thrivers, if you want a downloadable, we have this for you. This is a career path downloadable. It’s a template on, okay, so example, if you start here working as a barista and you do a very good job, soon you can become a manager, or sorry, an assistant manager. If you do a very good job as an assistant manager, then you can become a manager. If you do a very good job as a manager, then you can become a district manager. If you become a great job as a district manager, then you can become a regional manager. If you do a good job as a regional manager, then you could become an area supervisor. If you do a great job as an area supervisor, you can become a vice president. If you become a vice president, you could then become a, you know, and people know like, okay, these are the steps, but you have to have a path. Oh, there you go. Step number 13, provide your new team member with their daily checklist. This is the systems and skills they are expected to be able to perform with excellence on a daily basis. Thrivers, we have downloadable templates for you on this as well. You have to have a checklist of all the skills that each person needs to know. If you do not have a downloadable checklist of the skills they need to know, they’re not going to be successful, and therefore you cannot scale your business. You have to be able to have a master document that you refer to saying, here are all the skills you need to know. You need to know how to make this kind of coffee, make that kind of coffee, make this kind of coffee, deal with conflict, run the cash register, being able to open, being able to close, being able to run the till, being able to process credit cards. You want to show mastery. You want them to know that they can demonstrate mastery on every area. And they need to show you. So don’t just hear what they’re saying. Go visually and verbally and verify that they can do it. Make sure that you’ve seen with your own eyes that they have totally mastered that skill. Which flows to step number 14. Schedule weekly times to train your new member until they cannot get it wrong. Yeah. Mastery is all about practicing until you can’t get it wrong. You want to practice until you can’t. What you want to do is you want to practice perfect until you can’t get it wrong you don’t want to practice until you’d get it perfect you want to practice perfectly until you can’t get it wrong that’s the Steve you keep practicing over and over and over so here’s the process is I reason that we actually train people this is the brass tacks okay so one is that review the documentation with you I’m giving you a piece of paper and I’m reviewing it with you you’re with me I’m with you I say now this is how we make a coffee and I’m reading it to you. The second is I’m going to demonstrate, now this is me actually doing this. What I just read to you, I’m now going to do. And I show you. Step three is I ask you to explain to me how to do it. So you tell me how to do it now. And they’re usually going, oh, I didn’t quite get it. Because people very rarely learn by just hearing. Very rarely do people learn just by seeing or hearing. They learn by doing. Then we have them demonstrate that they can do it. So now you go ahead and make that coffee. And at that point it starts to get real because they’re going, I really don’t know how to do it. And then you keep having them demonstrate it until we get it perfect. And then you keep practicing perfection until we can’t get it wrong. Then you keep a note of which skills they’ve mastered and have not mastered on a team member skills mastery checklist. There’s a master checklist and we have a downloadable for this. There you go. And you basically just fill in all the skills they need to know and you don’t move on. It’s like a report card. You don’t let the student pass on, the team member, pass on to the next grade until they’ve mastered the skills. Until someone has learned to read, you don’t want to move it on to the next class, to the next skill. It’s like a prerequisite. You don’t move on to Spanish 2 until you’ve dominated Spanish 1. That’s how that works. I see. And I master Spanish Level 1, too, my friend. I am actually a Jedi of Spanish, and so therefore I understood not only what you said, but what you meant, and I understand the root of the word and where the language was developed. Man, wow. So we’re talking about developing the system for interviewing and onboarding. We’re going to step number 15, which is verify that you control every aspect of the new recruits for 72 hours. Why is this, I mean, is that being super controlling, like a control freak? No, you wanna be a control freak. In fact, the founder of, one of the founders of Intel, okay? His name is Andy Grove, great notable quotable. He says that only the paranoid survive. Only the paranoid, people who worry like, is there a black helicopter? They’re the only ones who make it in business, okay? So what you do is, step one here, you want to connect them with people. You want to figure out, on this checklist for the first 72 hours, who do they need to meet? Do they need to meet the CEO? Do they need to meet the lady over here in accounting, the guy over here in accounting? Do they need to meet the guy in sales, the lady in sales? Do they need to meet the HR team? Do they need to go out to eat with the manager? Do they need to… What do we need… Who do they need to meet? Who? Because the people they meet at the job will determine whether they want to be there or not. The people make the workplace. The second thing we want to do is we want to make sure that they stay away from the weird dude. We all have a weird guy who works in a business or a business who’s really, really the guy you’re like, this guy’s super negative and we need to fire this guy. Make sure they don’t sit by them and shadow the weird guy on day one. Furthermore, you don’t really want to have a weird guy there, but you want to make sure that their first experience is not shadowing somebody who doesn’t want to be there. It’s super, super important that you keep them away from people that are going to be negative during those first 72 hours. I mean, forever, but especially those first 72 hours. And the final thing is you don’t want to make their first day your worst day. I see so many businesses, they bring on somebody and they come to work their first day and they’re super disorganized, their hair’s on fire, nothing goes right, there’s no plan, and the employee comes to work going, the potential employee says, I would never want to work there, it’s too crazy. So you really need to make sure that everything goes as a plan. There’s an actual agenda for the first day that somebody comes to work somewhere. Yeah. There we go. And finally, step number 16. You want to be the kind of person that you would want to work for. There’s all sorts of statistics. We’ll put up the stats on the screen again from Gallup. Yeah. It shows what percentage of people want to work somewhere. And 71% of people said they do not want to work at their job. They’re disengaged. 71%? They don’t want to work where they work. Yeah. Wow. And the number one reason when they ask people, why don’t you want to work there? They always talk about how they just don’t like their boss. Their boss just doesn’t connect. Their boss just doesn’t care. Their boss doesn’t have a vision. Their boss is perpetually late. Their boss is disorganized. Their boss doesn’t appreciate them. Their boss doesn’t care about them. Their boss doesn’t have a schedule. Their boss doesn’t have a path. Their boss doesn’t have a compensation plan. They just don’t buy into their boss. So you have to be the kind of person, check it out, this is what boss stands for. Bosses can overcome big, this is what they do, a boss can make a big obstacle seem small. So a boss can make a big obstacle seem small. A big obstacle seems small in like your career. They’re like, hey, if you want to get here, buddy, this is how you get here, from here to here, this is how you do it. They make this big career goal you have seem very simple. The big obstacle seems small. No big deal. That’s powerful, man. Boss can go, hey, you’re having some personal problems. A big boss can say, hey, here is where you’re at personally, and this big obstacle that you see, I can make it seem small. I can help you get over that personal hurdle. I can help you get over that income hurdle. I can help you get over that career hurdle. But that’s what a boss can do. And people who can’t do that, they can’t inspire people, they can’t possibly hire enough people to keep the right people. So it’s very, very, very important that you try to implement, not try, but you actually do implement these 16 steps. I encourage you to watch this video 16 times if you have to. You have to. Implement all 16 steps. There you have it. These are the 16 steps for developing your interviewing and onboarding process. As always, if you have any questions, never hesitate to press the button on the bottom right hand of your screen, ask us any business questions, email us at info at thrive15.com and in this course here, this segment that we’ve been sharing with you, we have a lot of downloadables, email us, call us 1-800-594-4457 and just remember, we’re here to see you succeed and your success is our success. Have a great day. Oh yeah! Until next time, adios! Alright JT, so hypothetically, in your mind, what is the purpose of having a business? Um, to get you to your goals. So it’s a vehicle to get you to your destination. And would, uh, you need profits to get there? I mean, when you have a business that’s successful, in your expert opinion, would you need profits to get you to your goals. Yeah, because if you have a $15 million business, but you have $15 million of expenses, it’s kind of pointless. Holy crap. All right. So the question I would have here for you, if you could take like I don’t know, 10 minutes or less and see if you could save 3000 bucks a year by reducing your credit card fees, would you do it? Yes, absolutely. Holy crap. Why would somebody out there who’s listening right now, who has a sane mind, why would they not go to Thrivetimeshow.com forward slash credit dash card, Thrivetimeshow.com forward slash credit dash card to schedule a ten minute consultation to see if they can reduce their credit card fees by at least three thousand bucks a year? Why would they not do it? Yeah, why would they not do it? Maybe because they don’t understand how you set the website. This tree is a symbol of the spirit of the Griswold family Christmas. Now that’s that’s clear okay so that could be a that could be true so I would encourage everybody to check out thrive timeshow.com forward slash credit dash card thrive timeshow.com forward slash credit dash card. What would be another reason why someone would not be willing to take 10 minutes to compare rates to see if they could save $3,000 or more on credit card fees? Maybe they think it is a waste of time and then it won’t it’s not possible there’s somebody out there that’s making more than $3,000 every 10 minutes and they’re like nah that’s not worth my time probably some someone out there okay would think that well I’ll just say it folks if you’re out there today and you’re making less than $3,000 for 10 minutes I would highly recommend that you go to thrivetimeshow.com forward slash credit dash hard because you can compare rates you can save money and you know the big the big goal in my opinion of building a business is to create time freedom and financial freedom and in order to do that you have to maximize your profits holy crap now one way to maximize your profits is to increase your revenue another way to do it is to decrease your expenses. It’s a profit deal. It takes the pressure off. JT, is there any other reason why somebody would not be willing to take 10 minutes to compare rates to see if they could save a total of $3,000 a year on average? I am at a loss and I cannot think of any other. Shampoo is better. I go on first and clean the hair. Conditioner is better. I leave the hair silky and smooth. Oh really fool, really. Stop looking at me swan. Let me tell you a good story here real quick. I actually years ago compared rates with this company here called IPS. It’s integrated payment services and I scheduled a consultation. I don’t know if I was skeptical. I just thought whatever I’ll take 10 minutes I’ll compare rates. I can’t tell. You can tell me I’m a doctor. No I mean I’m just not sure. Why can’t you take a guess? Well not for another two hours. You can’t take a guess for another two hours. And in my case, in my case, my particular case, I save over $20,000 a year. Holy crap! Wow. Which is like groceries when my wife goes to the organic stores. Find everything you need today? Yeah. Great, okay. Oh God. Everything okay, ma’am? Oh, it’s just that you’ve only scanned a few items and it’s already 60 bucks. I’m so scared. Okay, I’m a trained professional, ma’am. I’ve scanned a lot of groceries. I need you to stay with me. It’s just that my in-laws are in town and they want a charcuterie board. This isn’t going to be easy, so I need you to be brave, all right? What’s your name? Patricia. Patricia, all right. I need you to take a deep breath. We’re about to do the cheese. You know, that’s the difference between eating organic and not organic. So because my wife eats organic, I had to take the 10 minutes needed to compare rates to save the $20,000 a year on credit card fees just for one of my companies. One question, what’s the brand name of the clock? The brand name of the clock, Rod, the name of the clock. It’s an elegant from Ridgway. It’s from Ridgway. Let’s buy the clock. I encourage everybody out there to go to Thrivetimeshow.com forward slash credit dash card. You schedule a free consultation, request information, a member of our team will call you, they’ll schedule a free consultation. It should take you ten minutes or less, and they’re going to compare rates and see if they can’t save you more than $3,000 a year off of your credit card processing. You were hoping what? I wouldn’t owe you money at the end of the day. No, you don’t owe us money. Because at the end of the day, the goal of the business is to create time, freedom, and financial freedom. And in order to do that, you need to create additional profits. The number of new customers that we’ve had is up 411% over last year. We are Jared and Jennifer Johnson. We own Platinum Pest and Lawn and are located in Owasso, Oklahoma. And we have been working with Thrive for business coaching for almost a year now. Yeah, so what we wanna do is we wanna share some wins with you guys that we’ve had by working with Thrive. First of all, we’re on the top page of Google now, okay? I just wanna let you know what type of accomplishment this is. Our competition, Orkin, Terminex, they’re both $1.3 billion companies. They both have 2,000 to 3,000 pages of content attached to their website. So to basically go from virtually nonexistent on Google to up on the top page is really saying something. But it’s come by being diligent to the systems that Thrive has, by being consistent and diligent on doing podcasts, and staying on top of those podcasts to really help with getting up on What they’re listening and ranking there with Google. And also we’ve been trying to get Google reviews You know asking our customers for reviews And now we’re the highest rated and most reviewed Pest Salon company in the Tulsa area and that’s really helped with our conversion rate and the number of new customers that we’ve had is up 411 percent over last year. Wait, say that again. How much are we up? 411%. So 411% we’re up with our new customers. Amazing. Right. So not only do we have more customers calling in, we’re able to close those deals at a much higher rate than we were before. Right now our closing rate is about 85% and that’s largely due to, first of all, like our Google reviews that we’ve gotten, people really see that our customers are happy, but also we have a script that we follow. And so when customers call in, they get all the information that they need. That script has been refined time and time again. It wasn’t a one and done deal. It was a system that we followed with Thrive in the refining process, and that has obviously, the 411% shows that that system works. Yeah, so here’s a big one for you. So last week alone, our booking percentage was 91%. We actually booked more deals, more new customers last year than we did the first five months, or I’m sorry, we booked more deals last week than we did the first five months of last year from before we worked with Thrive. So again, we booked more deals last week than the first five months of last year. It’s incredible, but the reason why we have that success is by implementing the systems that Thrive has taught us and helped us out with. Some of those systems that we’ve implemented are group interviews, that way we’ve really been able to come up with a really great team. We’ve created and implemented checklists that when everything gets done and it gets done right, it creates accountability, we’re able to make sure that everything gets done properly, both out in the field and also in our office. And also doing the podcast, like Jared had mentioned, that has really, really contributed to our success. But that, like I said, the diligence and consistency in doing those in that system has really, really been a big blessing in our lives. And also, it’s really shown that we’ve gotten the success from following those systems. So before working with Thrive, we were basically stuck. Really no new growth with our business. And we were in a rut, and we didn’t know. Okay, the last three years, our customer base had pretty much stayed the same. We weren’t shrinking, but we weren’t really growing either. Yeah, and so we didn’t really know where to go, what to do, how to get out of this rut that we’re in. But Thrive helped us with that. You know, they implemented those systems, they taught us those systems, they taught us the knowledge that we needed in order to succeed. Now it’s been a grind, absolutely it’s been a grind this last year, but we’re getting those fruits from that hard work and the diligent effort that we’re able to put into it. So again, we were in a rut, Thrive helped us get out of that rut, and if you’re thinking about working with Thrive, quit thinking about it and just do it. Do the action, and you’ll get the results. It will take hard work and discipline, but that’s what it’s gonna take in order to really succeed. So we just wanna give a big shout out to Thrive, a big thank you out there to Thrive. We wouldn’t be where we’re at now without their help. Hi, I’m Dr. Mark Moore. I’m a pediatric dentist. Through our new digital marketing plan, we have seen a marked increase in the number of new patients that we’re seeing every month, year over year. One month, for example, we went from 110 new patients the previous year to over 180 new patients in the same month. And overall, our average is running about 40% to 42% increase, month over month, year over year. The group of people required to implement our new digital marketing plan is immense, starting with a business coach, videographers, photographers, web designers. Back when I graduated dental school in 1985, nobody advertised. The only marketing that was ethically allowed in everybody’s eyes was mouth-to-mouth marketing. By choosing to use the services, you’re choosing to use a proof-and-turn-key marketing and coaching system that will grow your practice and get you the results that you’re looking for. I went to the University of Oklahoma College of Dentistry, graduated in 1983 and then I did my pediatric dental residency at Baylor College of Dentistry from 1983 to 1985. Hello my name is Charles Colaw with Colaw Fitness. Today I want to tell you a little bit about Clay Clark and how I know Clay Clark. Clay Clark has been my business coach since 2017. He’s helped us grow from two locations to now six locations. We’re planning to do seven locations in seven years and then franchise. And Clay has done a great job of helping us navigate anything that has to do with like running the business, building the systems, the checklists, the workflows, the audits, how to navigate lease agreements, how to buy property, how to work with brokers and builders. This guy is just amazing. He’s key. This kind of guy has worked in every single industry. He’s written books with Lee Crockrell, head of Disney, with the 40,000 cast members. He’s friends with Mike Lindell. He does Reawaken America tours where he does these tours all across the country where 10,000 or more people show up to some of these tours. On the day-to-day, he does anywhere from about 160 companies. He’s at the top. He has a team of business coaches, videographers, and graphic designers and web developers. And they run 160 companies every single week. So, think of this guy with a team of business coaches running 160 companies. So, in the weekly, he’s running 160 companies. Every 6 to 8 weeks, he’s doing Reawaken America tours. Every 6 to 8 weeks, he’s also doing business conferences where 200 people show up and he teaches people a 13 step proven system that he’s done and worked with billionaires helping them grow their companies. So I’ve seen guys from startups go from startup to being multi-millionaires, teaching people how to get time freedom and financial freedom through the system. Critical thinking, document creation, making it, putting it into, organizing everything in their head to building it into a franchisable, scalable business. One of his businesses has like 500 franchises. That’s just one of the companies or brands that he works with. So, amazing guy. Elon Musk, kind of like smart guy. He kind of comes off sometimes as socially awkward, but he’s so brilliant and he’s taught me so much. When I say that, Clay is like, he doesn’t care what people think when you’re talking to him. He cares about where you’re going in your life and where he can get you to go. And that’s what I like him most about him. He’s like a good coach. A coach isn’t just making you feel good all the time. A coach is actually helping you get to the best you. And Clay has been an amazing business coach. Through the course of that we became friends. My most impressive thing was when I was shadowing him one time. We went into a business deal and listened to it. I got to shadow and listen to it. When we walked out I knew that he could make millions on the deal and they were super excited about working with him. He told me, he’s like, I’m not going to touch it, I’m going to turn it down because he knew it was going to harm the common good of people in the long run. The guy’s integrity just really wowed me. It brought tears to my eyes to see that this guy, his highest desire was to do what’s right. Anyways, just an amazing man. Anyways, impacted me a lot. He’s helped navigate any time I’ve got nervous or worried about how to run the company or, you know, navigating competition and an economy that’s like I remember we got closed down for three months. He helped us navigate on how to stay open, how to how to get back open, how to just survive through all the COVID shutdowns, lockdowns. I’m Rachel with Tip Top K9 and we just want to give a huge thank you to Clay and Vanessa Clark. Hey guys, I’m Ryan with Tip Top K9. Just want to say a big thank you to Thrive 15. Thank you to Make Your Life Epic. We love you guys, we appreciate you, and really just appreciate how far you’ve taken us. This is our old house, right? This is where we used to live a few years ago. This is our old neighborhood. See, it’s nice, right? So this is my old van and our old school marketing and this is our old team and by team I mean it’s me and another guy. This is our new house with our new neighborhood. This is our new van with our new marketing and this is our new team. We went from 4 to 14 and I took this beautiful photo. We worked with several different business coaches in the past, and they were all about helping Ryan sell better and just teaching sales, which is awesome, but Ryan is a really great salesman, so we didn’t need that. We needed somebody to help us get everything that was in his head out into systems, into manuals and scripts, and actually build a team. So now that we have systems in place, we’ve gone from one to ten locations in only a year. In October 2016, we grossed 13 grand for the whole month. Right now it’s 2018, the month of October. It’s only the 22nd, we’ve already grossed a little over 50 grand for the whole month and we still have time to go. We’re just thankful for you, thankful for Thrive and your mentorship and we’re really thankful that you guys have helped us to grow a business that we run now instead of the business running us. Just thank you, thank you, thank you, times a thousand. The Thrivetime Show, two-day interactive business workshops are the highest and most reviewed business workshops on the planet. You can learn the proven 13-point business systems that Dr. Zellner and I have used over and over to start and grow successful companies. When we get into the specifics, the specific steps on what you need to do to optimize your website. We’re going to teach you how to fix your conversion rate. We’re going to teach you how to do a social media marketing campaign that works. How do you raise capital? How do you get a small business loan? We teach you everything you need to know here during a two-day, 15-hour workshop. It’s all here for you. You work every day in your business, but for two days you can escape and work on your business and build these proven systems, so now you can have a successful company that will produce both the time freedom and the financial freedom that you deserve. You’re going to leave energized, motivated, but you’re also going to leave empowered. The reason why I built these workshops is because as an entrepreneur, I always wish that I had this. And because there wasn’t anything like this, I would go to these motivational seminars, no money down, real estate, Ponzi scheme, get motivated seminars, and they would never teach me anything. It was like you went there and you paid for the big chocolate Easter bunny, but inside of it, it was a hollow nothingness. And I wanted the knowledge, and they’re like, oh, but we’ll teach you the knowledge after our next workshop. And the great thing is we have nothing to upsell. At every workshop, we teach you what you need to know. There’s no one in the back of the room trying to sell you some next big get rich quick, walk on hot coals product. It’s literally, we teach you the brass tacks, the specific stuff that you need to know to learn how to start and grow a business. I encourage you to not believe what I’m saying, but I want you to Google the Z66 auto auction. I want you to Google elephant in the room. Look at Robert, Zellner and Associates. Look them up and say, are they successful because they’re geniuses? Or are they successful because they have a proven system? When you do that research, you will discover that the same systems that we use in our own business can be used in your business. Come to Tulsa, book a ticket, and I guarantee you it’s gonna be the best business workshop ever, and we’re gonna give you your money back if you don’t love it. We built this facility for you, and we’re excited to see it. We go back eight years ago, think about the number of clients you had back then versus the number of clients you have now. As a percentage, what has been the growth over the past eight years, do you think? We’ve got to inspire somebody out there who just doesn’t have the time to listen to their phone. Okay, so Clay, it’s like I would go up and down from about $10,000 a month up to about roller coaster and so now we’ve got it to where we’re in excess of a hundred clients. That’s awesome. And so I would have anywhere from five clients to 20 clients on my own with networking but I had no control over it. I didn’t. Without the systems you’re going to be at the you’re going to be victimized by your own business. For somebody out there who struggles with math, if you would say that your average number of clients was 30 and you go to 100, as a percentage, what is that? I have grown, I have doubled every year since working with you. So I’ve doubled in clients, I’ve doubled in revenue every year. That’s 100% growth every year I’ve got doubled five times. Which is just incredible. I mean the first time you do it that’s one thing but when you do it repeatedly, yeah I mean that’s unbelievable. We’re working our blessed assurance off this year to double. We’re planning on doubling again. We’re incorporating new, some new things in there to really help us do it but we are going to double again this year. I started coaching, but it would go up and down, Clay. That’s when I came to you, as I was going up and down, and I wanted to go up and up instead of up and down. And so that’s when it needed a system. So creating a system is you have nailed down specific steps that you’re going to take, no matter how you feel, no matter the results, you lean into them and you do them regardless of what’s happening. You lean into them and it will give you X number of leads. You follow up with those leads, it turns into sales. Well, I tell you, if you don’t have a script and you don’t have a system, then every day is a whole new creation. You’re creating a lot of energy just to figure out what are you going to do. The best executives, Peter Drucker is a father of modern management. Right. And the best executives, Peter Drucker is a father of modern management, he said, the most effective executives make one decision a year. What you do is you make a decision, what is your system, and then you work like the Dickens to make sure you follow that system. And so that’s really what it’s all about. So with a script here, we have a brand new gal that just came in working for us. She nailed down the script, and she’s been nailing down appointments. Usually, we try to get one appointment for every 100 calls. We make 200 to 300 calls a day per rep, and she’s been nailing down five and eight appointments a day on that script. Somebody out there is having a hard time. So she’s making how many calls a day? She’s making between 200 and 300 calls a day. And our relationship is weird in that we do… If someone were to buy an Apple computer today, or let’s say you buy a personal computer, a PC, the computer is made by, let’s say, Dell. But then the software in the computer would be Microsoft, let’s say, or Adobe or whatever that is. So I basically make the systems, and you’re like the computer and I’m like the software. It’s kind of how I would describe our relationship. Tim, I want to ask you this. You and I reconnected. I think it was in the year 2000 and, what was it, maybe 2010? Is that right? 2011 maybe? Or maybe even further down the road. Maybe 2013? 2012. Okay, so 2012. And at that time I was five years removed from the DJ business. And you were how many years removed from tax and accounting software. It was about 10 11 years we met How did we remeet? What was the first interaction or some interaction where you and I first connected? I just remember that somehow you and I went to hideaway pizza, but you remember when we first reconnected. Yeah Well, we had that speaking thing that oh there was so it’s victory Christian Center. I was speaking there My name is Robert Redman. I actually first met Clay almost three years ago to the day. I don’t know if he remembers it or not, but I wasn’t working with him at the time. I asked to see him and just ask him some questions to help direct my life, to get some mentorship. But I’ve been working with Clay for now just over a year. The role I play here is a business coach, a business consultant. I work with different businesses implementing best practice processes and systems that I have learned here by working with Clay and the experience working here has to put it real plainly has been just life-changing. I have not only learned new things and have gained new knowledge but I have gained a whole new mindset mindset that I believe wherever I end up will serve me well throughout the rest of my life. Since working with Clay, I have learned so much. I mean, I would like to say it was everything about business in terms of the different categories. I haven’t learned it all, but I’ve learned all about marketing. I’ve learned about advertising. I’ve learned about branding. I’ve learned how to create a sales process for organizations in any industry. I’ve learned how to sell. I’ve learned how to create repeatable systems and processes and hold people accountable. You know, how to hire people. It’s almost like every aspect of a business you can learn, I have learned a lot in those different categories. And then, again, the mindset that I’ve gained here has been huge. Working here, you can’t be a mediocre person. You are a call to a higher standard of excellence. And then as you’re called to that standard here, you begin to see those outcomes in every area of your life. That standard of excellence that you wanna implement no matter what you’re involved in. I would like to describe the other people that work with Clay are people that are going somewhere with their life. Marshall in the group interview talks about how the best fits for this organization are the people that are goal-oriented. So they’re on their own trajectory and we’re on our own trajectory and the best fits are those people where there can be a mutually beneficial relationship that as we pursue our goals and we help the business pursue those goals, the business helps us pursue our goals as well. And so I say people that are driven, people that want to make something of their lives, people that are goal-oriented, they’re focused, and they’re committed to overcoming any adversity that may come their way. Clay’s passion for helping business owners grow their businesses is, it’s unique in that, I don’t know if there’s anyone else that can be as passionate. You know, whenever a business starts working with Clay, It’s almost as like Clay is running that business in the sense that he has something at stake. He’s just serving them. They’re one of his clients, but it’s as if he is actively involved in the business. Whenever they have a win, he’s posting it all over his social media. He’s shouting it across the room here at Thrive. He’s sending people encouraging messages. He can kind of be that life coach and business coach in terms of being that motivator and that champion for people’s businesses. It’s again unique because there’s no one else I’ve seen get so excited about and passionate about other people’s businesses. The kind of people that wouldn’t like working with Clay are people that are satisfied with mediocrity, people that want to get through life by just doing enough, by just getting by, people who are not looking to develop themselves, people who are not coachable, people who think that they know it all and they’re unwilling to change. I would say those are the type of people, in short, anyone that’s content with mediocrity would not like working with Clay. So if you’re meeting Clay for the first time, the advice I’d give you is definitely come ready to take tons of notes. Every time Clay speaks, he gives you a wealth of knowledge that you don’t want to miss. I remember the first time that I met Clay, I literally carried a notebook with me all around. I was looking at this notebook the other day, actually. I carried a notebook with me all around, and I just took tons of notes. I filled the entire notebook in about three or four months, just from being around Clay, following him and learning from him. And then I would say, come coachable. Be open to learning something new. Be open to challenging yourself, be open to learning Be open to challenging yourself, be open to learning and adjusting parts about you that need to be adjusted.