Entrepreneur | Communicating Change Across An Organization

Show Notes

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Audio Transcription

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 get what we got. Cullen Dixon’s on the hooks, I’ve written the books. He’s bringing some wisdom and the good looks. As the 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 3, 2, 1, here we go. We started from the bottom, now we’re here. Started from the bottom, and that’s what we gotta do. Thanks for joining us today. We are getting into another mailbag, another question from a Thriver. This Thriver, his name is Robert. He’s up in Ohio. Ooh, Ohio. Ohio. You love Ohio. I do love Ohio. You’re from Ohio? I’m not from Ohio. We did go to school up there. Yeah. Parents are from Ohio. Okay. You’re from Ohio. Yeah, I’m from Ohio. Okay. So, Clay, we have this driver. He wants to know a couple specific questions for his business. He, I’m just going to read the question here. Go for it. Okay. Communicating a new normal to mid-level management for an entire organization. Basically, he wants to know, I want to enact some change in my organization. I’ve learned all these things on Thrive 15. I have this kind of new profound sense of a standard that I want to set for the organization. How do I communicate that to all the mid-level managers and across the entire organization? What I want to do is we have our hip-hop horn. We have our hip-hop horn. I think you have that. Can you kind of give us a little sample, a little blast on that real quick? Just kind of like a little intro here for what we’ve got going. Okay, here we go. All right, so this is what we’re going to do here, Robert. We’re going to do a lightning round here, okay? So we’re going to structure it this way. And what’s going to happen is Marshall’s going to tee off the notable quotable, and I’m going to show you how to implement this thing because we’re going to teach you here. My guarantee is we’re going to teach you within 10 minutes how to communicate change across your organization, but it may require an air horn. I’m not kidding. I want that air horn to be played one more time because that will get people’s attention. We’ve got to get people’s attention. Let them know there’s a new culture going on here. Go ahead and read the first notable quotable. Let’s tee it off. Okay. This notable quotable comes from Jack Welch, his book Winning. He was the former CEO of General Electric, grew the company by 4,000%. He failed to meet his goal of 4,001%, I shall point out. But 4,000%, not an easy feat. And that comes from all of his known management strategies he wrote in his book, Winning. This quote comes from that. Common mission trap for companies, trying to be all things to all people at all times. Clay, what did Jack Welch mean by that? Okay, well first off here, Robert, what’s happening is that you’re going to make a change, which means you don’t want the status quo to happen. As a general rule, drifting is what we do by default. So as an example, if I was in your company right now and you and I decided to make a decision, we’ve made this decision and we’ve come to the conclusion that we are now going to require all employees to dress business casual. We’re no longer going to allow ties. We’re no longer going to allow people to wear shorts. We’re going to go business casual. Polo shirts, khaki pants, brown belt, brown shoes every day. That’s what we’ve decided. Doing that is going to now make a change. That’s not maybe a change that I would do. I’m just giving an example. That was a change you wanted to make. So the first thing is you have to communicate what the change is that you want to make. You have to communicate what that change is, but then as you do this, you have to understand you cannot be all things to all people. I would be the guy lobbying on behalf of the management, let’s say, who wants to wear a tie or to dress formally. You would be the guy advocating dressing informally, but you are in the decision-making power here. You’re the one who’s decided. You’re the one with the authority, and you’ve decided that’s what you’re going to do. So by doing that you’ve decided you’re not going to do everything else. You’ve decided to do this. So what Jack Welch talks about is that if you’re worried at all about upsetting people, you’re not going to have success. So I want to make sure you understand this. That frustrating people, okay, like conflict, I’ve said this before, but conflict is a prerequisite to success. Conflict is a prerequisite to change. So you cannot be all things to all people. You have to make that change knowing that it’s the right thing. You’ve thought about it. You’ve planned about it. You’ve prayed about it. You’ve worked on it. Now it’s time to make it happen. Can I get some air horn? Next notable quotable. Okay, so the next notable quotable also from Jack Welch’s book, Winning. It’s awesome. This guy is amazing. He has such insight into management. The notable quotable goes, change before you have to. Change before you have to. What does he mean by that? It’s pretty succinct. I’ll give you an example. For Thrive15.com, we’ve decided that we’re going to get you guys more training faster. I mean, more training faster. That has been my mantra. I’ve got that written down in my little workspace there, but more change faster. I want to get you more trainings faster. More trainings, more trainings, faster, faster, which means I have to make the change faster, which means we have to be able to change our workflow. So to do that, we’ve expanded to a bigger studio. We have awesome new equipment, great people here, and we’ve made those changes. I can tell you, I’ve been frustrated. There’s people on the team who’ve been frustrated, but the thrivers are loving the fact that we’re putting out content at a record rate. We’re boom, boom, boom, boom, boom. We’re answering questions faster, more succinctly, quicker, better content, faster. So to do that, you’ve got to make that change, and you have to change before you have to. Why? Because if you don’t, you look up one day and all of a sudden the Thrivers, the thousands of people like you all across the world are like, hey, you’re not getting us the answers we need, we’re moving on. So we had to make that change for you before we quote unquote had to. So this reminds me of one of the things that we talk about here in the office is being proactive versus reactive. What is the difference between that? Well proactive is today when I came in here to work with you guys and I say work with you guys, when we’re talking on the video I feel like you’re here with us, but when we came in here to work with you, we had show prep. We were proactively prepping. We fact checked everything. So I encourage anytime I say something on this program at all, I encourage you to hold us accountable and search it, research it, do it. Because if you go to a church and the pastor’s talking or you go to some sort of a place of worship, a synagogue or whatever, and you go there and the person is saying things and they’re quoting scripture but you don’t verify what they’re saying, you’re going to be in a world of hurt if you run into a heretic or someone who’s saying things that aren’t honest or right. I mean, if I was building a nuclear rocket, I would hope someone would double-check my math to make sure that we’re not going to blow something up. And so you’ve got to work off of that trust but verify mentality. Andy Grove, the former CEO of Intel, he says it this way. He says that only the conspiracy theorists survive. He’s talking about you have to go in with that mindset that everything is wrong and then kind of try to prove it wrong. And then if you’ve tried to prove it wrong and you discover that it’s right, that’s a good thing. But you have to have that mindset. So getting back to the point here for Robert’s question, we have to change before we have to, Robert. We have to change before we have to. Some people aren’t going to be excited about it. They’re like, things are going fine the way we are. No, we’re making a change. We’re going to make a big transformational forward movement. Now, can I get some air horn? Here we go. We got some more air horn for you, Clay. Can I have one more air horn? I just need one more. Yes! Another notable quotable. Another notable quotable here. It’s a point that Jack Welch gives us. He says, be candid with everyone. Why is being candid, having candor, why is that important when you’re communicating this new change across the organization? All right, somebody’s going to be watching this. This is how it works. In the Bible, it talks about this a little bit. If you don’t like the Bible, there’s other books that talk about this. But the point is, like 48 Laws of Power is the book that discusses this, okay? But you can’t be the expert, the prophet can’t be from his own village. You can’t be a prophet from your own village. So if you’re like, I knew you back when you were in middle school, and you weren’t that awesome then. I knew you when you were in college, and you were doing crazy things. There’s probably somebody watching who’s from my village who’s like, whatever, buddy. But here’s the deal. When I go out to hang out with people, or we have some Christmas, we have the Christmas, the holidays. I refer to them as the hall of plagues, but plague, biblical plague, locust and such. But the thing is that there’s endless parties, and I go to the party, and I’m not gonna be sincere at the party, because people don’t wanna know what I think. So people will say, how are you? And so I say at the party, I’m doing great. But the reality was, one party, right before we got there, I was not doing great. There were things that were not going well. But when people say, how are you, in a social setting, that’s code for don’t tell them anything bad, only choose the things that are going on that are good, because I have enough crap going on in my own life. People say, how are you? I say, I’m doing great. And then they start talking about politics. And they’re like, I don’t like Donald Trump. I do not like him. I do not like him. Someone else says, yeah, I don’t like Donald Trump. And so you know what I do? I’m like, yeah, tell me more about your candidate. And I just listen. And I just take it all in. Because you don’t want to hear my opinion. Because if you want to hear my opinion, now there’s conflict, right? And I don’t care enough about the outcome of the party, right? I don’t care enough about like being right, that I’m not going to get into a debate with you about why I think Ben Carson is a great fit or why you think Donald Trump is a good fit or why I like Bernie Sanders or why you don’t like Bernie Sanders or whatever. I’m not going to do that. What I’m going to do is I’m going to focus on the outcome, which is just having a conflict-free party. Now, in business, what’s the outcome? In a party, the outcome is what? To have a conflict-free party. Let’s have a good time. That’s what you want to do in business. Now, in the world of the party, you want to have a conflict-free party. Conflict-free party, that’s what the goal is. But in the world of business, the goal is to what? Generate results. So, now we have a whole different party. So here’s my kind of business party. So someone will say, how are you doing in business and I’ll say in my office I would be doing great if you would start naming files correctly so the nomenclature of how you name files matters to me more then the holidays stop doing things wrong that’s how I talk a lot of times that feels like a personal attack on the person I just tell them like hey listen I think you’re beautiful man as you say I think you’re a beautiful man think you’re a great American, but you gotta stop, dude. You gotta save files correctly. When they’ll say, I’ll try. No, we’re done. Right now, we’re done. You used to save them wrong, now you save them right. Walt Disney, when he was deciding to build the movie Bambi, you know, Bambi, perhaps you’ve heard of Bambi, but he’s building the movie Bambi. Well, to make the movie Bambi, somebody has to draw a picture of a deer, and then once they finish, they have to draw the exact picture of the deer again, but slightly different. And then when they’re done with that, they have to do it again, slightly different. And then when they’re done, they have to do it again, slightly different. And they all have to follow the template of what Bambi should look like. So each artist, each animator, people don’t think about this, each animator, each artist who worked for Disney had zero autonomy. They could not make their own version of Bambi. One couldn’t have big eyes, one couldn’t have small eyes, one couldn’t be angry, one couldn’t be happy. Bambi had to be the same Bambi all the time, but yet a team of animators all had to work together to make Bambi. We’re talking about thousands upon thousands of drawings that would go into making a movie. I mean, to make a minute of film, I don’t want to make up the number, but it was like hundreds of renderings, hundreds of actual drawings needed to make one second of animation for Bambi. It’s crazy. So Walt Disney was known, if you Google it, if you watch the autobiography on this, he was known. People thought he was a tyrant and he was shunned by a lot of people because he made animators draw Bambi the same way. Well, for our benefit, I’m glad he did. Right? I mean, Bambi was a good movie. I’m glad he didn’t sit down and say, Greg, do you want to make Bambi this way? No, I actually want to make Bambi a little more aggressive. Okay, Greg, let’s make Bambi more aggressive. What about you, Carl? I think Bambi should have kind of a limp. Why? Because other people have limps and by making Bambi not have a limp, it excludes people that have a limp. What about you, Sarah? I feel like Bambi, I don’t even like to name Bambi, I want to call him Bambo. Oh, Bambo? Yeah, and I don’t like to draw during the day, I kind of work more for my house, and I don’t like these pencils. And I just feel like if I was more appreciated, I could draw more Bambos. It’s Bambi, Bambo. It’s Bambo. I always felt like he should be Bambo. That’s how organizations are doing things. Stop doing it. You can’t, just to get back to Jack Welch’s point. Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while. When you decide everyone, we’re going to start drawing Bambi, people are like, what’s this Bambi thing? And it confuses people. But you have to have a game plan and stick to it. Can I have some more air horn? You want some more air horn? I just need a little more air horn. Yes! Okay, so we have another notable quotable here from Jack Welch, the man. He says, good business leaders create a vision, articulate the vision, passionately own the vision, and then relentlessly drive it to completion. Okay. Let’s break it into those steps. He says that you need to blank a vision, blank a vision, and blank. Let’s go to each part. So, so, so Robert’s asking, how do I communicate this across the entire organization? What are the steps, and there’s no better person to learn from than Jack Welch in communicating this vision. And so he first says, you have to create a vision. So first off, you have to have a vision. You can’t be like, hey Moses, where are we headed? Moses, where are we going? Uh, where are we going to? I’m not sure. Let me make a committee and form a team and a board and we’ll all vote on it next Tuesday. Stay motivated though, but it’s the holiday, so I guess we’ll have to meet the Tuesday after well next week’s a holiday, too So we’ll meet in three. Okay next month. We’ll meet Aaron everybody follow this Just set just stand still don’t follow me. Just stand still if that can’t be your vision You have to have a vision step one step two step two is articulate the vision You got it on paper you have to put on okay So that’s maybe something that these thrivers don’t quite understand is I have a vision. Do I just tell the next guy or do I put it on paper? Do I email a memo or what do I do? My goal is to mentor millions with Thrive. That’s our vision is to mentor millions, okay? Mentor means a mentorship means like a coaching relationship where we go through the ups and downs of business together. Your business is in the toilet right now. Someone else’s business is at the top. I am not interested in answering your quick question and helping you have a short-term excitement, oh yeah, I got my question answered, and then just be left out to dry. I’m here to mentor you. We’re here to help you, coach you along that path, and lead you to success. Mentorship. The word mentor is entirely different from lightning round quick answer to the question. So not only are we going to answer your question today here, Robert, but we want to be your business partner for the next 40 years. We’re here to mentor millions. That’s what we believe in. The next is articulating the vision. Okay, so you’ve got to write it down. Yep. You’ve got to then post it up in the office or do you send it out to everybody or what do you do with it? All of the above. Okay. Right away, you write it down. Then you tell everybody. Then you put it up in the bathroom. You put it up on the stalls. You put it up on the walls. You put it up in the meetings. You put it on the top of memos. You just don’t stop talking about it because people will want to say stuff. Like, we had a call the other day from a company that calls us and says, could you make training videos for us? You know, we love your training videos. We’d like you to make training videos for us. And we can just sign a 12-month agreement for you guys to make content. Well, if we’re making content for this company that’s exclusive to them, and that takes 95% of our work week, that’s not moving towards our goal. Our goal is to mentor millions, not to make millions by recording exclusive content that only elite people can watch. Right? So you’ve got to know what your goal is and tell everybody about it. Tell everybody about your vision. Sure. Okay, so then the third is passionately own the vision. Passionately, passion. The word passion. Look up the definition of the word passion real quick. The word passion. We’re going to get Webster here. Yeah. Now the word passion, I’m just trying to explain to you guys, to be passionate, you’re bringing some emotion to it. You’re bringing some energy, some positive enthusiasm, some energy, some enthusiasm, you’re bringing something beyond just a factual look at something. Marshall, what’s the definition for this? Okay, passion is an intense emotion, a compelling enthusiasm or desire for something. You feel me? So, there’s a word called ardor, A-R-D-O-R, it’s a fiery passion for something, a fiery passion, it’s a fiery excitement for something. There’s the word alacrity, which is an eagerness to learn, it’s an eagerness or an excitement to learn that’s the kind of thing I’m talking about you have some passion you gotta have some ardor you got to have some alacrity Try using the word alacrity just use the word alacrity on your friends. Oh, you’ll welcome alacrity boom okay, and then the lastly is relentlessly drive it to completion Wow Relentlessly drive them to completion. Here’s the thing is it relentless It means that you do not it’s like without ceasing you just keep coming back over and over. You’re like the bamboo of entrepreneurs. If you grow bamboo, have you ever tried to grow bamboo? Have you ever seen bamboo? I’ve grown some bamboo before. Have you noticed that you just can’t get rid of it? No, once you start it, it can’t stop. Once you start the party, the bamboo party, it just won’t stop. You’re going, hey, bamboo, it’s like noon the next day. Can we stop? You could burn bamboo. You could set bamboo on fire. You really have to dig it out from the bottom. And the problem is it grows down as it grows up. So the root system can get 20 feet in the ground. I mean, bamboo, you plant some bamboo, you’re in for something. OK, and so we’re talking about creating the vision, articulating it, owning the vision, okay, passionately owning it, letting it consume everything about you, burning fire, ardor inside you, and then relentlessly drive it to completion. Those are kind of like the key steps here. Yeah, none of this passive, I hope everyone agrees, sort of, you have to think about it, get all, do your research, get all the facts, and then act, but don’t worry about like, making every single person happy. My favorite team is the Patriots, and they frustrate me about every week. Because Bill Belichick is smarter than I am, and so what he does is he’s like, well, that guy’s got to be cut. We’re talking about Vince Wilfork. He was the all-star defensive guy on the team for years. And he’s like, well, it’s time to cut him. If you’re a Patriots fan, you’re used to seeing your favorite players get cut. Because he knows when a player is kind of reaching his expiration date, they’re starting to get a little moldy, and he’ll just make the cut before you… You know, you have the milk in the fridge, and you’re like, well, it hit the expiration date, but I could probably get a couple… I could probably drink it tomorrow. Some of you are going, come on, you don’t do that, really. I mean, there’s people that do that, though. You’re like, you’re a single guy, you got some milk in the fridge, and you’re like, you know, I’ll go ahead and risk it. I’ll have a drink of that milk tomorrow. Well, that’s how the patriots, you know, they go, well, we’re not going to risk it. We’re cutting you. And if you’re in business, you’ve got to do that sometimes. You’ve just got to make those tough decisions, and you just can’t feel bad about it. So we’ve talked about how to do this. Let’s talk about how big of a problem this really is, is communicating among the entire organization, giving direction, giving clarity. I don’t have a statistic that I can give you. We have a great statistic coming up next, but I can tell you a statistic that I’ve seen just anecdotally from my own life experiences. I would say 95% of businesses are completely unable to do what Robert’s asking about here. They’re just completely unable to communicate change across the organization. They’re just completely unable to make changes because they put the needs of the individual people over the needs of the organization or the needs of the customer. Can you cue up our music for our mystic statistic? Yeah, we got one here. We got one here. I’m excited about this, Thrivers. HR magazine reports that 46% of employees said they routinely received confusing or unclear directions. With 36% of these employees reporting it happening up to three times each day, participants in the study estimated they wasted about 40 minutes of productivity, 40 minutes of productivity each day trying to interpret unclear or confusing directions. Why is that so crazy? I mean, three times a day that they’re receiving instructions that are either confounding or complicated or they don’t know what direction they’re supposed to be going in. How does that relate to communicating this change across the organization? I’ll give you an example. My wife, she wrote a book called Now I See. Our son was born blind and he’s no longer blind. It’s an awesome story and she wrote the book. It’s called Now I See. It’s on Amazon.” And she wrote that book, and the guy who’s supposed to be giving us financial reports about how they’re selling just cannot ever give us a number. Seven might have sold, 700, we don’t know. And then whenever we call him, like, hey, we haven’t got a report again, then he’s like, oh, let me write you a check here for $802 for sales. And you’re like, what is that based on? It’s just so frustrating. So we’re in the process of switching over to a different kind of a self-publishing team. And so to do that, step one, we have to get the manuscript. You know, we have it, but we have to make sure we have the right document and manuscript. Step two, we have to then reach out to form a new Amazon account for this thing. Step three, we have to reach out to this company that does the self-publishing print-on-demand stuff. Step four, we have to… There’s all these steps, and when it’s all said and done, there’s like 20 steps. So the email I had to send to the guy about what to do is like a 20-step process. But my temptation is just to, hey, get my wife’s book set up with the new publisher on Amazon. That’s so many steps. I mean, the guy doesn’t know where to start, probably. But by breaking it into the succinct, linear, line item, step-by-step stuff, he’s able to execute and get it done. So that’s just an example. So one is that philosophically people are screwed up because they’re not being pigheaded enough to drive the change home. But two, on a practical level, people are not breaking it up into a linear, specific, granular, very detailed list of things to do. So what would be the action step for all the Thrivers that are watching right now and are going to be reviewing this training on Thrive15.com? We have a lot of other great trainings on management and talking about how to communicate among the organization. What would be the action steps specifically for somebody looking to implement change? I’m going to just give it to Robert. So Robert, this is what you need to do, man. Action step one, you need to go ahead right now and write out your vision or whatever the change is. Get it on paper. Write it down. Put it on the tablet. Cool? Two, put it everywhere. Put it in the email tag, put it on the website, put it on the bathroom stall, put it on the memos, put it in your meeting agenda, put it first and foremost on the top of your brain. Put it there. Put it on your mirror, put it wherever. Third, is own it. Own it. Own it like it’s your kid. I mean, like if it’s your kid, your kid can make a mistake, but you care about your kid, right? I mean, so if your kid makes a mistake, you’re there. You care about your kid. If someone’s critical of your kid, they’re critical of you. If your kid demonstrates bad behavior in public, that’s you demonstrating bad behavior in public because you own it. I mean, you’re upset. It’s your thing. You have to own it. You can’t be like, this is something else over here. No, this is you. You got to own it. And then you have to be pigheaded about determining your deadline to see this change implemented. And the final step is think about all the specific steps you have to do to get there and make sure you put a deadline on each one of those and just execute this baby because whatever you’re doing, I know you would not have emailed us if this question didn’t matter to you. So I know that this is important to you. So implement this thing. And if you have any questions as you’re trying to implement it, just click the Ask the Mentor button and we’re here making more mailbag trainings for you as well as our other fabulous curriculum. We have some unbelievable new content coming out, but I encourage you to watch Lee Cockrell’s management videos as well. They are absolutely sensational. Okay, and so we’re getting a ton of questions from Thrivers all over the world on this, and so I want to let them know that we are going to get back to them. We’re going to provide some awesome statistics and facts to that. We’re going to be rocking and rolling here through a couple more trainings for the Thrivers and answering their questions, but Clay, I really do appreciate you kind of getting into Robert’s core question here. I think it’s awesome, and this is going to be a big change for him. Now, here’s the deal, Thrivers, who are watching live right now. If you have a question that you want to ask us, my only commitment that I’ll have here for you is if you’ll take the time to get some of your buddies to watch online with you, we will absolutely take the time to try to respond today. That’s what we want to do. I mean, we want to… But the thing is, we have a research team that fact checks everything we’re saying, so we don’t ever want to say something to you guys that’s not accurate, vetted, that kind of thing. So if you have any questions, feel free to submit them there today. If we can get to them today, we will. And if not, we’ll make sure we put it into the mailbag and answer it in future videos. And we’ll let you know when we’re answering it. Boom. Okay, Clay, thank you so much. And stay tuned. We got another awesome training coming up. Can you give me some outro music, something hot? I mean, is that something we can do real quick? You want something super hot? I think the Thrivers want something hot. Just give me something to take us out. Just something. We can bob our head too maybe? There we go. Alright, there you go. If you’re watching right now in Canada, I know we have a couple of drivers in Canada watching right now. Sonia, Sonia in Canada. We are believers. Alright JT, so hypothetically, in your mind, what is the purpose of having a business? To get you to your goals. So it’s a vehicle to get you to your destination. And would 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! Alright, 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 $3,000 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 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. No, that’s clear. Okay, so that can be true. So I encourage everybody to check out Thrivetimeshow.com forward slash credit dash card Thrivetimeshow.com forward slash credit dash card. What would be another reason why someone would not be willing to take ten minutes to compare rates to see if they could save three thousand dollars or more on credit card fees? Maybe they think it is a waste of time and that it won’t. It’s not possible. There’s somebody out there that’s making more than three thousand dollars every ten minutes and they’re like nah that’s not worth my time. There’s probably some someone out there that would think that. Well I’ll just tell you folks, if you’re out there today and you’re making less than $3,000 per 10 minutes, I would highly recommend that you go to thronetimeshow.com forward slash credit dash hard. It’s because you can compare rates, you can save money, and you know 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 Profit deal 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 ten minutes. I’ll compare AIDS. I can’t tell you can tell me I’m a doctor. No, I mean, I’m just not sure but 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 in my case my particular case I save over $20,000 a year Wow, which is uh, you know like 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? 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, alright? What’s your name? Patricia. Patricia, alright. 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 ten 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, do we have it? The brand name of the clock, it’s an elegant, from Ridgway, it’s from Ridgway. Let’s buy the clock and sell the fireplace. I encourage everybody out there, 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 10 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, 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 want to do is we want to 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 want to let you know what type of accomplishment this is. Our competition, Orkin, Terminex, they’re both 1.3 billion dollar companies. They both have 2,000 to 3,000 pages of content attached to their website. So to basically go from virtually non-existent 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 listing and ranking there with Google. trying to get Google reviews, you know, asking our customers for reviews. And now we’re the highest rated and most reviewed Pessimon 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% over last year. Wait, say that again. How much are we up? 411%. Okay. 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 that we followed with Thrive and 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. 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 is it the diligence and consistency and doing those in that system has really, really been a big blessing in our lives. And also, you know, it’s really shown that we’ve gotten a 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. OK, 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 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 that 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 going to take in order to really succeed. So we just want to 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 the use of services you’re choosing to use a proof and turnkey 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’s done a great job of helping us navigate anything that has to do with 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. This kind of guy has worked in every single industry. He’s written books with Lee Crocker, the 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, graphic designers, and web developers. 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 six to eight weeks he’s doing reawaken America tours. Every six to eight 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. 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. 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 of you. 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. Anytime I’ve gotten nervous or worried about how to run the company or 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 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 two 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 four to fourteen 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 10 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 thrive time 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 system that Dr. Zellner and I have used over and over to start and grow successful companies. 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 gonna 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 going to be the best business workshop ever, and we’re going to give you your money back if you don’t loan. We built this facility for you, and we’re excited to see it. If you 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 calls. Well, okay, so Clay, it’s like I would go up and down from about $10,000 a month up to about $40,000, but it’s up and down roller coaster. And so now we’ve got it to where we’re in excess of 100 clients. That’s awesome. 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 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 doubled every year since working with you. So I’ve doubled in clients, I’ve doubled in revenue every year. That’s a hundred percent growth every year I’ve worked with you. So I’m looking, we’ve been good friends seven, eight years and 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, 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. 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, 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, I, you know, 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 hundred calls. We make two to three hundred calls a day per rep. Right. And she’s been nailing down five and eight appointments a day. Somebody out there’s having a hard time. On their script. So she’s making how many calls a day? She’s making between two and three hundred calls a day. And our relationship is weird in that we do, if someone were to buy an Apple computer today, yeah, and or let’s say about 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 re-meet? What was the first interaction? There was 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 Redmond. 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, you know, 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 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 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. You know, 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 want to 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, you know, 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’d 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. My 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. You know, 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. You know, 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 and 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 Be open to learning something new. Be open to challenging yourself. Be open to learning and adjusting parts about you that need to be adjusted.


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