Entrepreneur Podcasts | 7 Keys to Leading a Successful Meeting with Doctor Robert Zoellner & Clay Clark

Show Notes

Entrepreneur Podcasts | 7 Keys to Leading a Successful Meeting with Doctor Robert Zoellner & Clay Clark

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Audio Transcription

All right, Thrive Nation, on today’s show, we’re going to walk you through the seven principles for effectively leading meetings. Now somebody out there, you might think there’s 47 principles. Someone else might think there’s seven principles. But these are the principles that Dr. Robert Zellner and I use to grow our companies. And so just to make sure we’re on the same page here, the purpose of a staff meeting is to make sure that people are held accountable to knocking out their action items. So the entire purpose of the meeting is to make sure that people know what to do, they know who’s doing it, when it’s being done, and then you coach people through how to do it. You know, again, the purpose of the meeting is you have a weekly meeting, so all your core teammates come to that meeting at the same time every week, and then in the meeting you go over what needs to be done, and you follow up to make sure what needs to be done got done, and you do training on what needs to be done. But the purpose of the meeting is to make it very effective. The purpose of the meeting is not to pull your key people out of their jobs to sit around and do nothing for an hour. And so on today’s show, if you want to learn how to turn your typical meetings into a power hour instead of a beating, if you want your meetings to be productive for all parties, you’re going to want to listen to today’s show. And then on part two of today’s show, I’m actually going to share with you audio from today’s staff meeting. So you can hear an actual staff meeting that I did with my staff today, and so that way you can hear how I lead a meeting. It’s just a hot mic recording my staff meeting, so you can see how I actually lead meetings. And so without any further ado, this is seven principles for effectively leading a staff meeting. Three, two, one. You can double your sales if you’ll just get to the top of Google. I would say do it again and I’m going to fire you. I don’t know what that is. It’s just jackassery. I say one simple line. Boom! It’s just not working out. Boom! Hello, Thrivers, and welcome to the Thrive Time Podcast featuring Dr. Z, the entrepreneur trapped inside an optometrist’s body, and the former USSBA Entrepreneur of the Year, myself, Clay Clark. And as always, we are broadcasting from the exact geographical center of the universe, and we are providing for you the business school without the BS. Now, Thrivers, today we’re going to be deep diving into an incredible topic and I’m going to turn it over to our main man, Mix Master Marshall Law. I’m adding in that law part. Marshall Law. I’ll turn it over to you, my friend. Okay, so Clay, we have Thrivers all over the world that send us questions and so we’re going to get into the mailbag. So we have this Thriver. Her name is Sherry in Cincinnati. And Sherry writes, I’m in mid-level management and I have no attention of my employees during meetings. How do I create a better agenda for keeping their attention? Okay, so Z, do you have anything that can help Sherry? Can you get into this for us? Yes, I have seven. I repeat, seven principles. What? What? What? What are they? Seven what? What? What? You’re saying it weird. Saying what weird? All of it. You do have a weird way of saying things. He does. Where do you get off? I don’t know. I just said seven. I’m saying what way? I went like seven steps. I will. I will. It’s kind of like steps. Kind of like steps. Okay, principles though. And Clay and I have been working on these because we are tired of meetings that get nothing done. And I’m going to give just a little hype. I feel kind of like your hype man right now. Like the hype man. Here’s the thing is, you are one of the most effective leaders I’ve ever seen at meetings. Wow. When the meeting’s done, it’s done. You’re going on. You’re moving on to something else. You have a lot of different businesses. You don’t have time. Seriously, for thrivers who have never heard about you before, you’re involved in an optometry business, you’re involved in an auto auction, you’ve served on a bank board, you have a sleep center, you have a medical company. What does a medical company do? Is it like a palm stream? We sell medical stuff. You sell medical stuff. The point is he’s doing some things with some stuff. You’ve got a lot going on and you can’t have some bad meetings. So I’m going to go ahead and read the principle and then you can kind of tell us what it’s all about. So here we go. Principle number one. Okay, one. We are all stuck in them, meetings. We’re all stuck in them. Yes, we are. So you have to make them matter. And what that means is that having meetings that don’t matter just kill time, kill productivity. So first of all, you have to make sure that they matter. Matter, matter, matter. Well, you know, I want to give this to you because this is a little notable quotable here. There’s a survey that was done. This is by the Harvard Business Review. Those guys at Harvard, what do they know, really, at Harvard? I think they’re kind of smart. In a recent Maine survey, senior executives rated more than half the meetings they attended as ineffective or very ineffective. Wow. So, when you’re talking about making a matter, do you go in with a specific kind of a… I mean, do you ask yourself, do we even need to have this meeting? Do you do that a lot? Absolutely, because if we don’t have to have it, I’m the last person who wants to be in a meeting. In fact, every now and then, I’ll be halfway through a meeting and I said… Sometimes I’ll say to myself, I got this one wrong. I shouldn’t have had this. This one doesn’t matter. But not very often, because I’m getting better at that because time is so precious. You know, you can replicate a lot of things, but you can’t. There’s only 24 hours in a day, so they have to matter. If you’re pulling all those people in on your team, they’re supposed to be working, and they’re in there listening to you talking about something that better matter. Okay, so principle number two, at no point do some people ever have a point. Z, what are we talking about here? Right, have a point. I mean, sometimes if you let them, people will ramble about whatever it is on their list to ramble about that day. I mean, they’ll talk about things that have no point to them. I mean, they’ll talk about the latest cat video they saw on YouTube and you’re sitting there going, oh Lord, please be quiet. And so you have to make sure that when people are talking, you’re talking, that anybody has a floor, that they have a point. That there’s a reason why they’re talking and that reason is the point the juror is adding to the meeting. I want to make sure that the Thrivers get this. I’m going to make fun of myself here. I don’t know if we have any story music available. Once upon a time, with a DJ company, I had like two employees. What I wanted to do is I wanted to hold court because nobody really listened to me during the course of my week. So what I would do is I would just book a two to three hour meeting. You know, I would start off as a 30 minute meeting, but two and a half hours into it, I mean, I’m just getting going. Like this is like my first half. And then people would just sort of go, does he have a point? They wouldn’t say that loud, right? But they would think. And this jackassery continued for a long time. And so I want to know, did you ever leave meetings? Do you have any stories about you leaving meetings where you didn’t have a point? Did you always have a point in your meetings? Well, in the early days, of course. You think it sounds like you’re supposed to have a meeting, so you have a meeting, and then you’re talking, and pretty soon you look around and everybody’s doing this, and playing grab-hiney with the person next to them. People are texting. I’m old. We had meetings before he texted. But anyway, it happens. And then you have to say to yourself, this is just an absolute waste of time. Because number one, I’m paying these people to sit in this meeting that has no point and just hear me talk about nothing. You’re a youthful looking guy. I want to make sure we’re always honest here on Thrive. People did not text in your early meetings. They were actually carving on wood blocks and doing smoke signals. Smoke signals and wood blocks. That’s how bored they got. Yes. And cans. They had a lot of cans with strings attached to them. Okay. So moving on here. So principle number three. Principle number three. Most meetings don’t have an agenda. Z. Ugh. So I’m going to say something crazy here. I’m going to just go. I’m going to go. I’m going to just be a shocker. This is like shockacon. Can I get a little… Chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka chaka I wait for this every week. I want this to happen. Chaka Khan, Chaka Khan, Chaka Khan. Quad skates, big pickles, big pickles, roller skating, remember that? You get a big pickle at the snack bar. Stick around for the dice game, folks. Chaka Khan. So big shocker here. So how do you combat that by having an agenda? In other words, a little forethought goes into the meeting. You write stuff down and you stick to it. And that agenda is, number one, it lets you also verify, oh, it does matter. Oh, and by the way, I do have a point. Oh, and guess what? This is my agenda to follow through my meeting. And I’m going to unload a little truth cannon here, Marshall. Do we have a truth cannon ready to go? Do we have that kind of just… Wow. Here we go. According to a study conducted by Oklahoma State, 63% of typical meetings in corporate America have no written agenda. Really? 63%? 63%! Very smart people at Oklahoma State University. Yeah, 63%. Wow, and there you go. So you have to have an agenda. Does it matter? I mean, if you don’t have an agenda, it doesn’t matter. It doesn’t matter. People know you don’t care if you don’t take the time to make a plan, right? Have a point, and guess what? And then that agenda is going to seal out what you’re going to do during that meeting. And you do that, by the way. Your holiday parties are always awesome. You like to entertain. You do that. But you always have an agenda for your parties, too. Absolutely. But I will admit one thing. I was impressed with your festivus party. That was probably the most agenda, well-orchestrated party I’ve ever been to. I mean, it was down to like the second you had that down. That was impressive. And I’ve got to say, I haven’t talked about it, I haven’t been super emotional about this, but this year, you know, we moved to this state of the art facility here, ThrivewithFiend.com. It’s awesome. And as the timing went, I went, okay, this will be done by this time, and then I’ll move my house. We moved into a different house. We’re moving into that Camp Clark and Chicken Palace, you know, so we’re renovating this thing. And they both happened to work where literally we were moving at the exact same time. So I had to take a one year off time for Festivus, but next year I’m coming back with Festivus. I’m coming back strong. Can you describe Festivus for all the Thrivers around the country? Why do you have Festivus? What’s the purpose of Festivus? Okay. Festivus is a time where I invite extraordinary people who I like. On the eve of Christmas Eve, we get together and we compete in feats of physical strength and we air our grievances. So we have a pep reading contest, we have a live band, we have arm wrestling competition. It’s a big deal. You have to see it, right? Yeah, I was there and I was impressed. I’ve never seen a party that orchestrated down. You talk about an agenda and a timeline. I mean, that was impressive. Well, thank you so much. Thank you. Now, we’re going to move on to principle number four. We’re going to principle number four. Most people in most meetings don’t need to be there. This is one that kills me. Only invite the people that need to be there. Why? Because you’re wasting productivity and time and money by having people in the meeting that don’t need to be there. If they don’t need to be there, don’t invite them. And this is one thing that I have learned and I’ve learned from you and every day I’m kind of like trying not to, you know, I try to get super obvious for the rest of the teammates, but I’m like, I need to write what he just said down. Because you’ve been there, you’ve done that. You’ve been an entrepreneur. How many years have you been in business? 25 years. 25 years. You’ve been married for 30 years. So I’m always writing down little marriage tips from you and these kind of things. But one thing I’ve noticed is that you are so comfortable in your delegation and your leadership and the people you’ve hired. We have some great trainings on that. That you’ll go, hey, have the meeting without me. And at first, you kind of feel like as your partner, I’m going, why is he not going to be at the meeting? This is an important meeting. But you’ve thought of it like, if I don’t trust you to lead that meeting and do that without me, so we’re building out the studio. You didn’t have to come to every single meeting. You laid out the big plan. Yep. And then I just love that. I think everyone can take that to ask yourself, do you need to be in the meeting? Who does need to be in the meeting? And let’s just honor people’s time, I mean, with not keeping in meetings. Now moving on here to our next, our next principle, principle number five, most meetings aren’t designed to produce any outcomes. They’re just, they’re both meetings aren’t designed to produce any outcomes. Z. Well, as a, um, as a soccer fan and a proponent for wearing soccer jerseys every day, uh, in a soccer game, the, the, the idea of the, the, the purpose of the soccer game is to score a goal. So I love that broadcaster that when they score is goal. We need to have that as one of our push things. So the point is, is that whenever you’re setting up your meeting, you have to set down a goal. A goal to obtain, a goal to get to. In other words, what’s the reason for doing it? You have to have that goal. You know? You know, Peter Drucker, he’s one of the top management experts of our time. He’s written great books about this subject. He has this notable quotable that I love. He says, meetings are a symptom of a bad organization. The fewer meetings, the better. Yeah. And I’ve noticed, and I mean this, and this is something, and if you feel like that I’m revealing too many of your secrets, you let me know. You have an optometry clinic, and I don’t know how many customers you see it every year, but you see thousands of customers a year. And there are days that you don’t go there. And you have an auto auction that sells thousands of cars. In many weeks, you sell thousands of cars in a week. And sometimes, this just in, you don’t go there. And so it defies logic. How is it possible that these entrepreneurs who are working so hard in their business and are having endless meetings, how can you have so few meetings and get more done? That’s the thing that used to drive, I mean, just watching your career from afar, I’m going, how is it possible? So could you kind of get into that a little bit? I mean, how do you decide when you need to have a meeting or how have you been able to create so few of meetings but yet have so many successful companies? How are you doing that? Well, you have to say to yourself, listen, if I’m having a meeting, that means I am paying people to do nothing, but listen to me. And so if I’m having to do that on a regular basis, then they don’t know what to do. And that’s a problem with management. That’s a problem with your systems. That’s a problem with what they think they’re supposed to be doing. So, you know, I have meetings for a couple of reasons. You know, I have meetings to celebrate something. I have meetings to change the course of something, and I have meetings to introduce new ideas into the business. And short of that, everybody should know what they’re doing and do it. I feel like there’s a controversial thing that I have to ask you here. Go ahead. Because I work with a lot of businesses. I mean, I work with chiropractors and neurologists and doctors and dentists. I’ve consulted these guys for years, all different industries. And I feel like a lot of businesses, they’re kind of struggling. They have a lot of motivational meetings, a lot of them, like a lot, where they’re going, Tommy, this is your day to be you and the you that you want to be. Time to shine. And then Tommy’s like, okay, okay, and then okay. And you’re going, Tommy, are you awake? And they keep trying to encourage Tommy, and Tommy’s falling asleep, and they’re having meetings about the meetings and the cell phone. Do you have a lot of motivational pump up, like just every half hour, are you having a pump up meeting or why are some companies doing this, Z? I guess they’re not busy enough to actually do work. I don’t know. It’s one of those things where it’s kind of like you’ve got nothing else to do. I guess you run around and fire everybody up for when somebody does walk in the door. I’m not sure. So what’s the balance? I mean, what’s the balance? Do you ever have a pump up meeting? Well, here’s what I do. My philosophy is that when I walk in the door, I’m pumping them up. As the boss, as the owner, you’re kind of the head of the organization. And as you go, they go. If I’ve had a bad day and I come in and I kick the door and I’m scowl and someone asks me a question, I give them a short answer and march off to my desk and shut the door and in my office and you know, that spreads to the whole office. So if I come in and I’m in a great mood and I’m smiling, I’m looking people in the eye and I’m saying, hey, great day, get after it, man, great job, let’s go, let’s go. It’s not a meeting, but still you get that motivational little pitch you give them. And so people see that and they just respond off of that. They feed off the energy from the top down. So you don’t have to have a meeting to do that. You just have to be present and then when you’re there, you have to really be happy, even though you may not find a reason to be happy right then. That one meeting that I heard, rumor has it that you had a meeting where at the end of the meeting you slam the door, you go into your office, and it sounded like a gunshot went off and then it sounded like a horse fell on the ground. Yeah. It really killed the morale in the office there. Yeah, it did. It was tough to get that horse out of there, too. It wasn’t you, baby. It wasn’t you. It wasn’t you. It’s okay. This horse is, can you explain to people what this horse is all about real quick for those who can see this horse? Well, this is a trophy. This is my big-time thoroughbred horse called She’s All In. She won over 1.1 million dollars and she was named a champion. And so this is the trophy they gave me and it’s kind of nice to know that you know. That’s a real deal trophy. For all the thrivers that are just listening here, Dr. Zellner, he has this huge horse head trophy on his desk. It’s silver, silver plated, but it’s gigantic. And the caption reads on the bottom of it, it reads, Horse of the Year, She’s All In, Oklahoma Horse Racing Commission 2010 Oklahoma Bred Champion, Horse of the Year, She’s All In, by Include, out of Georgia, OK, owner Robert H. Zillner, breeder, Robert H. Zillner, Tulsa, Oklahoma. So there you go. What’s the name of your ranch? Rockin’ Z Ranch. You’ve raised thoroughbreds? Thoroughbreds, race, and we raise them and race them and love it. Final rabbit trail before our program observer makes us get back on track. I want to mention this because last year I watched the Kentucky Derby and I was just cheering excited. I’d never done it before because there was a horse that’s sort of a derivative of a horse of yours or what was the lineage there for far right? How was far right related to your? Well, I stand stallions at Rockin Z Ranch. You can get on our website rockinzranchok.com and one of our stallions is called Notional and his son, Far Right, ran in the Kentucky Derby last year. So that’s kind of a big deal. We were excited. It’s the first time I’ve ever watched. I’m just like cheering. I’m cheering. I felt like I might go at one point. Yeah, your daughter drew me a nice Far Right cartoon. So that was nice of her. Awesome. Awesome. Okay, so here’s the next thing. Okay, the principle number six here. Principle number six. Oh, yes. Most managers don’t follow up with anybody after the meetings. Z, what are we talking about? Well, in a meeting, you have it matters, you have your agenda, you have your goals. In other words, if you have goals, that means you have things you want people to do. If you have things you want people to do, the only way you know if those things get done is by following up. I mean just following up with a G.I. Joe grip on your hand. You just got to follow up on them. And you, and this is, I would say this is kind of the difference in my career and your career at this point. You have built such a wonderful team of people who are follow-uppers that your job is to make sure that you have the follow-up. Well, you get to that point, but you built that. They won. I mean, it was me and another person. That’s what I’m saying is now people have the impression that you’re not Captain Follow-Up, but you have follow-uppers who work with you. Correct. Because my entire day has been following up, you know, and as your partner, I mean, that’s what I do. And I know the people who work with your optometrist, they do. They follow up. And we’re talking about, I’m not exaggerating, I’ll be happy to share with you some of my list. But right now on my to-do list, there’s like 1,400 items that are delegated to all these people and I’m just constantly following up. It’s that done. It’s good to get done. And that’s just a huge thing. It is. Now I want to read this notable quotable because this is one that really just blew my mind here. This is from the book, The Life of John D. Rockefeller, called Titan. I just love this book. I’m going to read it to you. He says, nevertheless, in the first years of Standard Oil, Rockefeller regularly toured his facilities and was extremely inquisitive and observant, soaking up information and quizzing plant superintendents. In his pocket, he carried a little red notebook in which he jotted down notes or improvements and always followed up on them. He knew the terror inspired by the little red book. More than once I have gone to lunch with a number of the heads of departments and have seen the sweat on their foreheads for some of them when that little red notebook was pulled out. Yeah. I used to back in the day, mine was yellow post-it notes. People would be like, oh God, did you get a yellow post-it note today? I’d be like, yeah, I did. How many did you get? I got two. How many did you get? I got one. And then the day that they don’t get a yellow post-it note, they’re kind of going, Hallelujah. Yeah, it’s a deal. I mean, I will say this. I know for me, the follow-up thing, I wish, I mean, this could be almost the whole training, just on the follow-up, but the follow-up is so, so important. So now we’re moving on to principle number seven here, principle number seven. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Most people in the meetings are not writing down their action steps. Z? Well, you have to make it a point to look at them and say, whatever their name is, this is what you’re to do. You assign that action step. You assign something to them. You don’t just say to them, hey, let’s do this as an organization, because everybody just goes, okay, I guess everybody in the room, everybody else in the room is going to do it. You look at each person and you assign them accountability action steps. In other words, they’re going to be accountable for that action step and then you follow up to make sure that they did it. And I want to give a very specific example of one that I can, I won’t mention the client’s name, I’ll just say that it’s a client that I have worked with that is not in Oklahoma and I don’t want to throw anybody under the bus, but this is an example. He was in the meeting and he’s trying to grow his business. He’s a new entrepreneur. And as an entrepreneur, you have to be resourceful. It’s not about resources, it’s about resourcefulness. You just figure it out. Sure. So he tells his team, all right, what I want you guys to do is I want you to make a call list and get on the phone. You know, leave in this meeting. I want you guys to make a call list and get on the phone. So he finishes and I see the look on their faces where no one knows where to get the list, what list to make, who to call, what to call. And so, and he just kind of had left out and I don’t think anybody realized like, how are we going to do this? And so I had to pull the guy, you know, aside and I said, I think that, you know, no one on your team knows where to find a list of these women who are these ideal and likely buyers that you just referenced. You’re going to have to educate them. And so I think as an entrepreneur, we have a big general, entrepreneurs tend to be big generalists or big idea people. We’ve got to make sure people leave with specific action steps. It has to happen. It has to because otherwise, if you just give them the big picture, they don’t know who’s in charge of what and what’s step one and what’s my part in it?” And then it doesn’t happen. And then you follow up on it and you’re kind of frustrated because you’re like, why didn’t this happen? And they all look at you and go, we didn’t know what to do. Well, now, Marshall, it’s time now to unleash the beast that is Dr. Z here. Marshall, you ready? Yeah, I’m ready. And remember, Thrivers, as we’re going through all of these different principles, okay, I want you to know that you can get the video version, all the downloadables, a recap of all the principles that we’re going over today on Thrive15.com. It’s awesome. We provide you with all the notable quotables and statistics that we’re getting into. You can also, if you want to hear about a specific topic, you can go on the Thrive15.com and click the Ask the Mentors button and we’ll answer your questions. If you want to send Marshall dating tips, you just send one to info at Thrive15.com and he just reads them all. Yeah, there you go. Yeah, that’s primarily what we do with the dating tips. Z, break it down for me. Let’s get real and raw for here Ladies and gentlemen, it’s now time to get real and raw with dr. I Would challenge you out there To not have any meetings no meetings, but meetings. No meetings. But if you’ve got to have a meeting, make sure you can check all seven of these items. You’ve got to make it matter. You’ve got to have a point. You have to create an agenda. You have to assign action items. If you’re not doing those things, then don’t have a meeting. Don’t waste your time. You’d rather spend your time and the money that you’re paying those people to work for you doing other things. So that’s raw and ready and that’s just down and dirty. You’ve got to, you’ve got to force yourself to want to have a meeting. You’ve got to say, listen, I’ve got to, I want to bring something new in. I’ve got to correct something, I’ve got to celebrate something, or I’ve got to… don’t have that meeting. Now, Marshall, we have, and I know that you and the research team, you guys work fastidiously. You work hard. Honey badgers. Honey badgers. To give us some of the best mystic statistics on the planet. And this next one, I’m ready for it. Here we go. All right, here we go, Thrivers. On average, this is coming from Harvard Business Review. On average, senior executives devote more than two days every week to meetings involving three or more co-workers, and 15% of an organization’s collective time is spent in meetings, a percentage that has increased every year since 2008. This is from your Scarcest Resource. You can find it. It’s a Harvard Business Review. A number of different authors on that. Mankins, Brom, Kimey. But Dr. Zellner, Clay, can you help me out with this? 15% of an organization’s collective time is spent in meetings. What is that? I want to say this because I have been guilty of this and what you do is, if you’re not careful, it becomes the rhythm. And so to pile on with what you just said, you want to make the goal to not have a meeting. Try to not have a meeting this week or try to have just one meeting a week. There’s nothing wrong with having a daily huddle to see your team. That’s different than a meeting. It’s called a standing meeting where you just meet and you go, hey, real quick, you do this, you do that, boom, boom, boom. But if we’re in those- Sure. But they should know what to do. Yeah. But I mean, you should have, if you’re going to have a, I’m just saying, you can have a little standing touch point like, hey, Clay do this, Marshall do this. Yeah, that stuff throughout the day. But you don’t want to have like an… We’re talking about like that hour long sit down around the table. This should not be happening. I mean, most companies out there, their folks are working 40 hours a week. If you’re 15% of the time in meetings, I mean, do the math on it. How much of that, if your payroll is going to just people sitting around doing nothing? They’re not selling. They’re not calling. They’re not packaging. They’re not creating. They’re sitting in a meeting. So, yeah, that’s my down. Let’s get raw. No meetings. Now, I’m going to say this, Thrivers. One thing that’s really, really cool that you get to do is if you score the most points, you can win this Thriver of the Month package where you get to come to Tulsa. You get a chance to potentially meet Dr. Z, some of the different mentors. But also, we have workshops you can come out to. And our workshops are awesome. You can come here and you can see how we do things. But we’ve got to get that hustle. We’ve got to get that speed going, that energy going. You just cannot. The meeting will just slow you down. You’ve got to get going. Keep that hustle going, because it’s so hard to have a successful company when you’re stuck in these meetings. Now, Marshall, we’re going to get into some action steps here. We’re going to get into some action steps. So can you kind of, OK. Now, Z, we’ve talked about don’t have a meeting unless you do these seven principles here. Is there any other action steps that drivers should be doing right now? Anything they should be writing down, anything they should be doing right now immediately as soon as they finish listening? What should they be doing? They should be, what they should be doing is, when is my next meeting and why am I having it? And going through each one of those seven things and if there’s any of those that they say no to, cancel the meeting. Cancel the meeting. Work. Work, work, work. So I mean for me it’s kind of one of those things I just meetings wear me out because like you said and like we’ve said before so many of them are so unproductive. So try your best not to have one. Now if people need encouragement, encourage them one on one. If people need direction, give them direction one on one. That’s okay. But if they don’t know what they’re supposed to be doing this week, if they don’t know what they’re supposed to be doing that day, that’s because you’ve done a poor job, their management’s been doing a poor job in directing them. Now, Thrivers, to cap off this, to put a cherry on top of this incredible training today, and in my most humble opinion, incredible training today on how to lead meetings and how to do the meetings, we have a musical performance that I am excited about. And I know for some of the… A little treat. A little treat. And a lot of Thrivers, we have Thrivers all across the world and a lot of them are listening here on the audio only, so they don’t know that this isn’t some voice modulation trick that you’ve been able to pull off. Voice modulation trick. Total voice modulation. But we have a musical guest, Mr. T.L. O’Dell. He is ready to rock. And now, T.L., we call him the Timberlake of Tulsa. He’s sort of a big deal. He’s the… Oklahoma’s not exactly the top tourist city in the world. He’s TLOT. Yeah, but he is. It’s a deal where people come here just to see him. So we’re excited. Now, TL, are you ready? Do you have something fabulous ready for us, my friend? Yes, sir. OK, here we go. I like that color of the tie. I’m colorblind, but thank you. Oh, man. Oh. I want to show you. I like it even more, TL. Going over the seven principles on how to lead effective meetings. Number one, make them matter, it’s important. Number two, have a point. Like us, so we need to. Number three, have an agenda. Yeah, yeah, yeah. And number four, only invite people that need to be there. Effective meetings. Effective meetings. Oh, sing along. Sing along, everybody. If you’re in your car right now. Is this really happening? It’s so good. Help me out. Oh yes. And that’s the way to have… Help me out. Oh yes. Effective meetings. Everybody now. Effective meetings. If you’re in the shower, that’s kind of weird, but sing along. Effective meetings. Oh yes, if you’re in an airplane. Effective meetings. Oh yes. That was awesome! I want to clap right there. That was incredible. That was incredible. That broke my brain. I might just want to have this training over and over and over. Wow. Well, I guess we’re not going to have a meeting about this, but we’ll see you next time, Thrivers. What’s our next training about, Marshall? The next training is about the proper way, the proper topics, proper purposes for meetings. And so we’re going to get into that. How to avoid the death by meeting. So we’re going to get into it in our meeting series. Proper? Are you saying proper? Proper. He is saying proper. Proper. Are you saying that properly? Good job, Marshall. Fine job. Literally, he’s saying proper. I’m going to go have some tea by myself because I won’t be in a meeting. That was incredible. Thank you, dude. That was awesome. That was awesome. So impressive. Good morning. I’ve got the kids to the party. This is on the all staff agenda. Here are the details we have. Is Carly off today? She is because she’s closing on her house. OK, cool. All right. Managers cut off is December 22nd. From now until Christmas, any customer who brings a new person to the shop is entered in to win a 75-inch screen TV. How does it work? Whatever client uses a manager’s name. Hey, do you have any friends? Carter, how’s that been going? Okay, you got one? Great. Okay, let’s get one. Who is that? Great. Awesome. Carter, I need you to hammer that every single day. Cool? Everybody got that idea? So you’re telling all the members all month, hey, if you bring anybody in who’s a friend of yours, if any of your friends sign up for a membership, you’re entered in for a chance to win a TV. Okay, we just got to keep talking about it constantly. Cool. And put Carter’s name on that and then Carter’s put on top of your list and just every single day follow up on that. Devin will order this TV. And then, Lily, what are we focusing on, or what shop are we focusing on? Oh, sound. Is downtown, are the books more full now, or what? Yes. They are? Yes. Can they use more filling up, or is it? We have been doing pretty good with keeping everybody booked, and we do have quite a few walk-ins as well. Okay. The purpose of this is to fill up the downtown schedule, so you feel good about it? The purpose of this is to fill up the downtown schedule. So you feel good about it? Okay, cool, all right, so South. All right, and then elevator managers, make sure your main focus is on elevator reviews. If you’re at Broken Arrow Downtown, you need to focus on PMAH Tulsa reviews, and then if you’re at South, outside irrigation. Okay. And then who got the most reviews? Yong. Okay. He mostly got Facebook and then Amelia and Lily got six Google reviews each. Great. Amelia, you got six? Yeah. And Lily, you got six? All right, that’s good. And then one Deluxe Beer membership was sold by Amy at South. Nice. Okay, well, that’s pretty good. Okay. Let’s see here, on the track. Whoop, turned away three clients, made 3,350 calls, 39 calls were missed, $446.18 spent on ads, 573 clicks, 64,000 films, and 70 impressions, 18 people came in from word of mouth, 28 from Google, and one from a walk-in, and then 47 outbounds were booked, 19 memberships were sold, one deluxe beer trim was sold, we’re at 3087 members, so more than last week. Hey, non-member cuts is $3.55. Hey, so on the agenda that we’re going to print out this morning, I want to print out the details for the TV giveaway. Okay. So that refer a member thing, you can put that on there. Yep. And then can you help her real quick find the agenda for the Christmas party and slap that on there too? Yes. Carter, how’s the pig roast guy going? What did we figure out? Oh, he’s locked in. He’s locked in? Oh yeah. Yes! Okay, so what time is he coming? One o’clock. And you know where he’s going to be? No, I’m going to order a spit roaster today. We have to buy it for him. I’m gonna buy it because I want one, to be honest with you. Doesn’t he bring his own though? He has like a truck, like grill. It wouldn’t be the same. Okay. Okay. How big does it have to be? Not that big. He’s getting it pretty big. Okay. Out there roasting in the backyard. What about monkey rental? Any luck on monkey rental? I would ask Bloomer. I know we’ve had like two leads, one monkey guys. We’re trying to rent a monkey for the party. So if anybody has a good connection, anybody here, like, that’s my deal. Does the zoo rent out their monkeys? We already called them. And they were not happy with us. They weren’t? I don’t know anyone that would ever do that. That’s so fun. Oh, we’ll find someone. We asked if we could identify our buildings with zoo. Hey, why don’t you look in Dallas? Look in Dallas. And I bet you Dallas has a good monkey rental company this time of year. Monkey rentals. OK. You know how Arnold Schwarzenegger got famous? It’s a fun story, but he did his interview on Tim Ferriss talking about this. But basically, he was in LA, and he can’t really talk very well without sounding like he’s from Austria. So he booked huge parties at his house. He had a concrete business, that’s how he got started, it was concrete. And then he would book parties with giraffes and monkeys and crazy animals. And then people were like, have you been to this guy’s house who has the monkeys and the animals who’s jacked? And that’s how he got a name for himself was by having parties with exotic animals. So the moral of the story is, gotta get a monkey. So we got the schedule on there? Okay let’s pull it up real quick here. So… Well I want to make sure that the Christmas party agenda ends up on the all staff printout. Okay. So you want me to take all of this and put it on the… Or the times? Yeah, the times, the new times. So scroll down. And there we go, starting at 1143 AM. And then scroll down all the way to TV giveaway. What’s the whole page? We’ll scroll up real quick, please. It’s all that yellow stuff. Yeah, all that. And down. All that. Yes. Yes. Yes. We gotta rent them. Yong, do you got? I have a guy, I just met him. He’s a monkey. You have a guy? Yeah. He owns a monkey? He does exotic rentals and he does like, what is it, he wants to smuggle some type of animal. That’s the kind of guy I need. Surprisingly, there’s a lot of people you can just buy a monkey from. Yeah, it’s easier to buy them than rent them. Believe it or not. Really? Let’s buy it and get a refund. I don’t know. This monkey wasn’t quite what we thought. Can you get monkeys for the goats? No, no, they’re crazy animals. Okay. I think you can rent one, though. You can’t even take it? Yes. Aren’t monkeys bright? How much do they cost to buy one? Like, the two I saw were like 500 bucks. To buy a monkey? Yeah, like the Chippoochin ones. Oh yeah. Look up Chippoochin monkey. Chippoochin, sorry, C-A-P-U-C-I-H-P-O-O-N-K. Oh, there they are. Oh man. The only ones we would ever want. Those are cute. Yeah, so why don’t you talk to the person, say, hey, we wanna buy it, and then not keep it. Like, we wanna pay the buy fee, and then you can have it and sell it again. What does it take to care for a monkey? What is it? What does it take to care for a monkey? Well the problem is monkeys they tend to get irritated with people and there’s all sorts of like there’s they’ve like bitten people’s ears off, they’ll poke out your eye, they’ll bite you. Have you seen those horror stories like Dr. Phil? Who would wash the monkey? No no this isn’t an ownership thing. No no, but just say, who would like to. It’s just during the party though. Yeah I’m just saying we would like to go ahead and pay you the fee to buy it. Full price, but then just you get to keep it and sell it again. It’d be great. Where there’s a will, there’s a monkey. Okay, let’s keep going. We’ll get them. All right. Downtown got 2,239 reviews. South Holst got 3,406. Broken Air got 2,826. Downtown got no video reviews. South Holst got one video review. Broken Air got one video review. And our course is considered to have not changed in review status. And then Broken Air. So I put this under Broken Air, but it’s really everybody. So there are five. Oh, yeah. For Broken Air, there are five membership cancellations that didn’t have a reason, or they just had initials. We really do need to make sure we’re putting a reason. Who talked to these people? I know, at least one, I think I put in, and he was crazy. Okay. This is really important. I mean, some people might have been me from when I was still down there, but I haven’t just done the initials since we talked about it actually. Okay, I just need to put it in there every single time. Like a reason, yeah, even if it’s just moving or financial. Specifically if it’s moving or financial, because if you hear enough of that, then you see a pattern. It has to, whatever they say. Okay, only nine of the 18 deluxe firsts have a referral source, so let’s get better at, I don’t know if that’s in the shop or in the call center, but let’s get better at putting the referral. Where is that? That would be in the shop? So if I pull up the note here, I can show you guys. It’s kind of both. Both of the Deluxe first aren’t booked in shop, they’re booked through the call center. It’s kind of both. So whenever Deluxe first come in, you ask them how they heard about us and make sure that you have the referral source in there. So it’s kind of like a follow up in the shop, just to make sure. But it should have initially been put in from the call center. Right, right. So, Noelle, does that make sense? Yeah. Lily, does that make sense? Okay. All right. What shops are not working at? How long has it not been working? So they started, they played our playlist. What’s the problem? The speakers are working, we just need to set custom channels back up. Okay. So that would be a bloat mark probably. Where is it? Go find it. I think it’s also at south, right? South isn’t working? I got south working. Did you play the YouTube? Yeah, I heard Clay talking on it every once in a while, so whatever that. Okay. Custom channels. That’s the custom channels then. Can you go find Andrew, call Andrew, whatever he’s having to fix this? Okay. Do we have this on the main agenda? The get the best thing. Like the food? Oh, that’s good, that’s good call. I think you’re on the wrong. Where do you want me to put it on their plate? I get it. Put it at, because we’re serving the, we got the pig, so really we got to go, let’s go 710. Yeah. PM and then let’s move the free throw to be at the Yeah. So put that 720. So before the 730. 720. Oh yeah. That’s good. Okay, so I can delete this off the agenda since it’s on the main agenda? Yeah, we need to make sure it’s on the printed agenda. You figure it out? I think it’s the other… Okay, yeah. Nice. Now we’re starting to have a good Christmas party. We’re almost there. Okay. And then you have the password for? We don’t need the password. It’s just a little blue box that they have to plug in or unplug and plug back in. So we have the blue box? It’s in the shop. And which store doesn’t have it working right now? Downtown. Who’s downtown? There’s a little blue box. That is the custom channel thing. And just make sure, like I would do the whole unplug. Can I know where it is at? It’s up high at downtown, unfortunately. It is? I’m pretty sure. Sweet. Do you have your terrorist phone number? Yeah. Just call me if you can. And I’ll bring a ladder or something. There is a ladder. Let’s make a note. Amelia, fix that. Oh yeah, fixing the music, feeling the flow, working it. Pay the quarter, ride the carousel. And then Taryn, are you mentally marinating on the winners for Broken Arrow? Yes. Okay. And here’s my list of people I’m not coming to meetings or working on. Okay. And then, are we doing better at the black shirt and any of those cards? Okay. Nice. Perfect. And then make sure you’re having lunch for any new stylists that we add or someone comes to your shop from a different shop. Make sure they have a lunch if necessary. How’s the hot chocolate setup working? It’s going great. Good? It’s going special. Okay, next. All right, Lily Noel, don’t turn away a haircut. And then per person averaging 225 outbound calls per shift and 5 outbound calls a book. Aaron, how’s walking the status up to the car? It’s going great. And then Carter, where are we at on heat? It’s working. Good to go. So we can blow it up? Yeah. And then on this one for me, so Zanotti can’t help me unless I give him a call. So I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. And then I’m going to go ahead and put it on the screen. So we can blow it up? Yeah. And then on this one for me, so Zanotti can’t help me unless I give them a list of the clients whose cards aren’t being saved. So anytime someone’s card isn’t saved, if you can send me their name and phone number, I can get that to Zanotti, but they can’t help me unless they know which client it is. A lot of the problem actually is when a client’s card expires, you have to replace that card instead of adding a new card. So just make sure you replace the one that expired, and then that will stop happening. So it’s not, we don’t need to retest the synodium, we just need to do it properly? Yeah. Can I delete this then? Yes. Does everybody understand how to properly update the card? Yes. Bueller, everybody? Yeah. So instead of getting like this store card, you actually go to the… You have to go into their account. Do this for me real quick. Pull it up here, and let’s go over that. Let’s pull it up on this so we can look at it. Okay. I’ll be back. T-minus five minutes. Let’s do a little demonstration on that. Okay. And let’s have everybody here show you how to do it too. That way we feel good about it. Okay? That’s kind of a tactic. I need to make sure you’re on the books. Cool. Yeah, just like three or four hours a week just so you can get, you know, so you got elephant over here. I want to make sure you’re learning all the search engine stuff. Cool. You’re doing a good job. All right. Next. Nice. Is that good? Paychecks did go through, everyone got paid. Carly has not messaged me, so I assume she did get the reimbursement, but I’ll leave that on there until she gives me a call. That’s great. Where are we at on hydraulic fluid? It’s done. Hydraulic fluid? Yeah. Okay. It should be looking great. It’s beautiful. And then how are we doing at fishing out problems with the team and connecting with each stylist? That’s good. Okay. And then, I’m going to go ahead and ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. I’m going to ask a question. and connecting with each silo. That’s good. Okay. And then, uh… Have things gotten better since we fired said person? Yes. Yes, they’re better? Yes. Yeah. How much better? 10 percent? 1 percent? Well, see, she got fired the day I started in downtown, but I’m hearing that everybody feels great since I’m working in the office. Okay. So I need you to follow up this morning with Amanda, make sure where things are good there, and you as well, make sure things are good there. So I don’t want to have a toxic work environment because of one idiot. Yeah. Okay. Yeah, it’s whatever it is and then the markup, the same markup on everything. You know what I mean? So every item has the same markup. Yeah, can’t change that. So there’s nothing you can do about that. I hear it. There’s nothing you can do. Where is the way? Bloomer. What’s that? Make a number not come up as spam. There’s like a lot of paperwork you have to do with every single carrier. Carrier. But there’s a way. There’s a lot of paperwork for every carrier? Yeah, we have to fill out forms for every carrier, showing that you’re a real business. But it’s possible. So who would need to do that then? I don’t even know what the paperwork looks like. So this would be Devin reaching out to Clarity? No, it would be, yeah, that would probably be step one. So, Devin needs to reach out to Clarity. That is the action step. Yes. Because last time this ran into this, they’re like, yeah, we’ll get back to you. We’ll form a committee. We’ll do a Zoom call. We’ll talk in circles. We’ll go to college. We’ll get a degree. We’re gonna get a permit we’re getting nothing happen you know so let’s have Devon reach out to clarity and move that to the top of the agenda and make that yellow last time it was like a six month doom loop and then put Devin and after Dash elephant in the room, make phones, stop showing up as spam. Cool. And then share that agenda real quick to founder. And then, Devin, I’m gonna have you follow up, you can put this on your list. I want you to follow up with Devin Woolery every day on that. There you go. And just follow up on it every single day to see if that’s done. Okay. You know how like you go to college and there’s a class on how to stop world hunger? And they’ve been having that class for 2000 consecutive years? That’s a lot like the last answer we got from them. Yep. So I wanna know like what specifically are you going to do? And if they just say there’s a ton of paperwork, great, let’s get the ton of paperwork and let’s spend a whole day filling it out. Because a ton is 2,000 pounds, so let’s spend however much time filling them out. But I don’t want it to be like, yeah, we’ll get back with you. Does that make sense? Yes. Okay. Next. All righty. BA, computers. Micah, take it away. The computers there are really bad. I’ve been turning them on about five times a day. Where’s Devin Woolery? And then even if you’re trying to turn them off. Where’s Devin Woolery? Where’s Devin? Can you get Devin Woolery? Okay, because this conversation just keeps happening, so what is what needs to be done to fix this problem? you get Google open for a while, and then… Okay, we’re gonna do a gauge match, I like it. To, like, put this down… Okay, put this at the top. Can you tell Devin again your problem? Okay. What’s the problem? Okay, so, computers at Broken Arrow are pretty… On your list? Mm-hmm. So you’ll go to Broken Arrow. Go to Broken Arrow. And then you get to… So, like, maybe at the end of today or something? To get to the Zanotti, or to like, for the computer to load it? So it took about 20 minutes for the computer to open, and then another 10 minutes to get Chrome open, and then about 5 or 4 minutes to get Zanotti open. I’ve been going through the files, just deleting things, just like, OK, I don’t need pictures on here of the people’s old photos they’ve made in the past. I’ll get rid of that. Just trying to make it better. That seemed to help a bit, but it’s still burning into the problems with one computer, then the stop working, popping on another computer, one’s down, all that, restarting, and then checking one out, and the problem’s cracked. There’s a iMac there. I’m not going to get into it. It’s a iMac. It’s probably old. So we need to buy a Mac Mini? Mac Mini we just need to buy a Mac Mini screen. But not like a small screen that makes you hate your life when you look at it. Cool. So let’s go out. So today, have you buy a Mac Mini and then a large screen. And how much is it? Isn’t it like 300 bucks for like a bigger screen? How big can that desk handle? I mean, you could get a massive screen. But I mean, how big can it be? I think you probably get up to 30 to 35 inches. Would that work for your workspace? Okay, so get like a 35 inch screen and then get the Mac mini thing, and then you got a keyboard? Mouse? You got a mouse? You are a Terran! So let’s get those. four wired mice. Anything else? Okay, so we’re good? Okay great. Thanks, dude. So let’s recap. So Carter stuff that we need to work on, I’ll make sure we’re on the same page. We want to make sure that everybody is promoting the whole thing. If you bring a friend, you have a chance to win a big freaking TV, that has to happen. And no one here is gonna remember it unless you like print it off, so let’s print it off Carter. So everyone’s got it. Okay. It’s on the agenda. Everyone should have that. Okay. So we need to do that, but it won’t happen unless you talk about it every single day. So every single day talk about it. Cool. It’s got that. And then reviews. Did everybody get reviews or no? Micah got four. Taryn, Ashley got one. That’s good. Taryn got two or three. Okay, everybody should be getting like ten a week, you know what I mean? We shouldn’t be getting like four, we should be getting ten. Cool, so you got that? And then membership sales, how’s everybody doing on membership sales? Percentage-wise. So, um, Terran is at 50%, and Yon was good as well. Um, Amelia said there were some rough pitches at downtown and south because they had two wedding parties. Um, they didn’t tell the call center they were wedding parties, but they came in and… Infiltrators, okay. Okay, okay nice. It needs to be replaced? Is it not working? No, I’m going to delete it. It’s fine. Can we deal with it? Does everybody know about this person? Is he a real person? Yeah, he came into our shop and he was rude to Tiffany. He came into our shop and he was very rude to Tiffany. So twice he’s been rude. He’s awesome. Let’s delete him. I did the RSL and he’s very rude to me. So twice he’s been rude. He’s awesome. Let’s delete him. He’s punted, okay. That’s in Dorthy, don’t you see we’re playing two? Only a few, only two. Is that a dev in order and then we, or do we just call a contractor or? I, when we had that issue at South, it was just way easier to just hire a company to fix it because no one can fix it. Yeah that’s what I did. I called like the pop the lock or something like a key company and then they could do it. You would call the key company? Yeah and they can like replace the door handle. So the key company? Yeah. You’re on it? Yeah. Okay nice. Okay, next. And if the music ever stops, we want to fix it like same day. Yeah, so if it ever stops, we want to fix that like a same day thing. So make sure you guys reach out to Carter and we want to just fix it like same day. So it doesn’t drift to the weekend. Sights, sounds, smells, anything that messes with the experience, we want to fix it right away. And then I did check and then this, Shinku Bowl is still unavailable. To buy? To buy, correct. Okay, nice. And then Yom, getting photos. If you’ll make sure to send me photos the same day, not the next day, but I am getting photos from you, so that’s good. And then Ashley’s sending me photos, everyone is sending me photos. Great. My guess would be on the front at down, a little bit over there, Amelia? Yep. I think all the debris from that entire street ends up in front of our door. So it’s just making sure it doesn’t look bad. Okay. And then, Devin, how are we doing on tracking reasons why clients are not buying memberships? I checked at the beginning of last week, and it looks good. All right. And then set-ups unlimited to charge after the 15th for the next month. And then managers let stylists know when they receive a redo and protects Carleen Carter. And then managers selling swap bill hats at $27, selling mesh scouts at $25. And then including a free t-shirt or book each for membership sales before the pitch. Is everyone doing that when you pitch? Let them know they get a free t-shirt or book when they sign it for membership? Yes, no, maybe? Yes. And then drop off $1 pet cards to businesses within one mile of your store, how is that going? All right, and then connecting with your staff, are we connecting with the staff team? Yes, no, maybe? Yeah. Okay, and then here, all the ways you can get paid, get reviews, video testimonials, membership, and then did everybody send their content to Devin? Video reviews and photos? I don’t think I got from I got Terrence I don’t think I got from Annie or Lily yes yes oh wait I got Lily’s What happened with Shannon? She was on the payroll for a week? Shannon Boyd? Shannon Bales? This is Shannon Bales. This is blonde Shannon. She was with…I…she just put in her tweets. I don’t know why. Anybody talk to her? What store does she at? She was in the call center. We have her covered though. We have all of her shows. Oh, does she? She’s in the McAuliffe Center. Okay, got it. She’s in the McAuliffe Center. Okay. Shannon Boyd has still not, I was trying to reach out to her to try to work something out and she has not responded. Okay, that’s what I was confused. All right. And then Noelle 45, is that correct? Yes. Okay, and then are we still steering to the rear of the month guys? Yes. Okay, and then team training, Carly is not here so we can connect with Amanda when she gets here? Where would you like us to all play? Let’s have Amanda do demo cuts, okay? And then Carter, I want to just hammer home those items. Is that everybody today? So, specifically, I want to get really good at getting reviews. I focus on making sure everyone knows about the contest. So, because we do it, if everyone tells their clients that we should have an influx of a lot of new memberships. Cool? We just got to keep talking about it. Okay, next. Here are the schools that I need to go to. They are about to go on break, so we’ll work through that. We did membership training this morning, and then everybody’s percentages are up to date on the sheet. I will print that out after we get out of this meeting. Nobody needed tech credits, so we’re good there. And then I did drop-offs this week. Last week, I’ll do them again this week. And then this is actually Carter. And then Carter, we have Nancy coming in to meet you today. She did a demo. She has great attitude and she did good on the demo. Okay. Nathan. Nathan’s on those also. He’s gonna try to be here at nine. He’s gonna try to be here at nine. He did a great demo. He needs to meet you and then we’re good to go. And then we have someone else coming in to do a demo during the meeting. Have Glue and Nails look at that countertop. So Carter, yeah. The countertop needs to be like you just walked in the door, it’s on the left side, and it’s that black kind of cement piece that’s moving. A client leaned on it, and it shifted like the whole thing and freaked him out. I also leaned on it, it moved. I mean, it’s on the treadmill. Yeah. The other ones definitely not like it, but they were like, oh, that’s really unsafe, and I was like, you know what? Yeah, so just have a look at it. Cool, next. All right, and then is everybody up to date on the schedule requests? We’re keeping up to date on that. All reviews are up to date, so we’re good there. Everybody hammering to date the recommendations when possible. Getting one video review per day and then getting ten Google reviews per week. Are we enforcing the dress code, making sure we’re seeing the dress code ourselves? And then next week is payroll. What is the item in the month this week? This month? Alright. Okay, that is everything. Cool. Alright. 3, 2, 1, go. 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. OK? I just want to 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 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. And also we’ve been trying to get Google reviews, asking our customers for reviews. And now we’re the highest rated and most reviewed Pesamon 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, 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 and 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. And it’s incredible, but the reason why we have that success 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 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 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. 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. 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 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 pediatrician. 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 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 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 Crockerill, 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 a hundred and sixty companies Every six to eight weeks. He’s doing reawakened 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 he’s 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. Like 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 like 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 impressed with him is 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. And he told me, he’s like, I’m not gonna touch it, I’m gonna turn it down. Because he knew it was gonna harm the common good of people in the long run. And 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 and anyways, just an amazing man. So anyways, impacted me a lot. He’s helped navigate any time 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. 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 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 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 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, and 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 system 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 you. Hey, I’m Ryan Wimpey with Tip Top K9, and I’m the founder. I’m Rachel Wimpey, and I am a co-founder. So we’ve been running Tip Top for about the last 14 years, franchising for the last 3-4 years. So someone that would be a good fit for Tip Top loves dogs, they’re high energy, they want to be able to own their own job, but they don’t want to worry about that high failure rate. They want to do that like bowling with bumper lanes. So you give us a call, reach out to us, we’ll call you, and then we’ll send you an FPD, look over that, read it, fall asleep to it, it’s very boring, and then we’ll book a discovery day and you come and you’ll be able to spend a day or two with us, make sure that you actually like it, make sure that your new dog is something that you want to do. So an FDD is a Franchise Disclosure Document. It’s a federally regulated document that goes into all the nitty-gritty details of what the franchise agreement entails. So who would be a good fit to buy a Tip Top K9 would be somebody who loves dogs, who wants to work with dogs all day as their profession. You’ll make a lot of money, you’ll have a lot of fun, it’s very rewarding, and who would not be a good fit is a cat person. So the upfront cost for Tip Top is $43,000 and a lot of people stay there generating doctor money, but on our disclosure the numbers are anywhere from over a million dollars a year in dog training, what our Oklahoma City location did last year, to 25, 35 grand a month. To train to train and get trained by us for Tip Top K9 to run your own Tip Top K9. You would be with us for six weeks here in Tulsa, Oklahoma. So we’ve been married for seven years. Eight years. So if you’re watching this video, you’re like, hey, maybe I want to be a dog trainer. Hey, that one sounds super amazing. Go to our website, tiptopk9.com, click on the yellow franchising tab, fill out the form, and Rachel and I will give you a call. Our Oklahoma City location last year, they did over a million dollars. He’s been running that shop for three years before he was a youth pastor with zero sales experience, zero dog training experience before he ever met with us. So just call us, come spend a day with us, spend a couple days with us, make sure you like training dogs and own your own business. Well the biggest reason to buy a Tip Top K9 is so you own your own job and you own your own future and you don’t hate your life. You get an enjoyable job that brings a lot of income, but it’s really rewarding. My name is Seth Flint and I had originally heard about Tip Top K9 through my old pastors who I worked for. They trained their great Pyrenees with Ryan and Tip Top K9. They did a phenomenal job and became really good friends with Ryan and Rachel. I was working at a local church and it was a great experience. I ended up leaving there and working with Ryan and Tip Top K9. The biggest thing that I really, really enjoy about being self-employed is that I can create my own schedule. I have the ability to spend more time with my family, my wife and my daughter. So my very favorite thing about training dogs with Tip Top K9 is that I get to work with the people. Obviously I love working with dogs but it’s just so rewarding to be able to train a dog that had serious issues whether it’s behavioral or you know whatever and seeing a transformation taking that dog home and mom and dad are literally in tears because of how happy they are with the training. If somebody is interested I’d say don’t hesitate make sure you like dogs make sure that you enjoy working with people because we’re not just dog trainers, we are customer service people that help dogs. And so definitely, definitely don’t hesitate, just come in and ask questions, ask all the And so definitely, definitely don’t hesitate, just come in and ask questions, ask all the questions you have.


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