How Do I Hold My Team Accountable? – A Knowledge Bomb

Show Notes

Clay teaches why for every carrot there must be a stick, for every hug there must be a kick, and for every heaven, there must be hell if you want to hold people accountable on the planet Earth.


  1. People have to want to work for you, or they will not do the work.
    1. Sights
    2. Sounds
    3. Smells
    4. Mentorship
    5. Location
  2. You must hold people accountable all day, every day or people will drift.
  3. You must never stop recruiting or you will lose.

NOTABLE QUOTABLE – “The people who work with you as their manager will look to you as one of their sources of wisdom.” – Ken Blanchard (The One Minute Manager)

NOTABLE QUOTABLE – “Face reality as it is, not as it was or as you wish it to be.” – Jack Welch (The former CEO of GE who grew the company by 4,000% during his tenure)

Coaching Observations:

By default…most employers struggle with holding their teams accountable to performing at a certain level or certain. If most managers and leaders are being honest, they typically allow bad behaviors, attitudes and over performance to drift and then reach a breaking point and freak out. The key is to hold employees accountable on a daily basis and to point out infractions, issues, and poor performance as soon as you spot.

NOTABLE QUOTABLE – “People are drawn to wisdom, but most only respond to fear.” – Michael Levine (PR consultant of choice for Nike, Prince, Michael Jackson, President Clinton, President Bush, Charlton Heston, etc.)

NOTABLE QUOTABLE – “Control your own destiny or someone else will.” – Jack Welch (The former CEO of GE who grew the company by 4,000% during his tenure)


  1. You must schedule a weekly meeting with your teammates to:
    1. Celebrate wins
    2. Share the vision of the company
    3. Educate the team
    4. Inspire the team

NOTABLE QUOTABLE – “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” – Jack Welch (The former CEO of GE who grew the company by 4,000% during his tenure)

  1. Schedule a weekly meeting to look at your numbers.
    1. Reviews
    2. Gross Sales
    3. Expenses
    4. Profit
    5. # of Customers
    6. # of New Customers
  2. On a daily basis, look at your daily goals and key performance indicators and see if your team is on track. If not, call them out and reset.
  3. Document issues and wins, as you seen them so that drifting does not occur.
  4. Schedule a weekly time every week to interview new candidates.
    1. At a certain point, you will not have any options when you have unfireable and completely irreplaceable employees.

NOTABLE QUOTABLE – “If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don’t have to manage them.” – Jack Welch (The former CEO of GE who grew the company by 4,000% during his tenure)

Pull the Weeds

NOTABLE QUOTABLE – “The final relationship that cannot be ignored is with disrupters: They are individuals who cause trouble for sport – inciting opposition to management for a variety of reasons, most of them petty.Usually these people have good performance – that’s their cover – and so they are endured or appeased. A company that manages people well takes disrupters head-on. First they give them very tough evaluations, naming their bad behaviour and demanding it change. Usually it won’t. Disrupters are a personality type. If that’s the case, get them out of the way of people trying to do their Jobs. They’re poison.” ― Jack Welch (The former CEO of GE who grew the company by 4,000% during his tenure)

Business Coach | Ask Clay & Z Anything

Audio Transcription

Oh, thrive nation. On today’s show, we are answering the question that gets asked to me all the time as a business coach. I did the following question we’re going to get into today. I’ve probably been asked this question thousands of times at workshops. I get this is the most asked. People asked me a lot about how to market more effectively. They asked me a lot about how search engines work and asked me how to sell stuff and they only asked me more than any other question. They always ask me, how do you hold people accountable? So on today’s show, what I’m going to break down for you is why with every carrot there must be a stick. For every hug, there must be a kick, and for every human there must be a hell if you want to hold people accountable on the planet earth.

So think about this. Think about this. We have three big concepts I want to get into today. Three big concepts. Concept number one, people have to want to work for you or they will not do the work. Concept number two, you have to hold people accountable all day, every day, or people will drift. And three, you can never stop recruiting or you will lose. So let’s unpack this first concept today with Dr. Breck, Oklahoma’s number one, chiropractor. So cousin number one, people have to want to work for you or they will not do the work. Uh, Ken Blanchard, who’s the best selling author of the one minute manager, he’s a sold well over 20 million copies of his books throughout his lifetime. He writes, the people who work with you as their manager will look to you as one of their sources of wisdom. So essentially if you’re somebody’s boss, your employees are going to come to you and ask you live questions.

So people want to know that their boss has life figured out or at least more figured out than they do. They don’t want to deal with a boss who has inglis dysfunction. People want to work for a boss they can like and trust a Dr. Breck talk to me about it because you are an entrepreneur, you are a boss, you have a team. Can you explain to the listeners out there how many employees you have on your team today? We’ve got a 10, 10 now. Can you picture in your mind, have you ever thought, have you ever keep pitching your mind? Maybe an entrepreneur that you know who just can’t keep their own life together, let alone lead a team. Why? Why do you as the boss over there at Dr Breck Chiropractic, why do you have to be the, the mentor or the or the leader? Why can’t you just delegate that off to someone else?

The, they have to have somebody to follow that. It’s my vision that they’re helping me achieve. So, you know, it’s kind of a teamwork. Makes the dream work. Not to sound too cliche, but a dream. It’s my dream. Um, and so, um, I’m building the team around me to help fulfill that dream. Have you ever

had somebody come to work for you who used to work for one of your competitors? And the reason why they left did they said, I just don’t like working for him or her. Have you ever had somebody come and join your team who just didn’t like working for the other guy? This is this, this, this has happened to you? It has for elephant in the room. Our men’s grooming lounge. I would say the vast majority of our employees have come to work for us because they hear it’s a positive culture where we have a weekly, a training, an inspirational environment. We offer a lot of generous bonuses. We offer consistent hours. They liked the positivity. Right? But if you took the same business model and had a caustic culture of negativity, people would not want to work there. Right. I’m just asking, I’m asking you today, if you’re listening out there today, do you have an environment that is inspiring where people would actually want to come work for you?

And you say, Oh, I don’t know if you’re really not sure. Um, uh, that’s a problem I think you are. Sure. I think you just need to be honest with yourself. On a scale of one to 10, if 10 is a super positive culture and one is a toxic culture, rate your culture on a scale of one to 10 and ask yourself what can you do to improve, and I’ll go through the action items that you can do to improve your culture today. One, the sites people don’t want to work in an office that’s just gross to look at. They want to work in inspirational and aspirational environment. The sounds, the overhead music, Kurt, overhead music creates an entirely different vibe and if you want to grab my overhead music, my playlist that I’ve curated, I’ve created, you can stream my playlist by simply going to eat I t r at e I t r and then click on clay Clark radio and that is the overhead music that I play in all of my businesses and every week I add more songs to that list.

It’s very positive, upbeat, uptempo. You can get that playlist again by going to fit our to sights the sounds, the smells. Dr. Breck here had a job back in the day where you worked in a place that smelled gross. You don’t want to know all the places I’ve worked. Absolutely. I did some janitorial work. You did? Yeah. Okay. Well let me give you an example. We had an employee who worked with us about four, about four years ago, who didn’t take showers. Okay. So here’s my rule. I like to get a shower in everyday before nine you’d want at least one I liked too, but I do know people that don’t and this guy would not take showers and a really good salesperson and it’s probably this phone not no face over the phone. And probably the third or fourth week he was with me, uh, I went into his workstation area and it had like a cheeto crumbs and like a left.

I liked the remainder of a sandwich but it was under stuff, right? And I’m going. So I pulled the guy aside. I said, dude, you are creating like an ecosystem like that. Have you seen your sandwich is? What do you mean? It’s growing a thing on it. Like it’s like a fun guy. He’s like, here’s penicillin. And he says, oh my gosh, I was where that was, that kind of stuff. Just not even concerned about it. I’m just too busy selling and he smelled awful. So all. We had multiple ladies who came to me and said, I do not want to work next to him. Right? And if your whole office smelled like that, it’d be a bad deal. So the sights, the sounds, the smells, the mentorship. Now the mentorship has to be an intentional thing that you do. I would recommend every single listener out there today.

Do you schedule a one hour weekly meeting with your team one hour a week for the specific purposes of mentoring your team, Teaching Your Team, coaching your team, guiding your team. And I also would recommend that you have daily huddles. If you don’t have a daily huddle with your team, your team will drift the sights, the sounds, the smells, the mentorship, the location. Uh, Dr. Breck we’re in the process of looking to buy a building. Correct? Why can’t you just buy a building and a far remote, distant land? And expect to be able to attract high quality people. We’ve got to kind of keep a, a, a geographical footprint of where people know, you know, where we’re at in Tulsa and they come from all over. Where are you located? We’re at 51st and Sheridan just out to the farm shopping center. 50 first. And Sheridan, uh, what’s the address of where I won?

South Sheridan? Fifty four. Oh, one south of shared in the thrivers. Can Google it and check it out there if you though office like in the hood, right? Wouldn’t it be hard to find employees that are good? Well, it’s gonna be hard to find employees. It’s gonna be hard to get patients to come to the. Somebody out there needs to hear this. There’s somebody listening right now and to save money they’ve decided to locate in the hood and they’re having a hard time planning office that’s back in the back that you, you know, the Google maps can’t find. That’s also a challenge. Are you, speaking of Fontana, have you been to Fontana? Have you lost in Fontana for if there’s like a fountain in the middle and I don’t know, there’s always new. It’s always like a tailor shop or a little like a company that sells like brand drones or a tee shirt printing company and they’re always just going out of business.

Right? I don’t think that thing has ever been full. Not that I’ve seen. What about that shopping center over there at 51st and memorial, where Fridays used to be, you know, we’re Fridays used to be 61st memorial. You know how like you could see Fridays and that did well for a long time, but there was always stuff behind it that you could never see from the road. I just would encourage you out there today, do an audit of these things and ask yourself to the sights, the sounds, the smells, the mentorship, the location. Now the next concert compliment you though. What does, if you guys listening have not been to the thrive time offices? Um, this place is energetic. The music is great. I mean there’s an energy and a buzz all the time. Of course, the smell. The first thing I can come up with his opinion would just mainly walking in the front door and it’s right there at the door.

So I mean immediately your senses are on high alert and uh, and there’s, there’s a buzz, there’s an energy, the, the aesthetic. I love it. It’s fun. It’s energetic. It feels like an Austin Bar, like you’re at a bar in Austin and it’s a place you want to go and hang out, you know, starting a. and we’re about two years away from it, but we’ll be moving into a new facility there and uh, we’ll be probably purchasing a building. I’m looking at maybe downtown, broken Arrow, but it’s got to have the Mojo. The place has to edit in these door on Mojo downtown. Yeah, the Emoji. You got to get that message. They got to go in. Now it’s a cool place to be. Now, if you’re out there listening today and you’re saying, okay, okay, I got this first concept, I, I, I have to make people want to work for me.

Okay. Or they’re not gonna do their job. Great. Okay. Now, the second is, let’s assume that you’re doing all this. You’re checking all the boxes, you got the sights, the sounds, the smells, the mentorship, the location, but now people aren’t doing their job. You’re like, I am providing all of these things, but people are still not doing their job. Concept number two, you must hold people accountable all day, every day, or people will drift. Now, Jack Welch wrote, he said, face reality as it is not as it was or as you wish it to be. This is a guy who grew the company, ge by 40,000 percent. He says, face reality as it is, not as it was or as you wish it to be. Now, here’s an observation I have for having coaching businesses for what, 13 years now, and I’ve discovered that by default, most employers, not you, but most employers struggle with holding their teams accountable to performing at a certain level.

If it’s just kind of like, um, a certain level of excellence, if most managers and leaders are, are, are being honest, they’re typically allowing bad behaviors, attitudes, or uh, uh, it’s just the performance overall performance is beginning to drift. And then what happens is you just let it go. You let it go and then you freak out. You let it go. You’re want to go and you’re like, oh, Joel Olsteen everybody how we doing Carl’s not following the sales script. Sharon’s late all the time. Carl’s not following the system. Sharon’s late. Doug talks back to you. Somebody is parking in your parking space. Somebody parking in the employee of the month space. Somebody changed the playlist. Someone’s not doing their job, someone’s not responding to emails and then you freak out. But what you want to do every day is you just want to hold people accountable on a daily basis.

I’m Dr. Breck, how do you hold your team accountable on a daily basis and how have you learned to become better at that? Yeah, I didn’t use to be that great at that. Um, but I think honestly that the employees want that framework, they want to know what the expectations are, they want to know how can they succeed, um, and when they know clear expectations, then I think they’re better able to succeed in that environment. And uh, and it is that we work very closely together so we can do it kind of on the fly literally, you know, like, Hey, I’m, for instance, I had a situation where the phone was ringing and it was just ringing and ringing and ringing and ringing and ringing. We had people available to answer the phone, but they weren’t, they were on another task and we have this big deal about, you know, priority task.

Got It. So the patient is always the highest priority. The patient in front of you. Got It. Um, but that person that’s ringing the phone is also a patient or potential patient. Um, and so they, they become the priority if you’re not with somebody. And so I just had to, you know, answer the phone, like this is simple, answer the phone, answer that phone. Come on now. Here is a, do you all, do all your employees wear scrubs? They do. Okay. Do you wear scrubs? I do. They’re so comfortable. So all your employees wear scrubs and you wear scrubs? Yes. Um, well that’s going to make it easier for you then. But for a lot of businesses out there, they have a job like our hair. I, I scrubs. We’ve had that be an issue in the past. So we at the elephant in the room, we have a uniform that everyone has to wear right now.

Let me tell you what happens with the uniform we had. It’s about food. I try to give examples that are old enough where it’s not too soon. Right? But also ones that are current enough to be relevant. Sure. But about I’ll say two years ago. Okay. And we had a young lady who, uh, you know, came to work at elephant in the room and her, her, her, she dressed conservative leader in that first interview and she’s cutting people’s hair and we do a shampoo, you know, we do haircuts and I did not seek, I don’t go to that particular store, but she wore like the lowest cut, we’ll call it the cleavage buffet. There was no way it can be called anything else. It was like a cleavage buffet. I get unbelievable display. And she was just, she’s like, this is going to be my way to get extra tips.

I guess it was like she thought she worked at hooters, right. And it was crazy. Well, her boss, who’s a guy, you know, didn’t want to make it awkward, right? He was like, ah. He calls me, hey, we’ve got a situation going down. And I said, what’s going down? He says, this is the deal. I am. It’s, it’s, it’s a weird deal. It’s a weird vibe. Here’s, here’s, here’s the deal. I our employee is, I’m not dressed appropriately like a, what are, they were just, it just, it’s not appropriate and I need to, I needed to have you come on down here and talk to us about what. Can you just talk to us? No, no, no, no, no. You need to go. You need to go talk to this person to see what I’m having to unique because I feel uncomfortable even talking to the person about it because it’s so and I said, why can’t you just just talk to her just to say what is it?

What’d you weren’t jeans? She can’t wear a certain kind of genes are what is, what is, what is the deal? What is she actually doing that so crazy? Just come down here. So I drove out to South Tulsa. Not sure what you’re walking into. Serious. And then this Jerry Seinfeld line came to my mind is the moment I saw the situation. Jerry Seinfeld says this, looking at cleavage is like looking at the sun. You don’t stare at it. It’s too risky. You get a sense of it and then you look away. And that’s what I was thinking. I’m like, I can’t even talk to this person. So I had to grab a female member of the team and May. I said, hey, you see what’s going on here we will. Let’s go meet. So is this another female on the team? Myself and his girl. And I said, can you guys have the talk about dressing conservatively in the girl who has the display of the cleavage buffet?

She goes about why? I’m like, we need to dress conservatively. Oh yeah, I know, I agree. Okay. And then I had to add that the female employees like here’s the deal, we are seeing way too much of you and we need that to stop. And she said, Oh, well what do you mean? And it was just where the employee was trying to act ignorant. That’s a move, right? Do you not have people that have tried to be. I’ve tried to play off, play off their perpetual lateness, like it’s no big deal. What kind of stuff do you see, Isaac? I think passive aggressiveness is a huge issue in business. I see people that show up late, seven minutes, eight minutes late everyday and go, hi. What’s gone? Like they try to play it off. Oh, that’s a problem. Oh, it’s a problem. I didn’t realize.

How do you confront passive aggressiveness as an entrepreneur now? Well now, I mean I just meet things head on. I try to deal with them in the moment, but also we have, you know, even in our small organization we have levels of hierarchy. So, you know, I’ve got the office manager and if there’s certain things that they need to take care of them they do. But I also have like a lead massage therapist that, you know, it’s like, Hey, this is an issue among therapists and we need to deal with it. And so, um, if I need to be the one to talk to him directly, I pull them in the office. We have a private conversation. If you ever had a massage therapist to play that game, play the game of dressing risk gay. Have you ever had that happen? Well, we, we require scripts.

Okay. Yeah, yeah. We have had, um, and they still, some will try like, okay, we have tee shirts that we wear on Fridays and uh, so we had some that they would wear a tee shirt. Oh, it wasn’t clean and so were my other shirt. Oh, no, no, no. That’s not happening. That’s not a move. Now, Michael Levine, the PR consultant for Michael Jackson, for Prince, for Nike, President Bush, President Clinton and myself, Michael Levine might, my good friend, Michael Levine, he says this, he says, people are drawn to wisdom, but most of us only respond to fear. People are drawn to wisdom, but most older respond to fear. So again, moving, let’s regroup. Let’s review these, these big concepts. One, people have to want to work for you. So you gotta have the sights, the sounds, the smells, the mentorship location that has to happen. Sights, sounds. So I’m trying to write those down.

Sights, sounds, smells. I can’t be time to write it down. Mentorship in a location that’s inspiring, but the second is you must hold people accountable and you must understand that if you don’t hold people accountable on a daily basis, they’re going to drift. Now, constant number three, you must never stop recruiting or you will lose. You will lose. You will lose. You will. You will lose so much because you don’t have any options. Once you have clearly communicated the expectations and you have clearly reprimanded somebody clearly attempted to hold, hold them accountable. Eventually you have to move on. If somebody can’t get it done, they won’t get it done. They choose not to do it. You’ve got to move on. There are five action steps I want all the listeners to take. Now what I’m going to do is I am going to tee up the action step and I’m going to have Dr.

Breck explain why it is so important. Okay, so action step number one, you must schedule a weekly time to meet with your teammates, you know, to to celebrate the winds, sharing the vision, educating the team, inspiring the team, darker brick. Why do you have to get that face time with your employees every week? Well, they’ve got to know where you’re going. Uh, you know, things do change and things shift and so you may have communicated your vision at some point, but, uh, you know, it’s, it’s got to grow and it’s got to move. It’s a living, breathing thing. And so yeah, they need to hear from you. Even with you buying a new, a new building, don’t you have to communicate with the team like, Hey, this is where we’re going to stick with, this is the part of town we’re going to stick within. Hey, we’re not moving to bixby.

Guys were in the loop on all of it. This is kind of where we’re at in the process and you know, it’s been a long process. So it’s like, hey, you know, this isn’t lip service. Stick with me. We’re finding the right situation, but we’re not going to move until it’s right. And so, uh, you know, if there’s any frustration, I want to communicate that we’re not sitting still, we’re just making sure it’s the right move. This is a notable quotable from Jack Welch that I think is perhaps one of the most profound quotes that he’s ever had. He said, good business leaders. Create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. Now I’m going to give the listeners an example of what I’m working on right now that is relentless, relentless relent lists unrelenting. I’m going to pull this up, Dr Breck and I’m gonna.

Show it to you. I want you to. I want you to get your thoughts on this. If you are, I’m thinking about have you ever heard, have you and your wife ever gone to a business conference outside of our thrive time show conference? We did kind of a chiropractic management conference years ago, but not, not so yes and no. Okay. Well, let’s just say this. If you were going to go to a business conference, what would you search? What would you type into Google? If you’re going to a. If you were looking to go to a business conference, what would you type in best business conference you would type that in. Okay, so I’m going to go ahead and do a google search here for best business conference on Google. Pulled it up. Here it is, search and right now we come up number two in the world.

Now if you just type in the world business type in the word business conference. Um, right now if you’re in Oklahoma, we’re on the first page. But if you’re like in New York, we’re not. Now, do you know what the difference is of being on page four of Google, three of google or page two of Google versus page one? It’s, it’s profound. So would you, do you want a guest a tee up that the parameters, every time that we recorded a video, every time I’ve done a podcast I have transcribed every single show, every single one of them, and used to cost $2 a minute to transcribe when I started this six years ago. Do you want to guess how much money I have spent on transcribing content over the years? Because again, you get to be the top of Google. Whoever has the most content gets to be top.

That’s how it works. Whoever has the most content gets to be top. So how many, how many pages of content, how many shows or videos do you think I have transcribed? Thousands. I couldn’t even begin to guess. According to Google, as of today, the 7,000, 390. Wow. Now this is what’s interesting. How much money do you think I’ve spent on transcribing it now? It used to be $2 a minute. How much money? Because again, I want to be page one for and in Google, right? For the phrase business conferences because we have over a thousand positive reviews on youtube. We have over a thousand reviews on itunes and we have over 500 reviews of our workshop on Google at this point on the Google map. So we have over 2,500 reviews so far. Right? I guess we have facebook to sweep. We’re probably sitting at almost 2000 reviews overall.

Uh, the food’s good. People love the conference, but then they can’t find it. They, if they can’t find it, they’re not going to get to it. So how much do you think I have spent on transcribing content on the thrive time show? Said, like 8,000 videos nearly six years. About six years years. Oh Man. So used to be $2 a minute. Yeah. $2 a minute. And we’re talking, you know, I mean probably minimum of 15 minutes a time slot. And I’m not trying to paint it a quarter hours. I mean I’m just, I’m just going to tough matthew. I’m just trying to, uh, I’m six years into it. Yeah. Well how much money I’ve spent so far now we’re not page for page one in Google if you type in business conferences in Oklahoma. Right? And if you type in best business conference where page one or page two now six years I’ve been working on, there are no shortcuts.

It’s whoever has the most reviews, the most content, the most mobile compliance and the most web compliance. How much money you think I’ve spent so far? Oh goodness. I mean this has to be tens of thousands. Over a million. It’s over a million. Yes. Uh, I was going to say over over a million. Over a million dollars on my content so far, over a million dollars. And do you know why I’m so relentless about doing this? Why? You’ve probably see when you walk in. I have a pyramid on the bar and it says mentor millions. That’s the goal. In order to do that, we have to be top in Google right now. Do you want to guess how many employees have came to work for me at thrive and have left because they didn’t it again? How many employees have started with the company and left the company in route six years now.

How many of you have at a time like how many? You’ve got a big, big business going. There is about 50 people in our office. And then outside of the office elephant there’s about 100. So between Dr Z and I, there’s four or 500 people, but about 150 of them call me boss. Okay. But uh, how many people do you think at the thrive team I have, I’ve gone through or transitioned or who have started and stopped in route to page one of Google. Because remember, once I hit page one of Google for the phrase business conferences, once I hit that, how many people do you think search page two of Google for the phrase business conferences. How many people do you think it’s got to drop off? Dramatically. It’s like less than 50. Okay. How many people a month do you think? Search business conferences and go to page one.

Search results. Oh, how many search? Um, I’ll say, uh, there’s probably like 3000 searches. You’re about right. Conferences. Yeah. So there are thousands of people searching on page one and there are dozens on page two, but there’s no way to cheat the system. It’s whoever has the most content, the most reviews, the most mobile compliance, most fanatical compliance. How many employees do you think has, how many coders have started? Stopped graphic designers and video people. I mean, people have said, clay, I am in. I’m in on your vision to mentor millions because they can picture it. They’re like, dude, we’re going to have thousands of people at the conferences. We’re going to be top in Google. Your podcast is going to be top in the world. How many do you think I’ve pushed through? How many people, employees have started and left over the last six years?

Do you think? I mean, you, you, uh, you don’t put up with nonsense. So I know that there’s gonna be some turnover there that, that people are like, Hey, I bought in, but I’m not really over a couple hundred. A couple hundred employees who have started and stopped. Now. He, this is even more deep thoughts for you. Um, how many guests do you think that I invite to be on the show every week now? I think about this. We had a Clayton Christensen ahead of Harvard’s business school on the show. We just, we just record him. We just put John Maxwell for February fifth. Awesome. Uh, we’ve had, um, uh, just, I could go there. There’s so many huge names. We’ve had justin for set, NFL player. We’ve had a, a, Paul Pressey had the NBA, his official photographer, Lee Cockerel, the manager of De Walt Disney world, the number one pr consultant in the world.

Michael Levine. We’ve had Jill Donovan. We’ve had some huge people help. We’ve had, I think we’ve had right now up to over a hundred New York Times bestselling authors on the show. How many ships we have. Shep Gordon. He is the manager for um, huge names like he works with Michael Douglas and Sylvester Stallone. And Alice Cooper. How many guests a week do you think? I invite to be on the show now? We have nine shows. We put out a week. We, we put our time like right now. Currently currently we, we put out nine shows a week. How many people do you think that I, I think they’re begging to come on your show. Why don’t think they want to come to you? I don’t, I don’t know that you’re having to ask them. Well, okay, let me, let me, uh, let me tee it up here. We’ve got um, John Maxwell coming up here.

We have Jeff Bethke coming up here. Dale Partridge. We’ve got Dan millman coming up. We’ve got some huge names. Nick Simmons Olympic athlete will be speaking at our conference. How many do you think a week that I invite? I mean, I would, I would say to, to fill up your around here seven days a week. We got nine shows a week for nine, nine shows a week. So I mean, yeah, to, to, to get the right content, the right people for nine shows a week. Uh, I mean it’s got to be dozens of people that you worked through to ask. I’m going to say this. Your first guest is wrong. What was wrong? Okay. I would like for you to guess again, how many guests a week do we invite on the show? If this is a chance to win a mega point. Alright, here we go. All right. What do you do you think? How many of you? Okay, so my first guess was wrong, but in my, like way off or can’t tell you couldn’t do that. That, that, that, that takes the joy out of this game for you. How many people do you think here?

Okay, here we go. Here we go. All right. So my, my, my very first guests, the very first guess was not accurate. Okay, good. Good guest I was to get. It’s always a good guess, you know, bad guessing. Okay. Hundreds, 900 a week. Nine hundred a week. That’s my quota. Wow. Yeah. So let me show you my list real quick so you can see it. Okay. This is my list. I’m just trying to show you. We won’t mention the names on the list right now. These are people that I have read their book or have a, uh, learned about. I’m excited about. I want to have on the sheer veracious reader. So like a Brian Grazer, this guy. Oh Gosh, this guy, he is the guy. Have you ever seen the movie apollo 13 or beautiful mind? Yes. He’s the guy who writes the loop. The movies [inaudible]. This guy has not agreed to in the show yet.

Why not? Metta world peace. Ron Listening. You got to come on the lot. What about Metta world? Never run our tests. The basketball player, now he’s named. His name is Metta world peace. We haven’t had him on the show and yet he didn’t go to North Korea. Hey, we haven’t gone with Dennis. I have invited Dennis Rodman and I have not heard back yet, so I’ve invited, I mean huge names, but again, I invite 900 guests a week to be on the show every single week. That’s, that’s impressive. Now I have a list of about 4,000 people and we cycled through that list every month, but again, you’ve got to be relentless thrivers. I don’t think we’re being relentless enough. I think we’re inviting, you know, a couple dozen people a week. We got an invite 900 now up until two years ago. Do you want to get out of those 900? How many people per week said yes if I invited 900 people a week up until two years ago, how many said yes out of the out of those 900 per week? I like even math. I’m going to say it’s a multiple of three, so we’re gonna go with three. We on we average. That was very, very good guests. We average between two and three.

We did a when there. Now if we got even nine out of $900, that would only be one percent. Which means that I only had two tenths of a percent of people saying yes. Now, out of the 900 that we invite guests, how many say yes typically right now

I’m 12.

You’re right. That’s right. So what’s happening now? Those we’ve had to stop inviting that many people a week. We’ve had to get down to like $900 a month because we are now. I am booked out. I’ll show you the, uh, upload list. I’m booked out here until February the eighth, November the twelfth. Right now. I felt honored to be on here. I’ll be honest, but I’m feeling like super honored. Now. We’re excited, man. I, your business is booming and it’s fun to have a real life case study of a guy who’s taking his business to the next level. And now I’m an open book. So action items, five action items. One is you must schedule weekly time to meet their teammates. Actually our number two, you must schedule a weekly meeting to look at your numbers. Dr. Rick, why do you have to look at your numbers every week?

Well, you got to see where you’re going. You’ve got to see the trends, uh, to, to know where things are at so that you can adjust and move and make things happen. You don’t want to sit back and catch those things late. Let me walk listeners through some of the numbers that I track every week and maybe this is helpful for the listeners out there. I always check the number of reviews every week because it’s very important for me to know how we’re doing. The reviews are not 100 percent true every time. Some people write reviews that are like, we had a former employee who quit who then went on to glassdoor and wrote that he was sexually harassed. Wow. Well, the problem is the person who was his boss is like a very small person of the opposite sex. Right? And he is a very large man who’s physically buff.

Right? So one, it could not have happened to. It did not happen, but three, the other side of the story is he called me and said, if you will pay me x amount of money, I’ll take it down. So. But it’s good for you to know about that. Black now, there it is. So reviews is important. I also want to know total gross sales, right? Very important. I also want to know my expenses for the week. Very important and I want to know my profit for the week. Now if you know those things, it puts you in a situation of empowerment. Sure. Now if you put your head in the sand, Dr Brett, can you don’t look at your numbers for like a month or three months or some people don’t look at it for a year. You know, I know if someone hasn’t looked at their numbers for a year, how do you know if they were a client two years ago and they call me and asked me to send them all of the charges that I charged them from Twenty 15 or 2016.

They haven’t been paying attention. I know they’re having a tax problem. Seriously, because now they have to pay and they’re going to find something to ride off. That’s what happened. So I can tell. And the average American business owner does not look at their numbers weekly. No, they don’t. That’s that price. They don’t know. Again, what kind of numbers do you like to track in your office? We like to track our patient numbers, how many people we see, how many new patients we see per day, per week. We track, uh, the money that’s collected over the counter, we tracked the insurance is, is obviously a big deal because we have to reconcile patient, uh, accounts as well. Got It. So, um, and then we also track our massage therapists. Numbers, missed appointments. Um, I think more information the better. Um, so I’m, I’m a little nerdy and a little analytical and so I probably gather more information than I need, but I’d rather have it not needed now on a daily basis, actually had number three.

Action item number three on a daily basis. I would encourage everybody out there to look at your daily goals and your key performance indicators to see if your team is on track and if not, call them out and reset on a daily basis. Now weekly, look at all the big numbers, but daily. So let me give you an example of a daily reset. You walk into the bathroom, you go, that’s dirty, clean it, right. Um, you look at the voicemails and you go, someone didn’t call them back and fix it. You get your inbox down to zero. You A, your daily resets, Dr. Breck, why do you have to have these old daily Huddles, these little daily resets, no matter how good of a team you have. Well, I think, uh, it’s what you do daily that makes the difference, you know, longterm. So, you know, it, it’s, it’s requiring excellence on a daily basis.

Uh, at the end of the week you’ve got excellent. So at the end of the month, you have excellence. At the end of the year, you have excellence. And so if you’re doing it on the small things, you know, uh, who can be trusted with little will be given much. Uh, I’ve heard that somewhere in the Bible. So, uh, yeah, you know, I mean, I think that’s where it’s really important is if you’re not doing the little things well, you can’t do the big things well. I think a lot of entrepreneurs have their head in their, uh, uh, certain orifice. It would be like, I don’t know how I don’t understand. Maybe because you’re more in tune with the human body, um, you’re, you’re a chiropractor, you really know what’s going on. I’m not sure that’s possible, but certain people who appear to have been able to have the flexibility needed to put their cranium and inside their rectum and it’s amazing. Medicare was required. It’s amazing the flexibility to do that. But an example would be if you don’t look at your numbers like weekly, right? Your heads in your rectum. Now, if you look at your numbers, you don’t want to know. I mean, it’s got to be right. You just don’t want to know how bad the situation really is. But I think a lot of entrepreneurs do that. I mean, nine out of 10 businesses fail. Nine out of 10, nine out of 10 businesses fail.

Nine out of 10 businesses fail. Now what’s crazy is the of the one out of 10 businesses that make it from my personal one on one experience working with clients, seeing people at conferences, I’m just meeting thousands of business owners, right? I believe that of the one at attendance, at the 10 percent, I believe the only one out of 10 that survive ever achieve time and financial freedom. Yeah, that’s probably true. Like if you did not receive some Major, um, coaching and some major strategic business coaching, uh, how long were you in business it? Can you explain to the thrivers out there, how long you were in business? Stuck in that doom loop of work in all the time. How long were you at stuck in that doom loop? I was stuck. I’m from 2004 to 2009, so five years five and I was really stuck before my first coach that I really started to help get me on track. And did that do loop look

like for you? What kind of doom loop we were just working in every second of every day. We’re not making any money. What did that look like? Well, I mean, I’m my own worst enemy. I think that the, uh, the story of, you know, Little Red Riding Hood and the big bad wolf, the wolf is probably, you know, actually within us and there’s no real physical wolf like I was, I was eating the cookies on the way to grandma’s house. It was me, it wasn’t some exterior wolf. And so I’m my own worst enemy. So, uh, I was, I was holding myself back, I was doing all kinds of negative self talk and, and wallering in my misery and um, and reached out to a mentor and asked, you know, how do I, how do I fix this? And he was like, go to work, work harder.

I’m like, but what do I do? I’m trying to work hard, but what do I do? And so I needed the actual tangible action steps, like, give me a task to do today that I can, I can put my hands to work on doing it. But I mean I had to borrow money from family members. Yeah. Thank you. That a big shout out to your dad. I owe you. Um, but, uh, yeah, I mean it was tough on my wife. She’s a school teacher and we were, we were living paycheck to paycheck every month, uh, trying to rob Peter to pay Paul. Got It. And not fun. Not Fun at all. And you’re a doctor, your chiropractor. Yeah, it’s embarrassing. Now, Dr Brett talked to me about, since you’ve worked with tim the last one, year and a half, two years, a year over year now, uh, what kind of changes have you made and how has it impacted your overall profitability or growth? Well, I’m happy to report that, you know, December of 2018 we had our highest grossing month, so I’m super excited about that. Ever. Uh, ever. Wow. That dessert, you know what that deserves.

Dr Rex, I’m writing a sales record here.

New Year, new you. How is it possible? He’s a diligent doer. So what kind of practical changes have you made? Oh Man. Well we had to look at our price structure. So you know, we have to, we have to be honest with the value and what it costs to deliver services and we can’t continue to give away services for free or, or losing money on them. And so that was one of the big steps. We also had to get rid of toxic employees or, or even contractors in our case, the massage therapists that are self employed contractors. But a little warning about therapists. By the way, the only difference between the rapist and a therapist is a space. Yeah. Just think about it. Okay. Back to you. That reminds me of Sean connery on Saturday night live right now. Okay. So, so other changes you’ve made this year, what other changes you made? I was nonexistent on, uh, on our seo literally was, was nonexistent. You may have found if you put my name in exactly spelled correctly, you might have found me on like 20 pages back. Got It. But now you got all the content, all the tags, Google reviews. So that all started scratch and we now have like 257 reviews and we’re climbing the google search engine each day.

Uh, I, I was doing a search for you. Was it yesterday? And I, I think you were over to really pull it up real quick to 57. You’re right. Two hundred and 57 google reviews. And so are you, are you having people that are finding you online now? Yes. And that’s, that’s a nice new thing, you know, people come in and like, Hey, I saw your reviews, are you, are you up 10 percent more than last year? Twenty percent. What percentage are you up now? We’re, we’re up.

Um, so it fluctuates a little bit but, but I mean literally from like a year and a half ago to now we’re up double.

Double. Yeah. Now have you, um, have you fixed your, have you changed or improved your sales scripting or your sales processes that we have? Yeah, we, we

very intensely when over a lot of scripting and things. But then also we do, um, we do have a no brainer offer and so the conversion aspect of that to go from, hey, this is all free too. I do expect you to pay me at some point. I’m getting a better conversion script for me to work from a has also been very helpful.

And then you from an HR perspective, hiring people, uh, I’m not gonna put words in your mouth, but most people, most clients we’ve worked with, most doctors we work with before a business owners before they come into our program, have a hard time finding good people and then after they’re in the program, that’s usually not a problem anymore. Right. Is that the case with you? Are you doing good and finding people or have you changed your recruitment process?

Just before starting working with tim? Um, we had to, we had some change up and some, you know, some people left on their own accord and got a. we’re about to have that conversation anyway. So it worked out a nice timing. Um, but, uh, yeah, so we’ve brought on some great people in the last year and uh, and now we’re, we’re operating from a totally different way of thinking about that with not being held captive in a hostage in my own office.

And how do you feel now? I mean, how do you and your wife, does it? Does it feel better? Do you feel have more pride about the business now that you’re more profitable?

Send her eyes to really? Yeah. I mean, I’ve, I’ve been a doctor for the last 15 years, but uh, you know, to be a successful doctor, doctors

have kind of a little better. All right, okay. Now this next action step we need to take here, these are all actions steps we need to take. If you want to hold your team accountable, you have to document issues. You have to document winds. Yeah, document issues. And you gotta document wins. Um, it’s so important that you do this because if you don’t do this, what’s going to happen is the really fun guy in the office, the Nice Guy. You’re going to forget about all the crazy stuff he’s doing right, or the person who’s little more introverted who is stacking up winds, right? You’re going to skip over there. Winds. So it becomes a personality contest. That’s where they say it’s all. Yeah. So you want to document winds and issues as you see them, right? Um, and again, I have a write up form that all the listeners have used.

If you sign up today for our thrive time show, if you go to thrive time and you book a ticket to the conference, it’s $250, but you also get access to all of the downloadables which would include thousands of videos. And then we have all of these forums like you’re like the legally compliant employee write up for them. You could pay an attorney two grand just for that document, $500 for documents like that that is available to you. Um, if you do sign up for thrive time today, it’s 20 bucks a month to 50 a year. You get to come to the workshop, get the videos we have you ever seen the downloadables? I’ve seen these. There’s so many. Yeah, I mean for everything, so documenting people is so documenting winds and issues. As soon as they have them, you want to write the person up and then you want them to sign on the writeup form and you signed that way.

There’s proof that it did happen and I would recommend if possible, you would have a third party there at all times and have them initial as well. That way people can never claim that conversation did not happen. Now Jack Welch says this, he says, if you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it, you almost don’t have to manage them and I a hundred percent agree with that. I think that once you have great people, it gets significantly easier to run your company. So if you have a team right now with a bunch of dysfunctional people, I would encourage you to hire your way out of it and then to fire those people. Action step number five, the final action step, schedule a weekly time to interview new candidates because at a certain point, if you don’t have any options in terms of firing somebody, you’re stuck. So you’ve got, you’ve got to schedule time to look for those new candidates. Uh, Dr. Breck, why do you have to be intentional about scheduling time every week to meet with new candidates? Why can you not wait until you need somebody, quote unquote,

you’re going to save yourself time. Honestly, you know, when you actually add up the hours of going, you know, interview to interview a raking over resume after resume. It’s a lengthy process. And so the group interviews in the end saves you time. It might feel initially like you’re spinning, your wheels are spinning time that you don’t have, but in the end one, you have that freedom you’re talking about, but you’re also saving yourself time in the long run. It’s an investment.

Now, here’s my final notable quotable. I want to give the listeners today and as I read this notable quotable, I’m going to queue up some, uh, kind of some epic music. So you can think about it and kind of marinade on it and go, what does this mean?

Jack Welch, remember this is the CEO who grew ge by 4,000 percent. The company did not grow before he got there and after he left, the company quit growing. So his system definitely worked. He says this, the final relationship that cannot be ignored is with disruptors. These are individuals who cause trouble for sport, inciting opposition to management for a variety of reasons. Most of them petty. Usually these people have good performance and that’s their cover and so they are endured or appeased, endured or appeased. Think about that word for a second. What does it mean to endure? What does it mean to appease? When you say, I’m going to appease somebody, what does. What does that mean? Endured? What does that mean? It means to suffer through something. You’re you’re, you’re suffering. You started a business so that you can have time, freedom and financial freedom, and you’ve got a cancerous jackass in your office who happens to be good at coding, and so you’re giving him is paid time off all the time.

You’re giving your top sales guy all the concessions. You’re already people talk back to you in your own business and you’re a them because what? They’re good at their job. A company that manages people well takes disruptors head on. Jack Welch says, usually these people have good performance as their cover and so they’re endured or appeased a, but a company that manages people will take disruptors head on first. That will give them very tough evaluations, naming their bad behavior and demanding it to change. Usually it won’t. Disruptors are a personality type. If that’s the case, get them out of the way of the people trying to do their jobs. These people are poison somebody. Somebody listening today. You’ve got a disruptor in your office

offs right now. Yeah, you do, and what’s happening is you’re letting him get away with murder because they’re good at their job and that is creating a toxic hypocrisy of an office and it’s killing your culture and it’s easy. It’s easy. Let me tell you this, if you have more than 50 employees, the game changes and having just one bad apple will ruin the entire team. It will, it will have one, we’d will kill the entire garden having one cancer. It’s cancerous growth in your business will choke out all of the life. So if you are in a business with about 50 people, uh, this, this cannot be allowed to fester, right? But if you had one bad person out of a group of 50, that’s what two percent of your workforce. Now, if you have 10 employees and you’ve got one that’s caustic, one that’s cancerous, one that’s negative, pessimistic, sarcastic, that means 10 percent of your team is a disaster.

So again, if you’re, if you’re asking the question today, how do I hold my team accountable? This is how you do it. This is the process. This is the system. And Dr. Breck is proof that in a year and a half you’ve made some serious changes. What advice would you give for anybody out there listening right now? Who’s on the fence this New Year? New Them. They’re going, I’m on the fence about. I heard about getting a coach. I don’t know what, what, what would you say to anybody out there who’s listening today? Who’s on the fence about hiring a coach?

So this is something that I was, uh, was shared with me just a few days ago and it was kind of a cool, cool thought and it was a helpful or hurtful phrases for the new year and you add this phrase to the end and, and it tells you if you’re unsure, so I don’t know about getting a coach and that’s the way I want it to be. Like, it’s, it’s, it’s empowering because you realize it’s your choice, but you need a coach. Everybody needs a coach. So somebody else who has eyes on it from 30,000 foot view, whether you, if you’re hitting a plateau, if, um, you know, if you want to push to the next level if you want to, I don’t always get it right. And so I need somebody else who’s helping to evaluate me. I’m the boss, I’m the owner. But, uh, I also need somebody to say, hey, we can do better here. And so that’s what a great coach does.

I want to share it with listeners, something that’s pretty powerful. I’m bill Campbell. I talked about Bill Campbell on the show, but not enough. Um, if like the automotive industry, some say that it was founded by Henry Ford or if the light bulb industry was, was founded by people would say Thomas Edison Business Coaching was founded by Bill Campbell. Now Bill Campbell was the business coach of thinking about this thrive nation. Think about this. He was the business coach of Steve Jobs. Bill Campbell was the business coach of Jeff Bezos with Amazon. Eric Schmidt, the former CEO of Google is writing a book. And do you know what his new book is about? It is about. I’ll pull it up on the big screen. It is about Bill Campbell because he changed Eric’s life and Bill Campbell passed away fairly recently. Um, but his legacy continues way because Bill Gates did a Ted talk in May of 2013, may of 2013. He did a Ted talk and he started off by saying everybody needs a coach. If you’re out there today, whether you decide to hire our program or somebody else, everybody out there needs a coach. My name is Clay Clark. I am a business coach. I am passionate about your success, and I hope that this helps you to hold your team accountable. We’d like to end each and every show with a boom, and so now, without any further ado, three, two, one, boom.


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