How to Get Your Employees to Be More Productive | Ask Clay Anything

Show Notes

A Thriver in the construction industry asks how to get his employees to be more productive. 

How to make your team more productive: 

Step 1 – Define the expectations 

  1. Checklists
  2. Call scripts
  3. Manuals  
  4. Training and role-playing 

Step 2 – Clearly define the Carrots and Sticks 

  1. Carrots = The good things (Rewards)
  2. Sticks = The bad things (Penalties) 

Step 3 – Follow up and physics 

  1. The object with the strongest force stays in motion 

Step 4 – Never stop recruiting 

  1. Group interview every week 

Thrivetime Show – Does it work? 

CBS News – 75% of employees steal from the workplace

Inc Magazine – 85% of job applicants lie on their resumes

Psychology Today – People are interrupted by their smartphones 85 times per day 

Construction specific action items: 

  1. Put a GPS device on every work truck 
  2. Set up a camera on the job site 
    1. Nest cameras 
    2. REO Link cameras 
  3. Install call recording 
    1. Clarity voice – 
  4. Keystroke recording 
    1. ActivTrak –

How to become a Marine:

Step 1 – Apply at the recruiting office

Step 2 – Test out

  1. Physical Fitness Test (Go through the filtering process)

Step 3 – Physical examination from a doctor

Step 4 – Basic Training / Boot camp if you pass the test 

Step 5 – Final test – The Crucible 

Business Coach | Ask Clay & Z Anything

Audio Transcription

Facebook How To Get Your Employees To Be More Productive Thrivetime Show Compressor

You have questions. America’s number one business coach has answers. It’s your brought up from Minnesota. Here’s another edition of ask clay. Anything on the thrive time business coach radio show?


Yes and yes. Dr Breck, what the heck? How are you doing sir? I’m great man. How are you doing it clay? I am fired up about today. Have you a breakfast, having a great weekend. You look like you’ve been having a great weekend. I have, I have. We’ve had a ball. What kind of stuff have you as you, as the Breck family been up to? So right now, this season of life, we’ve got cheerleading every Saturday morning. Every Saturday, every Saturday we’ve got two cheerleaders. Second, well we’ve got three. But uh, yesterday we had a second grader and a fourth grade game to attend and cheer for. So you’re attending games and your kids are cheering for the football team. And we had two wins, two wins. Okay. And Oklahoma state didn’t play. So that was a win. A win, a win for America. Jason, you’re looking good today.

Did you, did you, did you have a good Saturday? I did. Okay. What type of lights do you have here? The highlights were, I’m, I got over 300 products made for elephant in the room in the span of two and a half hours. That’s a new record. That’s a win right there. But after that I had like a really nice relaxing afternoon with my wife. I got my dog groomed and she looks the best she’s ever looked and the best thing I could take away was I wasn’t, you got your dog groomed. Okay. Oh yeah. She’s looking hot and she looks like a polar bear. Now. This Justin, yeah. Biggest highlight was I introduced my wife to Wesley Snipes blade too, cause it’s a classic and she has never seen it. So really that was, how was it received? Great, actually. Okay. Surprisingly wins all around, not divorced.

Okay, nice. Nice. Now we have a question from a thriver here who I’ll kind of, uh, uh, just read the description of what he’s asking here. And I don’t have the actual question that was asked to one of our business coach and thus it’s been relayed to me. But this is the, the main question. He’s wanting to know how to get his employees to get more work done. How do I get his employees, how to get his guys, quote unquote, to be more productive on the job. Um, he’s grown from having a couple of guys on his team last year to now having 13 guys working on the jobs. And so I’m going to lay out some specific instruction for this uh, person and then dr brick. Um, you could, uh, explain maybe why this would be hard to do. Okay. All right. I know what industry he’s in.

He’s in construction, remodeling and construction had that sound. So step number one, and uh, Jason, if you’ll type these on the show notes here. So step number one is we want to define the expectations. So dr Breck, let’s go to dr we’re now in your offices, right? You’re a chiropractor. When you define the expectations that your team has, why is that part difficult to do? Just to define the expectations. What, because there had to be a time in your business at some point before you became super successful where you had on your team not getting their work done or not being very productive and you had to define expectations. Talk to us about the difficulties of defining expectations for the first time. I think a really, for me for the first time it’s about still trying to be likable and not wanting to be the heavy, uh, and coming down with the iron fist.

Um, and I kind of, you, you find that balance of how much assertiveness and, and you know, coming down hard versus just really being a better leader by giving them a clear path and a, that’s what I think I had initially failed to do was give them a clear path as to what I do expect, what is supposed to be done, what I’m going to measure, what I’m going to follow up on. So you’re saying that being likable was, it was tough because she was a hindrance. You worried about being likable? Right, Jason? I think we have a boom book over there by the printer. Yeah. And if we don’t, it could be a short research project, but if you have it, I would encourage you to grab it, bring it over here. But if you don’t, that’s okay. But for our listener, I would encourage you to go to the thrive time and click on the podcast button.

And then you’ll see that the boom book where you can download that book. And I would recommend that you have a copy of that book because with dr Breck just said is a hundred percent true 100% of the time. And I have found that it’s easier. It’s easier if you just resolve in your mind that you’re not going to be liked, but you are not going to mistreat your people. But if you just put in your mind that being liked is not essential to success. So let me give you an example. A brick you up. You have kids. I do. I know that your kids would never violate the Breck rules. Never. But only my family would mind. My kids would, your family’s perfect. But I have found that whenever I tell my kids, Hey, we’re not gonna eat any ice cream, no ice cream and eat ice cream, they don’t do this anymore. But back in the day you would say don’t eat ice cream and then they would eat the ice cream. [inaudible] Jason, when I discipline my kids and I said, okay, because you have violated the rules and you clearly knew the expectations, this consequences going to happen. Do you think that they were big fans of me as I was laying down the law? Of course not. Nobody really likes cause and effects. Especially if they knew what you’re saying. That my kids don’t like discipline. I would, I would venture to say yes.

Now you have managed the elephant in the room stores to put it in perspective. For our listeners out there, you’ve managed thousands of customers and dozens of employees at different locations. Yeah. What kinds of um, moments are there during the Workday where a member of the team might not like you when you hold them accountable to the expectations? Well, for instance, let’s say if there is like a lull, and this kind of goes back to my brief answer to his question is if we are ever experiencing like towards the end of the month it gets super slow. All of our members have already come in the first week, two to three weeks. And so in that last week gap, it gets really, really slow. And some people kind of want us like stand around in front of the station, you know, water back and forth check their phone. But we have these massive checklist saying, Hey, we have time to lean, you have time to clean.

So I’m gonna need you to do, if we have time to what if we have time to lean, we have time to clean. Oh, come on now. That’s hot. I like that. So continue. Yeah. And so I’ll just hand them a checklist and say, Hey, I need you to do this, this and this and you’re not busy so I need you to do this, this and this. And they’re like, well, how can, we can’t just have a break. And the vast majority of our team is great. Yeah. But there are certain people that don’t want to get the work done even when they know the expectations. Right? Sure. So I want to read this notable quotable to our listener. From page one 63 of the boom book, which reads from John D Rockefeller, the world’s wealthiest man during his lifetime. He reads, he, uh, he wrote the ability to deal with people is as purchasable a commodity as sugar or coffee and I will pay more for that ability than any other under the sun.

So one, define the expectations. Step one, but just note as a, as a thought here, it’s going to be difficult because people will not like you, right? When you enforce the policies. Now step two, clearly define the carrots and the sticks clearly. Define what the good things, the bad things that’ll happen to you when you get your work done. Right now, I worked construction a brick. Have you ever worked in construction before? What kind of construction did you do? Well. Uh, so my dad, he was the superintendent of schools. And so anytime there was a work project or some kind of renovation, he just sort of volunteered my young back, uh, for the hard labor part. So we did, um, concrete block like cinderblock, uh, construction stuff projects. So I got to be the one who carried and moved the blocks. So we did some, um, ditch digging, literally, um, to put in a sprinkler system in the, uh, football field.

And then some concrete, which I really don’t like, you know, bent over and it makes me appreciate chiropractic all the more. Now see I did concrete where we would pour the basements, we’d pour the, uh, we get these big aluminum forms. They were about, uh, six feet tall, maybe, maybe seven feet tall. They were aluminum and you would assemble them on footings that had been poured into a hole that was about 10 feet deep in Minnesota cause we were pouring basements right. And my job was to help cut all the rebar and help erect to the forms and then they could pour the concrete in those structures. That was my job. And I had an incredible boss named Peter and Peter would let us know that we could make perp and I can spend a long, long time, but approximately it was like $200 per basement that we poured or $10 an hour.

And so we had deep thoughts like what does this mean? And you know, so a a some guys couldn’t stand the fact that we got $200 per basement, they would rather just make $10 an hour. Sure. And I pointed out to him like a couple of guys, and I wasn’t a leader at all, I was just a guy on the crew, but I was pointing out to one of the new guys guys, look, we can make $20 an hour if we go double the speed. And it’s very possible to get paid $200 every 10 hours if we just go faster. And I would say the vast majority of the people on the team did not like the rules. They didn’t like that idea. Right. He gave us the opportunity to double our income and I guess he didn’t give us the opportunity. He said, this is where you could make 10 an hour or $200 per pour.

And so I am going to now via decree, uh, I’m now going to tell you that’s how it’s gonna work. You’re not going to get paid $200 per poor. And the reason why is cause I don’t want you spending 24 hours doing something that we could easily get done in 10. Right. And the vast majority of the people on our crew did not want the carrot. Jason, why do you think is it open the room, you can get bonuses for gathering objective reviews. Oh yeah. For selling memberships, for upselling products or observing products for a, you get tipped. Actually, if people are happy you get tipped more. But even though there are carrots, why do some people now, the vast majority of our team at this point, because we have done the group interview for years, we have a great team now, but by default, why do the vast majority of people not want accountability? Well, one, some people just don’t like vegetables. But, um, I think when it comes to like the whole like, uh, incentives and you know, being able to pursue the carrot, like you’re dangling it, by the way. Can you repeat that joke one more time, please? Oh, uh, why people don’t want the carrots because some people just don’t like vegetable.

I didn’t get that. I didn’t get that. The love it, that deserved. Okay, continue. Please. Sorry about that. But no, when it comes to like the incentives, like, you know, the $200 an hour or the $200 per job doubling your pay just for working twice as fast or the multiple incentives that our stylists can get. Some people just find it to quote unquote hard or difficult. And if they say, okay, well if I do this amount of work, I’m guaranteed this pay. So why do anything else? All right. So step one to find those expectations. Again, management consists of your ability to get the members of your team to execute your business plans, systems, and processes with excellence. Step two clearly defined the carrots and the sticks. Now, step three, this is the part you don’t want to do, not you. Our listener wants to do this, but most people don’t want to do this.

It’s follow up and physics. Physics, yes. Do you see physics? A lot of times in physics, if you find that there are certain rules and principles that you could apply to business as well, but um, there’s two objects that are in motion, right? One’s going one way and one’s going in the other, and the object that has the stronger force keeps on moving. Right? Right. So the, if, if there’s a, if there’s two objects in motion, right? Whenever it encounters, whenever one object encounters something stronger than it, it may make it stop or go the other way, right? So if you’ve got employees on your team who intentionally don’t, did they choose not to be productive, they’re going to choose to continue to be unproductive until they come into encounter with a stronger force. Breck, you’ve seen this before. Yeah. So now we’ve laid out the expectations.

We’ve clearly defined the carrots and the sticks, but there are certain people that are going to push the envelope, push the line, and they will not stop doing the Jack ass hurry until they encounter a stronger force. Have you seen this phenomenon doctor? Absolutely. Yeah. I’m not even deal with even this week, even this week where we had a little situation between a massage therapist, um, and again, it kinda goes back to that resolve to be the stronger force. Um, and so, uh, yeah, we had to deal with, with some things just two days ago. I deal with this on a constant basis, which, which is, uh, created the, the problem that it is me that it’s created the personality type that is mine. Is it? Seriously, I lay out, Jason, you’ve seen this before. We have on our search engine team right now, we have a great team.

Do we not move a great team over there? Oh, we have an awesome team. Ben’s been on the team for 12 months. Right? How did he go from being an entry level start guy to being the head of an entire department in less than a year? How did he do that? Well, you laid out the path. He looked at the path and said, that’s cool. I can follow that, but what else can I do? And if you’re on the search engine team, your job is to do what? Right? Search engine articles. Interesting. So in this past year, I’ve had members of the team say, I know that my job is to write the search engine articles, but is there something else I can do? No. And I say, no. Um, but I appreciate you. You’re a great American. If at any point you do not want to write search engine articles anymore, I’m doing really, really well and you may get promoted or stop doing them and you’ll get fired.

But these are the options. And we’d have unbelievable turnover on the search engine team on the first week of somebody’s career. Now, once, once they get past the first week, we have a lot of tenure. People will stick around for years. Yeah. Because they make a lot of money per hour. It’s a great opportunity and if they do a great job, they can get promoted. So Ben literally just came to work every day and did his job and other people around him did not do their job. And Jason, when somebody won’t do their job on the search engine team, what do you think I do? You got to cut them and then the person who I cut goes and tells their family members, they don’t say, Hey family, I got fired today because I was choosing not to do my job. They usually say something like, what Jason?

What do you think they normally tell people around them when they get fired from a job? Well, it just wasn’t fair. The hours were crazy and they gave me so much work and I asked to do something else and they were just really mean to me. And then they go on glass door and they leave a review. They tell their family. And then when I go to church on Sunday or Saturday and a life church, I run into them in the bathroom and the bathroom or their parents or their spouse. I was at Walmart a couple Thanksgivings ago and I ran into a guy who I fired, uh, the week of Thanksgiving years before. It was a great little way to rekindle that relationship, but he was scheduled to DJ somebody’s wedding on the Friday after Thanksgiving, and he called in on Wednesday and said, I can’t do it. I have family stuff I’m doing. And so what do you think I did, Jason?

If a guy’s refusing to DJ for a wedding that he is promised to do a year in advance, the day after Thanksgiving, he says, I’m not going to do it. So I wanted you to know, just calling in. I get a voicemail from the guy the day before Thanksgiving. Oh, boss, I can’t not DJ on Friday. Oh, I’m so sorry. I had some family stuff come up. If a guy can’t DJ on the events, he’s promised to DJ. What am I gonna do? Well, I mean, if you can’t do your job, you most likely will not have a job in the next day. So I called him back on the Eve of Thanksgiving and I said, Hey, I understand you don’t want to do the job. He said, well, I want to do the job. I just can’t do the job because family stuff came up. And I said, you’re a disc jockey, which is why you’re making hundreds of dollars per show.

Somebody is planning on you being there so somebody else now has to ruin their plans to cover for you. So are you telling me you for sure will not do the event? And he said yes. And so I fired him and I, and his wife pointed out to me with great detail in the shopping line and the self checkout area of Walmart. Then I fired him on Thanksgiving years ago. Well, the day before. And so this right here was a great way to rekindle that relationship. So I’m just saying you have to have Thanksgiving together. That’s right. But if your goal is to be liked, you cannot manage a team, right? No, you can’t. Now Colton, you’re joining us a Colton’s, a former business coaching client. And you, my friend served in the U S military. Am I correct? That’s correct. What were you doing in the military? A couple of different things.

What was your, what uh, what branch of the military were you in? United States Marine Corps. Who were all really? Yes sir. Thank you for your service. Thank you. I’m scared. Okay. So tell us about the process of becoming a Marine. Do they let anybody join? I mean, if you just sign up and put your hand up, how many of you guys want to be Marines? What percentage of people that want to be Marines get to be Marines? A 1% actually. Whoa. So one out of every, a hundred people that want to be a Marine? Yes sir. And do you have to be in the Navy first before applying to be in the Marines or how does that work? No. No. It’s a completely different branch. But they say it’s a department of the Navy, but there’s, there’s a lot of rigorous training that happens before you can even go into bootcamp.

So you have to be able to do at least 10 pushups, I’m sorry. Um, uh, pull ups, 10 pull ups. You have to be able to do a hundred crunches, um, and you have to be able to run three miles in, under 21 minutes. So let’s talk about this. Let’s talk about the process and [inaudible] we’ll have Jason take notes here. Okay. So if I want to join the Marines today, what are the steps? Just walk me through the split step one. Step one is going to the recruiters, recruiters office and uh, let, I’m go on Monday baby. So going in there. All right. I’m 38 and I apply yet, right? You apply. Yes, because there are certain age limits. I don’t know if you call it 28 is the top. So you’re saying this a chart. So step one though, you apply. Yup. And let’s show then

what’s step two? Then you have to actually test out. So you have to be part of the, to become part of the pulley program. Um, which is where they, you know, uh, filter out all the people who shouldn’t be in the Marine Corps. Um, and you’re, you’re doing your runs and you’re, you’re getting your, so it’s like a physical test. Physical test. Yeah. PFT is what it’s called. P what does PFT stand for? Physical fitness test. Didn’t you eat last night, Jason? It’d be FTS P of tanks. He said. Okay. All right. So anyway, so you go ahead and then you see you physically are capable. Yes sir. Then what’s the next step then? You have to go and get physically examined by a doctor to make sure that you can run over to Brex office. There you go. Okay. They’re checking you out and making you cough and okay.

After you do that, what happens? Then you get on a bus and you, uh, if you pass all the tests, you get on a bus and you go to, uh, San Diego or, um, or the East coast. West coast. Okay. And what happens is that for basic, that’s for basic. That’s for bootcamp. Yes sir. Um, and then, uh, you’re there for three months and you’re kind of, you’re, but when you’re there, you’re owned by uncle Sam. That’s exactly what I had in San Diego. Uh, yes. Yep. That’s great. Great weather. It’s gotta be relaxing. What kind of stuff are you guys doing over there? Well, we were, we’re literally right next to the airport and so while we’re dying, um, we’re, we’re watching planes take off and, and I’ve got some audio. I’ve got some audio. You were on them. Exactly. I’m being serious though. So you’re over there and you’re, you’re getting trained and is it, is it a good time?

Um, looking back. Absolutely. But while you’re there, it is, it is the, um, what you would consider hell. Why? Just because you have authority that is always on you. You have to request. But what kind of crap are you doing? What kind of crap are you doing? What’s the toughest part? I want to hear specifically, what are you doing? OK. well, um, if you make any kind of mistake, we go out into the sand and we, we make sugar cookies, which is where you lay down on your belly and you have to spit in the sand and then pick it up with your mouth. Are you serious? I’m dead serious. And then, uh, what kind of a relaxing exercises are you doing with these big wood? Would a post I’m seeing here, what kind of fun things are these? It’s, I think I caught hell week, I think. Ah, yeah, yeah, yeah. So we’re getting, getting to run in the sand with these giant, um, Oh wow. Logs on our, on our shoulders. This seems like a lot of fun here. Sure. Yeah. For five minutes. What are you guys doing in the water? It seems kind of cold. Why don’t you guys hop in a hot tub or something? Well, that’s a good question. Um, you know, they’re, they’re preparing us for, for battle. Uh, they’re preparing us for war and nothing is easy in war. Um, especially when you have bullets flying at you. And, uh, so they have to prepare you, um, to all links possible.

I’d like for you to a, this microphone’s hot though. So if you get too loud, the mic tends to peak. So you’ve got to back up a little bit, but talk, walk us through what does a drill Sergeant, uh, is that, who’s leading the exercises by the way, as the drill instructor, drill instructor. What kind of motivational phrases do they say that you can repeat? Just give us a few. Just give us a flight. Family friendly shit. Right. You just gotta make sure when you’re, we really allowed, you just gotta kind of step away from the mic a little bit so it doesn’t pop a little bit there. So what kind of motivational phrases do they say? I just want to hear, I just would like to know,

um, goodness, I don’t know if I could say any of them.

Just get like, like, like say if you need to, you know, maybe just back up a little bit from the mic when you do it. Okay. Get on your face. That was hot. Sorry. There we go. It’s okay. We can try it again. Do it again. Ah, get on your face all the time. All the time. Yeah. Really? Oh yeah, all the time. What about if you’re like tired and you’re, you’re carrying that log around, it’s just not going well. What does he say?

I you Carol. I’m like this, it would be really hot mic. That was the hardest physical part of the whole thing for you. So at the very, very end, the last week, it’s called, um, the crucible. And so what we do is the crucible and we go up on this mountain in, in San Diego and we’re literally like on a cliff and we have to basically live out there for a week. Um, and we’re, we get about about four hours of sleep, um, which I guess is nothing for you, but it’s six hours every day, but Oh, do you really? Okay. Well we’re, we’re in what’s called a hooch, but it’s, uh, it’s really a tent that should only sleep one person, but there’s two of us in there. Um, not to, but it’s what we call it. Oh, nice. And no, this is good. This is a good look into the Marines.

Yeah. Yeah. So, um, and then we’re waking up and they have all these different, um, type of activities that we have to do and, and it all comes from our history. So you’ll hear like a history lesson on why we’re doing this and a specific Marine who lost his life because he did this. And you know, for instance, there was one guy who, um, woke up in the middle of night and they were being ambushed in, um, in Vietnam and he killed everybody. Sorry, this is a little morose. Uh, he killed everybody who is, who is coming into their, their camp with a what’s called an E tool, which is a, a shovel. Um, and that is historical fact. And so we killed the bad guys. He killed the bad guys. Shovel stealthily. Yes. Was his name John Rambo? No, he was, he was a Greenbrae wasn’t he? He was yellow. Okay. This is, we, no, this really happened.

And so you’re learning all these things and do, and you said 1% of the people make it. So do most people quit or do they get kicked out of the Marine?

No. So the 1% that I was talking about, they don’t even, that’s, that’s from the process of the pulley program all the way through a bootcamp and then once you become a Marine at the very end. So, uh, when you’re in bootcamp, um, they’ve, they filtered out, filtered it out so well that, um, out of a battalion of 90 guys, maybe 70 actually become Marines at that point. So at that point, if you don’t like the exercises, can you quit? No. What happens? Have you tried to quit? Uh, well actually there was a guy who ran away. Um, I would’ve jumped the fence and they, they found him at a McDonald’s. I would be in [inaudible] at McDonald’s. I would be in a Canadian McDonald’s. You can poutine hide from your problems, keep going, keep [inaudible]. And then he spent the rest of his enlistment in the brig, which is like jail. Is the brig, uh, a division of McDonald’s? No. No. Although some, some McDonald’s, you might think so.

Oh, just tell, I’m just saying is if you’re out there, we’re not sure we get this idea and the Marines, they don’t ask you guys, do you want to do the workout? Oh no. And if you think about the NBA, great coaches like Belicheck, uh, and uh, the, the NFL great coaches like BIll Belichick or in the NBA, great coaches like Popovich. They’re not asking the guys if they want to do pushups or burpees or workouts. [inaudible] most [inaudible] most people say they don’t like their boss. Is that shocking to you, dr Breck that most people don’t like their boss? Not at all. So you don’t want to do mean things, but if your number one goal is to be liked, you can’t do it. Nope. It’s not possible. You’re chasing a Mirage, a unicorn. Jason, when did it occur to you that it was not possible to be liked by everyone?

Now again, we’re keeping this fair and balanced and elephant in the room. We pay people really well. Uh, we drop off coffee for the stylist, we check on and we do tip matching from time to time. And the vast majority of the people, I would say 95% of the team right now are great people who I know really do like you. Oh yeah. But there is always one or two people that don’t like you. When did it become clear to you that you could not get everyone to like you? Um, when I first started managing, it was kind of like a gray area. I was still trying to be that likable guy so I didn’t see it. But then once I started to do more implementation that like you gave me and started holding myself more accountable and following up with the team, the shift occurred and I started seeing people not like me as much.

And then as I stayed diligence and got promoted, that’s when it really started to kind of sink in. And it wasn’t everybody, but it was like, you know, every now and then I’ve actually worn people, we’ve had two stylists that want to be managers now. I let them know, I’m like, Hey, that little friend base you have going on right now that’s going to change like that. The second you become a manager. So I hope you’re okay with that. Yeah. And it just, the first time you have to tell a coworker, Hey, you need to fold towels right now. Yeah. Or you need to clean the bathroom, not pop on your phone. Right. And they’re like, are you kidding me? Who are you? Who are you? I’m 40 years old. You can’t tell me to go. So I’m just telling you, enforcing the rules can make it difficult.

So I’m gonna give you a notable quotable from Elon Musk who says, one lesson I learned while starting PayPal is to fire people faster. That sounds awful. I think if somebody is not working out, it’s best to part ways sooner rather than later. But we did agree. Here’s he says, one lesson I learned at PayPal is to fire people faster. It sounds awful. I think if somebody’s not working out, it’s best to part ways sooner rather than later. So we, so let’s recap the rules one more time. So make sure we’re getting some good education on this podcast station. Started the routes. I could, well, I could, I could rhyme two times in a row if I had to. Oh, I’ve seen it. Okay, so step one though, define the expectations. Define the expectations to be very, very clear as to what you expect. And let’s put some detail on this.

We need checklists. I need call scripts. I need a manual. I need checklists. Call scripts a manual. If it’s construction, if it’s hands on, you want to train your guys role play with the guys over and over and over until they can’t possibly do it wrong with the DJs. I used to have them set up the equipment and take it down over and over and over till they couldn’t possibly get it wrong. I used to practice announcements until you couldn’t get it wrong. It’s very much like DJ bootcamp. You gotta to define the expectations. Now, step two clearly defined the carrots and sticks, the rewards and the penalties clearly define those. And three follow up. In physics, you must be the strongest force. Otherwise people will run over you. Just on Friday I had it. I had two weird situations on Friday. Someone said, do you have a moment?

That was very nice to see. I was nice, but I don’t think they perceive it that way. I said, did they ask the question? Do I have a moment? That was the question and I said, I don’t because I’m doing an interview with the one thing podcast. Oh that’s Gary Keller’s podcast. Keller Keller Williams. And they asked me to be on the show. So I said, I’ve gotta be on the show here with Jeff Woods, the host. I cannot, I was very mad. I told him why I can’t told this young lady I cannot because I’m gonna be on this podcast. Then I finished the podcast and she notices that I’m making my way to the restroom and then she sees me come out of the restroom, just wash my hands and she says, do you have a moment? And I said, I don’t because I’m hopping into a meeting right now with a dentist and she said, but it’s, what time is the meeting now?

The meeting with the dentist I think is like at noon and it was like 1158 or something. And I said, I, I meet this person in like, they’re literally walking in. Oh. And I said, but you could talk to John. That’s his job. He’s available. Yeah, but I want to, it’s really personal. I’m like, what do you think personal, we can talk about as a group out in the open with John on Monday at our staff meeting. Oh, away from the bathroom. But seriously, I’m not going to have, you know what I’m saying? That was very nice to the person, but they were not happy about it. Right. And I wanted them to be happy about it, but they weren’t. And then it occurred to me, my job requires pissing someone off every day. It’s like on my checklist, step one, piss someone off, step to get things done.

Step three, yay. It’s every day. Is it not right out of the way, is it not true? Well, yeah. I mean the situation on Friday, we had gone from a throwing a baby shower for one of our massage therapist who’s expecting twins. Oh yeah. Two almost immediately. Right after the shower dealing with the other massage therapist who has a problem. So yeah, mean it was from, you know, highlight to the low light. There’s one guy out there, hope you listens to this show so we can hear this. Cause this is so funny. He applied for a job in our call center and he came to the group interview, nailed it, shadowed, nailed it on the phones, nailing it works. Next two days. He has been nailing it for years and next to another young man who had Tim who was nailing it. Oh yeah. It’s some point.

He confided in, I think it was Daisy. He says, uh, it’s like all we do here is answer the phone. I hate this place. It’s like brainwashing. It’s like a Colt. We all read the same script. It’s like brainwashing. I mean, seriously, all we do is make calls in a call center. Brian, you have some nerve clay. So he’s just telling everybody I cannot believe it. And it said on the job on the now on the now on the a now hiring post that we could earn up to 18 an hour and I’m only making like 12 an hour. And so Daisy’s like, well here’s the deal. You get paid per appointment, you book, you know, you get paid based on merit based pay. You get paid based on what you do. Well that’s screwed up. I can’t believe that I can’t be this. Are you kidding me?

It said I could earn up to 20 an hour. I’m only making 12 she’s like, well, you’ve got to do your job. Are you kidding? So it doesn’t work with her. So she tells me, Hey, this guy’s complaining and but not before. He complained to I think three or four other people. Right. So by like noon that day, I had multiple people come up to me and say, Hey, this guy over here is complaining about the job. And so I walked up to the young man and I said, hello sir, I understand you don’t like your job. He says, well, I know I just, I don’t like making calls. I feel like you said on the job post that it said, now hiring in the call center and we’re looking for people with sales and management experience and I feel like all I do is make calls.

And I’m like, well this is, this is what you do is a call center. And he just had that look of just, he was so mad and I said, well, you know what you’re going to do. You need to quit or I need to fire you. Something has to happen. Well how do you want to frame it? Do you want to say you were, you quit or were fired? Cause you can go either way. And he’s like, Oh yeah, I’m going to be all over the internet buddy and walks out. This happens all the time. Yeah. This is at least once every two weeks this conversation happens. So again, how do you make your team more productive? One, you define the expectations to you clearly define the carrots and sticks for you. Follow up in physics now, step four, kind of a bonus. Plasty blast. We can never stop recruiting. Dr Breck tell us about the power of the group interview. The power of interviewing relentlessly the power. So I was a little reluctant initially thinking that, uh, the group interviews would, uh, be a waste of time. Yeah. We don’t have a lot of turnover.

We don’t have a large, uh,

staff. You have, you have a lot of peoples who’ve stick around at your business for a long time. A lot of tenure, very little turnover once people are established sample with my business, but we never stopped

the group interview. Right, right. Well that’s, I mean, and so I thought initially, you know, we’re a staff of about 10, 10 [inaudible] and, uh, you know, I’m thinking of, well, maybe, you know, that works for people who are 50 or, or 80, because there’s more turnover, there’s more people. But, uh, as time went on, I started to realize more and more the benefit of the group interview and, uh, just recently really realized the benefit when I had to replace two people, uh, around the same time. And so, uh, we were able to get people hired, uh, go through the whole process. Um, I think we had like 250 applicants for one position and 150 before I cut it off for a second position. Um, and, uh, we were able to work through and process that within just a couple of weeks and we were able to go on vacation during that same timeframe. And we’ve got two new people that are hired and doing a great job. And so, uh, I definitely see the benefit of the group interviews, uh, now and we’ll continue to do them ongoing.

Have you ever um, checked out that book called the Bible there? Dr brick? I have. It’s controversial but very, very offensive. I’m not a fan. A lot of people want in the moment. The moment I say the word Bible there.


are you kidding me? You mean living a life with standards? I hate that. So anyway, Matthew chapter 26, verse 21 reads, and while they were eating, Jesus said, truly, I tell you one of you will be Trey, me. [inaudible] this is like owning a business. So what happens is, is I’m going to give you the stats out there that aren’t that awesome. Hopefully it would motivate somebody out there. Um, according to CBS news, and Jason put these on the show notes here. According to CBS news and, uh, CBS news and the us chamber of commerce, 75% of employees steal from the workplace and most do so repeatedly. So in the construction field, I want to give you unique action steps that apply just to you. So Jason, I’m gonna give him unique action steps just for the construction industry or an industry where your people work in the field.

One put a GPS device on every work truck you’ve got and go, you have to know where your people are going. And I’m just telling you, get ready for not positive things to happen when you discover where your people are going. I had that happen with one of my contractors this week. Did you really? Oh yeah, we’re his. Where’s people going to a McDonald’s? No, he went on vacation. So he hired a new job manager and it’s like super sneaky cause everybody sees this like he’s like a 22 year old kid. So like, Oh, he’s just like, Oh he’s an apprentice. Well low and behold he’s doing a ride along with them. The contractors guy drives way outside where he’s supposed to be and starts token up in the work truck token up in front of the kid who’s, but that guy is a quality employee.

So he’s like, Hey, I’ll be your GPS and I’ll tell you what’s happening. We’ll use it. Tope what do you mean? Uh, some people call me at a space cowboy Miller about like smoking, talking to the old chief [inaudible] okay. Wow. You serious? Yeah. And the work truck and the word the label when blazoned all over the side of your truck. Now I have worked with a pharmaceutical sales company back in the day. I’ve worked with many of them actually. We put GPS vehicles on the cars and we found out that their top guys were actually going to lunch at night trips, which is a local, uh, I don’t know why they call it a gentleman’s club. Cause the only people that go there and not gentlemen, not in dentistry. So it’s a local assface club. I know. So it’s a club, whereas Macy’s, so if you’re somebody who a man of ill repute with no standards and you want to watch women dance around on poles, that’s where you go.

And it takes like a four hour lunch. Yeah. Yes. Steak and eggs, you know what I mean? Say no, no, no. His legs and legs, sticks and legs, steaks and legs there to steaks and legs and legs. This Justin, I gotta, I gotta, I gotta really, uh, get more well-researched for my stripper references. You put a GPS on your vehicles and you find out where they’re going. Second thing you want to do, if possible, do you want to set up a camera on the job sites? Now this is powerful. There aren’t cameras out there, guys, you can put on the job sites. Just use a nest camera plugging into an outlet and have a mobile a, what’s the word I’m looking for? A hotspot spot. You can get one of those from T-Mobile for like 45 bucks a month and you can watch your guys on the job site working or not working, but you have to have cameras up if possible and GPS in the vehicles.

You’ve got to do it and you want install call recording because will they take jobs on the side? Oh yes, yes they will. Other other facts, so just just, just negative, especially since I have your tools and your materials. Now inc magazine inc magazine reports that 85% of job applicant, applicants now lie on their resumes. 85% of job applicants now lie on their resumes. Now I have other stats that aren’t that exciting, but if you have an office team out there, a P team of people that work in an office environment, you want to put keystroke recording on the computers and there’s a program called active track. It’s a C T I V track T R a and active track will allow you to see what your employees are typing during the work day and if you need to record their calls and you do use a company called clarity, C L a R I T Y clarity, clarity, to record the calls.

But for as little as $7 and 20 cents per month, you can see what your employees are typing on their computer. It’s called active track. So with that, a typing, a track active track, is that something where the, you preset the filter to uh, pick up on certain words or strokes? Yes, and it actually shows you a pie chart at any given time of where, or a bar graph of where people are spending most of their time. So that’s very helpful. But according to this little organization, little organization, this little, uh, research that was here by Ken Blanchard, perhaps, you know of the book called the one minute manager. This is Ken Blanchard’s group, the New York times bestselling author. They decided to do a monitor, 1300 private sector companies and they found that 41% of the average employee’s day was spent not working 41% of the day. Meaning you can almost double your workforce just by causing people to not screw around at work.

Other fun stats, these are just really encouraging stats right now, according to Harvard health publications, 18% of people are now insane mean meaning that they are on some kind of drug back in the 80s, if you had AC, if you had OCD or you had add, they would say something like, Hey, well Bobby, why don’t you want to shut the hell up and get back to work? But now people are on a drug of some kind. And it turns out that dr Breck, when you have a mind altering drug in your system and you drink coffee, yes. Or you have a mind altering drug in your system and you drink. Um, so let’s say a lot of coffee or maybe you, maybe you have a mind altering drug to help you with your ACE, with your OCD or your add. And maybe you have a Tylenol, what could happen?

Well, these drugs interact in your body, uh, and it’s kind of different for different people depending on your own body chemistry. So it’s sort of like a chemistry set where nobody really knows exactly what’s going to happen because every person’s a little bit different, which is good cause I mean, you gotta throw in the, uh, antidepressant antianxiety drugs with that because again, they’re, they’re altering the mind.

18% of people are insane. This just didn’t from our home office. Know another fun stat on Newsweek decided to do a big expos a on what’s going on with smartphone usage. And the article was called I crazy. I like iPhone, little lowercase. I crazy. You can put a link to that there, Jason. I crazy. And their cover story showed that 25% of employees look at adult content everyday at work. 25% yes. Wow. Well not a four. So what you have is you have a situation where whether you have a group of guys working in the construction industry or you have an office team of people working in the medical industry, you and I step away and we have to define expectations. Step two, we have to clearly define the carrots and sticks. Step three, we have to follow up in physics. Step four, we got to do that group interview process because the vast majority of people, 75% of employees are stealing.

85% of people lie on resumes. The vast majority of people are not doing what they’re supposed to be doing without relentless accountability. Jason, is that shocking to you? It was before, but then like being on like a manager level and seeing it, I’m like, this happens a lot. So I would say to anybody who hasn’t experienced it yet, I mean, it’s going to happen and it’s gonna freak you out, but then you just have to, like you said, if you have these steps in place, you’re not going to be surprised by it. Brick. Well, a cell phones are have the potential to be a problem in so many different ways. Yup. Do you have a practical application for how you handle a cell phone? I have the Disney, the Disney rule from the Walt Disney world resorts and the same rule they have at Southwest airlines. I ban the use of cell phones at work.

Okay, so if it’s ever out or anything, that’s that, that that right there is a violation. Yeah. Because what happens is it’s like, well, what if my wife needs to reach me? They never called the office, but what if I want to sext with my lover? Well, then don’t bring your iPhone. But it starts off with what if? What if my boyfriend needs to reach me? Well, then they can call the office right there. What they’re really saying is, what if I want to sex to dirty photos back and forth? I say this because these are real examples. True. Back when I ran the photography company, I have a funny story that didn’t end well. It’s really funny now. But this young woman brought her cell phone to work and I guess she said, I need to have my cell phone. I need to charge my cell phone.

I need it because of ABC. And I wasn’t part of the conversation, but apparently she told her manager she needed to use, she need to charge your cell phone. Well you know how there’s like air drop. He explained what airdrop is Jason. So airdrop is when you can connect it to iPhone or to like your phone to a Mac. But essentially it’s like a wireless cloud where you can send things without having to worry about like SMS. So if you’re touching the wifi you can like digitally share a file or back it up. Now we’d had a wedding photography business, so we edited, edited photos of weddings and at some point apparently she shared accidentally her nude photo gallery with the editing team. So the team is sitting down to edit and they’re like, Whoa, this is wedding get we know and they realize who it is.

And so multiple people came to me and said, look, the person next to me has like, I’m seeing all their naked photos. They’re on everyone’s computers. What do we do that happened? Wow. So that’s a real thing. Another example that again, Bobby banned the use of smart phones and even just the productivity loss for social media and things. Oh my gosh, there’s just so much I have, I’m working on this book right now. I just, uh, it’s just beaten me up right now. This book is just absolutely eating my soul, but it’s a, uh, it’s called trade ups and it’s how to gain traction in a world of perpetual digital distraction. But right now, let me look it up real quick. I want to have the stats here. It’s a 85 as an 85. Yeah. According to psychology today, the average person is now interrupted by their interrupted by their smartphone 85 times per day.

The average person is interrupted by their smartphone 87 times per day. And that is according to psychology today. Um, the article, uh, you can link to Jason, it’s called why your smartphone is destroying your life. That’s pretty harsh. You know, destroy is kind of a harsh word. Destroy. Well, maybe that’s true. So anyway, I wanna I wanna play the audio for you. This was, this is a group of people. This is Levi Gable. His company’s called GEI He’s explaining the value of the group interview. Here we go. But you ended up hitting play in the group interview process. I gotta make this louder. I got it. I’ll tell you why. This is a, um, this first guy here. Let’s see here. This is Jeffrey for WEDA.

We started the group interview process interviews. Took a ton of time and we have no formal process

architects in

Yes. It always took two hours on my day or they

Chad ward with one way plumbing

wouldn’t show up.

I was very skeptical of it. I didn’t think people would at show up to it.

That’s Brandon Brown of spot on plumbing. He says that a we cued up again here.

People would, uh, show up to it. I didn’t think people would show up to it and think people would add. I think he’s show up

trying to tell us. He thinks people wouldn’t show up to it. My first thoughts, Aaron antice with Shaw homes, a Shaw, the largest home builder in Oklahoma. This is Aaron [inaudible], the marketing director. Uh, he’s explained to you what he thought about the group interview

up to it.

My first thoughts were you just can’t possibly work. I was reluctant. Yes.

Oh, that’s too dark. [inaudible] is a new idea.

Life before the group interview was chaotic and stressful.

That’s guy shepherd guy shepherd was shepherd automotive. Oh yeah.

Crazy wasting 70% of my time last scheduled for interviews.

Levi Gables saying he’s wasting 70% of the time he scheduled for interviews

for the group interview. I was

African with PMH. Oh, Casey says,

let’s say one out of every five. Uh, I’ve actually hired five,

well, my timeline I scheduled for end of yes,

after the group interview. I would say one out of every five. Um, I’ve actually hired and I’ve saved myself a lot of time, a lot of money.

We actually have cut her interviews to a fraction of the time and we have a formal process. They makes us feel confident.

Jeffrey for WEDA. This is another lady here by the name of what the company is called, the laundry barn and uh, I want to tell you her name is Sarah Higbee. She says [inaudible]

instead of now scheduling out individual interviews, I’ll, I have to do is schedule one time, one day a week that I’m going to do group interviews

every week. We consistently have people come to that group interview, but we don’t really worry about it because it’s every week.

It takes a lot of stress out of trying to have John Cook with quality good workers

in the long run. It saves so much time.

Chad ward says it in the long run. It saves a lot of time. Brandon Brown says

two great employees.

It saves time. Jason let from Lake Martin mini mall.

Oh, it saves energy. We are able to sort through candidates very quickly and easily.

No. With 18 people coming in, Michael [inaudible], I believe with the arcade 92 here, we have so many hundreds, hundreds at this point, maybe even thousands of business owners all across the country who are using the system. We teach now to free up their time. It’s unbelievable how much time you get back when you don’t try to coach up the jackasses just freaking fire them. It saves time. It saves

energy. We are able to sort through candidates very quickly and easily.

Somebody right now is offended who’s listening to this show and the problem is if you’re offended by this, you’re not an entrepreneur. Get off this show. Get yourself to a Tony Robbins seminar. Go get fired up. Get fired up. Go listen to Gary V. find a show that’s going to fire you up and give you that superficial motivation that you need. This show is for people who are sufficiently motivated, who just want to know how to make it work. With 18 people coming in and only about three of them standing out. I saved all that time and not having to meet uh, 15 other people. Now think about this. Somebody out there as offended right now and that’s because you are not an entrepreneur and you are saying everyone deserves a chance and what if someone’s going through something? Go to church, go to church. If you’re going through something, go to church, go to church.

If you’re not going through something, just go to church. Clay, this is offensive. This is a business show. I don’t want to know about church. Well then that’s why your life is screwed up. I mean, it’s unbelievable. You can’t go out there and have a life completely free of principles and then be successful. You just can’t. You don’t have to be a Christian to be financially successful, but if you don’t have any boundaries in your life, your life’s going to be terrible. Jason, I have stats right here. There are showing right now. This is on the page. Thrive time, a forward slash does it work. Group interview. If you can put a link to this page, the group interview right now, according to these, the centers for disease control and prevention, we now know that one in four women or contracting an STD before the age of 18.


one in four Breck how does one get a sexually transmitted disease? Do you get one by living a life of celibacy? No. Do you live a life of maintaining celibacy before marriage? I did. Is that how you, so that’s how you avoid it. In STD I practice abstinence. Wait, wait a minute. Wait a minute. Because you practice. I’m a man of principle. Wait a second. Because you practice abstinence. You’re saying you didn’t get an STD? I did not.


But I feel like there’s a lot of people out there who are saying that all kids should get what kind of vaccination right now. So they don’t develop a certain kind of a cancer comes from STDs.

Yeah. They have a, uh, a vaccine for, um, cervical cancer, uh, for girls.

Yeah. And then the argument is everyone should have that shot. Why?

Well because, uh, because kids are going to be participating in promiscuous sex that uh, you know, parents can’t control that, so you need to go ahead and protect them all anyway. Uh,

you know, I have never had an STD and I, and I think to myself, I think to myself how well I was thinking the other day, I was thinking the other day, this is why I was taken as the other day I was, I had thought about this for just like two or three hours. I was thinking, man, right now as I’m having sex with my wife for two or three hours, awesome. I’m just kidding. I’m just, I’m not as, I’m, as I’m having, as I was rounding, rounding up the first hour of sex, especially in that first hour of, of sex and marital sex, I was thinking to myself, self, you know, I’ve only had sex with this woman and she’s only had sex with me. I wonder if this has anything to do with the fact that I don’t have an STD. And then I thought, you know what, I’m going to ask Breck on the show.

And so as I, and then I realized, what am I saying? I’m having sex? Well, thinking about dr brick, I need to move on until I, I realized I’ve got to get out of this doom loop. So it took me as after the next two hours of having continued consistent sex, I then realized, wow, I’ve just said another record for myself. I thought, but I can’t talk about that kind of thing on this show because I don’t want to offend somebody out there. I can’t do that. So let’s play it. Let’s go back to the audio. Speaking of marital sex, let’s, let’s listen to what Kevin Thomas has to say about the group interview.

Going to have the opportunity to be 15 people in 45 minutes, which would save myself money and my team hours.

We will have anywhere from eight to 15 people every week say that they will be [inaudible]

Steve Currington. Uh, this is what the total lending concepts were. The most highest producing mortgage companies in Tulsa says

eight to 15 people every week say that they will be there and RSVP and one to three will show up every week.

Having the [inaudible]

Daniel Ramos in Amarillo, Texas says

the interviews has drastically improved my business. My employees are no longer holding me hostage.

Dr Jay Schroeder in Nashville, Tennessee says

to replace, you know, some pressure on the people who are here to realize that, that, you know, their, their jobs need to be done. Well,

Stuart white girl, Oh, I love this guy. Stuart NEI. Stewart’s awesome. He asked a few questions and we answered them on the show. I run into him at the podcast or at the, uh, at the conferences and I tend to have my best conversations with Stewart, um, as either one of us as either he’s walking into the restroom or I’m walking now. That’s where most of our connections have happened. Stuart

place, you know, some pressure on the people who are here to realize that, that, you know, their, their jobs need to be done well or someone else will be doing them well. They know that, Hey, if I don’t perform,

how many of these do we need to listen to before we have resolved in our mind? Is that what I’m saying is true. Uh, Jason, we have to define the expectations clearly defined the carrots and sticks. Step three, follow up in physics step four and never stop recruiting. I mean, how many of these do we have to play before we resolved in our mind that this is how [inaudible]

I would say that everybody who is still questioning this, click on the, does it work, link, click on the group interview tab and then just watch it over and over and over until you don’t have any questions about it anymore.

I feel like there’s going to be some break. There’s somebody out there that has some pushback about this.

Most of the people that you just played clips from probably didn’t initially buy in. And I was one of those people. Um, and I think I would venture to say that most people are challenged by it, who’ve never done it before, who’ve not experienced it from one side or the other. Um, but it absolutely saves you time. It absolutely will save you money and energy in the long run. Um, so yeah, being somebody who was, uh, was challenged by it and initially questioned it, um, I have bought in, now

I’m going to read some notable quotables from the power of why by Simon Sinek, my favorite a book. It’s called start with why, how great leaders inspire everyone to take action. This is my favorite book to attack. I love to attack this book. I never miss an opportunity to attack this book, but it says all organizations start with why, but only great ones keep their why clear year after year. Okay. Simon Sinek, I will give you one mega point and I agree with you on that point. It’s important that you have the Y clearly defined. However, I will disagree with your book title, which is start with why, how great leaders inspire everyone to take action. Because Simon Sinek, I think that, you know, Jesus, the guy, you know, we, we uh, use our, our calendar calendars defined by his life, BC before Christ and Ady after death. We define our calendar based upon his life.

And Jesus couldn’t seem to get all 12 apostles to follow him. In fact, Judas two turned him in. He, Judas, betrayed him for some money, right? Judas betrayed Jesus. Peter denied. He even knew Jesus. So I don’t think that if Jesus wasn’t able to motivate everyone to do the right thing, how are you going to be able to, another example would be there’s this guy in the Bible. If you believe in the Bible, there was this guy named was Luke. He IFR was his rap name. Luke E, IFR. Some might call him Lucifer, some might call him Satan or Satan. But he started out as what dr Rick. As the story goes in the Bible, my best understanding is, uh, he was one of the higher, um, higher level angels.


so wait a minute, he was with a higher level angels and then he said, I don’t like this up here. You guys got jealous, upset, something happened. Little proud of himself, got a little full of himself and he became sick. Yeah. Decided to challenge God. So you’re saying that, where were your words that even God couldn’t make everybody, even an angel couldn’t make him, couldn’t inspire everyone. So then Simon said, this is where I really, really get mad at you and you get mad at me and we go around and around in a circle and at some point I’d love to have you on the show to argue with you, cause I just, I can’t handle it. But you, you wrote here in your book, you said there are only two ways to influence human behavior. You can manipulate it or you can inspire it.

I don’t have a problem with manipulating it. If you know you’re going to be fired for not doing your job. I think that works well. That if that’s manipulation, and by the way, I don’t even care if you, if I don’t even have that thought or in the military guys, how many of you guys want to do PT this morning? And how many of you want to eat these delicious MRAs? No, they don’t do that. But Simon Sinek lives in this world where he’s trying to say that if you’re a good leader, you can inspire everyone to do a good job. And I just don’t, I’ve never seen it happen. I’ve never met a very successful entrepreneur who can get everyone on their team to want to do their job. Maybe it’s everyone that’s still here, eh, everybody else we’ve gotten rid of. I’m just saying, if you’re out there right now and you’re struggling to get your team to do their job, fire the people on the team who won’t do their job.

But clay, everyone deserves a working wage and a level living wage. And I was watching, I was at this Bernie Sanders rally and we all are fired up because everyone deserves 15 an hour and you’re an idiot. You’re an idiot. You are an idiot if you think that way. So again, how do you make your team more productive? Final recap. Step one, define the expectations. Step two clearly defined the carrot and sticks. Step three, follow up in physics. Step forward. Never stop recruiting. Never stopped doing the group interview. And we’d like to end each and every show with a boom. So we’re going to do the boom thing, but these mikes are hot, so we’ve got to take us one giant step back for mankind as we bring home the boom. Here we go. Three, two, one. Whoa.

Because the business is business. That’s what you’re trying to say. You’re trying to get down to business.


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