Managing Employees 101 (Part 1) | Good People Won’t Work for Bad Bosses

Show Notes

No high quality employee will work (too long) for a boss who does not have mastery of: Self control, a keen sense of justice, the ability to make decisions based upon facts, definiteness of plans, the habit of doing more than paid for, a pleasing personality, sympathy and understanding, a mastery of detail, and a willingness to assume full responsibility.

DEFINITION MAGICIAN – Cognitive Dissonance – The state of having inconsistent thoughts, beliefs, or attitudes, especially as relating to behavioral decisions and attitude change.

AMPLE EXAMPLE – Greg Hardy – Cowboys player that nobody wants to play with

  1. https://en.wikipedia.org/wiki/Greg_Hardy

NOTABLE QUOTABLE – “Over 75% of the workplace says that their bad boss is the worst part of their workplace. If this is true than all the statistics around horrible management prove to be true. It sucks that most people have to work hard to obtain a degree in something that they’re passionate about, only to deal with some knucklehead who can’t lead properly.” – https://www.huffingtonpost.com/jeff-fermin/8-unsettling-facts-about-_b_6219958.html

Great Bosses Have the Following in Place

  1. Vision –
    1. NOTABLE QUOTABLE – “Where there is no vision, the people perish: but he that keepeth the law, happy is he.” – Proverbs 29:18
  2. A Specific Plan
    1. NOTABLE QUOTABLE – Then the LORD replied: “Write down the revelation and make it plain on tablets so that a herald may run with it.” – Habakkuk 2:2
  3. Checklists
  4. Documented Processes
  5. A Consistent Schedule
  6. Must Be a Source of Wisdom
    1. NOTABLE QUOTABLE – “Lazy hands make for poverty, but diligent hands bring wealth.” – Proverbs 10:4
  7. Must Be a Source of Accountability

Jocko Willink, Discipline Equals Freedom: Field Manual

Biography – An American podcaster, author, and retired United States Navy SEAL. He received the Silver Star and Bronze Star for his service in the Iraq War. Willink was commander of SEAL Team Three’s Task Unit Bruiser during the Battle of Ramadi. Jocko graduated from the University of San Diego in 2003 with a bachelor’s degree in English. Together with fellow former SEAL Leif Babin, Willink wrote the book Extreme Ownership and founded the consulting firm Echelon Front. Willink hosts a weekly podcast with friend and Brazilian jiu jitsu practitioner Echo Charles, called the Jocko Podcast.

    1. NOTABLE QUOTABLE – “Don’t expect to be motivated every day to get out there and make things happen. You won’t be. Don’t count on motivation. Count on discipline.”
    2. NOTABLE QUOTABLE – “Don’t let your mind control you. Control your mind.”
    3. NOTABLE QUOTABLE – “Stop researching every aspect of it and reading all about it and debating the pros and cons of it…Start doing it.”
    4. NOTABLE QUOTABLE – “NO MORE. No more excuses. No more: “I’ll start tomorrow.” No more: “Just this once.” No more accepting the shortfalls of my own will. No more taking the easy road. No more bowing down to whatever unhealthy or unproductive thoughts float through my mind.”
    5. BOOK – Discipline Equals Freedom: Field Manual
      1. https://www.amazon.com/gp/product/B06XB9HQMN/ref=dbs_a_def_rwt_hsch_vapi_taft_p1_i2
    6. PODCAST – http://jockopodcast.com/
  1. Must Be a Source of Stability and Discipline
    1. ACTION STEP – Ask yourself in what areas can I become more stable and discipline?
  2. Must Actually Have Employee Teammates and Not Just Mercenaries Contractors
  3. Must Always Go Above and Beyond
  4. What it is like to work at Thrivetime Show:
    1. Energy and mentorship
    2. High standards
    3. Constantly striving to improve and be your best
    4. Atmosphere – high energy
    5. You are surrounded by other A players
    6. Learned to set goals for myself and write them down
    7. People who can be held accountable love working at The Thrivetime Show
    8. Constant push to be excellent and grow.
    9. Clay is constantly finding ways to encourage you and make you laugh but he will also be honest and blunt with you.
Business Coach | Ask Clay & Z Anything

Audio Transcription

All right, thrive nation. Welcome back to the conversation today. We’re talking about how to effectively manage people know this is going to be a six part series and the reason why it’s going to be a six part series is that I have discovered after meeting many of you at the workshops over the past several years and then having spoken all around the world for Hewlett Packard and maytag and Oxi fresh and ups and big companies. Most people just do not know how to manage people. And I think it’s because it’s, it’s rarely taught properly. Also, it’s almost never seen. So what I’m gonna do is I’m going to teach a principle and then I’m going to play an audio clip from one of our employees explaining what their experience has been like working with my companies. That being elephant in the room, that being, make your life epic, our marketing agency, uh, that being the thrive time show that being just whatever business.

Because the employees are going to share with you the result, the day experience they’re going to share with you. They’re gonna. See the results, they see the work environment, they see the atmosphere, they see the momentum, but most people don’t know how I create those things. People just want to comment on what was created, but a lot of people don’t want to know how I created it, so I’m choosing to believe that you’re out there listening today and you want to know how to specifically create a great environment for your employees. Now the problem is is that if you are listening to a top 20 itunes podcast about leadership that is taught by somebody who doesn’t actually have a team get off that podcast because what’s happening is is you’re going to buy in to a charlatan tale of how to lead people. There’s nothing, Steve Currington, you’ve seen this before, and Marshall, you’ve seen this before, but there’s nothing.

There’s nothing worse than going to a seminar or listening, listening to a podcast or reading a book written by an author about how to manage employees when they’ve never manage employees before. So with Marshall, let’s just go to the elephant in the room here real quick. That’s right. The elephant in the room. We manage a large team of people. Okay. Every week when we do payroll, is there not a discrepancy of some kind, whether it’s our air or their heirs. They’re not a discrepancy every week, every single week. Is there not one employee every single week who’s not upset about something consistently I have to talk to somebody you have to talk to. There’s conversations being had is they’re not consistently at least one employee per week that needs to be promoted or acknowledged because they’re overdelivering and really getting it done. Marshall. Absolutely. Uh, you can think of a couple examples.

Does that not create jealousy for the person who wasn’t acknowledged? Jeff, you’ve seen the teammates. Does it not create jealousy when somebody gets promoted or gets a bonus put too? Is there not a month that goes by where one of our employees doesn’t need to take maternity leave? That happens is they’re not a month that goes. I mean, is there ever a month that goes by where one of our employees is not moving to a new city, to a new state? Is it not? Is there ever a time where our one of our employees is not moving out or moving into down into town that that’s accurate? Is there, is there never a six month period of time that goes by it? Has there ever been a six month period of time that’s gone by for one of our employees, isn’t getting married, getting divorced or some kind of relationship transition is occurring, which causes them to either start working for us or stop working for us?

Probably more frequently than that. Is there not a week that has ever. I mean, I can’t think of a week that’s gone by where our direct competition has it tried to recruit our teammates. That’s right. So this. This is why managing people’s hard because these ridiculous charlatan online experts of management who’ve never managed a team. They’re up there and say, well, I just outsource everything. I just outsource everything. Everything’s just outsource. Well, basically what I do is I just outsource everything. You see what I do since graduating from the University of whatever the, the, the, uh, now that I’m a, you know, I’ve graduated from uh, a very ivy league school. I would like to teach you how to automate your business and what you can do is you can outsell us each and every position. It’s not possible. Oh, I was buying into that for a second.

But Marshall, tell me more seriously. You guys, have you guys looked at the itunes top 20 list? Oh yeah, I’m not, I’m not going to mention the names of the people that are up there that have no idea what they’re talking about, but I can say I really respect Dave Ramsey. Dave Ramsey really does manage people team and he knows what it’s like. I can say I really do manage our really do appreciate and agree with Reid Hoffman. I don’t know where it stands right now in the top 20 itunes list, but he actually, man, his managed large teams. I really, really do respect people have actually done it when I have a hard time with is these internet charlatans that are teaching you the wrong thing. So as I teach you the moves today, please understand this will fly in the face of everything else you found online.

Okay, so to be a great boss, to be a great boss, you’re going to have to have these 10 things in place. These tents will get, again, a piece of paper. Write these down there on the show notes, but if you want to remember them, actually apply them, learn them, that kind of thing. Take notes. All right, so here we go. The core concept is this, just in good people won’t work for bad bosses. Oh snap period. Good people will not work for bad boss and I can’t find good people and I’m going to explain to you why there is a definition I want to read to you called cognitive dissonance. There’s a phrase, I want to read it to you. It’s a, it’s a term they use in psychology a lot, but it is the state of having inconsistent thoughts, beliefs, or attitudes, especially as relating to behavior decisions and attitude change.

So let me give an example. If you are having an affair with somebody, so you’re married and you’re a man and you’re having an affair with somebody else, people will not work for you very long because they can’t handle the cognitive dissonance that they feel. They feel bad, that they’re working for somebody who they don’t look up to. They feel bad about it. If you constantly are getting arrested, are having trouble with the law, employees will not work for you. If you’re flying off the handle all the time about anything. If you’re super erratic, if you oversleep ever, employees cannot work for you. If you’re the kind of person that people cannot depend on, people cannot work for you. It won’t happen. There’s too many good jobs out there. There’s too much opportunity. Unemployment pays to well, there’s too much welfare available, there’s too much welfare available. I repeat. There is too much welfare available.

Oh, most

people would rather just not go to work and collect welfare than to work for a boss they don’t look up to. So as an example, and then I will get into the 10 to the 10 a cyst to the 10 things you have to have in place. The Tin aspects, the 10 variables you must have in place if you want to become a great boss. Years ago I went to a church and at the church, my pastor, his name was Carlton Pearson, and from the pulpit he said that he did not believe that the Bible was literal and therefore I could no longer respect him as my pastor. Okay. So I like Carlton as a man, but I cannot go to a church where the pastor himself is saying I don’t agree with the rule book. Right? Um, another example would be if you played on an NFL team and your head coach says to you, I really don’t agree with the HR decisions that are being made here, but I have to cut you.

You won’t respect that coach anymore. This is why the cowboys, Marshall, did you ever watch? Do you remember watching the cowboys were Dez Bryant would argue with his coach on the sidelines? I saw the clips, but I didn’t follow the cowboys very much. Have you ever seen that? Have you seen the footage of this? Their chuck? Have you seen this? Yeah, I’m just saying there’s one. Who was the guy who was on the cowboys who famously beat his girlfriend and then he joined the cowboys. The one from the elevator. That video, the that. Would this be. Let me go here. This would be. We’ll find him. Find, find the name of this guy. He is a. He used to be on the panthers. Let’s see his number here. Let me find it here. Oh, his hardy hardy. This is hardy number 70. What would everybody were for the panthers?

Find Hardy on the cowboys. What? What number is that guy? Hardy. Oh, we’re getting there. Cowboys. Let’s find this guy here. A number. Seventy six for the cowboys will put him, put him on the show to the link to this incredible human. So he has beaten women before. Right? So now the cowboys bring them on their team. Nobody wants to play with them. Furthermore, they’ve lost all respect from every other. If you, if you have a team and you hire somebody to be on your team who has a history of beating women, I’m going to explain this to you. Nobody respects you and it creates dysfunction and discord. If you’re the head coach of the cowboys and you let Dez Bryant Yell at you, nobody respects you. I’m telling you this. If I was the coach of the cowboys and Dez Bryant came yelling at me, I’d kick you off the team.

I don’t care if it costs me my job because I know how that is. If you did that verbella check, you’d be off that team, man. You would not be on that team. You’d be pinched at most places with good management. That’s all what happened, right? Right. So I’m just saying to you, if you’re out there today and you’re having a hard time keeping good people, let’s be honest, and let’s ask ourselves, do we have these 10 variables in place? All right, so let’s go with the first one here. I’d like to get to have you break this down here. Okay? You must have a clear vision for where the company’s headed. If you’re going to hire people, why?

People want to know if they’re gonna, invest their lives in you and your business. They want to know that you have a vision and a path that they’re going to go down with you, and that way you’ll get a lot more buy in.

Hmm?

What if you’re. Let’s just say you’re out there listening today and you are a plumber and you say, well, my goal for my plumbing company is just to make it. I just need to hire somebody to install a plumbing. I need someone who to do plumbing services. Nobody wants that job. People are not willing to just work for a paycheck. Get that idea. Homes right? Nobody wants to come to work for just a paycheck. You got to have a vision that’s bigger than that. You need to have the goal to be the best plumbing company in the world,

the best in the world world or no one wants to work for you. You can’t have a goal to be, I want to be just barely profitable. I’m telling you, if you’re the kind of person that doesn’t inspire your team, no one’s going to work for you. You’ve seen that chop. Yeah. Steve, you’ve seen this before. You can know what’s going to work for you. If you come on, man, if you’re not, why would somebody work for you if you have no vision? Now the second is the second. Well, let me go give some props to you. Proverbs 29, 18 reads from the Bible where there is no vision, the people perish.

Okay? Okay,

so there it is on a specific plan. Yeah, it’s not good enough just to have a big vision and this is where people get stuck. I see it all the time. I have a vision. I have a vision, I have vision, I have. I want to talk about my vision and branding and marketing and my vision and my brain in every, every entrepreneur that has a failing business, let me summarize their vision. I just want to help people and give back and change the world. Step number one to giving back. Don’t be poor. You can’t go out there and I just want to give back to the community. That’s cool man. That is cool. I say, that is cool. That is so awesome. But you got to be profitable, Marshall. You have to have a specific plan. Do you not? Yeah, you gotTa know where you’re going.

You’ve got to have a definite chief aim and then you got to have the different steps that are going to allow you to get there. And then you’ve got to communicate that to your team so they know what we’re doing to get to the vision. Now, why would the specific plan need to be written out somewhere? If it’s only in your head, then you’re assuming everybody else understands what you’re saying and that will cause failures within your business. You know, I was, I was reading this controversial book there and uh, uh, it, it’s called the Bible and there’s a verse called Habakkuk Two, two, Habakkuk chapter two, verse two. And you might say what Habakkuk? Yeah, we’ll put it on the show notes. You can find it. It’s h, a, b, a k, k, UK, Habakkuk, and you might say from the Bible. Yeah, I know, and I know I’m not.

I’m quoting that a lot today, but I’ll get them the Bible and then I’ll come back to some more sick. You want some more sick in the quotes? I got some of the quotes for you, baby. Here we go. Habakkuk two, two from the Bible reads. Then the Lord replied, write down the revelation and make it plain on tablets so that so that a Harold May run with it. The point is people have to know what it is. You got to write it down. You have to write it down. It has to be so clear. People need to know. So at thrive, our mission is to

mentor

millions. Oh Gosh, Kimmy, hanging there for a minute. I don’t know how many times I’ve talked about that and millions of times, and I’m never going to be done talking about it because that’s the vision. Now, this specific plant, when we go to the bar, chuck, you’ve seen the plant. There’s a triangle, there is a triangle, and there’s a triangle there in the room right now. It’s in the Marshall. Can you read what’s on the Vision Triangle? Can you read that there? Well, it’s the IAM that’s behind you, so it’s got. It’s good. Yeah, go for it. It’s okay if the audio quality get us up or you can shout at the mic. Whatever you gotta. Do you want me to shout it out? Okay. Here we go. Just whatever you got to do here. So. Okay. The top you can see. Yes. Okay. You can see the Z, Z, Z, z at the top.

Therefore I make sure I run all things through the filter of CSI, but ahead of CSI. The very, very top is the all seeing eye. All right. Why is the all seeing eye up there? Right. God is always watching, so I’m not going to do anything that’s scammy. Then I run it through the filter of z. Then what’s next? That’s me. That means that therefore, after I run it through God, through Z, I run through the filter of making sure that I feel good about what I’m doing. Then what’s next? Everything gets delegated to Jonathan. When it gets delegated to Jonathan, it gets done and what’s the one? Then we got three different sections, different sections of our vision triangle. Yes. Elephant in the room. You got an elephant in the room that that, that, that represents franchising by the way, just franchising. That’s how we’re going to grow franchising and next one, the thrive time show. That’s what you’re listening to. That is the podcast. That’s the videos. That’s all the online education. That’s the conferences, books, the books, everything starts with the podcast and underneath that you have the online school, which is $19 a month, which gives you access to the workshops, the questions, the downloadables you have, the books, what’s next?

Then we coach the coaches because we have to teach the people. I can only coach a certain number of clients, so I coached the coaches. I don’t sell a certification program. You can’t pay me enough money to become a thrive time coach, but what you can do is you can be in our coaches meetings every single morning, every single morning at 6:00 AM, we have the meetings and what do we cover every morning, chuck in that meeting,

uh, everything that needs to be taught in a group scenario, so anything from a client’s problems that clients are having, a systems that we need to tweak or create within our program, just literally everything that we need to go over, we meet every single morning to knock that stuff out.

But you can’t pay us to become a coach. It’s like other programs, right? You can’t do it. It’s a, it’s a commitment to being in the room and learning the systems. Now, once you have a vision and a specific plan, to be a good boss, you have to have checklists. Why is that such a controversial idea? Because people hate check

bliss apparently clay and making the checklists and it’s, it’s, it’s. This is the only way to begin to duplicate yourself and remove yourself from the business. So if you want to begin to grow, you have to start writing out checklist so you can have other people doing the jobs is that

you’re doing steve current and I wanted to have you on. I don’t want to tap into your wisdom on this. Principle number four, the fourth variable you have to have in place if you’re going to keep good employees. Remember, good employees cannot work for bad bosses. So you are a bad boss currently if you don’t have these things in place. Step number four, you have to have a documented process in place. So let me give you example. You work with total lending concepts. So you guys process mortgages. Yup. How much paperwork? Just fire off some of the paperwork. I’m not asking for a pop quiz on every single one of them, but what is some of the paperwork involved in processing a mortgage tax returns? W Two’s insurance documents, bank statements, driver’s license, social security cards, check steps, check stubs. There’s a lot of that.

So you have to have a checklist of all the things you need because you couldn’t verbally communicate that enough times for anybody to ever learn it. You have to have a documented process. Oh yes. Now chip number five, and I see entrepreneurs hate this. Oh, they hate this type. I see it. Oh, you have to have to be a good boss. You have to have a consistent schedule. People cannot work for you if they don’t know when you’re coming, when you’re going, where you’re going to be, what’s going on if you’re the kind of. So when I go to the bathroom at the office is a true story. When I go to the bathroom and I leave during hours when I’m normally there, I will tell John, John, I’m heading to the restaurant right back. I tell them, you know why? Because I want him to know where the crap. I am serious. I wouldn’t know where I am. Nope. Even if you’re in the crapper I want us to know though, but I see bosses that just a radically leave. The buildings disappear for vast periods of time. Yeah. You have to have a consistent schedule. Shepherd freaks people out.

Well then everybody starts wandering and talking. What’s he doing? Where’s he at? Where’s she at? Well, why does she keep leaving during the other? Is there a problem? I think I went to the bar. They run out of money. What’s happening? And that just creates a terrible culture of people just running their mouths all the time.

You can just, Oh, I just, I don’t. I don’t know how to communicate that with enough.

Well, and then they want to start having a crazy schedule two and win. If everybody in your company has a weird, crazy schedule, nothing’s gonna. Get done.

Um, I could go off on a lot of tangents about this. I can give you a lot of specific examples, but I’ll just give you one. Marissa, Marissa Mayer, the famous former CEO, the CEO of Yahoo, who really had to come in there and fix things. That company was headed for just absolute disaster and she had to go in there and try to fix the sinking ship and do some things. She made everybody start working from the office or you were fired. You couldn’t work from home at night. I can say this, if you’re out there and you’re listening today and you have an employee team that works from home, you are the exception. If they get anything done, Marshall, how many times have you seen this where a client has reached out to us and they say, Hey, I’m trying to hold my team accountable, and we said, okay, great, and they say they largely work out of their houses.

They don’t have enough. We don’t work out of the office. We actually, they all work out of their homes. How do I get them to do things? Yeah, it’s a how do I get my team that works from home part time to be more productive? How do I get my contractors who work part time to be more productive and consistent to my contractors? Yeah. Well, step one, make them an actual employee, right? See, that’s what makes me different than the other guys in the top 20. I don’t get you. If you’re out there in the top 20 on itunes right now and you’re saying that you, because I hear it, I hear I’ve heard your podcast, people come up to me to conferences and tell them and they say, I heard though, it’s best to outsource and have all your people work from home for true life balance. If you can get your team to work effectively from home while their kids are running around the living room, distracting them while they’re trying to take people to soccer while they’re trying to manage their home while their TV’s on. I, I dad is. I get it. I’m going to take it a step further, a step further. If you have your employees at the office and you are the one that is at home, then it’s also going to be hard to hold them accountable.

That was

a low blow Marshall for such a tall guy.

This is where this is. This is where I just. Even the idea of some of these multilevels just blows my mind that the hilarity and the insanity of the idea. I’ve had people pitch me and they say, listen, I invested in these products. Oh my God, six months ago, the Aco a psyche, barry and I just want you to know it’s the ground level right now. You got to get in and this stuff has been independently tested in laboratories in England and what happened with is actually a non real dr in Switzerland, you know, and they’ll say, now what’s going on right now is this company is about ready to explode.

They’re gonna. They’re, they’re about to go public and you get pre IPO shares,

they’re going to go, they’re going to get huge there at critical mass. So what we need to do now, here’s the thing, it is, it is doubling month over month. It’s doubling. Well, here’s the thing, how could anything double month over month have you thought about ever? Have you ever had a job? How could a boss go from being an employee to a an effective manager within two weeks, how does somebody go from being an employee to an effective manager, let alone a regional manager, let alone the head of an entire large group of people. You can’t become a leader in two weeks. Are you kidding me? Wouldn’t be prudent. No, so it’s not possible. Now, the next thing you have to have in place here, if you want to grow, if you have to become a good boss again, because good employees will not work for a bad boss, you must be a source of wisdom. Chuck. You can’t be the kind of person that has no idea what’s going on.

Yeah, you can’t be just aloof running around all the time. What is aloof? A a loop. It’s something you scrub your back, Aloof. Don’t know. It’ll be a good boss. You can’t be aloof. A, yeah, you’ve got to help build people up. You’ve got to teach your team and mentor your team. Management is mentorships. You’ve got to be viewed as a source of wisdom to your team or they’re not going to follow you.

I can’t tell you how many times I’ve seen small business owners try to hire someone to make outbound sales calls when they themselves have never done it. They want to hire someone to make cold calls. Hypothetically. Theoretically what you can tell you how I did it when I built the DJ business and how I did it when I grew an insurance business, how I’ve done it when I’ve done commercial real estate with fears and Clark fears and Clark was the company. If you Google Clay Clark Kanbar properties, you can see this when I ran the oral Roberts University call center, you could see this. These are all documented examples. When I built DJ connection.com, when I built epic photos.com when I built make your life epic.com to be built eitr lounge.com. When I built these companies, when I helped todd, it Oxi fresh selling franchises. I actually get on the phone.

Yup. And I say, watch the laser show, and then I say, and not only is it a laser show, but it’s what is your show that you can do because it’s document like a process. So all you gotta do is hit the button. You just follow the system. Because I have the script written out. Every every word I’m going to say I’m going to now do you see? So you have to be a source of wisdom. You see a leader knows the way, right? Put these show the way, right? And they go the way you can have a system that you personally will not follow.

Oh, that’s a big one. Now,

step seven, you must be a source of accountability. Nobody wants to work for a boss. That’s their friend. It’s not going to happen. There has never been a time where people have become best friends with her boss. It’s not going to happen. It will not happen. People don’t need another friend. They need a boss. People don’t need another friend. They needed dad. Good serious man. Quit pal. And with your employees, create some distance, baby. It’s you by yourself. And then there’s them and you can, they can respect you, you can get along, but you don’t want to become their friends. They can. This is the problem with business coaching. This is, this is the whole deal about coaching. People want to become my buddy, which is cool. I don’t mind being someone’s friend, but the moment that you won’t listen to what needs to be done because we’re friends and the moment I have to think about your feelings more than actually helping you grow your business. It doesn’t work. You have. You can’t. The military would not work if everyone was best friends with their drill sergeant chuck. You have to be right. You have to be a source of accounting.

That makes leads me to the point I was thinking about is therefore you have to be able to hold yourself accountable because nobody else will, and if you’re demanding accountability from your team, but they see you missing deadlines, showing up late, not doing what’s on your to do list than they are not going to do the same thing. It’s terrible. Culture, little familiarity. This is what it’s called. People get too familiar. That’s why I wouldn’t shut brand. I think when you told me when you were in your parents’ construction company, everybody called you big Papi. That’s right. Because they’re like, you know, you don’t want to give too familiar. That’s big Papi over there. That’s right. That’s the boss. I want to ask something like that.

I want to, I want to make sure that you, uh, get this idea or next principles. We’re talking about the importance of being a good boss because again, people, good employees will not work for a bad boss. And for the next five shows I am definitely going to intake the employee side of the argument. Even though I am an employer, I am going to take the employee side of the argument. I remember working at target. I never, I remember that my boss was not a source of wisdom and he was never ever, ever consistent. So we would have our team meetings that start at 8:00 AM and he would usually start between 8:30 and nine if we ever had. And He loved to call in during the meetings every time he loved to call it, so we’d be on like a speaker phone listening to a boss 30 minutes after our meeting was supposed to start.

He never, ever, ever could sell anything. And he was super lazy, always sitting down, never standing up behind the counter. And then he would say, now guys, I want to have a culture of discipline. Whatever, dude, whatever. I mean, you gotta know the way. Show the liver. You have to go with the way. Right now. I’m going to read some notable quotables to you, Mr. Listener, about accountability from an author who I do respect. And a guy who, I think his podcast is very, um, very good. Uh, he’s a guy who’s a very intense, um, he’s a guy that has served in the military and he’s a guy that I’m just sorta, when he speaks, it’s intense. It’s, uh, it’s intense what he says. And everything that he says is based on somebody who has actually lived the life that he’s talking about. This is a guy who has served in the military.

And I think if you, um, if you’ve served in the military and you know what it likes and you know what it’s like to live under a culture of discipline, then this will relate. You can relate to this. I’ve never served in the military because frankly I’m too scared. Um, and uh, I think that I have mad respect for the people who serve in the military because I would be too afraid to do this. But this guy, his name is Jocko Jocko. Alright. He has a podcast. He wrote a book, he wrote a book called discipline equals freedom and I’ll put a link to his book and his podcast on the show notes so you can learn more about this guy. But this is what he says. He says, first off he says, don’t expect to be motivated everyday to get out there and make things happen.

You won’t be, don’t count on motivation. Count on discipline. So a discipline, Marshall is doing what you know to do even when you don’t feel like it being consistent. Can you talk about that? Doing what you’re supposed to do, even when you don’t feel like it. Marsha, well, we talked about it on one of the previous podcasts that there’s going to be plenty of excuses. There’s gonna be plenty of days where you don’t have to like come into work if you have the employee mindset, if that is your bias, if that is the bias toward if that is the dysfunction dysfunction that you were biased towards is taking off the day before Labor Day or the day after Labor Day or the day before, Columbus Day or Columbus Day, or a few, taking off all these days. That is not a discipline to get done what needs to get done, but being disciplined is execution.

Being able to say, I’m going to do this and achieving that, getting that done in order for the greater goal, and when you do that and you do that consistently over time, you build a reputation of discipline. It’s not like a one time event. You don’t do something one time and say, wow, that guy is pretty disciplined. He did that once, you know, Jocko, this guy was a retired navy seal, right. So he served in Iraq. Um, he was a commander of a seal of a seal team. Uh, can you talk about some intense dudes? Just go watch a Netflix special about the navy seals and your mind will be blown. Uh, this guy has received a silver star and a bronze star. Basically, this guy in combat situations has shown extreme valor. Okay? So this is what he says. He says, don’t let your mind control you.

Control your mind. Oh, so a, the best example I can give you is if you’re a and you see an attractive female walk by, you can decide whether to look twice. So the first time they want woman walks by, typically a men have a kind of a wandering eye, kind of an appreciation for the planet and we go, what? But then, but then if you look back the second time, that’s where you’re, you’re, you’re being controlled by your mind. You’re not in control of your mind. The next notable quotable, I love this one chap, he says, stop researching every aspect of it and reading all about it and debating the pros of cons of it and start doing it.

Ah, don’t suffer from paralysis by analysis. So many people, so many people. What we do is we just want to learn more, learn more. I got to read more or almost almost ready to launch next month. Here we go. That’s what you gotta do.

You got to write down your vision today for your business. You got to write down your specific plan. You got to get those checklists made, and if you’re staring at a blank sheet of paper, you don’t know how to start a checklist. Then invest the crazy $19 a month. Get yourself a free yourself, a ticket to a workshop and to get access to all the downloadables. I mean does he and I have over $300,000 of proven legal documents and checklists and systems we paid money to create all up there for you for just $19 a month. Plus get it done. Get those documented processes made. Create a consistent schedule today. Get out the calendar and do it today. Block out time in your schedule every day. Put it on the calendar for learning. Therefore, you will become a source of wisdom. Then you must become a source of accountability.

You know who in your office right now to think about who in your office right now is running around with a hall pass. They’re not accountable for anything. It could be your son, it could be your daughter, it could be your manager, it. There’s somebody in your office that’s destroying your culture because you’re not holding them accountable. All right? Step number eight, you must be a source of stability and discipline. We talked about this, but if you’re not stable, if you’re erratic, it’s not going to work for you. So ask yourself today, what areas can I become more stable? Mood. Number nine, you must have actual teammates and employees and not just mercenary contractors. Marshall, why do you have to have actual employees and teammates and not mercenary

contractors? Will. The thing about mercenaries is whether this is a client or this is a, uh, an employee or a contractor. They’re going to jump ship at the first sign of trouble or the better offer of a different deal, and so when you have teammates they’re in with you and they have the shared vision and they’re going to work towards the common goal, but these mercenaries, they’re just hired guns. You’re just going to work with them for a short period of time until they have a better thing to come along. It’s like the difference between like a well trained well staff, Navy battleship, and then just some kind of pirate ship out there going crazy. Right.

I agree. I agree with that. I think there’s a lot of business owners out there that you’re saying, well, clay, I manage my team. Well listen, listen homie. I’ve had employees for a long time, but they cost more. Oh really? How much does it cost you to have people that don’t show up to work? Right? So make them employees. Yeah, but managing employees in my states. Difficult. Welcome to my state. Any state. Well, let me walk you through the process of hiring. An employee will come to business. You got to fill out these pesky forms and send them to the government. They’re going to file unemployment. You have to have a noncompete document. You have to have. There’s a lot of documents have to have. You have to have a writeup policy. You have to have a handbook. You have to have all that, but that is so much easier than having a a team of mercenary contractors.

Now move number 10, and by the way, quit outsourcing. Quit outsourcing your personal assistant job to some guy in India. Stopped doing that. Somebody out there is doing this. What? I have a personal attendant. There are only seven bucks an hour. It’s amazing, right? What kind of culture you build with that guy? Okay, so how can we still all my files? Because he’s in India. You’re paying them $7 a day. Come on, man, quit. Quit, quit making read. I just outsource everything I haven’t had that. He controls everything. Get out of here. Okay, well what they told me on the whatever podcast, because that guy doesn’t have any employees.

He doesn’t have any employees. His entire job consists of hopping on a podcast and telling you what to do. He doesn’t derive an income from any other source other than his podcast, and because his podcast tells you what you want to hear, like you can outsource your life then then he makes more money because he has more subscribers. Oh Man. Just think about this. Real people don’t want to hear a podcast about reality. Okay? Step 10, you must go above and beyond for your team if you expect them to do it for you. So I’m going to now queue up an audio interview from one of our employees and you can hear what they say about what it’s like to work in our office. This is going to be an employee interview with. Oh, we’re going to go with, uh, let’s do an employee interview with Manna first.

We’ll go with manna first and then we’re going to do with a matt second. So man is first and then matt second. And as we’re listening to their hazard, as they’re describing what it’s like to work here, I would like for you to take note of what they’re saying and the things that we do on a daily basis to create that reaction. So now that any further ado, Manna explains to you what it’s like to work for me. And a quick note here, this was recorded at an actual conference. And so I guess we had the conference on the same day. These were recorded. So in the background you’re going to hear some conference background noise.

Yeah. My name

is Natalie and I am an assistant manager at our broken down shot. My experience working for the thrive time show would be lots of energy, lots of mentorship, and no room for low standards. Working at the thrive time show is different from other jobs in that you have a lot of energy around you. You are constantly working to do better and be better than your best. And there’s no. There’s always room for improvement. There’s no room to go down the atmosphere at the thrive time show offices. It’s like going into a circus, a highly productive motivating circus. The most challenging part about working at thrive is you’re surrounded by other a players. So it’s not just you as an a player, you, you’re always trying to find a way to be better than your best and then better than everyone else’s best. The biggest thing I’ve learned working with the thrive time show would be to have goals for yourself and how important it is, um, to write those goals down and to make them as unambiguous as possible, have set goals for yourself because you’re always going somewhere.

The overall culture and decor of the thrive time show office you like an industrial edisonian thrown it together, making it ourselves diy type of look. The difference between the people who hate working at thrive time show and those who love it would be those who love it are looking to constantly grow and improve. And they’re not afraid to be held accountable and not to be not afraid to be told, hey, that was great. You can do this better. Do it better. Um, so really, if you don’t, you hate being held accountable. And you hate growing, hate doing better. You just want to sit down and do nothing all day. Don’t work here. From my professional perspective, my favorite aspect of working here at the thrive time show would be the high level of excellence required of me. Um, and the constant push to move forward and grow.

Um, I never feel like I’m going stale or I’m going backwards. I know that I’m being a better me and I’m helping those around me better than describing to a friend working at the thrive time show, I would say it is a highly energetic, fast paced moving circus, highly productive sense. But it’s like there’s so many. It’s like a moving puzzle. It’s like a well oiled machine just moving forward. But the pieces are managing themselves. Clay’s personality to someone who’s not around him every day. He’s constantly finding ways to encourage you and make you laugh. But also he’s not gonna pull any punches. He’s always going to be honest and blunt with you. My biggest highlight working at thrive time show would be surrounded by other diligent doers in that you can go anywhere, um, that you set your mind to as long as you’re diligent and consistent.

Man, I talked about a lot to say about her experiences working in our company, specifically at the thrive time show and elephant in the room with the men’s grooming lounge. Yes. Break down what she said and what caused her to experience to have that kind of experience.

The big, big takeaway that I, that I got from there is that she’s really enjoys the high energy, the mentorship, the high standards. Um, the fact that there is an intentional atmosphere. All of these things are not on accident. Everything that she talks about is something that you have instilled in all of the leadership and you have personally put into the company. And that’s what makes people like to work there. She talks about how she’s constantly surrounded by a players. So not only does she have to be better than herself, she has to be better than all of the other awesome people there. And that really elevates people. And then lastly, um, she really hit home on how you’re there to mentor people, clay, but you’re also there to hold them accountable and so it’s a fun place to work and you can bring that knowledge to people. But when it’s time to be blunt, as she said, you have no problem with that either.

Marshall, I heard her talk about how she liked working in an office where there are other a players and I can’t, I, I, maybe I’m filling to explain this effectively, but if you have a jerk who works for you, but they’re skilled, that’s a problem. If you’re hiring for skill over character, that’s a problem. If there’s a mopey person in your office, that’s an issue. So I want to get your take on this and also get Steve’s take on this because we’ve all worked in an environment where we have somebody working there who absolutely kills every everything. So I don’t care how. I mean this is the checklist for if you’re listening today, you gotTa have you gotta be intentional about the sights, the sounds, the smells, the ongoing career paths. There’s a lot you have to do there, but one person can kill the whole atmosphere.

So Marshall, let’s go. Let’s go with you. Why is it so important that if anybody’s listening today that they pull the weeds and get rid of captain sarcasm, know if they’re currently employed employing them. So there’s a quote by Guy Kawasaki and he worked with Steve Jobs at apple and he, uh, he used to talk about a players in hiring a players, but he says that a players like to play with other, a players, they are elitists. They want the best, they want to be held accountable. They also like to have fun, but they’re the most accountable. But B players, they hire c players in order to appear better. Let me give you an example about a b player that happened. This was probably about three years ago. Steve and I wanna get your take on this, but I really struggle with like holidays where if we get together with large, if the extended families there, which is why I just don’t do it anymore, I just don’t go, but will happen is there was somebody who was a family member who every single time, I’m not kidding you, we can be talking, Steve, having a very upbeat conversation.

You know about what football game are we going to watch tomorrow for Thanksgiving or who’s playing tomorrow or what kind of pies are we going to make or do you guys all want to go for a big family walked and we want to go see a movie. A lot of people wanna see movies on Thanksgiving or the day after. We’re having a very positive conversation. You’re seeing the cousins. They’re all coming back from college. It’s a good atmosphere in this person would sit down every time, Steve, and this is what they would do every time they’d say. So, Steve, how are you? I’m great. Hey, it’s, it’s a shame. Uh, did you hear? What? Did you hear? What happened to Uncle Kevin? No, I haven’t. Well, what happened to call Kevin? Uncle Kevin. Uh, uh, he, uh, he left, he left his wife there. That’s why I couldn’t be here.

And a rumor has it. I mean, I’m gonna be praying for him. I’m going to be praying for him and I just want to tell you so you can be praying for him. But uh, he looks like he left. His wife, had no money either ran off, left her without anything. It’s a sad what’s, why did they couldn’t be here today? You don’t know, just wanted to let you know, just uh, and they. And they would just do that. Yeah. Every time. And then once we move past that, then they go, Steve on. Do you hear about Carl? No. Tell me though. What happened to Carl? His livers going out. Oh yeah, he’s got to live or he’s got stage two cancer. It looks like. Are you going to be prayed for him? Uh, yeah. I, I wanted to tell you, uh, it’s, it’s, it’s bad. Uh, and hey, did you hear about Iran? And you constantly are recovering negative thing and it killed them. Mojo every time

they kill it because here’s what I do. When that happens, I leave. That’s what kills the Mojo. Everybody that’s not like that leaves and then you’ve got a bunch of negative Nancys. Just so Steve, I want you to to speak life over a business owner out there who has somebody working for them right now, who’s killing the Mojo? What’s the move?

The move is to interview every single week and have people shadow every single week because it will deliver you from that place in your life where you feel like you’re. You’re dependent upon that. Even though they’re negative, they do a job and you don’t want to do the job and you don’t have someone else to do the job that way. You like keep them around a save yourself. The pain and what you should be doing is actively looking for new talent all the time and that one. That way when you develop that, because that’ll happen, they’re not always negative. Just one day their true colors show up and they become that person and then you. You can replace him, but what most people do is they’re scared that if I have to fire this person that either I’m going to have to do their job or no one’s going to do their job and then my business is going to suffer as a result of it, and so they don’t do anything and they let that cancer just grow and grow and grow and grow in their business.

So thrive nation. We’re doing a six part series here, a six part series on how to manage employees effectively. Now in our next series, our next, our next part on part two, we’re going to be teaching you why meant by management is mentorship. Now Chuck you at a hot take. Before we wrap up, I was just thinking about it as we were going over this and just like with your clients, we talk about how over delivering is the most selfish thing you can do, right? Because that leads to referrals and it leads to more business. The exact same principle works with your team members. When you over deliver with those team members. It’s also one of the most selfish things you can do because now they’re going to have more buy and they’re going to work harder and they’re going to push to get the company to where you’re trying. Take it thrive

nation. On our next podcast where we talking about employee management one-on-one, why management is mentorship. If you’ve ever struggled to manage people, you do not want to miss out on that podcast. Now, without any further ado, three, two, one.

I promised I would play the audio of Matt’s experience working at the thrive time show miracle man, and so we got to sneak that in. So I realized this breaks podcast etiquette. We’ll go ahead. I want you. I want all the thrivers to hear yet another example of somebody who loves their job and who we love working with them. They love working here. We love working with them. It’s a copacetic, ongoing, sustainable relationship that gets better over time. They love their job and we love them. It’s awesome. It’s awesome, and this guy got his job with us by offering to come work for free. He listened to the podcast. He showed up and if you’re out there listening right now and you want to come work here, just show up. There you go. Wednesday night at five baby, we have a group interview at the Jinx riverwalk office. Every single Wednesday night. Be Resourceful. Find us just show up. I can’t say for sure where they’re going to hire you or not. You have to have some skills and be coachable. But Matt was both of those things and so we actually created a job just for him to. Here we go.

My name is Matthew Elliot and uh, I’m a Swiss army knife. I go wherever they tell me to do and do whatever they tell me to do. So if that means search engine optimization for clients are making sales costs for the team, that’s what I do. My experience working at thrive time show has been a unique, to say the least. The closest thing that I could even compare it to in my life would be like a summer Canberra. Everybody’s here to just work hard and play hard and just get the job done. We’re all headed toward the same goal as a company and it’s just amazing to behold the thrive time show is different from other jobs and that everybody who is here is actually here to work. There’s nobody here who’s just here for a paycheck or just here to slack off or let somebody else carry the load.

We’re all doing our part and that’s what’s really in my mind, separated it from the jobs I’ve had in the past where somebody is always standing on the sidelines watching everything take place. The atmosphere at the thrive time show office is energizing to say the least between the, the music playing overhead or the constant cheering or the, uh, you know, the winds that were banging the gong for or really just everything that is involved. Uh, it’s all just combined to bring energy to everybody who’s there. The most challenging part of working at thrive would probably be the, the patients that I have to have as somebody who wants to own my own business and start my own company to being able to understand that right now I’m learning how to do it and I’m making them money so that I can put that toward. But right now, you know, it’s just the, the seasonal beets being patient while it all comes together.

Biggest thing I’ve learned from working at thrive is that being a business owner isn’t as far fetched of an idea as I thought, and the fact that I dropped out of college isn’t as big as the limiting factors. I thought either a, the world literally is at my fingertips and all have to do is go and take it. The culture and the overall decor, I’d probably have to describe it as a crock pot of inspiration. Uh, just like your grandma takes all this great stuff and throws it into a pot and you’re not sure what she’s doing, but at the end of the day it’s like, oh my gosh, this is the most amazing thing I’ve ever seen. I think that people hate working at thrive because they’re not used to being held to a standard of excellence. Uh, here at thrive, you know, if we’re going to do something and we’re going to do it right and we’re going to do it right the first time, you know, touch it once and get it done.

Um, and I think that’s also why some people love working at thrive because they’re here to when they’re here, to be able to show off their skills and really be paid for what they do. My favorite aspect of working at thrive is probably just the constant fire hose of knowledge and wisdom that comes from the leadership here. Whether it be directly from clay or from one of the coaches or just somebody who’s been there a little bit longer than than I have. There’s always somebody just dropping a knowledge bomb on me to help me get to that next level. I’d say, come here to work. You know, if you’re. If you’re wanting to have a job where you’re going to be paid for what you do and your skills really are going to help you shine and you’re wanting to stand out from the crowd.

Thrive time show is a place for you to go, but if you’re the kind of person that really isn’t ready, just buckle down and get it done. You’re not going to like it here. Clay’s personality is intentionally caring and funny and just why is like, for example, he, him and another guy just, I’m sending out the bar and they sandwich made between them and a hug and I was like, what are you doing? He’s like, it’s funny. It was like, all right. I mean, what boss does that? What boss? Josie, that he actually cares. One of my highlights immediately, the first thing that comes to mind is that one of our clients parks or antique cars in the office, and, uh, they let me ride in it as they go through and I’m a huge car guy. And so it was just like, oh my gosh, this is a dream come true to get to sit and a Ford model t in a really old 1950 plymouth. It was just amazing.

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