Vanessa Druskat | THE EMOTIONALLY INTELLIGENT TEAM (Harvard Business Review) | The Fortune 500 And Fortune Global 500 Consultant, Vanessa Druskat Teaches How Get Your Team to Perform at a High Level

Audio Transcription

Transcribed with Cockatoo

(Speaker 10)
I’m gonna be honest with you guys, we’re not executing. We’re not getting things done. Alright, so I went to the library, I found this. It’s a seminar on how to execute. I think it’s gonna help you guys a lot. So take some notes, pay attention.

(Speaker 10)
Alright, here we go.

(Speaker 38)
♪ Hey Jeffrey, are you okay? You look frustrated.

(Speaker 10)
It’s just so hard to get things done, especially in the workplace.

(Speaker 38)
Ugh, tell me about it.

(Speaker 10)
Alright, guys I’ve been to the mountaintop and I got something to say, all right? I’m unveiling the new long-term profit goal. Are you guys ready for this? Drum roll, please. This is gonna blow your mind, okay?

(Speaker 10)
This is what we’re gonna do.

(Speaker 37)
This is good. $30 million? There’s only two of us.

(Speaker 36)
We made 63,000 in gross sales last year. That’s everything.

(Speaker 10)
Okay, look, I’m a visionary. Okay, what you’re witnessing right here, this is leadership. I’m looking at where we’re gonna be 20, 30, 40, 50 years from now. Did Henry Fonda, when he invented the Model T, were they sitting around going,

(Speaker 10)
how are we gonna build this car? No, okay? They got their hands dirty, they grabbed the bull by the horns, and then they killed it.

(Speaker 36)
Okay, so what’s the plan?

(Speaker 10)
Step one, okay? We’re going to maximize efficiency. Number two, write this down. Number two. Step two. Step three. Emulsification.

(Speaker 10)
Listen, you guys follow those steps, we’re gonna hit our goal by the winter of 2032. Okay, what an incredible Christmas that’ll be. All right, so you guys know what you’re doing?

(Speaker 35)
No.

(Speaker 10)
Awesome, all right, I’m gonna hit the links.

(Speaker 34)
Ooh, daddy likes. You guys know what you’re doing? No. Awesome. Alright, I’m gonna hit the links. Ooh!

(Speaker 33)
Daddy likes.

(Speaker 8)
Some shows don’t need a celebrity narrator to introduce the show. But this show does. In a world filled with endless opportunities, why would two men who have built 13 multi-million dollar businesses altruistically invest five hours per day to teach you the best practice business systems and moves that you can use because they believe in you and they have a lot of time on their hands.

(Speaker 8)
They started from the bottom now they’re here. It’s the Thrive Time Show starring the former US Small Business Administration’s Entrepreneur of the Year, Clay Clark, and the entrepreneur trapped inside an optometrist’s body, Dr. Robert Zunich.

(Speaker 4)
Two men, eight kids, co-created by two different women, 13 multimmillion dollar businesses. I break down the books, the seeds bring in some wisdom and the good roots. As the father of five, that’s why I’m alive. So if you see my wife and kids, please tell them hi. It’s the C and Z up on your radio. And now 3, 2, 1, here we go! We started from the bottom, now we here. We started from the, I know many of you watching today’s show, you are business owners. Oh yes, you are. Which means that you’re all about practical, tactical implementation.

(Speaker 4)
That’s the conversation that you want to have. However, there’s somebody out there watching today’s show, and you’re kind of a researcher. Maybe you fall into the category of academic, or maybe you’ve done a little bit of academia and a little bit of application, but today’s guest comes from the world where she’s done over a decade, decades of rigorous research in the world of academia, but she’s also been working with some of America’s biggest companies, some of the world’s largest companies,

(Speaker 4)
to help them implement her findings. And now without any further ado, Vanessa, welcome onto the Thrive Time Show. How are you?

(Speaker 3)
I’m great. Thank you so much for having me.

(Speaker 4)
So first controversy I want to deal with, there’s probably half the audience is going to mispronounce your last name. What is the correct pronunciation of your last name so we can settle that? You bet. It’s Druscat. And it’s my husband’s last name, so however you want to pronounce it is fine. Well, we won’t spend too much time on this on your back, but I want the listeners to really be able to dial in and really understand why what you’re sharing is so profound.

(Speaker 2)
Kind of walk us through your academic background, previous to being on today’s show. Sure.

(Speaker 3)
I have three degrees in psychology. The first one was just general psychology with a business minor. Then I went on to get a master’s degree in organizational psychology. So I was, again, focusing in on the combo of business and organizations and psychology. And the last one is social psychology. I combined, I did some of my work at the business school,

(Speaker 3)
some of my work in the psychology department. And so I’ve always been unique in my combo there. That’s my background. I did eight years of graduate school altogether and I learned a lot from the books, but not everything. eight years of graduate school altogether and and you know it’s I learned a lot from the books but not everything I had to get on to the real

(Speaker 4)
world to learn even more. Now shifting gears when it comes to applying the findings in your research could you share with us about maybe a handful of the companies that you’ve worked with over the years? Yeah you know most of my

(Speaker 3)
companies I sign agreements to say I won’t share. One company, Johnson & Johnson Pharmaceuticals, I can only tell you that I’ve worked in banking, I’ve worked in oil and gas industry, I’ve worked in financial services, hospitals, but I’m not, you know, I sign these agreements that say I won’t mention anything. And since I tell stories, I don’t want anything. I’m sorry for your listeners, but I’ll tell you that there, I’ve worked at the highest

(Speaker 3)
levels and I’ve worked at the lower, lowest levels. I’ve worked in manufacturing teams and leadership teams, including the CEOs.

(Speaker 4)
That’s fair. Okay. The interrogation will now stop. So I got to ask you here, you’ve written this book about the emotionally intelligent team. Unfortunately, if you’re watching today’s show and you’ve been unable to get your team on the same page, you know that you can’t really make the dream

(Speaker 4)
work without the teamwork. And most teams by default are dysfunctional. There’s somebody who won’t talk to somebody in the workplace because they feel like they got slighted. There’s somebody who feels like they’re not involved in meetings, so they don’t pay attention.

(Speaker 4)
There’s somebody who comes to the meeting who’s yawning at the meetings. There’s someone who shows up late to the meetings. There’s somebody who’s underperforming, somebody who’s overperforming. There’s a lot of personalities there. Talk to us about where teams get it wrong by default? OK, great question.

(Speaker 3)
Teams get it wrong by thinking that it’s about personalities and not about norms and culture. So let me define that for you. So no behavior is random. We all behave within a boundary, a set of expectations. So if yawning’s OK, if being selfish is okay,

(Speaker 3)
if being rude is okay, then people will do that. And so again, no behavior is random. And so my research has not been about personalities in teams. It’s been about the context, the culture, the norms, expectations, habits, routines.

(Speaker 3)
Let me give you an example. In some teams, people greet one another in a friendly way when they walk in into the meeting. In some teams, they don’t greet one another. They open up their computers or they pick up their phones and they start doing whatever they’re doing

(Speaker 32)
because they’re distracted.

(Speaker 3)
That’s a norm. I talk to leaders. I’ve been studying leaders and teams and organizations for 30 years. I go from team to team to team doing the exact same task. And the norms, which are basically rooted in, you know,

(Speaker 3)
the way the leader wanna works and with a high status, people who are seasoned, people who’ve been around for a while get looked at. We look at them and we say, how are we supposed to behave here? What’s acceptable? And that’s how people behave.

(Speaker 3)
People look to the left, look to the right, and that’s how they behave in the team.

(Speaker 4)
So I think when I hear what you’re saying, and I’m listening, and I take notes here, one of the clients I’ve had the pleasure to work with over the years happens to be a professional sports team. Some of these athletes are making a million dollars a week. Some of them are making $500,000 a week.

(Speaker 4)
These are weekly incomes, they’re massive numbers. Some of the athletes are making $200,000 a year, which is again an incredible amount of money. You have all the different income levels represented there. Then you have the pride, you have the ego. So let’s start with a big theoretical thing

(Speaker 4)
like a professional sports team. If you were sitting down with a pro sports team where they got all the best athletes on the team, but they’re not winning games, how would you start to get this team to perform at a high level?

(Speaker 3)
Hey, first of all, I would talk to them about the values and the norms that I want to see in the room. So I would talk about respect. I would talk about looking people in the eye when they’re talking. I would not treat some people as more special than others. They already know that.

(Speaker 3)
They know who’s making the big bucks. But what we need is everyone’s best effort on this team. And what we want, what we care about, is the way they interact together. Teamwork is not about one-on-one interactions. It’s about the magic that happens in the between among the people on the team. And so what you have to do is set expectations. Certain behavior is unacceptable. Take something as simple as showing up late, right? Or putting in hard effort. Everyone’s gonna do that here. This is the norm we’re gonna agree

(Speaker 3)
to. How we’re gonna treat one another. The way we’re going to be, who gets heard, who gets listened to, who gets to argue with the coach, who doesn’t. Everything has to be fair. We are wired. We are wired to attend to whether or not things are fair. And if we don’t feel they’re fair, we back off a little and you never want

(Speaker 3)
anyone backing off in your sports team.

(Speaker 4)
Now, your book, The Emotionally Intelligent Team, you break down far more than these three specific areas I want to dial in. But for the sake of time, I want to get into these three areas. And again, folks, the book, you’re going to get into a lot more than just these three areas.

(Speaker 4)
But step number one I want to get into is you’ve got to build workplace camaraderie. Now, again, just to be super clear, I love what I do. And the people that I work with love what I do, or they wouldn’t work here. And what do we do? We help businesses grow.

(Speaker 4)
That’s what we’ve been doing for 20 years. And people come into my office now and say, man, Clay, your people are kind of funny. And it’s because we have you’re working in a comedy club. However, one of my clients, very successful law firm I work with, when you go there, you kind of feel like you’re working in an academic setting, kind of a library almost. There’s a lot of deep work going on.

(Speaker 4)
People are respectful, but there’s a little different energy. I think everybody watching today’s show, you can set the culture in your organization, but no matter what organization it is, you’ve got to build that camaraderie. Could you talk about camaraderie, how to build camaraderie, and why we need to build camaraderie

(Speaker 2)
in the workplace?

(Speaker 3)
Yes, absolutely. Let me also just mention that in that law firm, you don’t necessarily not have camaraderie. Although we’ll talk about something special about lawyers in a minute, which starts from their grooming when they’re ranked. I don’t know if you’re aware of what happens in law school, but they rank one another.

(Speaker 3)
So they have that sort of mentality that you gotta get over.

(Speaker 31)
You gotta get over that.

(Speaker 3)
Okay, camaraderie. Camaraderie starts by getting to know one another. There’s no way to build trust other than through, who are you? What do you care about? What makes you unique?

(Speaker 3)
What do you do in your spare time? What do you like most about the job? What do you like least? What do you want most from this team? How are you different than other folks here? What keeps you up at night?

(Speaker 3)
What are you most excited about? All those things help us piece together a picture of who we’re working with. So I want to come back to a sports team or a group of musicians metaphor here. You kind of need to know how to pass it to a certain person. Or you need to know how someone, you know, your flautist or your piccolo is going to

(Speaker 3)
go a little higher than usual. You can expect what they’re going to do and you can adapt to that. You’re looking for that kind of knowledge about one another. The only way out is through and that’s by taking the time. I recommend doing it in short bursts. You don’t have to have big, long, go out and climb trees together and mountains and swing

(Speaker 3)
on ropes or anything like that. But you do need to have regular get to know you sessions. That’s the first thing. Second, I can keep going. Let me stop and see if you have a follow up on that.

(Speaker 4)
No, this is big. And I think there’s somebody out there watching today’s show and you have a dysfunctional team and you know you do. And you are saying, how can I get my team to all go in the same direction? How can I get my team to perform more? Because again, if you’re a muffler shopper, you’re a dentist, you’re a doctor, you’re a lawyer, no matter what business you’re in right now, I’m telling you, you can’t make the dream work unless you make the team work.

(Speaker 4)
That’s why I’m so thrilled to have you on the show.

(Speaker 30)
Back to you.

(Speaker 3)
Okay, back to me. So let me tell you why you need camaraderie, because there’s information beneath this. If you understand why you need that, then it makes it a little easier to build it. We have a certain set of social needs that are innate. You know, we evolved, our ancestors lived in small tribes and communities, we evolved to work together in groups, okay, and because of that, we have innate needs.

(Speaker 3)
And when they’re not met, we behave badly. The number one need we have is to belong, to be treated like we belong. All right. That involves feeling known and understood, valued for what you bring that’s unique. I would imagine in your office, Clay, that everyone brings in some different skill

(Speaker 3)
and that if they know they’re valued, they know they belong. If they know they’re known, they know that skill is known, they begin to feel like they belong. The other piece of that,

(Speaker 3)
they have to have some sense of control in that environment. Belonging requires a sense of control. So coming back to being known and building camaraderie. Camaraderie emerges so much easier if you take the stress out of people assessing people’s nonverbal behaviors. Because every interaction involves an exchange of emotion. And you channel to me whether or not you respect me, whether you value me, et cetera, in all of our interactions. And so if I don’t feel like I belong,

(Speaker 3)
if you don’t check that box, at least periodically, I am assessing to see whether I’m in or out. I am assessing to see who’s the favorite child and who’s out, right? Coming back to the sports team you talked about, the high payers, are they treated better than other folks, right? And so we want to be treated, we understand, we know they’re paid more, we know they’re better than us, they have more experience or what have you, their skills

(Speaker 3)
are different. But what we want is a fair shot. We want to be known so that our skills can be utilized and we can give it our best shot. But in so many teams that does not happen. In most teams we waste talent because people are reticent. They don’t, they’re fearful about whether they’re in or out. Let me stop there and let you

(Speaker 4)
This is really good. And I again I just give you I’m give listeners an example Just kind of hammering home that what you’re saying is true and it’s accurate, you know we had an employee on our team today who just bought a new house and Buying their house has nothing to do with what we do. There’s no Correlation, but the new employee came in today and this is before the first, before we started the workday and I heard this person talking and said, Hey, I got my new house and the friend says, let me see it. And there’s

(Speaker 4)
a four or five employees talking about the new house. And so I know that in order to make again, the dream work, we have to have teamwork. I said, Hey, can I see the house? And they were so excited to show the new house and talk about the new house. And then one of the coworkers had helped them get furniture for their new house. These are all things that were happening.

(Speaker 4)
And, you know, could we do it better? Yes, but again, there was a camaraderie there. And I noticed that these employees that are friends and connect, they are sprinting to the workplace because they want to meet each other at the workplace. Now step number two I want to talk about from your book, The Emotionally Intelligent Team, is we’ve got to do this consistent assessment thing, learning to advance together through consistent assessment.

(Speaker 4)
I think a lot of business owners by default were very busy and we might say, you know, hey, Vanessa, can I talk to you? You say, sure, Clark. And I go, Clay. And you say, because we don’t really know each other. You maybe don’t know my name.

(Speaker 4)
I don’t know your name. I haven’t seen you in a quarter. And you say, sure, Mark. And I’m like, it’s Clark. And I’m like, hey, can we meet Veronica? And you’re like, it’s Clay. So we get each other’s names wrong. And then we sit in a room, and I’m

(Speaker 4)
supposed to give you a quarterly review. And that is not effective. It’s demeaning. It’s not helpful. It’s not empowering. But it’s what happens by default. It’s

(Speaker 4)
somebody out there who feels like they need to do an assessment. But what you’re teaching is about consistent assessment adaptation. adaptation, talk to us about consistent assessment, and the place for that in a productive workplace where teams are actually not being dysfunctional.

(Speaker 3)
Yes. Okay. I just have one small need to go back to what you said earlier, which was about your workplace and how people want to get together and are looking forward to one another. You know, that sounds ideal, frankly. I’d love to belong to a workplace like that. But not everyone needs that.

(Speaker 3)
Not everyone needs to be able to talk about issues outside of work. You can talk about issues inside. Now, bringing that back to the assessment, if you feel known and understood, you’re more likely to contribute to that assessment. So the first thing you have to do is build that camaraderie. Camaraderie is a baseline, because without it, I’m always wondering whether I’m in or out.

(Speaker 3)
I’m wondering how I said something, if I should say something, etc. What you want is an assessment that includes everyone. So we actually have two norms, one of which is what we call a team review, a constant assessment. I’ll come back to that in a second. The second one is what we call supporting expression during that assessment. We want to hear all voices. We want to constantly remind people that any opinion, any idea, anything matters, we want to hear it.

(Speaker 3)
Because team members often don’t speak up they’re often afraid to be labeled etc and it’s the younger ones the weaker ones the newer ones that are most afraid and I gotta tell you research has said over and over that their contributions matter and I’ve seen teams turn around when you change norms so So you get into the team, and at first, those are quiet people. You have, what’s the word I’m thinking of?

(Speaker 3)
Some people speak, some people don’t. Some people, you know, it’s very unequal in terms of who speaks. What you really want is an open assessment that includes questions and ideas, okay? So what this does is it puts everyone on the same page.

(Speaker 3)
And I’m gonna say one more thing about belonging. I know I belong when you include me in your assessments and my views matter. So that we create a shared understanding of what we’re good at, what we need to get better at,

(Speaker 3)
and what the future holds for us. And so that is something everyone wants to know. They need to check it, double check it. Everything’s a moving target these days. You know with your team, Clay, that everything, you do one thing one day, it’s going to change on the fly for the next.

(Speaker 3)
That’s today’s world. And so you need to have these assessments periodically, what we find is that every team differs, but the more often you do it, the faster you get at it. What you want is to turn it into a habit. People will save up their ideas for your every six weeks, every four weeks, whatever you end up doing. And then it’s routine.

(Speaker 3)
You know what to do and people do it often and they share.

(Speaker 24)
Make sense?

(Speaker 4)
It makes a lot of sense. And again, I want to be very clear. By default, most of us are engaging in perpetual jackassery. What am I saying? A business is like a garden. And again, feel free to object with my analogy here.

(Speaker 4)
But I think a business is like a garden. I’ve been doing this for a long time and I feel like there’s weeds. aren’t intentional about pulling the weeds, your garden is gonna become dysfunctional over time. And I just find that without principles like what you’re teaching, you’re gonna have a dysfunctional, jackassery filled workplace where nothing’s getting done,

(Speaker 4)
people are getting angry. Any just thoughts on that? Because I think if we’re not careful, we’re not gonna tend to the garden of business.

(Speaker 29)
Yes.

(Speaker 3)
The two most common questions I get asked are, one, how do I hire for excellent team members? We’ve talked a little bit about that already. Let me put that to the side. We can come back to it. The second is, what do I do with my jackasses, however you want to talk about it, my problem

(Speaker 3)
team members? Okay. I hear more stories about problem team members. Okay. I hear more stories about problem team members. I have had people when I’ve worked with teams to help them improve, the first thing I’ll hear out of the leaders month is, well, you know, the biggest problem is this individual or that individual. So what we find is, okay, these are often people who lose their ability

(Speaker 3)
to control their emotions because they don’t feel like they’re in. They don’t feel respected, okay? So what we do, my colleagues and I, when we work with a team is we get in there, we begin this process of building that camaraderie that you speak of, getting to know one another.

(Speaker 3)
People learn more about one another. They start to build a little more respect for those individuals. We know this from research. The more you know about people, the more likely you are. You find out there are unique pieces, unique things about them. Anyway, what we find is often those people who were the jackasses in the

(Speaker 3)
team that everyone was complaining about, turn around. Once they have a say, so first we build that camaraderie, then we include them in the assessment. They’re able to say, look, this isn’t working for me. I don’t think this piece works. I need more control in this area,

(Speaker 3)
or I need to have more voice, or there’s unequal voices in the team. How are we going to make sure everyone’s heard? Whatever their issue is, it can get out in the team? How are we going to make sure everyone’s heard? Whatever their issue is, it can get out in the air. It takes a little while to do that. It takes a little while because you have to build that camaraderie first. But once you do, I will tell you 95%

(Speaker 3)
of those jackasses will get in the game and will be some of your best team members. Because jackasses are part of the process, Clay. They are part of the process. You can’t have innovation. If you don’t have outliers, the outliers of the canary in the mind telling you there’s an issue. There’s the people pleasers that’ll just jump in and do whatever you want. The jackasses are on the outside.

(Speaker 3)
They want things to change. They can’t change it.

(Speaker 28)
Okay.

(Speaker 3)
And they will, but they will help you innovate and improve if you let them, if you bring them in.

(Speaker 4)
OK, so let me ask you this. So let’s just say I’m listening to today’s show, and I go, OK. I’m looking for a mechanism to hear from the people on my team in a way where they can provide me feedback, I can get feedback from them without making my day devolve into perpetual dysfunction. So how does somebody build a supportive feedback channel?

(Speaker 4)
How do they go about doing that in a way where, so I’m gonna pick on my own companies, my own people that work for my own businesses. One of the companies I’m involved with, we happen to do some remodeling. And so when we tell someone like yourself,

(Speaker 4)
we would say, hey, you know, we’re going to show up at 9 a.m. on Tuesday to remodel your house, and the budget’s going to be this amount. So we’re going to be on time and on budget. We’ll be there 9 o’clock on Tuesday. And let’s say that I have an employee who chooses to be there at 10 o’clock for the 9 a.m. start time, and this has happened a few times and I want to be able to provide a

(Speaker 4)
supportive feedback channel but I also want the behavior to stop. What is the best way to build from your research supportive feedback channels? Okay, well

(Speaker 3)
first of all if you’ve given the feedback and there isn’t any change that’s a problem. Okay, first I would say is that you have a norm that allows that person to keep coming in late. The team isn’t helping you hold that person accountable. So what we found, and let me just stop here for a second and say that all these norms

(Speaker 3)
I’m talking about, these categories and things, this comes from my research on the top 10% of teams. So this is what the great teams do. This is aspirational level. You don’t have to be perfect at it, but the great teams, they give one another feedback. They find a way to do it. All right. So when I work with teams and they have this problem,

(Speaker 3)
they desire to have more feedback. The first thing I do is I talk about, we define, what’s unacceptable in this team? What do we want to give feedback about? So the first question is, on that you would put, showing up late, not putting in effort, interrupting people, I don’t know, whatever it would be that you would find, turning in poor work, whatever it is.

(Speaker 3)
See, first you list that, then you come up with a way that you’re going to, the way that you’re going to call it out. Most teams usually start by, um, deciding that they want to do it anonymously.

(Speaker 27)
Okay.

(Speaker 3)
So let me give you an example. I worked with a team of, um, basically a leadership team, cross-functional team. And there were many, uh, many people who were behaving badly in that team and doing different things and coming to meetings late. Very selfish behavior.

(Speaker 3)
It’s a selfish behavior. When you’re in a team, you can’t behave selfishly. It’s the we, not the I, right? But building that we is partly building that camaraderie. But often people don’t know they’re doing the I. So this particular team decided they wanted to give one another feedback. First they talked about how do we want to do it. They came up with a list of what they were going

(Speaker 3)
to give feedback on. How do they want to do it? They found that people wanted to do it differently from one another. Some people wanted to be called out in the minute that it happened. So if you came in late, we would say, Hey, Clay. Hey, Susan, you’re late. Why? We need you here. We need you now. We need you. We miss you when you’re not here. Please come back on time. Do it again. Then it can get more strict, right? You can come up with other payments that they have to deal with, but they have to be called out.

(Speaker 3)
Okay, this team decided that there were too many differences in the way people wanted their feedback. So they decided that every two months they were going to send out an anonymous feedback with like SurveyMonkey or however you want to do an anonymous feedback survey. And they would collect anonymous questions of how you want someone to show up differently than they already are. What do you want to see more of them

(Speaker 3)
in the future? Right? We call this feed forward. The list would come down and people would hear these things. And they changed. The whole team changed. They did other things that changed as well. They got to know one another better, you know, in building the camaraderie. You know, I just want to come back to this issue of the we and not the I. Teamwork is about taking actions that benefit others, that benefit your team members and the team despite the cost to you, despite what it costs you. You only do that in certain environments. And in those environments where you feel like you belong,

(Speaker 3)
where they have that camaraderie, you’re much more likely to do it.

(Speaker 4)
Now, for somebody out there who says, wow, there’s a lot of information that they’re taking in on today’s show, kind of a fire hose, I’m going to pull up your book there on Amazon if they’re looking you up here. What is, in this book, if someone were to go and

(Speaker 4)
purchase a copy of your book, The Emotionally Intelligent Team, what are some of the topics that you talk about in your book that we did not cover on today’s interview? Are there any particular topics or hot button issues? Because you, again, you do consulting with some of the biggest companies in America, some of the smallest companies in America. So you know really the hot sauce that’s in that book. What are some of the topics that you discuss in that book?

(Speaker 3)
Okay, so the first thing you need to know is that everything that’s in the book has been supported by my research and others. And so I’m not just pulling it out of the sky with my intuition. So, and what my research has been about

(Speaker 3)
is examining what the great teams do that most teams don’t do because they don’t have the time or the leaders are reticent, whatever you have. They don’t want to treat the team members like children. Aren’t they adults already? And then on the side, they say, but they’re not behaving like adults. So everything comes from what is it that the great teams do. So we came up with a model.

(Speaker 3)
And the model, to begin with, you have to have clear goals and clear roles, things like that. Then we have three categories of habits. We call them norms, but they’re habits and routines that we see over and over again in the highest performing teams across industries. So the good thing for people who purchase the book

(Speaker 3)
or look at the model is you get to find out what the grades do, right? And you get to pick and choose. So there’s actually nine norms that we find. They fall into three categories. We’ve talked about the camaraderie one. We’ve talked about the continuous assessment, which involves a few other norms inside it, such as always ending your tough discussions with thinking about what’s hopeful about the future and with some positive emotion. Okay. I can tell you more about toxic positivity. Toxic positivity is not what I’m about, but I am about the need our brains need to

(Speaker 3)
be hopeful about the future. The third category of… Oh, stop.

(Speaker 4)
Let me stop you right there. I have a quick question for you. You know, it’s like people, I don’t think maybe sometimes as a listener, if I was hearing your what you just said for the first time, I don’t think, I don’t think maybe sometimes, as a listener, if I was hearing your what you just said for the first time, I don’t think I would have recognized the profundity of what you just said of ending a tough conversation in a positive way. I just see all the time people have a rough conversation and where if you could just tidy

(Speaker 4)
it up and say, hey, you know, let’s pick on Carl is the name. Carl, I know this was a tough discussion, but I want you to know you’re highly valued and you do a really great job at ABC 123. And we’re gonna nip this in the bud and we’re gonna have a great future together.

(Speaker 4)
Or just some kind of positive, but I see a lot of people, they have that rough confrontation.

(Speaker 26)
Yes.

(Speaker 2)
And they end it there. And it’s just a weird energy. It’s terrible. It’s terrible.

(Speaker 4)
And both parties drive away. It’s just a weird energy.

(Speaker 3)
That’s why most teams aren’t innovative. They never come up with new ideas because people are afraid to have those arguments. Okay. So this is why you build that camaraderie. This is why you build that belonging so that you can break it during a tough argument and you know you’re going to come back and build the relationships back up again. So there’s a difference between what we call exchange relationships, which is where we just you say one thing, I say another, or community, communal relationships where we’re

(Speaker 3)
building something together, which gets tense. Good teams often get tense. You have to set up for that and that’s the reason why you need the camaraderie. So you spend that social capital, you spend it in coming up with innovative ideas and having tough conversations. You always come back and repair because otherwise you won’t have tough conversations again.

(Speaker 3)
I talked to so many, so every organization I’m in thinks that they’re the only one where politeness is the norm.

(Speaker 13)
Okay.

(Speaker 3)
Every time I go into our team, we’re so polite. What that tells me is you’re afraid to break. And you’re afraid to break when you don’t have those, those communal relationships, which is basically that we’re not only here to be nice and exchange things, we’re here to build something together, the camaraderie that we build together, right? We belong to this group. And we’re going to give.

(Speaker 3)
We’re not just going to be takers, we’re going to be givers. It’s the environment that determines that, Clay. People think it’s who you hire. It’s not. I’m telling you, it’s not only my research that shows this, but this is little known fact in team research that’s been around for years. It’s not who you hire, it’s what you build together that creates that environment. There’s one more piece, though, that I want to mention, and then I’m going to let you ask me any other hard questions you want. And I’m going to even give you another example in a second if you want.

(Speaker 3)
The last bucket of norms is that you reach outside and you bring people in. You bring in your competitors, you bring in your bosses, you bring in people from different industries and you pepper them with questions because you have to always have an influx of new ideas and information. That’s what the great teams do.

(Speaker 4)
You know, one of my companies I’m involved with, we cut hair and I sent all of our managers to go get their hair cut at a competitor’s business because I wanted them to learn. And I did it in a market that wasn’t, you know, directly competing with us, but I did it so they could see.

(Speaker 4)
And I said, what did they do well? Tell me about the sights, the sounds, the smells, the atmosphere. And they said, frankly, our lobby is better than theirs. OK, great. I said, what else? They go, but their greeting was better.

(Speaker 4)
Like, the way they greeted people, they did a better job. I said, what else? They go, their playlist wasn’t as good as ours in the lobby. OK, what else? The smells, the actual smell in the salon is better. And so we learned a lot, and that became tangible action items. So I really can’t agree more with what you just said there.

(Speaker 4)
Now, I want to ask you this. This is my final question for you. Somebody out there, I’m going to put on today’s show notes a link to purchase your book. But somebody out there, they’re listening to today’s show, and they say, Clay, I wish you would have asked her this. Or a lot of times great guests like you, they get off a show like mine and they go, oh,

(Speaker 4)
I wish you would have asked me this. Or I, as a slightly above mediocre host, might say, oh, I wish I would have asked her this. So let me ask you, what is the one thing that you wish that I would have asked today, or maybe something that’s on your heart or on your head that you really want to communicate to our audience? Yes, I want to tell you a story that’s going to communicate my

(Speaker 3)
idea. So this is a team that we worked with and these were a team of engineers, very high level, and they were doing poorly and their leader was let go because of it. The new leader came in and said, oh man, they were arguing, fighting, they were blaming one another because they were doing poorly. So we started working with them.

(Speaker 3)
The first thing they did was start yelling at us. They were treating us like, and we knew right away exactly what the culture was. So we started off with helping them get to know one another better. What’s the ideal team for you? What keeps you up at night?

(Speaker 3)
They started finding similarities, but that didn’t do it enough. What we needed them to do, which is what great teams do, is they share information and ideas. So each of these leaders led an area of the company, and they were each suffering. Once they got to know each other better, they decided, when we told them that they needed to have more respectful interactions, they decided they were going to look one another in the eye and nod their head when someone was talking.

(Speaker 3)
And so, they did this, and lo and behold, when they put their phones down, closed their computers, looked one another in the eye and nodded their head, guess what happens? People pay attention more. People share more. And they started sharing ideas. They started building relationships.

(Speaker 3)
They started laughing more. Okay. And the team turned around in six months. They turned around small acts, big consequences. You need everyone in. We are so much smarter together than individually, but we keep trying to fix people rather than creating environments. I need to have a good relationship with my leader, but I also need to have respect for

(Speaker 3)
my team members.

(Speaker 25)
Good.

(Speaker 24)
I’ll stop.

(Speaker 4)
No, folks, if you’re watching today’s show, I encourage you to go on over there. Click on the link in the description here. Click on the link. Check out the book. It’s the Emotionally Intelligent Team. Vanessa is somebody who’s passionate,

(Speaker 4)
she’s somebody whose career spans academia as well as the actual implementation in the workplace with some of the biggest companies in America as well as some of the smallest companies in America. So I encourage everybody to join that conversation. Also there’s a foreword written for the book by Daniel Goleman. Daniel Goleman has been a guest on the Thrive Time show. He is the author of the legendary book, Emotional Intelligence. We’ve had Daniel Goldman on the show a couple of times. So again, for Daniel Goldman to write

(Speaker 4)
the foreword for this book means a lot there. Vanessa, I’m going to give you the final word. 30 seconds on the clock. What say you?

(Speaker 3)
I say, treat one another well. What goes around comes around. That’s what I say. And I also say, thank you, Clay. It’s my pleasure to be here with you. What a joy you are.

(Speaker 4)
Thank you so much. I hope you have a great rest of your day. Everybody check out the book and hopefully we’ll talk to you again soon.

(Speaker 3)
Thanks, bye bye.

(Speaker 1)
Hello, my name is Charles Kolaw with Kolaw Fitness. a little bit about Clay Clark and how I know Clay Clark. Clay Clark has been my business coach since 2017. He’s helped us grow from two locations to now six locations. We’re planning to do seven locations in seven years and then franchise. And Clay’s done a great job of helping us navigate

(Speaker 1)
anything that has to do with like running the business, building the systems, the checklists, the workflows, the audits, how to navigate lease agreements, how to buy property, how to work with brokers and builders. This guy is just amazing.

(Speaker 1)
This kind of guy has worked in every single industry. He’s written books with like Lee Crockrell, head of Disney with the 40,000 cast members. He’s friends with like Mike Lindell. He does Reawaken America tours where he does these tours all across the country

(Speaker 1)
where 10,000 or more people show up to some of these tours on the day-to-day. He does anywhere from about 160 companies. He’s at the top. He has a team of business coaches, videographers, and graphic designers, and web developers and they run a hundred and sixty companies every single week. So think of this guy with a team of business coaches running a hundred and sixty companies. So in the weekly he’s running 160 companies. Every six to eight

(Speaker 1)
weeks he’s doing reawaken America tours. Every six to eight weeks he’s also doing business conferences where 200 people show up and he teaches people a 13 step proven system that he’s done and worked with billionaires helping them grow their companies. So I’ve seen guys from startups, go from startup to being multimillionaires, teaching people how to get time freedom and financial freedom through the system.

(Speaker 1)
Critical thinking, document creation, making it, putting it into, or organizing everything in their head to building it into a franchisable, scalable business. Like one of his businesses has like 500 franchises. That’s just one of the companies

(Speaker 1)
or brands that he works with. So amazing guy. Elon Musk, kind of like smart guy. He kind of comes off sometimes as socially awkward, but he’s so brilliant and he’s taught me so much. When I say that, like Clay is like, he doesn’t care what people think when you’re talking

(Speaker 1)
to him. He cares about where you’re going in your life and where he can get you to go. And that’s what I like him most about him. He’s like a good coach. A coach isn’t just making you feel good all the time. A coach is actually helping you get to the best you.

(Speaker 1)
And Clay has been an amazing business coach. Through the course of that, we became friends. My most impressed with him is when I was shadowing him one time who went into a business deal and listened to it. I got to shadow and listen to it and when we walked out I knew that he could make millions on the deal and they were super excited about working with him and he told me he’s like I’m not gonna touch it I’m gonna turn it down because he knew it was gonna harm the common good of people in the long run and the guy’s integrity

(Speaker 1)
just really wowed me. It brought tears to my eyes to see that this guy his he doesn’t his highest desire was to do what’s right and Anyways, just just just an amazing man. So anyways impacted me a lot. He’s helped navigate anytime I’ve got nervous or worried about how to run the company or You know Navigating competition and an economy that’s like I remember we got closed down for three months.

(Speaker 1)
He helped us navigate on how to stay open, how to get back open, how to just survive through all the COVID shutdowns, lockdowns, because our clubs were all closed for three months and you have $350,000 of bills you’ve got to pay and we have no accounts receivable.

(Speaker 1)
He helped us navigate that. And of course we were conservative enough that we could afford to take that on for a period of time. But he was a great man. I’m very impressed with him. So Clay, thank you for everything you’re doing.

(Speaker 1)
And I encourage you, if you haven’t ever worked with Clay, work with Clay. He’s gonna help magnify you. And there’s nobody I have ever met that has the ability to work as hard as he does. He probably sleeps four, maybe six hours a day, and literally the rest of the time he’s working and he can outwork everybody in the room every single day and he loves it. So anyways, this is Charles Kola with Kola Fitness.

(Speaker 1)
Thank you Clay and anybody out there that’s wanting to work with Clay. It’s a great, great opportunity to ever work with him. So you guys have a blessed one. This is Charles Kola. We’ll see you guys.

(Speaker 23)
Bye bye.

(Speaker 2)
Hi, I’m Aaron Antis with Shaw Homes. I first heard about Clay through a mortgage lender here in town who had told me what a great job he had been doing for them. And I actually noticed he was driving a Lamborghini all of a sudden, so I was willing to listen. In my

(Speaker 2)
career I’ve sold a little over 800 million dollars in real estate. So honestly I thought I kind of knew everything about marketing and homes and then I met Clay and my perception of what I knew and what I could do definitely changed. After doing $800 million in sales over a 15-year career, I really thought I knew what I was doing. I’ve been managing a large team of salespeople for the last 10 years here with Shaw Homes.

(Speaker 2)
And I mean, we’ve been a company that’s been in business for 35 years. We’ve become one of the largest builders in the Tulsa area, and that was without Clay. So when I came to know Clay, I really thought, man, there’s not much more I need to know, but I’m willing to listen. The interesting thing is our internet leads from our website has actually in a four-month period of time has gone from somewhere around 10 to 15 leads in a month to 180 internet leads

(Speaker 2)
in a month. Just from the few things that he’s shown us how to implement that I honestly probably never would have come up with on my own. So I got a lot of good things to say about the system that Clay put in place with us. And it’s just been an incredible experience. I am very glad that we met and had the opportunity to work

(Speaker 22)
with Clay.

(Speaker 2)
So the interaction with the team and with Clay on a weekly basis is honestly very enlightening. One of the things that I love about Clay’s perspective on things is that he doesn’t come from my industry. He’s not somebody who’s in the home building industry. I’ve listened to all the experts in my field. Our company has paid for me to go to seminars, international builder shows, all

(Speaker 2)
kinds of places where I’ve had the opportunity to learn from the experts in my industry. But the thing that I found working with Clay is that he comes from such a broad spectrum of working with so many different types of businesses that he has a perspective that’s difficult for me to gain because I get so entrenched in what I do, I’m not paying attention to what other leading industry experts are doing.

(Speaker 2)
And Clay really brings that perspective for me. It is very valuable time every week when I get that hour with him. From my perspective, the reason that any business owner who’s thinking about hooking up with Thrive needs to definitely consider it is because

(Speaker 2)
the results that we’ve gotten in a very short period of time are honestly monumental. It has really exceeded my wildest expectation of what he might be able to do. I came in skeptical because I’m very pragmatic and as I’ve gone through the process over just a few months, I’ve realized it’s probably one of the best moves we’ve ever made. I think a lot of people probably feel like they don’t

(Speaker 2)
need a business or marketing consultant because they maybe are a little bit prideful and like to think they know everything. I know that’s how I felt coming in. I mean, we’re a big company that’s definitely one of the largest in town. And so we kind of felt like we knew what we were doing.

(Speaker 2)
And I think for a lot of people, they let their ego get in the way of listening to somebody that might have a better or different perspective than theirs. I would just really encourage you, if you’re thinking about working with clay

(Speaker 2)
I mean the thing is it’s month to month go give it a try and see what happens I think in the 35 year history of Shaw homes This is probably the best thing that’s happened to us and I know if you give them a shot I think you’ll feel the same way I know for me the thing I would have missed out on if I didn’t work with Clay is I would have missed out on literally an 1800% increase in our internet leads. Going from 10 a month to a hundred and eighty

(Speaker 2)
a month. That would have been a huge financial decision to just decide not to give it a shot. I would absolutely recommend Clay Clark to anybody who’s thinking about working with somebody in marketing. I would skip over anybody else you were thinking about, and I would go straight to Clay and his team.

(Speaker 6)
I guarantee you’re not going to regret it because we sure haven’t. My name is Danielle Sprick and I am the founder of D. Sprick Realty Group here in Tulsa, Oklahoma. After being a stay-at-home mom for 12 years and my three kids started school and they were in school full-time, I was at a crossroads and trying to decide what what do I want to do my degree and my background is an education But after being a mom and staying home and all of that, I just didn’t have a passion for it like I once did My husband suggested real estate He’s a homebuilder. So real estate and building go hand in hand, and we just rolled with it.

(Speaker 6)
I love people, I love working with people, I love the building relationships, but one thing that was really difficult for me was the business side of things. The processes and the advertising and marketing. I knew that I did not have what I needed to make that what it should be.

(Speaker 6)
So I reached out to Clay at that time, and he and his team have been extremely instrumental in helping us build our brand, help market our business, our agents, the homes that we represent. Everything that we do is a direct line from Clay and his team and all that they’ve done for us. We launched our brokerage, our real estate brokerage, eight months ago. And in that time, we’ve gone from myself and one other agent to just this week, we signed on our 16th agent. We have been blessed with the fact that we right now have just over 10 million

(Speaker 6)
in pending transactions. Three years ago, I never would have even imagined that I would be in this role that I’m in today, building a business, having 16 agents, but I have to give credit where credit’s due. And Clay and his team and the business coaching

(Speaker 6)
that they’ve offered us has been huge. It’s been instrumental in what we’re doing. Don’t ever limit your vision. When you dream big, big things happen.

(Speaker 5)
I started a business because I couldn’t work for anyone else. I do things my way. I do what I think is in the best interest of the patient. I don’t answer to insurance companies. I don’t answer to large corporate organizations. I answer to my patient and that’s it.

(Speaker 5)
My thought when I opened my clinic was I can do this all myself. I don’t need additional outside help in many ways. I mean I went to medical school. I can figure this out. But it was a very, very steep learning curve. Within the first six months of opening my clinic,

(Speaker 5)
I had a $63,000 embezzlement. I lost multiple employees. Clay helped us weather the storm of some of the things that are just a lot of people experience, especially in the medical world. He was instrumental in helping with the specific written

(Speaker 5)
business plan. He’s been instrumental in hiring good quality employees, using the processes that he outlines for getting in good talent, which is extremely difficult. He helped me in securing the business loans. He helped me with web development and search engine

(Speaker 5)
optimization. We’ve been able to really keep a steady stream of clients coming in because they found us on the web. With everything that I encountered, everything that I experienced, I quickly learned it is worth every penny to have someone in your team that can walk you through and even avoid some of the pitfalls

(Speaker 5)
that are almost invariable in starting your own business. I’m Dr. Chad Edwards and I own Revolution Health and Wellness Clinic.

(Speaker 15)
Clay, my honor, my honor to be on your show. And thank you for all you do.

(Speaker 8)
I hear the ripple effects from you are good ripple effects.

(Speaker 21)
You know what I mean?

(Speaker 15)
People rave about what they learn from you.

(Speaker 4)
So congratulations. Sean, guess what’s happening June 5th and 6th right here in Tulsa, Russia. We are probably gonna have an amazing business conference

(Speaker 9)
here at Tulsa, Russia.

(Speaker 4)
Yes, we’re joined by Tim Tebow. Tim Tebow is gonna be joining us right here at the Thrive Time Show World Headquarters, June 5th and 6th. He’s a very successful football player, obviously, a Heisman Award winner. But he’s also a very successful entrepreneur. Now, when you work with real clients, Sean,

(Speaker 4)
real clients you really work with to help them grow their companies, do you ever hear a business owner tell you that they didn’t have time to get something done? Every day. How often is not having enough time a problem for business owners? All the time.

(Speaker 4)
It’s almost, it’s like maybe 90% of the issues as people are trying to grow their company. Well, Tim Tebow is going to come join us here at the in-person Thrive Time Show two-day interactive business workshop, and he’s going to teach us time management and his approach to personal self-discipline and getting things done. Also at the workshop, I’ll put up on the website so people can see it here. Also at the two-day interactive workshop, Sean,

(Speaker 4)
we are going to be, oh, there it is, we’re gonna be teaching accounting, systems creation, marketing, human resources, how to hire, inspire, train and retain great people, accounting, social media advertising, search engine optimization. Sean, what’s the area where most clients

(Speaker 4)
ask you for help the most? Is it generating leads? Is it hiring people? What’s the biggest issue that most business owners have by default before they come to one of our workshops?

(Speaker 9)
Well, I think it’s management because time is the most valuable resource for these business owners and being able to manage their time is the first thing. Once they get that under control, then generally the numbers, you know, being able to track their business and be able to make the best decisions based on numbers rather than emotions is a big area.

(Speaker 9)
We teach all of this stuff at the business conference, particularly you, Clay. You love to hammer on time management.

(Speaker 4)
It’s my favorite part of the conference. Now I’m going to pull this up real quick here cuz we’re gonna go through it if you’re not excited I want to get you excited about what we’re gonna cover at the workshop here. Okay, all right today Interactive workshop. This is my 20th year hosting workshops. So I’m telling you folks. We’re in rare form here So one is the idea of establishing your revenue goals. I think most entrepreneurs don’t know their revenue goals. Would you agree or am I off my rocker? No, that’s totally a very important point we do with every one of our new clients that come on board is we have to establish the revenue goals. And generally speaking,

(Speaker 4)
we have a vague idea, but not an exact idea that can be engineered down into like the daily

(Speaker 9)
goals for sales. And so that’s a really big one.

(Speaker 4)
Now next is the break-even numbers. What kind of sales do you have to do to even break even? Third is how many hours per week do you want to work? What is your ideal schedule as an entrepreneur? Box number four, how do you stand out in the clutter of commerce?

(Speaker 4)
What makes your company unique from all the different businesses? In a world of brown cows, herds of brown cows, proverbial brown cows, the analogy of brown cows. How can you be the purple cow that stands out? How can you be the squeaky wheel that gets the oil? Box number five, branding. How do you improve the perception that people have of you, your business, your brand? Box number six, marketing. Your three-legged marketing

(Speaker 4)
stool. What is a turnkey way for you and your company to generate leads so you can succeed? Because if you don’t have any leads, your business will bleed. If you can’t sell, your business will go to hell. You’ve got to generate leads.

(Speaker 4)
Sean, how often do business owners by default tell you they have a hard time generating leads? It’s almost all of the time. It’s really a huge struggle. And many times, they may be creating leads, but just through word of mouth. So they get to a point where we’ve implemented systems,

(Speaker 4)
and then they need to create more leads, but they’ve never had to do it. So there’s a lot of different scenarios where business owners are like, how do you create leads? Something we hammer on at the conference a lot. Box number seven.

(Speaker 4)
Box number seven, create a sales conversion system. Again, box number seven, create a sales conversion system. Sales scripts, recorded calls, one sheets, pre-written emails, lead trackers, all of the sales tools, the sales print pieces, the one sheets, the big screens that you see inside the business.

(Speaker 4)
Whether you’re a doctor, you’re a dentist, you’re a lawyer, you gotta have sales systems in place. We help you with that. Box number eight, what does it cost you to get another customer? Step number 8, what does it cost you to actually acquire a customer? Step number 9, it’s hard to build organization if you’re not organized.

(Speaker 4)
We’re gonna teach you how to create repeatable systems, processes, file organization. Box number 10, we’re gonna teach you how to manage people, real people, on the planet Earth. This just in, we’re going to teach you how to manage real people on the planet Earth. Box number 11, how to create a sustainable schedule that works for you and your family. Step number 12, how to create human resources systems for recruiting, hiring, training, and retaining great people. Box number 13, accounting.

(Speaker 4)
This just in, we have to cover accounting. It’s not how much you make it’s how much you keep we’re gonna cover all the accounting things You need to know and step 14 finally What is the point of even achieving success? We’re gonna go over that what is the point of even achieving success how to design a life that you’re excited about how to design A life where you carve out enough time for your faith your family your finance your fitness your friendship your fun And where you’re gonna spend your focused time. We’re going to go through that, all this and more. Now, the workshop, Sean, it’s June 5 and 6. It’s a two-day interactive workshop.

(Speaker 4)
And tickets, we always do it. It’s $250 or whatever price that someone can afford. Sean, why do we let people name their price? Why do we have scholarship tickets available if somebody can’t afford the $250 general admission tickets? Well, we don’t want anybody to miss out on it. You know, you could be at a startup phase or you could be, you know, way along in your business, but we want to make it accessible for everybody. I think it actually goes back to, to a story

(Speaker 4)
of your dad and like, it goes all the way back to how you’ve always done this as a business coach trying to make sure that, you know, you’re just your average people out there have access to the things that work. Now 7 a.m. to 5, Sean, why do we go from 7 to 5 both days? I mean, it’s 10 hours a day, 20 hours of training over two days. Why do we do 10 hours a day, Sean, of back-to-back workshops? We do a 30-minute teaching session. We do a 15-minute question-and-answer session.

(Speaker 4)
And then we take a break. 30 minutes of teaching, 15 minutes of question- answer, then we take a break. Why do we do that format, Sean? That format is so that we can keep people engaged and not just sitting there listening, but also getting involved. We really encourage people to ask questions. And that’s really where the juiciness of the conference

(Speaker 4)
comes out, is you can put your personal situation and your questions on the board, and Clay will tee off and give you direct advice. Even without being in our coaching program, you can get direct coaching from Clay. It’s really a very engaging format.

(Speaker 9)
I enjoy it a lot.

(Speaker 4)
Sean, final 60 seconds pop quiz here. What date is the conference? June 5th and 6th, 2025, this year. Question number two, who’s our keynote speaker coming to the conference there, Sean?

(Speaker 4)
Tim Tebow is our keynote speaker. Sean, question number three, how much does it cost to come to our in-person two-day interactive business workshop right here in Tulsa, Oklahoma? I think it’s, did you say it’s $250 or whatever you can afford? That’s right, $250 or whatever you can afford. Sean, how do you spell Eric Trump backwards? P-U-R-T-C-I-R-E.

(Speaker 9)
Ooh, that took a long time.

(Speaker 4)
I’ll have to listen to this. All right, getting that Sean Lohman. I’m Clay Clark, and inviting you to come join us at the in-person Thrive Time Show, two-day interactive workshop, June 5th and 6th, right here in Tulsa, Russia, Tulsa, Oklahoma.

(Speaker 4)
Sean, I really am, I’m excited to have this event. I’m excited to see you at the event. June 5th and 6th right here in Tulsa, Oklahoma. Tim Tebow, baby. It’s Tebow time in Tulsa,

(Speaker 20)
Russia. You could be anywhere doing a lot of different things, but you chose to be here.

(Speaker 14)
Clay Clark is here somewhere. Where’s my buddy Clay? Clay’s the greatest. I met his goats today. I met his dogs, I met his chickens, I saw his compound. He’s like the greatest guy.

(Speaker 19)
I ran from his goats, his chickens, his dogs.

(Speaker 1)
So this guy’s like the greatest marketer you’ve ever seen, right?

(Speaker 14)
His entire life, Clay Clark, his entire life is marketing.

(Speaker 13)
Oh my God!

(Speaker 11)
What’s up, dudes? Hey guys, Luke Erickson here with the Thrive Time Show. As you can see behind me, we’ve got all kinds of energy going on. People are starting to show up for the conference and it is hot in this place. We’ve got grill guns over here, we’ve got people playing the drums, we’ve got a fire breather and man people are so excited as they come in. The conference has kicked off, this house is packed, we’ve got Aaron Andis with ShopRooms up there, we’ve got Steve Curry, Tim and Total and DeConcepts up there. Talking about what is possible when you just implement, when you implement, when you do the improvements.

(Speaker 4)
It’s so exciting.

(Speaker 12)
People are going crazy. It’s Luke Erickson with the Thrive Time Show here with you. It is day two and the energy is high. People are so excited to be showing up. The team is ready. Come on, let’s see what it’s like to go on in for day two.

(Speaker 13)
Follow me. Woo! Woo! Woo! Woo! Woo! Woo! Woo!

(Speaker 2)
I’ll tell you what, people are so excited to be here for day

(Speaker 18)
two.

(Speaker 12)
It is going to be incredible.

(Speaker 11)
Cannot wait to see what today has in store.

(Speaker 13)
Woo! Woo! Woo!

(Speaker 11)
Woo! Right now, here at the conference, we’ve broken into groups going over search engine optimization. I know for most of us, myself included, if you hear that term, you go, what is that? What does that mean? That’s too techy for me. Well, our experts are breaking it down for people so that you can clearly understand how to come up top in Google.

(Speaker 17)
It’s doable.

(Speaker 11)
It’s possible. Now we’re in the middle of a break and what we like to do is we like to give you as much tangible and relevant information from about the start of the hour for 45 minutes. Then we take approximately a 15 minute break to allow people to connect with other entrepreneurs around them. Bathroom break and also use this time to just really digest all of the good information that you’re receiving the whole time.

(Speaker 11)
Right behind me we’ve got Bob with his grill gun melting an ice sculpture. It is awesome. The ice sculpture represents our life, right? It’s here for a time but we all need to have the sense of urgency to implement the things that we’re learning so that we can make the most of the time that we have.

(Speaker 7)
I heard about it on the podcast. Started listening to the podcast, became a fan, and then figured out about the workshop. I own an insurance and financial services agency and I was hoping to learn from the workshop systems and processes. I’m big on systems and processes and always learning better ways to run a business more efficiently. The atmosphere is second to none. It’s a high energy, really cool atmosphere to be around, contagious I would say. Just something every entrepreneur I think would

(Speaker 7)
appreciate and love. I’d say humorous, high energy and full of energy. Just something every entrepreneur I think would appreciate and love. I’d say humorous, high energy, and full of substance, which I think is the key. A lot of business coaches or seminars maybe are high on motivation and making you feel good but don’t have a lot of substance that you can take back and implement the following Monday where his does.

(Speaker 13)
Man, there’s a lot of valuable things. that you could take back and implement the following Monday, where his does.

(Speaker 7)
Man, there’s a lot of valuable things. I’m gonna say, I came to, this is my second workshop. The first workshop I took back really the importance of a group interview. I used to spend hours and hours interviewing people, screening resumes,

(Speaker 7)
and that saving my time on that part is valuable. It was that and then the sales scripting that have been two major things just so far. I think they’re missing out on expert advice from somebody who’s been there, done that, built companies, has learned a lot of lessons. That’s what I’m always looking for is somebody that I can learn from,

(Speaker 7)
that’s ahead of where I am and I think if you choose not to come you’re missing out on a lot of good advice that could help your business.

(Speaker 2)
Hi I’m Aaron Antus with Shaw Homes. I first heard about Clay through a mortgage lender here in town who had told me what a great job he had been doing for them and I actually noticed he was driving a Lamborghini all of a sudden, so I was willing to listen. In my career, I’ve sold a little over $800 million in real estate.

(Speaker 2)
So honestly, I thought I kind of knew everything about marketing and homes. And then I met Clay, and my perception of what I knew and what I could do definitely changed. After doing 800 million in sales over a 15 year career, I really thought I knew what I was doing. I’ve been managing a large team of salespeople for the last 10 years here with Shaw Homes.

(Speaker 2)
And, I mean, we’ve been a company that’s been in business for 35 years. We’ve become one of the largest builders in the Tulsa area, and that was without Clay. So when I came to know Clay, I really thought, man, there’s not much more I need to know, but I’m willing to listen. The interesting thing is our internet leads from our website has actually in a four month period of time has gone from somewhere around 10 to 15 leads in a month to 180 internet leads in a month. Just from the few things that he’s shown us how to implement that I honestly probably never would have come up with on my own. So I got a lot of good

(Speaker 2)
things to say about the system that Clay put in place with us and it’s just been an incredible experience. I am very glad that we met and had the opportunity to work with Clay. So the interaction with the team and with Clay on a weekly basis is honestly very enlightening. One of the things that I love about Clay’s perspective on things is that he doesn’t come from my industry. He’s not somebody who’s in the home building industry. I’ve listened to all the experts in my field. Our company has paid for me to go to seminars, international builder shows, all kinds of

(Speaker 2)
places where I’ve had the opportunity to learn from the experts in my industry. But the thing that I found working with Clay is that he comes from such a broad spectrum of working with so many different types of businesses, that he has a perspective that’s difficult for me to gain because I get so entrenched in what I do, I’m not paying attention to what other leading industry experts are doing and Clay really brings that perspective for me. It is very valuable time every week when I get that hour with him. From my perspective, the reason that any

(Speaker 2)
business owner who’s thinking about hooking up with Thrive needs to definitely consider it is because the results that we’ve gotten in a very short period of time are honestly monumental. It has really exceeded my wildest expectation of what he might be able to do. I came in skeptical because I’m very pragmatic and as I’ve gone through the process over just a few months,

(Speaker 2)
I’ve realized it’s probably one of the best moves we’ve ever made. I think a lot of people probably feel like they don’t need a business or marketing consultant because they maybe are a little bit prideful and like to think they know everything.

(Speaker 2)
I know that’s how I felt coming in. I mean, we’re a big company that’s definitely one of the largest in town. And so we kind of felt like we knew what we were doing. And I think for a lot of people, they let their ego get in the way of listening to somebody that might have a better or different perspective than theirs. I would just really encourage you if you’re thinking

(Speaker 2)
about working with Clay. I mean, the thing is, it’s month to month. Go give it a try and see what happens. I think in the 35-year history of Shaw Homes, this is probably the best thing that’s happened to us. And I know if you give them a shot,

(Speaker 2)
I think you’ll feel the same way. I know for me, the thing I would have missed out on if I didn’t work with Clay is I would have missed out on literally an 1,800% increase in our internet leads, going from 10 a month to 180 a month. That would have been a huge

(Speaker 2)
financial decision to just decide not to give it a shot. I would absolutely recommend Clay Clark to anybody who’s thinking about working with somebody in marketing. I would skip over anybody else you were thinking about and I would go straight to Clay and his team. I guarantee you’re not gonna regret it because we sure haven’t. because we sure haven’t.

(Speaker 16)
Whoa!

 

Transcribed with Cockatoo