Managing Employees 101 (Part 3) | How to Create a Culture of Accountability

Audio Transcription

Get ready to enter the thrive time show on the bottom

from the bottom. Now we’re on the top, the systems to kibble. We got convictions on the books, the books seize brigit some wisdom and the look that’s so if you see my wife and kids, please tell them to see and see. And now three, two, one. Here we go, right. We’re talking today about management one on one and how to create

a culture of accountability. Jack Welch, the former CEO of Ge, who wants grew the company by 4,000 percent once wrote, you can’t manage like a social, like a socialist. He says you can’t manage like a socialist and a capitalist economy protecting underperformers always backfires. The worst thing though is how protecting people who don’t perform hurts the people themselves. So I’m going to queue up an audio excerpt from one of our employees, um, who actually is living what we’re teaching. We talk a lot about holding people accountable, but this person actually is held accountable. So I’m going to queue up an audio. A little audio interview will audio clip from an interview with one of our employees by the name of Victoria. She started off making cold calls and the call center and then work your way up to doing search engine optimization and is now a business coach who’s been with us for about two and a half going on three years, so I’m going to play for you what accountability sounds like and then we’re going to go through these specific steps that you need to take to create a culture of accountability, but when you get to the end of the proverbial yellow brick road of management, this is what accountability sounds like.

My name is Victoria Woods and I am a business coach with the thrive time show. My experience working at the thrive time show has been nothing short of amazing. I’ve been here for over two years now and I’m still learning new things every day that I can apply, not only in work but in my personal life as well. There are tons of things that make working at the thrive time show different from your typical nine to five. Two of the main reasons that I love it so much are one, the opportunities that I have to grow my skillset and learn new things. Um, the other thing is that everybody is genuinely happy to work here. I would describe the atmosphere at the thrive time show as extremely positive, very uplifting and motivating. It’s where you want to come to get stuff done. I would say that the most challenging part about working at the thrive time show, it’s just constantly being pushed outside of my comfort zone, even if it’s for my own benefit.

One of the biggest things that I’ve learned while working at the thrive time show is not only how to set and achieve my own personal goals, but how to help my clients achieve their goals as well. As soon as you walk into the thrive time show, you’re going to immediately notice that it’s not your typical office space. It’s very uplifting and motivating. Um, it’s a place where our clients actually like to come and hang out so they can get away from the office and actually get some work done. If you’re the type of person who just wants to come in, do your bare minimum job, get out, Yana lot thrives, probably not going to be the place for you or as if you are a go getter. You want to learn new skills, you want to excel in life, push you to new limits. A threat is going to be perfect.

As a business coach at thrive, I get the opportunity to work with clients in all different industries and all different states. Um, we have a weekly meeting. We go over their agenda, knocking out whatever their biggest limiting factor is, their burning buyers. Um, the best part is getting to celebrate the wins with them. I would describe [inaudible] personality as very unique. He uses a lot of humor to relate to people. He’s very passionate about helping business owners reach their goals. I would say that some of my highlights, while working here at thrive are, one, the confidence that I’ve gained in myself, um, two would have to be the skills and the knowledge that I’ve obtained that you’re not going to get anywhere else. And three would be the great friends that I’ve made and the really awesome mentors. Okay,

so here’s how you create a culture of accountability. Step number one, create a list of all of your employees. If you don’t have any employees, obviously skip that step. Step one, make a list of all your employees, step to label all of your employees as a, B or c players. Don’t know how to. I don’t want to create people though. Stop it. Okay, so a means they get to work early, they leave late, they overdelivered. B means they do just enough. C means they don’t ever quite get it done. Step three, block out time in your schedule to actually train your team members on a weekly basis. Marshall, why do so many people struggle with the idea of rating their employees with an a, b, or c grade? Like Jack Welch, the former CEO of GE instructs us to do like any good football coach does, like any nfl team does when they cut down their roster from their preseason team to their final 53, like any professional sports team does.

Why does so many people struggle with rating their employees on a, B and c scale and then actually, uh, you know, letting people know where they stand because that involves having an uncomfortable yet honest conversation about the actual status of their employees. Like, Hey, Ms Dot Lopez a lot. You’re a seat. Yeah. Hey Ms Dot Mozilla quit moping. Hey Mr. high energy. Get to work on time. You’re an a player. Awesome. Keep doing that. Right? And so that involves being honest and being candid with your employees, which a lot of people shy away from a lot of people shy away because that’ll create some tension, but the most successful business owners of all the business owners that I’ve had the opportunity work with, the ones that are comfortable having those uncomfortable conversations. I’ve seen Steve Currington do this quite a bit. He just goes head on Aaron, antisocial homes.

They go head on into these uncomfortable conversations. Why Steve? Why Steve? Do you have to block out regular time to actually listen to the calls of your call center and to train your team on cold calling and inbound cold calling, an inbound call receiving. Why do you actually have to block out a specific time in your schedule every week? Because that’s the only way they’ll will get done. And if you don’t then you won’t listen to it and the no one will follow the script and then you’ll wonder why no one is performing and why they’re not being effective and you’re not selling anything. Next step right out a job description for all the positions within your business. What right out job descriptions for all of the positions in your business, but that would require work. I want to make a million dollars from my laptop. I want to do a new instagram hack that’s going to make me millions. Well then you should not have business. Alright, so the next step is scheduled time into your schedule for your weekly group interview. Chuck, why do we have to schedule time into our weekly schedule to do the group interview every single weekend? Why do we do a group interview every single week at 5:00 PM on Wednesday? Why do we do it at the same time and why don’t we interview all candidates at the same time?

Well, to get to the bottom of all of those questions, it’s basically this, this is the way to take your entire recruiting and interviewing process and optimize it for your schedule. As a business owner, you want to have it at the same. You want to be consistent with it, same day, same time, same place every single week and that way you’re not out there reading resumes, scheduling meetings for people to come in who aren’t actually going to show up and you’ve got to actually recruit every week because I like to relate it to my clients as like sales. If you wait to start advertising and doing sales until you’re already out of customers, it’s way too late.

It just from a sanity perspective, I talked to one young lady last week. I’m not kidding. She had eight one on one interviews last week and she came in. She’s like, Hey, I was hearing your podcast about, uh, this group interview thing. Could you tell me about it? And I said, did you interview a one on one candidate? It’s true story. And she said, yeah. And I said, how many of them actually showed up to right? She booked out eight hours of her schedule and she said to, showed up too brutal. And those were referrals from a staffing company. True Story. These are the hot leads. I’m telling you, people that interview for jobs nowadays, I don’t know what it is, but they have no respect for anyone. They won’t even me. I’m not going to be the one out of four. Women were sexually abused. One of six men were sexually abused.

Chip put the facts on this, on these show notes from the, from the previous show. Got It. Because he shows her meant to build on each other. People come from a place where one out of three people don’t have a dad. And if you did have a dad, probably half the chaff. Chance Her dad was a jack ass. So people don’t have any culture of stability. I talked to one girl, this is a true story. I talked to a girl about a year and a half ago. True story, crazy, unbelievable employee, comes to work looking like crap every third day. And I said, hey, you know what’s crazy? She said, what is it? I have a bedtime. Do you have a bedtime? She said, excuse me. I said, it’s crazy. I have a bedtime. What? I’m a 37 year old man. At the time I was 35. I have a bedtime.

What? I have a time that I go to bed. Like I never go out past that time. Right. You will not see me out in awake past 10. I don’t do it because I know that my body requires five to six hours of sleep minimum in order to do well. So this person, guess what her parents did. Guess what her bedtime was as a kid, Steve? Uh, whenever she wanted to go to bed, her dad was totally abandoned, abandoned her and her mom. Her Mom is, her dad abandoned her and her mom worked a night shift. So she was allowed to do whatever she wanted to do, never had a bedtime. She had a live in boyfriend at the age of 16 that lived with her at the house with her mom because her mom thought to be better for the boyfriend to live with her. Then for them to be living apart.

She was in high school. You’re sitting next to her and sophomore and sophomore classes, junior class friend that lives with her and she has a live in boyfriend and she had her first baby before she was 17. Oh well I don’t know how that happened. And she stayed with the live in boyfriend and they realized it wasn’t a good fit. Another live in boyfriend lived with her and she had baby number two while living at home with her mom. So you wonder why people don’t show up for job interviews. It’s because they have no idea. How many of you guys have seen this? Marshall, I’m asking you this question, chuck. I want you to write down the number. Steve, write down number. Think about this. Okay? Don’t, don’t share it. No group thinking. Eyes closed. Here we go, okay. We do a group interview and we have 100 candidates show up.

How many of them are dressed like prostitutes? I get like it’s an 18 year old college freshman going to a sorority party. How many of them are a Halloween sorority? They’re going out clubbing at a sorority. Halloween themed party. Are you looking for a percentage? I’m looking for a number out of 100 people that come to a group interview. How many of them dress up like a prostitute? Like it get the visual like an 18 year old freshman girl going to a sorority. Halloween party or a club? Okay. I’m gonna. Start with you Marshall. What? How many out of 100 of the people that show up? 100 people that show up. How many of them are dressed like a prostitute?

Twenty. That’s a high number. It’s 20 percent I think. I think it’s like if I. and I saw my eyes closed, I said 10 to 15. That was mad. I guess I thought it was higher than that. Like 20,

20 point five. It’s amazing though, right? It is amazing.

That’s the key here is that is their idea of looking good and dressing up professionally. What the problem is too, is there some employers that hire based on that? It’s the most ridiculous thing in the world. Like we had a boss when I was a debt collector that literally would tell because sally was the receptionist and she said, hey, my sister wants to work here, and he goes, well, tell her, wear a short skirt and I’ll hire. And that’s what he did. He would literally interview on the spot. Wow. Any good looking girl that showed up in a short skirt because he was a Weirdo. Right? And so unfortunately there’s employers out there that are Weirdos like that, that actually hire women, not based on their skill or their attitude or anything, but based on what they wear to the interview. And I’m

telling you, if you’re interviewing them one on one, it’s a weird conversation to, you know, uh, it’s a, it’s a weird conversation. It’s not a good conversation. Before we start, could you put some clothes on? Yeah. I mean, you almost feel ashamed. Here’s my jacket. Let me take my jacket. I have A. I have a notable quotable. This is from Jerry Seinfeld. Okay. This is the Jerry Seinfeld notable quotable. This just in looking at cleavage is like looking at the sun. You don’t stare at it. It’s too risky. You get a sense of it. Then you look away. That’s one on one interviews. The son one on one interviews are crazy when you have crazy people, just be very. Put those things away. Be Very, very, very, very careful about. So if you’re trying to create a culture of accountability, I’m just. I’m just wanting to make sure that everybody out there is getting this.

You just. Absolutely. If you’re going to create a culture of accountability, you have to implement all of the moves that we’re teaching today. Don’t skip one of the moves. Okay. Now that you’ve got your job description written, you have to begin posting your job promotions, your advertisements on indeed monster, craigslist, Marshall every week. Why do you have to post every week? It’s because you don’t know when those hidden gems are going to come along. You might not have somebody every single week that is a good fit to bring in to come shadow. If you’re getting, you know, 10, 15, 20, 30 people responding to your ad in Rsvp for the group interview, you might only get one or two people that actually show up, and so you have to keep doing the group interview. I know that this past group interview, we have five or six people that we want to bring into have come shadow in the workplace, but you got to do it every single week, every week, chuck.

Yep, that’s right. And if you’re not hiring every week, what happens when that a player, that Unicorn is out there and gets frustrated with their current job that week and your ad isn’t running or your interview is not going to, you’re going to miss them. So you cannot do it every other week. You can’t do it once a month. You have to do this every single week and it will change your life. Now. Next, next move here. Next move here. This is the next move for creating a culture of accountability. Commit to firing and replacing the bottom 10 percent of your employee roster if they show themselves to be unwilling to improve. If somebody is not willing to improve, you’ve got to move on. Now, let me just give you an example of a bottom 10. That was very easy call for me to make. We had somebody who worked with us back in the day and this was probably four or five years back and they were really good at videography.

Very good. And they said they wanted to be on camera for some of our video shoots. They had a previous background they had gone to school for on camera work and they were working behind the scenes and this was before chuck worked here. This is Marsha was here, but it’s before chuck was here and so this guy was really good editing video. I mean really good at editing video. And I said, hey, you know what? We’ll do one time. Let’s go ahead and film you one time making some announcements and then we’ll use it this week and I can give you feedback if we need to improve. And he says, look man, I went to acting school. I know this stuff. Okay. So right away I noticed like he was super coachable about video editing and filming but not so much about acting. He gets on the mic and I’m going to do my best impersonation and I’m going to try to make it as close to accurate as possible.

This is how this opioid everybody took you for watching the thrive time studios. And on this video we’re going to have a group video with leacock rule who worked at Disney. And so I like, hey dude, did you. Can I show this to you? I show it to them. It’s terrible. He looks at and goes of trying to abuse and superior. When I read my loins, he sounded like a. everyone loves Raymond, his older brother, Reuben. I mean it was terrible. It was like [inaudible]. And I said, hey, I can’t use that. Take. I cannot use it. You’re going to have to improve and practice. And then when it’s good enough I can keep it. And he goes, are you kidding me? Like, just Super Mad. More like, are you kidding me? And then, and then long story short, this guy became contagious real fast because he got this idea that he should be on camera and he didn’t have the idea he should be coachable. I mean, it was terrible. It was. It was honestly like erase. It was bad. It was bad. It was high. I think that needs to be written on the wall somewhere. You’re raped. Yeah. Yeah. Honestly, it was like ear rape. It was there. Was he making a one word? Clark. If somebody violates you, you don’t want to hear that and you watch the video.

No. The next step, you got to let the team members know that you’re focused on continual growth. All right. Which means that you have to every single week, kick hug and Prune, kick, hug and pruned. You have some people that’ll be erased. So for something people. I’m just giving an example. We had one member of our team who, man, they get it done. This person gets it done and the other day they just showed up late and they’re an unbeliever position. I pulled him aside and said, seriously, if you’re late again, I’m going to replace you all right. And they know I can because we were always coaching up the next level. It’s not a big thing for me. That’s what’s hilarious right now is listening to the Patriots have just announced their final 53 man roster and I was listening to a podcast about it and this is so funny is I don’t think people understand this idea is that bill Bella check has, I believe he’s going to keep seven, uh, receivers or guys who can catch the ball essentially.

And they go, this guy is obviously not, doesn’t understand the patriots. And he says, well, what if, if know if Edelman can’t play the first four games of the season because he suspended. And what if like, you know, drunk Koski gets hurt. Then what’s he going to do? I mean, he only has like seven guys and he lives seems kind of shallow in the position of receiver, you know, you didn’t have a lot of depth there. Would he doesn’t understand. Is that every single running back on the Patriots has to also double as a receiver. He’s the only coach in the nfl where every one of their running backs can line up and the receiver spot and can catch the ball right? So James White can catch the ball just as well as edelman. So it doesn’t matter whether in the last year Edelman got hurt the whole year, couple of years back, grunt caskey was out the whole year. It just doesn’t matter. So if you keep all these processes working and you always have the next backup, it doesn’t get weird, but heaven help you if you’re not doing these steps because you can’t hold people accountable if you don’t have a backup ready to go.

And what that means is you’re ultimately going to find yourself being held hostage by people that you’re paying a paycheck to. And it is one of the worst places to be as a business owner. What? You can’t hold people accountable. You can’t hold a fire people because like Steve said earlier, you know you’re going to have to do the job or somebody is not going to do it. It’s not going to get done.

Let me play. And Steve, I didn’t mean to cut you off.

I was going to say, you have to be prepared for that. When you do hold someone accountable that they do get weird going forward or they quit or something happens and that’s why people are afraid to do it because they’re afraid I’m going to say something and then they’re going to be

this whole. This whole series is six part series on employees managing employees. One on one. I’m taking the employee side of the argument, so let me just brag on our team for a second. This next, uh, audio sample of players from a yet another employee in this employee could take any job in the business and do just fine with it. And through attrition and through people leaving and through people making poor life decisions, they just keep moving up and they’re going to keep moving up, moving out. If they move on out, I have someone to replace them to so that he further ado, let’s hear an audio interview with Ms Dot Rachel so you can hear about what it’s like to work in a culture of strict accountability.

My name is Rachel Jelly and I’m in the sales department. I would describe my experience working at the thrive time show as unexpected. I really thought that working in a sales and marketing department would be like something I’ve maybe been done before. I’m in sales and marketing, but that’s not been the case here. It’s all about learning and growing like the fundamentals of sales and marketing at its core and receiving mentorship on a level that I’ve never personally received before. Working at the thrive time show is different than other jobs because there’s not mopey people hanging around the water cooler waiting for it to be 5:00. Um, so everyone is self motivated by their own goals and the company itself really helps to set the stage for your potential and what you can do based on what you’re actually doing. So it’s very results focused rather than just efforts.

And your best try, the atmosphere at the thrive time show is nothing short of basis, um, it is energetic, lively, and you get a sense for the culture as soon as you walk in the door, there are strings of Edison Bulbs and R and b music playing. So it’s definitely filled with the things that create our culture around us. The biggest thing that I’ve learned from the thrive time show is put simply by Bill Gates. Everyone needs a coach. And so whether it’s an employee or a business owner or an intern, that is exactly what the thrive time show is all about. And I see why I would describe the culture and the decor as intentional. Um, it’s bright, it’s lively, it’s loud, and the walls are filled with the success stories of people that have really hunkered down and gone after their big goals and just not stopped until they’ve reached them and achieve their chief aim.

The reason why some people would love it here and others would hate it is because of the demand for excellence and the culture that has been intentionally cultivated. That demands diligence as well because our culture is something that attracts diligence and hardworking people that are coachable and want to do more than expected and it really wards off those that want to do the least amount of work expected and that are happy helpers or lazy. My favorite aspect of working at the thrive time show is definitely the consistent mentorship. So I’ve learned so much about business. It’s like I’ve been in intensive business school for the past 10 months. It’s amazing. The best way that I could describe working at thrive to a family member or friend would be um, just to talk about a typical day here at thrive. So I get here at 5:45 for the coaches meeting that is at 6:00 AM and I just get to continuously learn from the business coaches more about the system and the problems that clients face and the big wins that clients encounter after going through the Coaching Program and during the coaching program.

And then I start calls right at 8:00 AM. So I place anywhere between 300 to 400 calls a day. And then, um, I do the scheduling for our photographer and videographer, clay’s personality would be defined as a maniacal obsession mixed with laser focus and that consistency is exactly why he doesn’t lose. And that same obsessive consistency would actually enable others to conquer their business, their schedule, their goals, and their life. My personal highlights while working at the thrive time show has been the consistent mentorship and challenges that comes from individuals that I respect and now see as mentors and friends. And um, there’s never a question that is left unanswered and that mentorship is amazing.

They should, when you implement these systems, you will create a culture of accountability. But heaven help you if you’re not willing to have to prune the tree. If you’re not willing to remove the bottom 10 percent, you are screwed. You need to go to lowe’s, get yourself one of those extremely high powered. You know, Marshall, you’ve seen the screw guns that are the very, very nice. Once you know the really high, you want to impact driver that impact real deal. Screw gun. I’m not talking about like one with the cord. I mean the battery pack, well, what’s a good brand? Eau De Wall or a gas powered one. I mean, you want. You want, because you’re gonna need, you’re gonna Hammer drill. You’re asking that kind of screw gun because you’re going to be screwed all day. Fire that bottom 10 percent. You’re screwed. I mean, let me tell you this, you, if you’re out there and you don’t fire the bottom 10 percent, you’d better call the alphabet company and say, Hey, I want to reserve the letter f because you’re going to be after all the time.

It’s gonna. Be Your exclusive. You want rights to that. You might as well have rights to dream. He asked all the time, you want at least own that letter shop. You want to do anybody else walking around that? You’re like, oh, excuse me. That’s mine. Triple stamped doubled. Sam, here’s the deal. If you don’t fire people you had, you had better. You know, you’d better make sure that, that the, that the submarine, that the, you know the door on it, you shut that latch because you’re going down to the bottom. You know what I mean? You might want to call the toilet store because you’re going to be living in the bottom of the bowl. You might call it toilet store because you want to buy a shirt. There you go know a plumber because you’re going to be in the crapper. You. If you don’t fire your people, you’d better go to target and ask them how much it costs to buy one of those shopping carts because you’re going to need it when you’re living in a van down by the river.

I, you just steal those. You don’t have to ask to buy. You just, you’d better, you’d better go to art school so you can learn how to tag the sides of buildings because that’s all you’re going to be doing professionally. I mean, you, you, you had met. You’d better get some, uh, w what does it, the medically prescribed marijuana stuff because you’re going to have some serious anxiety problems when you’re living in a van down by the river. You better get some sunscreen cause you’re gonna be spending a lot of time by that river. You wouldn’t get a marker and a poster board because it’s going to be a lot of fun standing on the side of the road begging that to real estate. Oh, I’d tell you what, those people actually have jobs though, to be honest with you. They do that as like the guy who does the colonoscopies thief immediately, gynecologist.

You want to call it college just because you’re going to have to have some experience looking at the bottom. I’m just telling you, you are gonna lose you better. You know what, you. You had better become a browns fan because. Hey, hey now. Oh snap. Hey listen, you’re seriously. As soon as they get that guy off the team. Who, who’s not Baker Mayfield, they get him off the field as soon as he. Hey, it was a good guy. He’s a, he’s a quarterback for the, uh, the bills I believe previously. Right. What did the bullying, the bills you’re starting clearly, they’re awesome. Wasn’t listening to quarterback the quarterback? Yes. Don’t leave me hanging here. The starting quarterback for the browns is currently, or what’s currently was previously the starting quarterback for the bills. There you go, had a pretty respectable, uh, you know, career builder good.

He’s doing okay, but, uh, a Baker Mayfield, they brought him in. That’s right. And I believe the idea is he’s supposed to be his backup for one year, but I have a feeling if the guy even throws one interception, I get just a charade at this point. But in all sincerity, you’ve got to fire the bottom 10 percent, which means you have to recruit the top 10 percent. If you don’t recruit people, you stopped recruiting, then you can’t fire people because if you fire everybody want to have anybody working for you. You’re preaching on believable so that my friends is you create a culture of accountability. Now on our next show, our next show we’re going to be talking about here is really talking about how to effectively manage millennials. How do you effectively manage millennials? It is the thrive time show on your podcast. Download, sharing is caring and listen to the music of share. So feel free to share this podcast with one friend or foe. Three, two, one, boom.