Business Podcasts | How & Why You Must Inspire Those That You Hire

Audio Transcription

Clay is doing a thing right now. So Andrew and I are back. You’re stuck with us for a little while Whoo It’s kind of cool being a business coach, you know with half my clients have hand What you were born like four years ago or something on yesterday yesterday. That’s right It’s kind of weird that we’re able to do this. I feel very honored to be a part of this most of my clients are a lot older than me, but because of what’s in this book and because of being around Clay, people like us can and generally do have 10 times the knowledge of the average business owner. You can too, simply by absorbing what’s in this book. Clay left us a big, huge stack of basically page numbers that we need to hit on. I’m going to go through and hit on them. If we’ve already touched on them, I’ll answer any questions and then we’ll keep moving, okay? So the first thing he had was 103, 108, 122, and 123. I think we covered those pretty hard, but that was all the branding and sales stuff. Does that make sense? Everybody good with that? Or is there any questions there? No? Okay, cool. So the next one is page 141. OK. Woo! OK, so this is inspiring people. This is the hiring process. So he’s got a list here of what we need to do. He said, this quote, I’m going to read the quote here for you. It’s from Daniel Goleman, the best-selling author of Emotional Intelligence. of emotional intelligence. He’s a psychologist and he once said, if your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you’re not going to get very far. Clay says, this quote’s used to make my brain explode because I’m old school. If I’m paying you to do something, I personally believe that you should do it and be happy to do it because you are being paid. Anybody else kind of feel that way a little bit? Okay, yeah. If you’ll go through here and follow this list, it’s going to take a lot of the emotion out of this process for you. Does that make sense? Andrew, can you kind of break down why we want to do each of these things on the list? Yeah, so first one here, create a list of all your employees. Just for tracking, it’s a great thing to just create a list, break it all down on a spreadsheet, and then this next thing here is label all of your employees as A, B, or C players. This is kind of a concept from, I think first came from Jack Welch, the book Winning, by Jack Welch, which is a phenomenal book. But labeling everyone as A, B, and C players. The A is going to be the top 10% of your employees. These people show up early, stay late, they get the job done, they over deliver, they go above and beyond the actual job and they do more than what is required of them. So that’s going to be your top 10%. The B players are going to be your middle 70% and that’s kind of the people who show up, they get the job done, they show up right on time, they get there at nine, they leave at five, but they get it done and you don’t have any issues or problems, it’s just they show up, they get the job done, they leave. They’re your C player, your B players and that is who kind of does a lot of the work in the company, is kind of your B players. And then the bottom part here is the C players and this is gonna be your bottom 20% who you’re going to be cutting or I guess I got it kind of flip bottom 10% top is 20% on a players that you’ll be cutting as quickly as you can so these are the people that you’re consistently looking for a replacement for that you do not want in your business because they are costing you money or they are costing you customers or time or anything else like that so and that also goes into the group interview process where we can consistently bring new people in and replace those C players at the bottom. If you keep those C players, it’s going to be extremely expensive for your business. Very expensive. Yeah. And just to recognize, a lot of my clients when it comes to A, B, and C player descriptions, they haven’t really kind of categorized for each of the positions, what would an A player look like in this position? What would a B player look like in this position? Even at the manager level, to kind of define those things, an A player manager here looks like this versus that. That’s a really good measuring stick now that you can use to kind of measure against anybody else that comes into the company. But the A players, a key point about this to recognize, because business owners always want to hire themselves. I’m looking for somebody who basically wakes up super early and gets here before me every single day. And I’m looking for that person who really, they challenge me in how hard I work. That’s not going to probably happen. They own a business. Yeah, they’re owning a business right now. So you’re probably not going to hire yourself. But looking for an A player and being realistic about that. Just recognize that keeping A players is, you have to be engaged with them. Like it’s hard to keep a lot of A players around if you’re never there to inspire them. And the next thing on top of that is if you have an A, B and C player, you have to measure it to something. So what makes an A player, I think it’s kind of where you’re going here, but an A player, you have to, you’ll see we have whiteboards all over the place. So on the back of that whiteboard and some of these other whiteboards up here, there’s key performance indicators. So it is extremely clear what everyone’s expectations are. So if you, like an elephant in the room, if you’re working an elephant in the room, you know exactly how many memberships that you have to sell. There’s a base and there’s a clear expectation. So it’s obvious. We talk about it openly in our weekly meetings. How much did you sell? What was your percentage? And you know that if you’re below that percentage, you are not an A player. You might not even be a B player and you might soon get replaced. And it happens every single week. We have that meeting and we go over everybody’s numbers so everybody knows where they’re at. And it’s not a foggy thing, it’s very clear. There is an expected thing out of, there’s something that is expected out of you. There’s a certain number or key performance indicator that you have to hit in order to be an A or B player? That’s a good question. It’s totally possible they move down to a C player. If you’re hiring phenomenal people, like really great people, it’s totally possible that your B players kind of settle down and your team just gets better. And that’s a good thing. You want your team to keep, you want to upgrade, keep getting better and better and better people working in your business. And over time, people get lax, like they just kind of like, just get laxadaisical, they stop doing a really great job over time. I don’t know if anyone has hired somebody and they did great for like the first year and they just fell off a cliff. You know, that happens and that’s why we do the group interview every single week because people will continue to fall and then you keep having to bring new people in all the time. I think the average right now is like two years that someone stays on with a company. So. In A players, they want training. So there’s some overlap in a lot of stuff we’re talking about. The next thing on the list is you have to block out time to train these people. An A player wants to keep learning more. They want to keep growing. They want to keep challenging themselves. So it takes really engaging with them. With the B players, you’ve got to keep them on track. You’ve got to keep them in their head of when they could do some training in their company first off who’s got employees so I know people are alive here okay you have employees now leave your hands up if you have employees do you have a weekly time to train those employees right now leave your hand up if you do okay cool homework write that down that will make all the difference in the world because just having the consistent structure if you’re able to be there that’s the key if you’re able to be there then it will start to create culture. Clay says culture is just that which you allow to grow. And without the, you know, without the structure there, weird stuff will start to grow. Yeah, and it’s like having a rock in your schedule. So you need to have your team training as a rock in the schedule, a manager meeting as a rock in your schedule. The group interview should be a rock in your schedule. These are things that happen consistently every week at a time that benefits you, because the business exists to serve you. Clay doesn’t have the elephant in the room meeting at a time when all the style where it’s convenient for everybody. If he did that, we would not have a meeting. It would never happen. And so Clay does it every single Monday at 9 a.m. At 8 a.m. he does the elephant in the room manager meeting. So those two time slots are at a time that benefits him. So he picks those times and he says he’s never missed it. If he did miss it, it would lose faith and hope and trust in everybody else. They say, you don’t show up, why do I need to show up? So he’s there every single week at a scheduled time. And to make it really practical what he goes over, like in the all staff meeting where all the stylists come here. If you’re a manager and you’re selling memberships, we’re going to be role-playing selling memberships. So we’re going to be going over that and there will be training on whatever your task is, so selling memberships. If you’re a stylist and you’re cutting hair, you’re going to be back in the back. I don’t know if everyone saw a bunch of hair cutting equipment back there. That’s because every single week we have a time where the lead stylist trains all of the other stylists. So everyone sits down, we all get a bunch of haircuts, it’s really cool. So everyone sits down and does haircuts, just back to back to back, and they’re doing a ton of haircuts, and just training, and they’re getting feedback from the manager, because they’re able to sit there for a designated time every single week, and get better, and it’s blocked off. So this is to make it a little bit more practical. You know, if you have a fencing company, it’s totally possible, I have a client that does this. Every week for one hour, they go out in a little field that they have and they are getting better at placing posts and digging holes. So it’s like, get out there and then dig a bunch of holes and then let’s get faster at doing it. It’s almost like a military style training where you just get in a line and everyone’s digging holes and let’s see if we can get faster at doing this. What ways can we get faster? And when you do that, everybody’s in one spot and they’re all learning at the same time. So it’s also a huge time savings. So you don’t have to have this one-on-one conversation with a bunch of different people. So it’s a great benefit and it will save you a ton of money because your team won’t be as slow. They’ll be better at doing whatever their task is. In your experience, Andrew, with all of your clients that you have, how many of them are just naturally good at training? Probably like 40, 30-40%. Okay, that’s about what I found. About a third, roughly, can just kind of fall out of bed and do it. The rest of us are going to have to work at that. I want to give you guys a little framework that my boss, Clay Stairs, who unfortunately can’t be here today, he taught me and it’s been very, very helpful for a lot of my clients. There’s five things when you’re training. It’s kind of like delegation 101 here that you want to do. And it bleeds into this next one of having a job description for all of your positions. So every position is going to have a set of tasks it’s responsible for. And you need to train those tasks and delegate them effectively. So you’re going to step one, you’re going to say it. Now tell them what to do. Verbal communication. You are going to call the leads. Then you’re going to write it. Oh, that takes energy. I don’t want to write it. I’m not good at writing it. I’ve never written one before. I don’t know how to do it. How should a standard operating procedure be? But just write it down. It’s just a checklist. Don’t over spiritualize it. Write down what you do when you’re doing the task and now you have said it and you have written it. You can show that to somebody. That builds a lot of confidence when you’re saying, hey, I’m going to have an expectation of you. And they’re going, OK, cool. Here’s the expectation. You hand them a checklist or give them a system. Sometimes on a more complicated system, you might need a video training to go along with it. But you create that. And now you have showed it to them. You’ve written it down. And you’ve said it. The next part is you want to model it. Actually prove to them in front of their own eyes I can use this checklist to get that exact result. Did you see that? Once they’ve seen it. They’re still not done yet. The next step is now they need to model it for you Now you have seen them do it. You’ve looked them in the eyes They’ve looked you in the eyes and you know, they can do it and they know you know that they can do it, and now there’s a real expectation and an understanding that if it’s not done correctly, it’s because you didn’t follow the system. Does that make sense? Okay. Yeah, at that point, it’s a character problem. At that point, if you’ve done all of those steps and then you’re the person working for your employee, if they said, oh, I didn’t do it because I misunderstood, there was miscommunication, all of those standard excuses, then you know for a fact that it’s a character problem and there was no misunderstanding or miscommunication. Therefore, you do the group interview and you as quick as possible find and replace the person. Yeah, so and when that happens you have a group interview. So these next few that are on this list are about well we need to be prepared. People may show up and do the systems of their position perfectly and all of a sudden have a life issue and now they’re not. We can’t let the business suffer because of that. We need to recognize it quickly and we’ll do that through having a weekly team meeting and looking at the key performance indicators and then it becomes very, very clear who your C players are at all times. You can run your ads, commit to firing them and replacing them with people who are going to be a better fit. But you want to let your team members know you are focused on the growth of the company and their personal growth. Then begin kicking, hugging, and documenting, and pruning as needed. Does that make sense? Is there any questions on any of this stuff, guys, before we move on to the next page? Yeah. I’m just curious. How important is it for me to be interviewed? How does that go? What do you do? How do you do a group interview? So I’ll give everybody some resources here that they can check out two different resources Because it’s gonna kind of depend upon you a little bit clay kind of comes in and he’s like Here’s who we are and what we do What questions do you have for me and he can get away with that because he’s doing that he’s been doing a long time If you’re brand new to this and you need a little bit of a script normally when clay stares us here He’ll present it. But if Carter if you’ll pull up clay stairs calm on the home page, there is a kind of a free resources. Don’t worry, we won’t like call you or anything off of this. But you fill out the form and it’ll send you the documents for literally every step. Very detailed stuff. When you get the free, where is it at? Scroll up a little bit. Go to the home page. Click the logo. Home page. You’re killing me, Carter. I love you, though. You’re great. This is good. We’ll get there. OK, so home page right here. Free downloadable resources. Download now. If you fill that out right there, you’re going to get the recruiting system, which explains how we write the job ad with an example job ad and a place to fill in the blank for your own job. Then you’re going to get a checklist for how to do the group interview along with a script. It explains the system. Fill in the blank. And then you’re going to get the shadow checklist. There’s even, if you want to go to this level, and Clay Clark usually can figure out if they’re a good fit in the shadow, but if it’s for a higher level position, you might want to do a sit down personal interview. And that’s all in there too. The whole script, why we ask the questions, what questions we ask. And then from there, the last step that you’ll do is you’ll check references in their background and there’s a checklist for that. So that’s all free. That’s all for you guys. It’s all Word docs you can customize to your own company. And I’d highly recommend you look at that. That’s resource one. Resource two, if you go to thrive timeshow.com and you search, this is how we do it. Like not like Montel Jordan, but just like, like Clark, this is how we do it. And he literally has an audio recording of him doing a group interview. So you can hear that. But there’s definitely different methods. And you can kind of pick and choose what’s your own. But for me, when I was taught how to do it, I was taught with the script by the system. And then I’ve kind of gotten into my own flow when I do it now based on having done that enough using the script to kind of get it. Does that make sense? OK, cool. So we’re going to see what’s the next page Clay has for us here. That was 141. We’re going to go to 153. What’s on this page? Let’s see here. Oh, these are eight super moves for keeping your company’s vision out front. All right, Andrew, let’s go through them here. What’s the super move number one? Super move number one is to put your company’s vision and mission statement in writing and place it somewhere where everyone can see it. If this document gets too long, no one will read it. Keep it simple and short. Yeah. Does anyone have a mission statement for their company in here? Just raise your hand if you do. Okay, so we’ve got a couple. This is like culture stuff. I mean, it’s not by accident all this stuff is on the walls in here. What do you have to say about that, Andrew? No, no, no, you’re good. Yeah. So I mean, it’s not by accident. Core values, mission, vision. When somebody isn’t doing the thing, you’ve got two things. If something is not happening, it should be. It’s either a person problem or it’s a system problem. And if it is a person problem, you want to try and, if you can, because management is mentorship, you want to try and draw them back to the values of your company, the reason why we’re here, and get their buy-in back into that level. Because they signed up for that initially when they came on board. So we bring them back to that, and it’s on the wall, where we’re working. Hey, do you remember that? Clay Sterzel, actually, when he’s went in and helped companies implement this to get a lot of buy-in quickly, he’ll have them go up and sign each core value on a poster as an employee. And now, if somebody is acting a fool, and they’re just not doing it, and you’re going, hey, did you not know what to do or did you just choose to not do it? And they’re like, well, I can’t really say I didn’t know because I was trained very specifically to know. Then at that point, you just go, hey, well, right there, there it is. What could I expect out of you tomorrow? You know? And that’s, these are tools for you to be a leader and not just a manager at that point. Does that make sense? Yeah, it’s a super move for hiring as well. I don’t know. I know there’s a couple people that were here on Wednesday shadowing the interview and got to see the process. It was a really cool thing. But there’s typically for our interviews, there’s around one to two hundred people who apply. We call and we reach out to all of them. And typically, I don’t know, fifty to a hundred or so, Haley, I don’t know, probably like 50 people to 100 say that they will be here, like they promise that they’ll be here. And then roughly 30 to 40 people show up. So if you can imagine how many people we would have to sit down and schedule an individual time with and interview, it’s mind boggling. But the really cool thing that happened on Wednesday, and this happens every single week, at least two to three people, they come in, they sit down, and then they look around, and then they leave. Like, it’s great. It’s one of my favorite things, because if there’s a disagreement with a culture or a value or something that you have in your business, the first thing that I want them to do is to not work here. Like, if they can eliminate themselves from the conversation of maybe they’re a potential candidate, maybe they do a phenomenal job. Maybe they are a really great worker, but maybe they’re not at all going to fit with the culture. It’s going to be a problem in six months when there’s some sort of value disagreement or something else like that. So Clay’s done a phenomenal job at just putting our culture all over the walls. I mean, a lot of times there’s been people who stopped at the door and then asked a question. It was a pretty crazy, crazy questions. They’re like, Hey, do you believe this? And we’re like, no. And they go, all right, and then leave. And that happens weekly. And so this move here, putting your values publicly, is a great move for hiring as well. Because then you don’t have to deal with that problem when it comes up in six months, or in eight months, or in 12 months. It’s a phenomenal move. It weeds out the bad ones. Yeah, and it will just remind you, too, because, again, you want to be a leader in your company. We’re talking about inspiring before. That doesn’t happen by accident. Maybe for about a third of the business owners we work with, are they able to kind of get along pretty easy without having to put a lot of effort into that? But that is an area you should be looking at developing yourself. I think the great Maya Angelou was quoted once saying that, nothing grows unless you do. So if you’re willing to put in the effort of waking up in your morning metatime and not just thinking about the tactical to-dos you need to do, but also the relationships with your team members and how you can build actual relationships with them that allow you to challenge the trust in the relationship. If you don’t build the relationship with them and if you’re not tying that into your mission, then if you ask them to do something that’s a little bit outside of the realm of what’s normal, usually you get a lot more pushback than if you’ve been kind of sowing into that love bank a little bit. Does that make sense? Okay. So the next move is you’ve got to repeat it, repeat it, repeat it, repeat it, repeat it, repeat it, repeat it. That’s basically what he means there. You just have to keep saying it. Nobody else is going to wake up with a desire to push your vision and your mission, but you want it to become second nature for the people that work for you to the point where they’re like, yeah, yeah, we know good I’m gonna tell you again tomorrow. That’s like the the move so One of the things you can do as well too for keeping the company’s vision out front show them the results It’s not by accident that we gather the video testimonials and all of our employees know we have gajillions of them All of them know that because Clayton he just wants to make sure that they know that what they’re doing is valuable What they’re doing is helping people. It’s all about vision. This is kind of not a practically tactical stuff, but it is important and Clay’s trying to give you practical action items to hit it. Does that make sense? So then show your testimonials and oh yeah, we’re going to add the mission statement to all the internal documents, newsletters, and forms of communication. You want every human working in your office to know what your company mission is. I think we hit on that one pretty hard. What’s number five, Andrew? Number five, publicly praise members of the team who wow your ideal and likely buyers and who achieve results that help your company move closer to the turning vision into reality. Do you need that? Do I need that? Do you need that? I do not need that. I don’t need that either. I don’t need that. I don’t want that. I don’t. Yeah, I feel weird. But a lot of people do need that, and a lot of people need to see that they’re doing a good job and it’s a it’s a culture that like especially again back here because Clay’s in a phenomenal job of building it is you go to a lot of places and there’s like you know one year review or different reviews and it happens a lot especially in corporate but the way Clay has built his culture and again culture is what you let grow so either you create it it’s repetitive right so either you talk about it every single day and you bring it up every day and every week because you’ve got to re-center it. Because if you let it grow, it’ll grow into whatever your employees create. And then that’s how a toxic culture gets formed and it’s disorganized. So you have to repeat, consistently bring it up. But the culture that Clay’s created in all of his businesses is instant feedback. So there’s instant gratification of like, hey, I did a great thing. And you know, you did a good job, awesome job, he’ll point somebody out and say, you did a good job, great job on that. It goes both ways, though, that if you do something negative, you get pulled aside. And it’s like, hey, you can’t be doing x, y, z, 123. You know, don’t do that. We’ve talked about this. Now we’re documenting it using a write up form, do not do that, and it’s instant feedback. There’s no thing where it’s in six months, we’re gonna talk about you were late two times, four months ago, because that’s so ingenuine and no one can correct that behavior, but it moves really, really quickly, and if you let it drift, then that will become the normal. The late being late becomes the normal, and all that just slowly creeps in. So you just have to act really, really quickly and keep that culture almost like pruning a tree back. You’ve got to like maintain it. Yeah, Jack Welsh. I just, I love talking about Jack Welsh with this because he was able to inspire people, but he also produced just arguably the best results of any CEO of all time. He grew General Electric by 4,000% and there’s a quote in the bathroom I look at every day in the men’s bathroom, sorry ladies, you can’t see it, but it’s Jack Welsh and he says that the biggest cowards of all are managers who do not let people know where they stand So just just it’s it’s not fair to an employee if they’re not doing well And they’re trying to do well if they’re not getting the feedback and it much rather they’d much rather get it now than keep doing Something wrong for a while. So that’s a big point What is this Jim Jim Collins here is perfect time for this a culture of discipline is not a principle of business, it’s a principle of greatness. You’ve got to love Jim Collins there. So publicly praising people, you guys might find that kind of hard to do. If you’re anything like Clay, like I can tell when he does it. I’m like, ooh, that didn’t feel good for you. That’s not normal, was it? But he knows people need it, right? He talks about there’s three layers of a system. He’s got like the checklist layer, the process layer, and then the layer he hates, which is the, this is why we do it this way. You know, a lot of times as business owners, we don’t want to have to explain that. It’s like, you just do it. But people kind of need that to get bought into that vision and to kind of understand how this action I’m doing is actually going to help create that testimonial for that client. Does that make sense? Okay, cool. So, what’s the next move? Firing people who don’t believe in your company’s mission and big vision. This goes back to pruning your employees, making sure that everyone is on the right track. This is really easy to do when you talk about it every single week. Either you will be able to tell them, you’ll be able to see them slowly moving away from your company’s missions and values and goals. And you can spot that and then take care of it very quickly. And then, again, the group interview. That’s why the whole system works together. You can take care of that, fire them, replace them ideally within a week, and then have someone else in their spot that does believe in the mission and have the same values. And it just all works really well together. Yeah, the watermark will keep raising. Andrew and I have been around here long enough just to see that Clay’s pace is very consistent. Anybody notice how fast he moves, how many things he’s doing, how far beyond the average person that is. When you work here, it’s like you’re latching yourself to a hummer, and it’s going to keep going and accelerating, and if you’re not making it, we’ll just cut your cord. There’s a bunch of bodies along the way here, but that’s how you end up with a team of awesome people. It’s not by keeping around the people who suck. And I personally have helped write a book called Just Don’t Suck about how easy it is to not suck in an organization, how low the bar is in this country. If you want to get a copy of that, it’s on Amazon, Just Don’t Suck. But anyway, the next move is to repeatedly clarify how each team member’s job and daily tasks help the company achieve its mission and help your ideal and likely buyers. That’s again, communicating the why. We don’t have to do it, many of us, I don’t personally, but it’s something that we kind of have to do to get that buy-in. So what’s number eight Andrew? Create a core values document for your team that clearly expresses the values you expect your team to live up to as you pursue the achievement of your company’s mission. The mission explains why you are doing something, but the values explain how you will go about achieving this mission. Who, raise your hands, by a show of hands here, how many people already have a set of company core values? OK, so maybe about 5%, 10% of the room here. I want to talk a little bit about core values here, because Clay doesn’t. But Clay Stairs does. So I get the benefit of learning from both of these guys. Clay Stairs wants to point out that you don’t want to set core values that are like too high of a bar, right? But you also want to make sure they’re something that you can use to hold people accountable. They are a tool that you can use. And if you don’t view it that way, then it kind of seems like, why am I doing this? Well, just think about, again, having them up on the wall and being able to use them when the person is clearly the problem and they’re clearly choosing to not do their job. Bring it back to the values. That’s just a tool. But one key point on this is you should always have a core value that’s related to results, that’s related to production, that is related to getting it done. And that is key because that’s the number one thing people are going to falter on is they’re just going to not get the job done. But we want them to sign up initially that, hey, we’re going to get the job done. We are execution minded. We are production focused. We are results oriented, whatever you want to say there. Because that’s going to be typically the one you’re going to come back to the most. So I’d recommend you have that. And if you’re struggling to come up with them, because everybody here should leave today with a set of core values they feel really good about, if you don’t have it. If you’re struggling to come up with them, just think about the absolute best employee you have ever seen. The best employee and then maybe lower the bar like 5% on that. But pick the core values that would describe that person. How would you describe them? That’s the type of person you want to have, but you can’t start describing yourself as an entrepreneur there. So just think about the best employee you’ve ever had. Maybe you’ve never had an employee. How about the best employee you’ve ever seen or worked alongside? They inspired you. What was it that inspired you? Those are where your core values are going to come from. Does that make sense? Any questions about core values? Mission, vision? Yes, sir? Would I just dump that and be a core value? Yes. Yeah, you can use that. Feel free to use that. That’s yours for free. All right, guys. So the next page we’re going to move 189 189 Let’s see All right, Andrew, what do we have on page 189? Looks like we’re like right in the maybe he just wants to show us his claymation here. What’s in this claymation? Some people die at 25 and aren’t buried until 75 Benjamin Franklin This guy’s saying Oh Bob. He’s been that way since 93 When he gave up on his dreams. Since when do we hire zombies, says the other guy. All right, just if you haven’t noticed, Clay loves doing little Claymations, and if you really love them, I’d recommend that you get a copy of his book, Jackassery, where there’s a bunch of them and they’re hilarious. But we’re going to go ahead and back up here. I don’t know what on page 189 specifically he wanted to do, but I do know what this checklist is for. We’re looking at opportunity cost 101, it looks like. And we’re going to go through, as for right now, I want to help you get some big wins and have the data you need to make small or even large changes in direction, if need be. So take a moment, and we’re going to answer the following questions right here in the book. People, think about your people. Do you like the people you’re working with, or are you just settling for the people you’ve already hired? Go ahead and actually answer in the book. Get a little interactive here. Write down your answer in the book. Somebody’s sitting here going, I can write in it. I can write in this book. Yes, you can write in the book. Write in the book. Do you like your people you’re working with or are you just settling for the people you’ve already hired? I see some pens going. I guess some people only have, not everybody has employees. So if you have employees we’re gonna do that the next thing marketing Everybody needs some marketing if you’re in this room What or who are your true ideal and likely buyers? It’s a measured circle app and write that down if you haven’t defined it You need to know that you need to know that backward and forward you need to know that better than your competitor knows it So there’s all sorts of resources for that here in the book, but just write down there, do I need to do that when I go home? And another thing on marketing, what’s the next thing, Andrew? What is the best place to most effectively reach your ideal and likely buyers? What’s the best place? Is it in person? Is it through a referral source? Is it through, are you running Facebook ads? Is it Google? Is it coming up top on the Google search results, Google Ads, what’s the best way, what’s the best and most effective way to reach your ideal and likely buyers? Yeah, there’s probably several examples we could go into here. Maybe Andrew you could share a client who is using the Dream 100 marketing system to market directly to their clients and I’ll share one with the referral source. Yeah, I work with a client in Greeley, Colorado and in an asbestos abatement company. It’s exciting. And he goes one by one to different restoration companies all over Denver and Greeley and all over the other suburbs of Denver. And he visits with restoration companies. So basically customer calls, whether it comes from insurance or from the customer directly to a restoration company, and then they call the asbestos abatement company because there might be asbestos and they need to get tested and Removed so he instead of going direct and trying to get one-off leads from a bunch of different people He actually has built up. It’s probably 40 to 50 different referral sources From all these different restoration companies small large medium-sized companies where they send him roughly about one deal per month. So he doesn’t get a lot from one, but it’s almost like his referral sources are spread out and where not everything’s in one basket. So he gets about 20 leads every single week for massive asbestos abatement jobs just because he has 40, 50 different referral sources and he’s gone out and he physically visits their office, brings them some donuts or some goodies, and then just builds a relationship with them. The Dream 100 is a relationship-based marketing where you go to their office, you meet the decision maker, you might have to get through the front desk person or the gatekeeper, and you build a relationship. You return week over week over week over week over week until you have a relationship with them, and then you maintain that relationship, and then now you’re doing that with, you know, 30, 40, 50 different companies, and his business is blown up from that. Let’s do another example. Carter, will you pull up Z66 Auto Auction? Pull up their website. This is Dr. Zellner’s auto auction and he’ll make about $300 a car that sells on a Friday or Saturday when they do the auction and he’ll not even be there and they’ll sell 1,000 cars. And they’ll just keep adding on. The system works really well over there, but there’s only one marketing move for that company There’s there’s not a three-legged marketing So I mean we we do the branding we get the Google reviews and stuff but really the main thing that drives this business is You have to have people who want to come and buy the cars from you and those people have to have a license to buy The cars from you so that limits the amount of people that you can target for marketing therefore with their marketing it’s It’s straightforward. We bring donuts to anybody who has a dealer’s license. And we have a hot no-brainer with that business, where we basically let you buy your cars for the first time you come over and come to our auction, because we’re so awesome. I mean, it’s like the Starbucks meets Harley Davidson in there. And there’s catered-in lunch, and it’s expensive, nice lunch, and they go really, really fast. The systems are dialed in. It’s very easy to work with them. So we want to get you in there. We’re going to show up and bring you donuts every week. And then in addition to that, we’re going to offer you, you can buy your cars $1 over what we paid for them for every single car that you buy the first time that you come. That’s a hot deal, right? But there’s nobody else to market to. So we’ve got to have that. And still to this day, there’s holdouts. There’s a bunch of holdouts that want to go to the other auction. And we still bring them donuts and they throw them at us occasionally, but we don’t care. We just keep doing it over and over and over. Eventually, some of those people are going to get real pissed off at their current auction that sucks, and they’re going to come try it and they’re never going to leave again. That’s the idea behind that. So knowing where your ideal and likely clients or referral sources are is a big point for the Dream 100. And the Dream 100 system is, at least with the clients I’ve worked with, the most effective marketing system I’ve ever seen and with the highest ROI for every business that implements it properly. It is very, very powerful. One particular client that markets to referral sources as well, Kelly Construction. Maybe you could find their testimonial, Carter, on the Thrivetime Show or just like Rumble, Kelly Construction, Thrivetime Show, but this guy has just delivered cookies to about 70 architects in the Baton Rouge area. And we did the math to figure out how much profit he actually made off of every dollar he spent. And he put in $1 and got roughly $3,000 back out of the Dream 100 for every dollar in cookies that he spent. Because he’s doing commercial construction. So he’s doing a million-dollar shopping center or something, right? That creates a lot of profit. But he wouldn’t even have got the shoe in the door without bringing those cookies for like six months in a row on several of those deals. I mean, that’s all it did. It’s just a little dopamine hit for the lady up front and whoever’s in the office. That’s all it is. So that’s a huge point, guys, and I want you to know the power of the Dream 100 marketing system, but you really need to have a good idea of where the referrals or which clients you need to be targeting. So what’s the next one Andrew? How good are your marketing materials when compared to your top? Competitors so all the marketing materials. This is going to be Everything this is your website. This is your what happens when you Google search your company name if you can’t find it That’s a negative thing if you don’t even come up on Google for your own name. That’s a negative thing if you find it and then the marketing materials, the website, the online presence, if that isn’t positive, if there’s negative reviews, we need to fix that. And then down to the physical, the one sheets or any sort of books. So there should be, everyone should have a one sheet. It’s not cheap paper. It’s nice thick, you know, heavyweight gloss paper. It feels good, it looks good, it’s world-class. So everything in your business, all marketing materials should be world-class and you want to evaluate and stop and kind of from an outside perspective look at your marketing materials and then ask yourself is this world class well how do you know if it’s world class will go to a nationwide company a world worldwide company or a national company and look at their marketing materials the one that is the best in your industry who’s at the top go look at their marketing materials and that’s a good place to start to see you know they’ve already done it they’ve already figured out what works and what doesn’t let’s look at their marketing materials let’s get some of their flyers and their one sheets and look at their website and see what works and then do better than that that’s the first step oh yeah oh yeah uh… who here has actually just by a show of hands how many of you have ever like actually built a spreadsheet to mystery shop your competitors. Put people on a spreadsheet and looked at, actually done that. Has anyone in here actually done that? Okay, well that is really, there you go, that’s what I’m talking about. Hey, look at that, that’s my client. Wonder why he did that over there. No, that’s gonna be key for you to do because you won’t know. You just won’t know otherwise. And not knowing is not a good key for success when it comes to a competition, not knowing what they’re doing. So you better bet the United States, we’ve got a lot of, we’re checking on a lot of countries, we’re looking at a lot of stuff. There’s a reason for that. Is your product or service truly the best in the world? You should always be asking that question. When you’re looking at your competitors, that should be the question. Is my product better than this? If not, you need to figure out how to one up it just in every area. That’s how you end up with. That’s how a donor ended up with. They don’t leave once they come to his auction for the first time because he thought about every aspect of that. Some auctions don’t do food. I’m doing food every time. Some auctions are just it feels like a DMV. I’m going to make this place like Harley Davidson meets Starbucks. And it’s like without the communism. But that’s a that’s a very intentional thing that he’s done, and he has definitely looked at the, I think he’s started, sold, restarted, and put his competitor out of business with auto auctions like twice, because they can’t do it. They can’t keep all those things tight. It takes real specific, like do it this way, and you’ll be able to do that with your business and your market. So what’s the next one, Andrew? What systematic quality control problems are, do you repeatedly struggle with? So this is gonna be what, if you’re selling a service or a product, how many times do you get someone coming back because their haircut was jacked up? How many times do you have someone coming back or you get a call back to their house because the, you know, maybe the fence is falling over a little bit, or there’s a leak in the toilet that you just installed. So how often is that happening? It’s why it’s so important to track, why we’re obsessed with tracking, tracking sheets, because you have to know how often are we getting called back to the place of service, whether it’s a home or they came to us, how often is that happening? Then we can identify what’s going on, what the problem is and solve the bottleneck. So if we find out that there’s one person that’s consistently providing poor haircuts, we can track that, put that down on a spreadsheet, go over it in our managers meeting, and then identify the problem and either fix with training, which we do every single week, so there’s a process to fix it, that person’s getting extra training this week, or we can replace the person or fix the problem some other way. So that’s the benefit of tracking. Another way that you can do this, which we do quite a bit of, is quality control calls. So this is going to be gathering a list, exporting a list of your current and previous customers, their names, their phone numbers, and then calling them and saying, hey this is Andrew over here at Elephant in the Room. How are you doing? I’m doing great. Awesome. Hey, on a scale of 1 to 10, how is your experience with Elephant in the Room? How is your haircut? And they’re gonna say, probably a little bit more, a lot more honest than they would be physically in the store or talking to your plumber that’s at their house or whatever. They’re talking to a quality control department and now they’re going to be very honest with you. They’re going to say, oh, it was okay. You know, I got an okay haircut. I got home and I could see a line on my hair and it wasn’t as short as I wanted. And so they’ll give you feedback. Then you can track that feedback. Again, identify, go look at who installed the sink or go look at who installed the fence or fixed the fence or the haircut, and then track that, identify the issue, and eliminate more problems from your business, which will then result in less bad experiences, less poor reviews, better, more positive experience, and good reviews. So you call them, you get the feedback, and they say, it was an 8, it was a 9. Well, great. And then you go straight into the next part and get a Google review from them. You know, then you ask, hey, do you know how to leave a Google review? I don’t. Well, let me walk you through it and get a review from them. So that quality control loop can also save your business a ton of money and earn you more with reviews. Yes, ma’am? Yeah, great. So she’s asking if you do hop on a phone call with somebody and they had a negative experience, how do you, how do you kind of revive the situation? How do you win the customer back? Is that kind of the question? Yeah. So, and this is a great point because if you don’t do this phone call, then they are, most people aren’t going to ever tell you. They’re just going to either go leave a negative review or just move on to the next person. So it’s like an over, it’s like a level of over-delivery where you’re going the extra mile and you’re trying to fix anything negative with the company. So it would be great to use the golden rule and say, hey, we wanna treat you like we would wanna be treated if we used our own service. Why don’t you come back in? We’ll fix your haircut for free and your next one’s free. That is a far better experience than if someone leaves the shop and then gets a bad haircut. They are going to tell 20 or more people to never use that service ever again, and you’ve lost so much more than you would ever have gained than if you were to fix the haircut and just make it right. So the best solution is just try to take the high road as much as possible. Even a lot of times it’s not right, what they have done or maybe what they’ve said. You might have a, I know everyone’s probably had an experience with a customer where you’re in the right, they’re in the wrong, but for your public image and for what they’re about to tell all of their friends, it’s always better to take the high road. And even if you take a small hit, it’s going to be far less than if they just go leave a negative review and blast your name on social media. So, yeah, there’s a question. I’ve always heard that the difference between a good haircut and a bad haircut is about three weeks. Yeah, yeah, that’s true. The difference between a good haircut and a bad haircut is three weeks. That’s true. Yes? So we didn’t catch him, let’s say, on the quality check, and they’d gone and they’d left this nasty review, and I know they did it, I’ve seen it. What’s the best step? I mean, it’s like, even if we didn’t drop them all, but this is maybe a… Yeah, great question. So who’s got a negative review before? We all have. I think everyone’s got a negative review before, one place or one time or another. So, excuse me, when you get a negative review, it’s almost the same response. You wanna take the high road. You wanna go above and beyond and say, hey, we’re so sorry you had this experience. We would love to make it right. You know, we want others to be treated just as we wish to be treated. So I would state even that in there, like the golden, we would love for everyone to have a positive, a positive experience with us. So please call, insert name, somebody, give an actual name, add this phone number, ask for them directly, and we will get you taken care of. If you’re a customer on the outside looking in, that’s a far better image, a far better response, than if someone responds back with the, like maybe it’s the facts of you actually didn’t show up to your haircut, you were late, you never showed up for your haircuts, and therefore you got charged, but didn’t get a haircut, or got a poor haircut because you told the stylist that you wanted this, and that’s not actually what you want. It’s never good to do that, to fight with somebody on a review. It’s just take the high road, and get them in for the service, try to fix the problem, because that is your public image. That’s what everybody else is looking at, and people judge you based on your responses to negative reviews. And then they went relentlessly and got like friends. And somebody had like five really bad one-stars from that experience. I’ve appealed to Google, they said no. Those are going to remain permanent. So does one, on Google’s mind, does one one-star and a one five-star, are those automatically canceled? Or are they carrying more weight? Google wants you to sort of live in that filth of a one-star. Yeah, I don’t know the exact like background numbers that Google uses, but I would say best practice if you get a negative review, you can report it to Google. I’ve never seen it consistently work like what you’re saying a lot of times Google says no, that’s a real review, we’re going to leave it. So the best solution is to leave a positive response and then just go bury it in positive reviews. Go ask 20 more people, go five times more than how many bad reviews you got for a positive review and go bury the negative review or reviews with as many positive reviews. Everyone’s going to have a bad review. Just bury it. If you get stuck on it where your entire life wraps around it, then it’s like then we’ve lost all productivity. We could have sold five more deals and got 20 more reviews. So you just keep kind of forward momentum like don’t stop and then take the high road. And that’s just the best way to go. Yeah, and simple. We just advise to bury it, don’t be emotional about it, move on. But I wanna give you some practical tips on like when you’re trying to, because Clay will call a customer and he’ll try and fix it if they’ve left a review. He looks at it like, there’s a book called the 48 Laws of Power. And one of them is guard your reputation with your life. So he views his reputation like the Google reviews, that’s a battleship in the marketplace and all of his competitors are little rowboats and he doesn’t want to compromise that. So he is looking out for his reputation. There’s going to be certain people who are just, you can’t help them, but that hasn’t affected our battleship. You know, there’s some bad reviews you can go look at on our listings at Elephant in the Room and on the Thrive one, but we’re intentional about burying them. There’s a specific guy that Clay had on the podcast years ago. His name was David Novak, and he wrote a book about being a CEO, and he’s the founder of Yum! Brands, which owns a bunch of franchises like Pizza Hut, Taco Bell, yeah, those ones. He recommends using something called the BLAST method. B-L-A-S-T. It’s believe what they’re saying, we’re going to give them the benefit of the doubt, believe them that they had a bad experience, right? And then we’re going to listen to what they have to say. Clay told a story yesterday where he’s like listening all the way, you know, to the grocery store and then all the way through the grocery store and then all the way back home. He’s listening and letting them get it all out and then he’s going to ask them, how can we, what can we do here? In an attempt to satisfy. B-L-A-S, and then we regain trust. Hopefully, we can regain the trust. Sometimes, you can’t, and you just bury the review, and you try to prevent that from happening again. And in this case with the fee, it’s like, well, did we tell them that in the inbound script? Yes? OK, then they’re crazy. And we can’t do anything about that. We can bury the review. So S is satisfy. You’re attempting to satisfy. You’re asking them, what can we do to satisfy so we can regain that trust? Is that helpful? OK, cool. So what else do we have here? What was the next one, Andrew? Where were we at? I think we’re on point number eight. Eight, OK. Product and service. Product and service. Are you making a product that you are proud to make and that really solves a problem in a way that wows your ideal and likely buyers. Probably a really good question to ask, but you know, if your service sucks, sometimes you don’t know it. So have somebody else mystery shop you if you’re not sure, and be like, be totally honest. I’m looking for the worst feedback in the world. Find every mistake. Might be very uncomfortable, but at least you’ll know what to fix if you can’t see it. Sometimes we’re a little too close to it to know that we suck, but it’s helpful to have somebody mystery shop you. Any other points on that, Andrew? No, it’s good. It goes back to the quality control calls as well. It’s another way we can do it where you can figure out if you’re providing a quality service that people are actually enjoying. Right. So which products should you be promoting that produce the highest amount of value for your customers and the most profit for you? Well, you need to know what your profit is on each of your offerings first. I’m surprised myself at how often we don’t know that, but it most comes up with home builders that also do remodels and also do additions and also they’ll build you a she shed. They’re kind of all over the board. This is common, so we’ve got to help figure out what is the thing, not the 17 things, but what’s the thing that we really want to sell here, and let’s try and direct our marketing towards that. Let’s promote that, because that’s the ideal service. We’re good at that. We can do it efficiently. We make a decent profit margin. Rather than, let’s do two of those, and it’s going to make me have to go through five project managers this year. It could also be an upsell as well. So you might be getting in the door with something, and then be able to upsell something else that’s even more profitable than your core thing. Andrew, how long have you worked here? Seven years. Okay. How many of you play the piano? Who can play the piano? I won’t ask you to volunteer, but who can play the piano by ear? A little bit? So there’s a guy who works here named Yong, and Yong can play the piano by ear. So Yong, and hey, it’s really interesting because I met Yong’s father. I was a disc jockey guy, and he opened up a venue and I DJ’d there and Yong was the owner of the venue and now Yong’s son works here and Yong can play by ear and Yong says to me or Yong’s father says, did you know my son can play the piano by ear? And I go yeah how’d you teach him that? He’s like I honestly don’t know he just can do it and I think a lot of times you learn through osmosis. Does anybody here have like a family where your family’s musical? Nope. Anybody here? So like, we’ve got one guy who used to work on my payroll who’s a phenomenal singer. And I go, did you take lessons? He goes, no, just everyone in my family sings. I said, what do you mean? He goes, like every meal, we’re all singing gospel. Like every meal, that’s what we do. So like, just as you’re baking, cooking, making music, we just sing, that’s what we do. And all of us can do five-part harmony, easy, we can find it, and we can all switch parts and we can all go falsetto and all it’s crazy and I’m going what what else can you do we all play the drums all of you yeah we’re all in we’re all functional on keys keys yes yeah we all play bass too I mean no way we all play that everyone yeah cuz it’s like something that they do and and Andrew worked with me first when I started a company called epic photos it was a photography company, epicphotos.com. I hired Andrew, I think at that point you were two years old? I just turned two. Yeah, it was hard to hold the camera because a little baby with the baby legs, baby hands. It was hard. A lot of crying. Yeah, I was like, dude, come on. And then, Sean, how long have you worked here? Coming up on seven years next month. So you guys worked the same amount of time? Yeah. Okay. And so Sean, it was crazy because Sean at that point, I think, Sean, you couldn’t speak. Yeah, I was brand new to speaking. No, but seriously, you actually were doing door to door sales, I think, before working here. Yeah, I was knock, knock, knock. Hey, a hailstorm blowed through here. Can I get up on your roof for free and see if we can get insurance to pay to fix it if there’s a damage problem? And that was knock, knock, knock over and over and over again at that time. OK, and then, Andrew, you were working at Chick-fil-A? I was working at Chick-fil-A. Were you dating the manager? I married the manager. Oh, OK. Oh, wow. OK. So that happened. So anyway, so but we, these guys, what we do is we teach entrepreneurship. So every single day, every single day, not some days, every single day, we have a morning meeting. And every single meeting, we go over the same stuff. Like it has to do with file nomenclature, how to organize files, how to launch effective ads, how to do sales every single day, how to do sales scripts, how to optimize a website. So this is all they do. And I define success as the company growing. That’s what I define success is. I don’t care about clicks and likes and passive aggressive nonsensical reports that marketing companies will send you. I’m not a big fan of feelings. I don’t care about feelings. I really don’t care. So you know I could sit there and tell JT, I could say, JT you need to get Google reviews to make your tip top successful. And I’m going to bring up JT. I’m going to kick you out of here and bring JT in for a second, OK? So when JT said, hey, I want to go open up my own tip top canine, actually we had a graphic designer by the name of Kat. And Kat used to work here. And she told me, she said, hey, that tip top company, I’ve seen how you’ve doubled their company, doubled the size of tiptopcanine.com. And I would like to own one if you ever franchise. Now why JT could I let Kat leave and go open up a tip-top canine with zero reservation and it not impact us at all even though at the time she was one of our graphic designers. Why could I care about her as a person but not care at all that she left? Because you do the weekly interviews and you always have somebody who can step into that role. Yeah so I replaced her in like four minutes. You know what I mean? So she left, brought somebody in, no big deal. So Kat went down to Southlake and opened up a tip top. So Sean, I’m going to have you punt out of here and pull this off the screen. So they go down to Southlake, Texas, her and her husband. Her husband used to work for Steve Current in The Mortgage Guy. So the husband who used to work for The Mortgage Guy and the graphic designer with no dog training experience, they go down to Southlake, Texas with no knowledge of dog training no knowledge of it and the founders of the company Ryan and Rachel They taught them how to train dogs in six weeks and every single Wednesday at 8 a.m. Every single Wednesday at 8 a.m JT I hop on the phone and I talked to mr. Southlake about what what do you think I talked to him about? getting Google reviews, yep weekly interviews, yep and Video reviews. Yes, and it’s all on a what kind of sheet? Spreadsheet. Yeah, big tracking sheet. So now they’re doing like $150,000 a month of sales. But every single Wednesday at 8, let’s role play the call. Because I’m going to walk you through what my coaching looks like so you know if this is a good thing for you, OK? Ready? Ready? Yeah. Hey, is this JT? Yes. Yeah. Hey, so real quick, this week, how you doing? Any big wins? Yeah, we got a dog out in record time. I hired two new employees and had a record sales. What burning fires do you have that we need to discuss on today’s call that are like line item, in your world, super stressful, and we have the agenda pulled up. What are those burning fires? I just got a super bad Google review last week. What else? I had somebody just no call, no show. And on the agenda, you’ll notice I put I have a rash. I sent you some photos if you could tell me what that is that’d be great. I don’t know if I have monkey pox. I’m just kidding. But like I like to have a little bit of fun with it. That’s what I do. Do I not? Okay. And then I’m like, okay let’s pull up the tracking sheet. So we look at it and we look at the tracking sheet and we go, okay so you got, in your case, how many Google reviews have you gathered in your first 10 months? I’m over a thousand because I have two maps. So it’s a Franklin one and the Southern Nashville one. And so you know JT recognizes the importance of getting those reviews so he says hey I’d like to you know come to Tulsa to one of your conferences if I can to demo my dog because it helps. So you do a lot of trade shows and flea markets and local events so you can show people how you train dogs. Yeah flea markets trade shows any event where there’s gonna be a ton of people I don’t care if there’s like dogs or anything. I just need people. And there’s two lines of sales we want to track for his business and for your business. We want to track the total amount of sales, that’s people who have committed, and the total of the money that came in. Because there’s a little bit of a separation. If you’re a contractor, if you’re a builder, there’ll be a little bit of a separation. You might have sold a $50,000 job, but you only brought in $15,000 this week because the customer pays a third of the time. You might be a personal trainer. In your case, Billy, you might sell a package where you say, hey, it’s going to be, I’m making up a number, $1,500 a month, and it might be a 12-month package. So your sales might be $13,000 or something, but you only brought in $1,500 because they don’t pay up all up front. They kind of track it. But right now, sales per week, you’re doing an average of what? It’s somewhere, as you can see, three weeks ago we did 33,000, but it’s somewhere typically between like 15 and 20. Every week. And then the cash in is about, we’re starting to consistently hit around 10,000 per week. But every single week, we go over the same stuff and it works and it’s very effective and it scales and it’s phenomenal. And if you go to oxyfresh.com, OXIFresh.com, this is another franchise that I work with. We have 517 locations that are open and those are open because it’s a system that can be taught to someone who’s not the founder. Does that make sense? So if you go to elephant in the room or you go to a tip top canine or you go to oxy fresh or any other brand that we have been a part of building, the systems are designed to be easy and not super complicated? Because you want to be able to just plug and play I don’t want to like come up with new ideas or anything like that I’m not trying to like come up with anything like that All I need to do is get Google reviews train dogs give it a reviews Do the weekly interview and I’ll be successful and the purpose is to create time freedom and financial freedom So you can go out there and have success and to me I I think about success, things that are exciting for me. I’m thinking about the next 72 hours, things that are exciting for me. Maybe you don’t find these to be exciting, but for me, they’re exciting. One is meeting everybody here. I never get bored with the story of a guy who comes to a conference, and then you see him eight years later, and the guy is a multi-million dollar company. The Steve Currington stories never get old to me. It’s always exciting. I love it because I know what it’s like to grow up without money. It’s exciting. The second is my son plays the drums and he’s really good and he’s getting to a point where I would almost call it mastery. So like here’s part where you can play the snare and you can play the hi-hat but then there’s a different thing where you can play like double time and do all sorts of crazy stuff. And so different kids are telling me, they’re like, because my son plays on this praise and worship band at school, and they’re now saying, your son is like entertaining to watch him play, because now he’s like just showing off sometimes, you know. So tonight at Metro Christian, they’re playing a game tonight, and they’re going to be playing, it’s a football team. And I just go to watch him, because it’s fun to watch him play. He’s 16 years old, and it’s just exciting to watch him play the drums. It’s exciting to see our daughter, who’s 19 years old, learn different skills. It’s exciting to see our kids get good at things. It’s exciting to see our daughter, Scarlett, who’s just oddly funny. And she’s trying to figure out what funny is and what funny isn’t, you know? We’re working through that. Leia’s our old soul, you know? She somehow acts like she’s like 50, but she’s not. And she’s always got a wise little quip. And Angelina’s our little ninja. She’s a very athletic kid. She’s kind of an urban ninja. And so I like that. I don’t really care about haircuts at all. Does that make sense? So, but I think some people think in order to be like, to be financially successful, you would have to spend the majority of your day obsessing about dogs. Correct. So I got to ask you, when you came here today, you brought your dog. Can you bring your dog one more time? And if you’re watching online, this is a real thing. If you missed it earlier, I just checked in, JT, just a minute ago. There are now 17,000 people watching online right now. So it’s kind of like a stadium of people are watching at this point. Yeah. And some people haven’t seen this trick. And someone always tells me, you should charge for your live stream. You can make more money. No, because I’m the poor guy can’t watch. Because I’m not doing it as like an life enrichment thing for me. I like what I do. It has to be profitable. But that’s very low on my list of things. That’s why if someone’s an ungrateful, petty jerk, I want to get them out of my life as soon as possible, no matter how profitable the thing is, okay? So, JT, again, for everybody watching online, if you want to win a chance to win this big TV here, you got to leave a review based upon the Lazer show. Now, Sean, cue up some game show music, but make it kind of epic. I want to have a Who Wants to Be a Millionaire. OK? It’s like that music that kind of, it always loops, Sean. And it kind of builds, and it keeps building and building, and it never quite crescendos. I can’t figure out how they made this soundtrack. OK, Sean, you got it? Who’s been there? So you got to YouTube, go to YouTube, you got to want it shot people, people out there want you to want it. Okay, and then folks, let’s all do a drum roll as JT gets psychologically prepared to demo his dog. Joy to the world. Sean hit play. Go for it. There you go. Wait, wait, wait, one second. Sean! Sean! This always happens. Sean! Maybe the power cord wasn’t plugged in or something. Did you check the cord? Okay, here we go. All right, go for it. This isn’t it. Sean! Pause! What the? Okay, we got to… What are you doing back there? Is it meatloaf? Mom! What are you making? Sean, are you figuring that out? You’re something going on. You got like praise and worship music going. You got to check the cord. That’s the problem. There’s a cord. You got to plug in the cord. What are you doing? You getting it Sean? Sean, what are you doing? You watching movies over there? Sean’s been playing solitaire back there. Hey, real quick. Let me bring up Paul for a second as Sean is trying to screw with us here. No, I’m serious. You killed the flow. We’ll come back to you in a minute. Here, let’s bring up Paul. Paul, you know how I like her big. This is Paul. Hello. And Paul is my wife and I love working with Paul. We love Paul. We love working with Randy Antrikin. We love working with Paul. We love working with Cody. That’s Cody in the back. Cody, can you come up here real quick? This is Cody with Sierra Pools. We love working with Cody. We love working with Greg. These are just trying to introduce you to some good people that are here. We love you. We love you almost as much as White Glove. I’m just kidding. We love you guys equally. You’re great. But we love working with you guys. So Cody, tell us about your company, Sierra Pools. Yeah, we build gunite, concrete pools, outdoor living, decking, small. How old were you when we first met you? 23. And we were at a conference at the Riverwalk. Yes. How long ago was that? Your second conference. The second one at the Riverwalk. How old were you then? 23. How old are you now? 30. So we’ve been working with this guy for seven years and his business is great. If you’re looking for a pool in Tulsa, that’s a cool thing you do. What makes you guys different from other pool people? We pick up our phones. The hardest thing to do. What? Come on. You should put that on the website. We pick up our phones. I do, yeah. Okay, but again, he’s having a lot of success and Paul over here is having a lot of success. Now, Paul built this Tiki Aquarium and I told Paul, I want an aquarium in a Tiki hut hybrid. You remember that? Oh yeah. And you built that thing and my daughter at the time I think was 18 and I heard her small talking to her friends on the phone. I think my dad’s building an altar. Because I am a hundred percent religious Christian fanatic. I am a hundred percent off the reservation unapologetic Christian okay and so my daughter’s like I think he’s doing it. I’m like, I’ve been wondering in her mind, is she thinking am I going to sacrifice goats or something? Is that why the goats are out back? No, no, but you can see how that can be a thing. So that was a, so anyway, so Paul did that. And then Paul maintains that waterfall for us outside when you’re out there. The tiki huts, they’re constantly being ravaged by the winds. It’s kind of an ongoing process. What else are you building out here for us, Paul? Um, what do you want next? Yeah! I mean, what are you working on now out here? Um, we’ve been working on a drag street bed over here to the west side of the driveway. We’re working on a firebed up front. It just ugly expands out. We ended up finding some rock here on the property where everything is. You gotta, yeah, that’s the big rocks, all the rock work out there. When it’s all said and done, it’ll feel very intentional out there. I think you’ve helped us with our parking lot a little bit. You’ve helped us build the park in the middle of the parking lot there’s those like landscaping islands you’ve done that. There you go. He just installed the basketball goal yesterday. That’s exciting. You did that. You put an aeration in the pond so the pond is moving. And we’ve worked together for how long? And I first met you because I wanted him to put up a ton of trees to the point that I could streak outside and my neighbors couldn’t see me. Remember that? Yeah. So I’ll show you the property he did. John, if you go to 101st and Elm, you guys can see it. So what happened is my wife and I bought one property, and then we brought the property across the street. So we had the property over here and the one across the street. And the thing is that I know what Paul can do because Paul’s done a good job. And somewhere on page zero of the book you need to write, wow your customers. So because your reputation is going to precede you. You want to be so good that people can’t ignore you. So at Sierra Pools at this point, what percentage of your customers are word of mouth? How’s it going? I would say, yeah, quarter to a third. Yeah, and the more you’re in business, the more word of mouth will become a thing. But when you’re starting up, you don’t have word of mouth. So it’s been exciting to watch Cody build his business because the word of mouth keeps, it’s like a snowball. And so yeah, go to Google Earth there, Sean, click on layers, here we go. Okay, and then so go to the right, yep, keep going. Okay, and then right, okay, and then keep going the right. You’re playing the game. OK, don’t play the game. No, no, no. Stop. Stop. Stop. No, don’t drop in the man. Don’t do it. Don’t do it. Put them in. You go left, left, left. OK, so you see that the keep zooming in, zoom in, zoom in. Don’t fall. OK, right there. So you see a house with that pool. So that’s that was the house we built. We bought a house and then renovated it and added the pool. But if you zoom out, you see all that land back there? It was like 17 acres we bought in Broken Arrow. And we bought it, you know, buy low, sell high. But across the street on the other right there, I asked Paul to plant trees everywhere so you couldn’t see any neighbors. And so Paul did that. We put trees everywhere. And to this day, I’m always asking Paul to plant another tree. Could you put one there? Put one there. Put one. You got fruit trees coming in soon. OK, so we’ll John drop in the man now. OK, and then you. So that’s the rotate. That was property one property to Paul. Did you build that wall for us? Yes. OK, so Paul built that wall with my name, but the sea on it. You know, so Paul does all that kind of stuff. And these are real people that have had real success. And since we’ve worked with you, how much have you grown? So 20% in how many months? Okay, so you kind of get the idea. It’s harder to grow by a big number if you are an existing business. You know, so it’s harder to double a business if you’re already a certain size. Now in his case, it’s 5 million percent growth. I think you were a startup at that time. Or had you just started? Yeah. You helped us start it. Yeah, so whether it’s a startup or it’s bigger, it all works. But now, tell everybody about the lead flow. How’s the leads looking now versus when we first started? Very little. Any Google leads at all. When I first started, I was paying a service, three to four thousand dollars a month to get probably 20 leads a month. But now I’ve cut that service, I pay him $1,700 a month and I’m running an average of 12 to 15 leads a week. So we just, I have an experiment I’m working on, we’re working on together. We bought this Bunky, if you go to BunkyLife.com, it’s a, have you seen those, Cody, have you seen the tiny homes? So it’s like a log cabin, but a tiny log cabin. And we just built one in Woodland Hills Mall. So it just went in last night, right? Correct. So did you go to bed? No. I have my crew work. What was that? I have my crew work. Okay. Did they go to bed? I went to bed at about 10, about 2 this morning. Okay, so they installed this in the mall. Yep. And the reason why we’re having it in the mall is so people can come by they can check it out and it serves as like a kiosk to tell the world about what Paul does and I think it’s gonna work but it might not work and I want you to write this on page zero this is a very uncomfortable idea for most people you need to know it the rhythm of entrepreneurs and then we’ll go back to this with JT but we rhythm of entrepreneurship is there’s four four phases to the song one is you have to to define what you think is going to work, then you act, then you measure, then you refine. So you define, act, measure, refine. Now if you already have a franchise, then you just act. And if you don’t like to act, you’re an actor because you’re fake. You define, act, measure, refine. That’s how, if you have a business today and you don’t have proven systems yet, you define, act, measure, refine. But because of our coaching system, how long I’ve been doing this, we pretty much just tell our clients to act. We don’t need to tell them like, you know, we just say take action. We don’t need to go, I think this may work or this could work. But when working with you, Cody, because it was a startup, was that helpful to know, do this and you’ll get leads? Yes, absolutely. Because I think a lot of times we think this might work, like we might run this ad or might run this magazine thing or might, but you guys pretty much, I mean, I think you guys, you and your wife are working together very closely at that time. Yeah. And I think you guys, what, you have like five hours of homework a week in addition to running the business? Yeah, and now it’s three kids later, so. That’s so crazy. Wild. You’re 30? Yeah. Oh no, okay. So, all right. Now, so Paul though, you’re knocking out the action items. Correct. And we’re getting a lot of video reviews now. That’s a big thing We’re doing an outside ink so if you go to outside ink co I believe outside correct Okay, pull it up there fill in the flow. You’re doing a great job. By the way you are you are Okay, hit play on the top left one top left This is a testament. We just shot this and this is just edited it and we first heard Oh, well, the passive aggretto, well, then I hate. Started a backyard remodel project, and we wanted to build a pool. And we asked them, who’s the best landscape company? And they, without hesitation, recommended Outside Inc. I would describe our experience as wonderful. I thought the communication was really good. Pause. We get the idea. If you get enough of those, people start to say, you know what? I will hire you. So it’s really important to understand it’s an ongoing process, but it’s define, act, measure, refine. That’s the process, define, act, measure, refine. Okay, now let’s do the dog thing again. Let’s see if we can wow Paul, because maybe Paul’s not wowed. Okay, so Paul, I’m going to have you come over here with Cody. Sean, you got the music ready this time? Are you scared of the dog? Sean? Okay, one more time. Drum roll, folks. Drum roll, drum roll. Joy to the world! Go for it! He did bang and the dog played dead. Backpack! Unbelievable. Unbelievable. Ah. Okay, pause. That was great. Let’s hear it for J.T. and the dog. So again, like, you know, JT could theoretically have been taught really well and then decided to not implement what he was taught, but he practiced, implemented, and that’s how that process works. So I’m going to ask you, you don’t have to say yes, just want to get your thoughts. If you had a dog and a guy showed up and did a demo like that, would you leave him a Google review if he asked? I already did. I see what you did there. Okay. Paul, would you, though? Yeah. Yeah, you would. Yes. How many of you would honestly objectively you would say if you weren’t in this situation, would you need some sort of incentive to motivate you to do it beyond just somebody asking? And so most people will say, I’ll just do it, but then they don’t do it. I don’t know what that is. JT, we have to pass the mic to JT real quick. What percentage of people will leave you a Google review on your Google map if you don’t have an incentive? Maybe like one or two, genuinely. Out of like one out of two, you’re saying? No, one out of like 10 will do it if I don’t have an incentive. So I’m just trying to make sure that like, you’re kind of getting this idea here, because this is really big for somebody. So again, if you’re watching online and you want to win a TV, if you leave an objective review about the dog training, it’s on the Franklin, Tennessee map, you’re entered in for a chance to win a flat screen TV. But you have to text proof of that review to 918-851-0102. 918-851-0102, and we’ll give away a TV today. But if you take out the incentive, it doesn’t work. If you take out the demo, Cody, if you take out the demo, why doesn’t it work? If you walk up to a person and you have not provided a demo and you say, could you leave me a Google review? Why doesn’t that work? Well, yeah, it goes back to there’s no incentive. I don’t, why would I? They haven’t really seen it and they don’t want to like give a bogus review so you have that. Then if you don’t put some sort of time-sensitive thing on it, like if you could do it today or now, why does that not work, JT? Why do people then say, I’ll try, but they won’t, they don’t? Because they won’t end up doing it because they’ll go to do it and then they’ll forget their login and they don’t want to go through looking up or the internet will be slow or sometimes when you go and you click the five stars it like sits there for like two minutes before it loads. And I’m gonna bring up Billy real quick, I’m gonna bring up Billy and I’m gonna give the mic to Billy from Cody. Let’s hear it for Cody, Sierra Pools. Yeah, let’s bring up Billy. Now, this is the, Billy and I have an interesting relationship because we went to the same church. Billy, you’re about maybe five years older than me, I think. Yes, sir. And what were you doing right out of high school? What would you do? Working out. I joined the Marine Corps. Marine Corps. How long were you in the Marine Corps? Two and a half years. I offered up my life and took my knees. And weren’t you in the, didn’t you, weren’t you on a TV show at one point? American Ninja Warrior. How’d that go? I fell in the water. Oh. Now his brother, I’ve worked with your brother on his jewelry business before. J. David Jewelry. Yep, J. David Jewelry. So I’ve worked with his brother and his brother has a jewelry store. Now with personal training, I’m going to ask you this. Why is it that most people, this is important for you to know, why is it that most people don’t work out despite how much equipment they have to work out in their home? Apathy. Keep going. It’s not a priority to them. So like I have a few pro athletes I’ve worked with throughout my career, a few, not a ton, but a few. And one of the pro athletes, he goes, the most maddening thing ever is he, this is the guy who played the NBA, he’s like, is knowing exactly what to do and not doing it, and knowing it’s my fault. And he goes, so I will probably never not have a personal trainer the rest of my life. And I saw this guy and I’m like, man, you are in great shape. And he’s like, I retired from the NBA and I thought I’d go work out and I just don’t. He’s like, so I hired a trainer and I had to find someone that I don’t like. Let’s talk about that for a second. Well, every athlete, no matter how good they are, they need a coach. And it’s interesting though, the pro athlete said to me, I had to get a trainer that I don’t like. And I go, why is that? He’s like, in the NBA, I played for two teams, did very well, two teams that did well. And both the teams I did well on, the coach was totally on me and I didn’t like him until I retired. So there’s that weird, and then somebody else, maybe you have a coach you have to like, I don’t know that thing. But JT, how do you best respond? I typically respond by somebody telling me I can’t do something. So like my high school coach told me I’d never be anything but a rec league player and so then I like set out to play college ball just because he said that. Okay so everyone you have to know yourself what motivates yourself today. So when we’re taking lunch you’re gonna be thinking about like what is what motivates you and what doesn’t motivate you and if we’re gonna open our book here I want to just give you some examples of some case studies that are exciting for me and maybe this will put a little meat on the bones for you. Let’s go here to page forty one. OK, page forty one. And George Washington Carver writes, he says, start where you are with what you have, make something of it and never be satisfied. This is a guy who was born a slave and then left slavery. And I have found that I have certain clients that just have the mentality. One of my clients, I won’t mention his business because I don’t want to throw his personal info out there, but he came to me 14 years ago. I’ve helped him open up hundreds of locations. And he said to me, my dad was absent. My mom was absent. I didn’t even know my dad. My mom didn’t really meet her. And I want to become successful because they weren’t. Now, what kind of mindset is that? Where he’s never seen success at all. His mom wasn’t available, his dad wasn’t available, and he’s like, I want to become successful because they weren’t. Now, I’ve also seen people say, I can’t be successful because they weren’t. You know, so I see this with podcasters a lot. Podcasters, not picking on you, but this is just something maybe that you would benefit from. A lot of podcasters, I work with a lot of podcasters, they’ll say, no one in my family’s ever had a podcast that gets a million downloads a month. And I go, well, you know, the first shows I did, it was so funny how many people I went through, because Billy, every time we would record a show, I’d put a sticker up in the studio at the Riverwalk, and you probably saw that. Cody, did you ever see those stickers? Sean, did you see those stickers? I saw them. Yeah. Every time I did a show I would date it with a marker and put a sticker on the wall. Nice. And about every 40 stickers I went through a different producer. A different guy helping me record it. Why did I go through a different co-host, do you think, every 40 shows? Because they didn’t like you. Keep going. What do you think, JT? Because they couldn’t maintain that work ethic and probably didn’t like it. And they would say stuff like, dude… What he said. Yeah. And Sean, you saw this a lot, but they would say, dude, we only had 40 downloads this week. And I go, yeah, that means we’re getting one download, 40 this week. It means we’re getting six a day. It’s five a day. And they’re like, there’s two of us to record the show. It could be us. I’m like, that’s fair. And so I think I said, hey, I I just think it’s depressing. And I said, you’re depressing. Get out of here. So next guy. No, true story. Next guy, he’s fired up and he’s like, bro, I hear we’re getting like 100 downloads a week. I know we can blow it up. But I’m thinking, OK, so guy teams up with me. We’re recording shows. He says, we’re only getting like a thousand downloads a week. You know, the way you make money with a podcast is you have a product or services, I recommend you have three, not 50, but three that you endorse and you get paid a commission or a percentage or something. So, Billy, we’re doing 1,000 downloads a month at this point, and there’s some tools out there that will help you find advertisers, and they said, based on your current amount of downloads, you should be able to make about $80 a month. Billy, what do you think happened to my second guy? He got fired. Well, he goes, man, we’re only going to make $80. I said, no, no, no, you’re going to make $30 because I make $50. And he’s, what? So we move on to the next guy, OK? Now at this point, we interview Wolfgang Puck, John Maxwell. I’ve been doing the show for like 10 years. Then all of a sudden, the next guy is like, dude, this podcast is awesome. We’re getting like a million downloads a month. I want to be a part of this. When are we going to record? I said, every day. He said, every day? Yeah, every day. First sick day, he calls me. I don’t feel good. I can’t record. And I said, what do you think I said to the guy? You have to get here. Yeah. It’s not going to work out. And he responded with, what do you think? I can’t make it. I said, okay, then you’re fired. Move on, next guy. So if you listen to my show, you’ll notice there’s about 25 co-hosts because nobody can keep up. Wow. Because they can’t be consistent. They can be or they can’t be, but it’s a mindset. So with personal training, when you work with clients and someone signs up for elite training, in this case, because you’ve done personal training for a long time in different shapes and forms. Yes sir. How long does it take before you know somebody will become like how long does it take before they’re in the flow and you know they’re not gonna quit? Like how long does that that trial period before you’re like I don’t know. Typically three weeks. And if they make it through the first three weeks what happens? Well they’re they’re they’re sold. Yeah but it’s those first three weeks where there’s a little bit of pain. What other excuses do you hear? It’s just not working out. No time. I’m sure there’s one. No time. Yeah, no time. So whether you’re watching online or you’re an actual client or you’re whatever, you’ve got to figure out, and I sincerely believe this and Sean, look it up, but the Bible, it says God has given us what he’s got given us. He has not given us the spirit of fear, but of power. Right. So God has not given us a spirit of fear, but a power of love and of a sound mind. And I know it sounds crazy, but if you work in this office or you shout at me for any given period of time, I will often clap, clap for myself. You see this all the time. I’m impressed with myself sometimes, you know. So sometimes I need to tell myself. Because, like, you know, when I’m talking to a complete jackass, and, you know, they’re doing jackassery, and I have to fire them, I go, oh, that was good. Other times, if it’s like a real big form of adversity that we push through, I clap, but you’re going to have to get to a place where you are performing for an audience of one, and I would argue that that’s God. Yes. And then you have to wait for heaven, you have to know that heaven’s saying amen, if that makes any sense. Amen. Because being in entrepreneurship is kind of a lone wolf thing sometimes. So you’re a guy who, you’ve been into physical fitness for a long, long time. Yes, sir. How do you fight the cobwebs in your mind when you’re like, I just feel, because you’ve had to have the thoughts, like today’s not a good day, I feel kind of tired. How do you deal with it? My identity is in my maker, my Father in Heaven, so I have no reason to not work for him. He’s given me so much grace. And what’s the inner dialogue that’s in your mind during those moments when your knees hurt or everything hurts? Don’t let your team down. Don’t let your team down. Who’s the team? My team is everybody who’s in my circle. Okay. But first, it’s between me and him. Yeah, so it’s a it’s a mindset that you have to have and if you can just Lock into that and then go back you want to figure out your f7 goals. So like I’m not Obsessed with the accumulation of money, but I believe the Bible is very clear for men. I’m not attacking men. I’m just telling you I’m supposed to Provide and protect for my wife. I’m supposed to protect my wife and provide for my wife. That’s what I believe the Bible states. I think that’s what I’m supposed to do, you know. And that’s a big thing. How many of you know that the Bible talks about this? You’re supposed to provide and protect, you know. So that’s that’s a mindset I have. So I just lock into that. But for people that don’t have the ability to do that yet, I just want to encourage you that you can do it. So somewhere on page zero I would write today’s date and I would write I will not stop until I succeed and date it and frame it and go home. Some of you see these pictures on the walls and you go why do you put all these pictures up? Culture. Every culture yeah. Every one of these posters on the wall is a success story. All of them. Look at them. They’re everywhere. They’re constant. And I put them up because they’re real people who virtually every client that I’ve ever helped told me that they couldn’t do it You know and I can have clients like Marty here. I love Marty Marty’s great because I love Marty Marty’s Self-deprecating he came to me one time and and Marty I’m have you come up here and take JT’s Mike JT’s Mike Cuz we like Marty currently more than you we like you a lot there. You’re just number four Okay, so Marty came to me and this is the relationship we have. I help Marty grow his businesses and his ministry, but I’m also friends with Marty, you know, that’s how that works. And Marty came to me and he goes, dude, I’m at this prayer meeting and I’ve got a prophecy for you. And I’m just thinking, I don’t know, but there has to be a trust there. I have to know that Marty is not trying to take advantage of me. Marty’s trying to create a win-win and you need to write that down on page zero. You can only afford to have mutually beneficial relationships. No parasites. They call them the elites, but no parasites in your life. Okay. Can I have takers yet to have win-wins. And so Marty, without reservation there today, Marty said, I’m going to have a prayer event in Tulsa. And I said, great, have it in my building. You know, and I’m not going to charge Marty. We have that relationship. Last night, Pastor Jackson Laumeyer called me. I’m not saying this to brag on myself. I’m just telling this to understand these kind of relationships we have. Pastor Jackson is hosting Laura Trump to speak at his church on Sunday. And he just moved into a new building. He got approval from the city. Sunday, he’ll be there. Kash Patel will be there. It’s going to be awesome. It’s already packed out, almost sold out. It’s gonna be great. He calls me last night and says, the city has decided to revoke my occupancy permit. Whoa. So I don’t have a spot to be at to have church. And I go, well, bro, you can move in with me. And he’s like, I can? I go, yeah, let’s go. So we’re gonna have Sheridan Church here on Sundays for a while until that problem gets fixed. But it’s a win-win. It’s like a, why would I do it? I believe I’m doing something for the kingdom. I believe he is an anointed pastor who’s serious about leading people to Christ. And he’s a client of mine, true, and I don’t apologize for making a 20% profit, but if you triple the size of a church, if you can help triple the size of a church for $1,700 a month, it seems like a good deal for me. So Marty, when you gave me this prophetic word, I have a trust in you, but it’s also a little bit unnerving. Do you remember when you presented me with that prophecy thing? Yes. And the beautiful thing, you learned to trust me because Aaron Antus has been a very faithful friend of mine for 13, 14, 15 years, and he began to serve and work with Clay, so there’s this camaraderie there where we all begin to know each other. And so Aaron and I were in a prayer group together when the word of the Lord came and basically said there’s gonna be a spark with Mr. Clark, a spark that will start, that will spread to the nation, and it’s exactly what we’ve seen. Now the word shalom, it’s up there and it’s neon. I had to get a new one because the last one burnt out. But shalom, if you look up shalom in the meaning, it’s just the way it’s supposed to be. It’s like the spirit of a win-win. And it’s so important. So like when Billy came in here, I didn’t know you were going to be here. I was kind of excited you were here. But, you know, I didn’t know Billy was going to be here for the conference, but I like Billy. And Billy is a highly favored and sought out, very successful personal trainer and people want to sign up to work with him. And he does a phenomenal job. And without reservation, I can say, use Billy. However, I didn’t know he would be here and it wasn’t like a win-lose where I’m like, oh crap, Billy. But don’t you know, I’m not asking for names, but don’t you know people that are like that? Oh for sure. And you know they’re like a parasitic relationship? A drain. Yeah, a drain. So with your business, I want to leave you with this and we’ll take our break before lunch here. It’s so important you’ve got to make sure that the win-win relationship was there with the customer that when they Buy the product from you if they buy the makeup from you that they get a handwritten note in the mail that says thank you For using us that if they hire you to build the pool that they don’t leave pissed that if you’re a contractor And you say it’s going to be twenty thousand dollars, and it’ll be done by June first that you do it for $19,800 and it’s done on the 31st. Like it has to be a game you play to over deliver. There has to be, are you getting the idea? Yes. So it’s just very important. And so if you don’t do that, if it becomes just very fiercely transactional, what’ll happen to that relationship Marty over time if you don’t each try to make it a mutually beneficial win-win. What will happen if you treat your customers in a way where you’re trying to get every dime out of them and they know it? There will be no trust. And it’s a little bit of a perversion on the Christian-ese teaching of love because the Bible says we should love, so it’s a free thing. But trust is only earned. Oh, that’s good. Only earned. You don’t give it for free. If they don’t earn it, you don’t get it. So we want that building that really… The Bible says, thank you Clay, the Bible says, if at all possible live peaceably with all men. Sometimes it’s just not possible. Now as you go through certain pages of this book, you go, you kind of work your way, I don’t get myself sued, but I’m saying if you go to page 46 and you work your way to page about 58. You’ll find a few people that screwed me. And one particular person I grew said person’s business eight times larger. And then I see him talking to one of my employees one day having a good time yucking it up. I see an email. I go to my employee and he’s like, oh, the client that you’ve helped to go from a scholarship to eight times larger offered me a huge amount of money to come work for you. And he’s also been shaving commissions from you for the last year. And he’s used your name as a personal reference on loans. And I’m going, wow. That’s how you get a commemorative sign on my property. Okay, so that’s the thing. That’s the true thing. So you do get screwed, but when you do get screwed, you can’t let it keep you and withdraw you from helping other people. Amen. Makes sense. Yes. So you got to like get to a place where Matthew 5 10 becomes abundantly clear in your life. I should write that down on page zero. But it says God blesses the hands. This is God blesses those who are persecuted for righteousness sake. They shall inherit the kingdom of heaven. That’s Matthew 5 10. So blessed are you who are persecuted for righteousness sake. So a lot of times, even when you do the right thing, Billy, how can you possibly do the right thing on the planet earth and then not financially benefit? How does that work? I don’t see that happening. Do you ever see this happen, Marty? No, sir. You’ve never been screwed? No. Who’s been screwed? Oh, yes, I’ve been screwed. Who has been screwed? Yes. I’m just agreeing with Billy. He was wrong. No, I’m asking, have you ever been screwed? Absolutely. You’ve ever done the right thing and then got the wrong thing as a reward? I thought you were talking holistically. Yes. Has that happened? On a case-by-case basis, absolutely. Have you ever had a personal training client that you’ve helped to have dramatic results and as a way to thank you, they quit? Yes. Have you ever had that happen? Yeah, I used to be a realtor and I showed someone very close to me homes for two years. And then when it was time to buy, they sold and bought expensive homes with someone that had done nothing for them. So yeah, I got into bitterness. And one of my family members looked at me and said, you can’t keep moving forward in God until you forgive. So I forgive. I don’t trust them anymore. I’m not sure who needs to hear that. I’m just telling you, if you go through this book, about half the people I’ve helped have really screwed me. And it’s profoundly amazing, because a lot of them happen to be at Metro Christian right now. So I watch my son play the drums. I get to watch Dum Dums as he plays the drums. No, I’m not kidding. I did the last game, my son’s playing the drums, and a guy walks up to me, and I’m like, oh, come on, because I don’t want to talk to this guy. And he’s like, pay about a decade ago, bro, I really screwed you hardcore. And I’m like, yeah, you did, you owe me a lot of commissions. He’s like, do you forgive me? Absolutely. But I still like to be paid. Amen. But he like felt so convicted that I’m at the game looking him right in the eye with not any type of hate that he had to apologize. We’re at the reawakened tour. The last one we did and a guy and a guy and a gal. We had actually just two guys and a gal who had really taken advantage of me in certain things and they both came up to me and like, you know, hey, we’re sorry. Well, you know, and so you just got to be you can’t let that bitterness get you. And that’s the stuff behind the stuff that I don’t think it’s discussed. Is there anything else behind the stuff? I’ve worked with you for a long time, any stuff behind the stuff? Before we break through? You’re like, I wish you would have covered this before this happened. Any stuff behind the stuff? It seems like every time I have a problem, that I come to you and I’m beat down sometimes and I come in like I you know he said yesterday I’m not a roller coaster but sometimes you just get your butt handed to you right so I show up and I’m just like barely get in the dorm like clay it seems like every time it has to do with people people skills employee people skills clients I remember when I went to Bible school for three years one of the classes that struck me the name of it was people skills and the guy up and said that the teacher got up and said today I’m going to teach you what ministry really is, just learning how to deal with crazy people. And it’s really interesting because you’ve trained how many clients throughout your life you think? Two, eight, four? Hundreds. Hundreds? Thousands. Okay, so let’s talk about it. So, a guy signs up here today. Somebody’s watching online right now, someone’s here, they’re in the Tulsa area and they sign up with you. How does the first session I assess them and they they usually don’t like the pain but then of course I try to sell them after that. Okay and then you work through the process together. Absolutely. And then you have what are most maybe the top five excuses that you’re gonna hear for somebody new man woman that joins your program? No time, no money, don’t have enough time, don’t have enough money, my kids, I got to pick them up. There’s a lot of that, right? And so you have kind of seen all that, done that? Yes, sir. Okay, and for those of you that build houses, build properties, you probably have the same predictable problems over and over. And so for consulting, what I see are there certain things that people do that kill their business, and I want to identify those so you can just have them on page zero so that you don’t end up having a net worth of zero because of them. Okay. One is invoicing people. We’re acting like a bank and you’re not a bank. So you’re lending people money that you don’t have and allowing them to pay you slowly. That’s called a bank and you’re not a bank. So don’t do like a long-term invoice plan unless you’re a bank. Okay. The second, and this is not marriage counseling but it is related to marriage for about half the people here. Don’t let your business become a two-headed monster. So today it is, what day is it? Friday. What time is it? 11.46. Okay. I am clearly leading this conference. I am clearly not in the vehicle driving my kids to and fro. I feel zero FOMO, fear of missing out. Zero mom, what is it, the mom angst thing. I don’t worry about, do you feel like you missed out on their childhood? No. I don’t check on them, how was lunch, are you okay? Yeah, you just graduated third grade. I don’t do that. I’m like, good to see ya when I get home at six. That’s what I do. And that’s the lane, I’m not saying you have to do this, but that’s the lanes my wife and I have created. I have a lane, and my lane is I work, I provide, I bring zero drama, I just get it done. Zero drama, just get it done. Then my wife, she gets the kids to and from the events, that’s her lane, that’s what she does. But she doesn’t come into my lane and go, hey, I’m overwhelmed, I can’t get them to school, can you cancel your client appointment to help me? And I don’t say hey Can you cancel your mominess to come into the office and fire someone because I don’t want to do it Make sense. Yes, and so but a lot of business families They try to do it where like the couple has to agree on everything and anything with two heads is a monster Yes, sir so you get in a weird spot because Marty you might like the logo a certain way and I might like the logo a different way and if we’re business partners and we have a 50-50 partnership what will happen over time? There will be plenty of disagreements and it’s just not going to keep moving forward. So let’s role play what I see clients do that haven’t dealt with a two-headed monster thing. Okay so here we go. You’re the owner. Yes dear. You started the company and you’re a 50% owner. I’m the second guy to join the business. I’m not the founder. You’re the founder. But we have 50-50 and we’re trying to make the logo and we’re communicating over the phone. Are you ready? Yes. Hey Marty, real quick. I can’t make today’s meeting because I’m hanging out with my buddy Billy. We’re working out over here. Yeah. And I really value the business. But I’m working out with Billy because fitness is my priority. Come on. Okay. And so, but I have a lot of opinions about the logo. We cannot launch the ads with that logo. And my friend Billy agrees. Yeah, we got to work out. Come on! Well, so… This is the BS I deal with every day. Keep going. Well, so what you need to do is you need to get your priorities straight because I’m gonna keep moving forward in this business. So it looks like really the question isn’t about the logo. The question is should we stay structured the way we’re structured? And I want to tell you, my friend Billy, is it time for my set? Oh yeah, you need to do three more squats. No, they do this though. My buddy Billy likes the logo that I designed better. It’s called Roof Nerds. I thought we’d change the name to be Roof Gurus. Yeah, yeah, yeah. Because when you say nerds, it’s insulting to people that have high intelligence. And Billy agrees. Absolutely. Right. I’m insulting. Billy’s obviously a Buddhist, so we have a problem there. But you see this, do you not? Yeah, a lot. Like these 50-50 partners, they bring in other people. Like, hey, this happens all the time. Clients. I work with a client, their business is going great and they’ll go, hey on today’s call I want to bring in my friend from Wisconsin and he’s got a hardcore opinion. Oh yeah this is a Ulf, what’s your name? Ulf Rauschendorfer up here from Wisconsin don’t you know and I’ve been chewing on some rhubarb and up here hunting with a leaf and up and over and Marty your logo is dumb it’s a dumb logo dumb don’t you know you betcha you betcha oh have you ever made a minister cuss before you’re a hoser you’re a hoser a hoser don’t you know ah and so people bring in like a different voice into the conversation that doesn’t know what… and this creates dysfunction. So when you guys ask me if we if we work together or we don’t and you say, hey can you book a 13-point assessment? I don’t talk to my wife about it. What? I don’t have to go, is it okay if I help Stephanie? Is it okay if I help Marty? But a lot of couples act that way in their business. It’s weird. Could you imagine going to Whole Foods? Whole Foods, Billy, man, you work out all the time. It’s awesome, bro. Thanks. Thanks for noticing. But before I can scan your avocados with your hand, Mark of the Beast, I brought my wife to work today, and we’re going to talk about it because she couldn’t be here. But so we’re going to… Anyway, we’re working together. Unsustainable. Right? How many of you, in small businesses, happens, does it not? A lot, a lot. A lot! And then people move off of hunches and feelings, and now they’re bringing in some marital, sexual issue into the meeting. And is this too close to home? Am I being real? It’s crazy! Or like, a husband came late to the basketball game, he showed up late to the basketball game, so now the wife shows up late to the meeting to get him back. Just weird crap. It’s weird. So, in it with two heads is a monster. Death by invoice. Third, is refusing to track. So when you work with your personal training clients, why do you have them track? We’ve never talked about that, but why do you have them track? If you don’t measure, you can’t get better. And it’s just a thing. Now Marty, when you’re replacing a roof, why do you track the cost of the materials before you give the bid? Well, I have to know because every job I do there’s waste. And I don’t want waste because you can’t return waste. So I have to track every time because this prospect like if this is a roof size, I always have to over-order because there’s waste to put on but when you’re done there’s waste So I will lose money every single time if I don’t get it to the inch Just saving me money every inch is money. Next is getting emotions in the way of motion Getting the emotions in the way of motion the word emotion has an e in front of it the e in front of the word motion the Emotion if you allow your emotions to get in the way of what you need to do You won’t ever have success. What you need to do is not related to what you want to do. Make sense? That’s good. There’s a lot of stuff that you don’t want to do. I’m just going to tell you what I don’t want to do. I do not at all like engaging with low energy people. It bothers me, the whole thing. I have to, but I don’t want to I try to minimize the time But I just can’t not you know So every time there’s a certain vendor we work with and every time we call them. It’s about a six to ten minute conversation Followed by a transfer you’ve a you know, thank you for going to yada yada associates. How can I help you? every time Don’t talk like that with that weird. It’s like a little airy. It’s almost like I feel like I called the wrong number sometimes. They were going, yeah, yeah, associates. How can I help you? And I’m like, every time. Yeah, I want to talk to my point of contact here. And I’m not trying to be sued. Just give me examples. And there are a core vendor I have to use. Yeah, I’ll transfer you right now. How are you? Are you Mr. How are you? Are you Clay? I talk to this person all the time. Is this Clay? Yeah. OK, let me. Have we worked with you before? Every week! Let me transfer you. And then they cue up the music, it’s like the hustle, but the flute version. Boop, boop, boop, boop, boop, boop, boop, boop, boop, boop, to the hustle. Boop, boop, boop, boop, boop, boop, boop, boop, boop, boop, boop, to the hustle. Do, do, do, do, do, do, do, do, do, do, do, do, do, do, do. And they get all the way through the chorus, and they go, has he picked up the phone yet? No, he’s out of town. Do you mind if I, do you want me to schedule a call, a return call? Oh my God. Can I please just book a time to talk to said person about, oh, I could schedule a time. Let me put you on hold real quick. Oh my God. And then I get on the phone with the guy and the guy’s great, but every time I schedule a consultation, it’s like that. So I can’t just not schedule it, okay? So the death by invoice will kill you, the two-headed monster thing will kill you, getting the emotions in the way of the motion. The final one that will break is disorganization. You just can’t be disorganized. You just can’t be disorganized and be an organization by very definition. So when you go into your elite training, you had a new one, it’s in Midtown. And by the way, if you look up elite training, what’s the address? Elite Training, Tulsa, Midtown. It’s 3230 East 21st Street. Okay, and this is just now launching? Next week. Next week, okay, yeah. So, if you’ve been enlightened by Billy, please feel free to give him a review after you’ve picked his brain about his fitness guru-ness. I think you’re the one – how do we find your map? We’ve got to find this map. This is a start-up. It’s a new thing. Let’s see if we can find it. If we can’t find it, we’ll hunt around. But with your location, have you already picked out all the equipment or is it already there? It’s, yeah, I’m ready to go. You’re there. Is this the right location? No. Is this it? No. We might not have the map up yet. So what kind of equipment do you have in there? Free weights, CrossFit type stuff, and machines. And you’ve already got it all set up. Yes. Does it make you crazy when people have a gym with Kier every week? Oh my god, yes. Why? It’s disorganization. You don’t know where the piece is when you need it. So if you have a business, you’ve got to be super organized. I used to have a DJ entertainment company. We would do 4,000 weddings a year. So that means that the DJs would pull up a van and I got to get them in and out in 15 minutes, a 15 minute turn. So they pull in, and we got to get a mic stand, two speakers, two speaker stands, backup speaker, amp, backup amp, dual disc player at the time, backup, boop, boop, boop, boop, and you have a checklist. And you go through it, and I go, all right, every week I would do this. OK, Josh, do you have the mic stand? Yes, I do. Josh, do you have the speaker stand? Yes, I do. And usually they would go, do we have to use the checklist? Yes, we do. Do you have the mic stand? Yes, I do. Do you have the speaker stand? Yes, I do. Do you have the speaker? Yes, I do. Do you have the, do you have this? Oh, crap. I forgot. And it was like that with all 80 DJs every time. And then when they return their gear, they always would say, I’m it’s late. It’s two in the morning. Do I have to check it in with the checklist? Yep. Only if you want to get paid. Cause if you forget to use the checklist, I’ll forget to pay you. Okay. So here we go. Did you bring back the mic stand? Yes, I did. Did you bring back the speaker? Holy crap, I forgot it. Going back to the Renaissance at 2 in the morning. Because you have to use a checklist. You’ve got to be organized. You’ve got to do that. And we come back from lunch. We’re going to talk about file organization and how to build systems so that you can scale your company. So that way, everyone can find the core documents quickly. And let’s hear it one more time for Billy. Let’s hear it for Billy. Yeah, Billy. And let’s hear it for Marty. If you’re out there, leave a review, if you can, for JT and his tip-top canine. Also, one thing for you guys, if you want a chance to win the flat screen TV, the LLC that owns the Thrive Time Show, just so you understand how I’m organized, we have Make Your Life Epic, which is a consulting company. And then we have the Thrive Time Show, which is a podcast. If you leave a review on our Make Your Life Epic map, so you type in Make Your Life Epic, and the word Tulsa, you’re entered in for another chance to win a TV, but you need to register over here once you’ve done it. So you look up Make Your Life Epic, and the word Tulsa, and you’ll find the map there, and you can leave a review right there. And the reason why I’m mentioning that is because we’ve had the Thrive Time Show map up for years and years and years, and without my consent, Google added a new map called Make Your Life Epic that showed up. And it showed up with one review. I didn’t register. It didn’t want to. But then it showed up with a review. And it was a review from an employee we had to fire. And it turns out it wasn’t a great review. So if you could leave us an objective review on the Make Your Life Epic map, that’d be great. Just search for Make Your Life Epic and Tulsa. And then again, you can leave JT a review. But if you leave a review for his tip-top canine Franklin, please make sure you register there. We’re going to give away the TV at about 2.30 today. 2.30. So we’re going to break for lunch. We’re going to come back here at 12.45. Coming back at 12.45. Boom. The number of new customers that we’ve had is up 411% over last year. We are Jared and Jennifer Johnson. We own Platinum Pest and Lawn and are located in Owasso, Oklahoma. And we have been working with Thrive for business coaching for almost a year now. Yeah. So what we want to do is we want to share some wins with you guys that we’ve had by working with Thrive. First of all, we’re on the top page of Google now. I just want to let you know what type of accomplishment this is. Our competition, Orkin, Terminix, they’re both $1.3 billion companies. They both have 2,000 to 3,000 pages of content attached to their website. So to basically go from virtually non-existent on Google to up on the top page is really saying something. But it’s come by being diligent to the systems that Thrive has, by being consistent and diligent on doing podcasts, and staying on top of those podcasts to really help with getting up on what they’re listing and ranking there with Google. And also, we’ve been trying to get Google reviews, asking our customers for reviews. And now we’re the highest rated and most reviewed pest and lawn company in the Tulsa area. And that’s really helped with our conversion rate. And the number of new customers that we’ve had is up 411% over last year. Wait, say that again. How much are we up? 411%. Okay, so 411% we’re up with with our new customers. Amazing. Right. So not only do we have more customers calling in, we’re able to close those deals at a much higher rate than we were before. Right now, our closing rate is about 85%. And that’s largely due to, first of all, our Google reviews that we’ve gotten. People really see that our customers are happy. But also, we have a script that we follow. And so when customers call in, they get all the information that they need. That script has been refined time and time again. It wasn’t a one and done deal. It was a system that we followed with Thrive in the refining process. And that has obviously, the 411% shows that that system works. Yeah. So here’s a big one for you. So last week alone, our booking percentage was 91%. We actually booked more deals, more new customers last year than we did the first five months. Or I’m sorry, we booked more deals last week than we did the first five months of last year from before we worked with Thrive. So again, we booked more deals last week than the first five months of last year. It’s incredible, but the reason why we have that success is by implementing the systems that Thrive has taught us and helped us out with. Some of those systems that we’ve implemented are group interviews. That way we’ve really been able to come up with a really great team. We’ve created and implemented checklists so when everything gets done and it gets done right, it creates accountability. We’re able to make sure that everything gets done properly both out in the field and also in our office. And also doing the podcast like Jared had mentioned that has really really contributed to our success with that. Like I said, the diligence and consistency and doing those and that system has really, really been a big blessing in our lives. And also, it’s really shown that we’ve gotten a success from following those systems. So before working with Thrive, we were basically stuck. Really no new growth with our business. And we were in a rut, and we didn’t know. The last three years, our customer base had pretty much stayed the same. We weren’t shrinking, but we weren’t really growing either. Yeah, and so we didn’t really know where to go, what to do, how to get out of this rut that we’re in. But Thrive helped us with that. You know, they implemented those systems, they taught us those systems, they taught us the knowledge that we needed in order to succeed. Now it’s been a grind, absolutely it’s been a grind this last year, but we’re getting those fruits from that hard work and the diligent effort that we’re able to put into it. So again, we were in a rut, Thrive helped us get out of that rut. And if you’re thinking about working with Thrive, quit thinking about it and just do it. Do the action, and you’ll get the results. It will take hard work and discipline, but that’s what it’s going to take in order to really succeed. So we just want to give a big shout out to Thrive, a big thank you out there to Thrive. We wouldn’t be where we’re at now without their help. Hi, I’m Dr. Mark Moore. I’m a pediatric dentist. Through our new digital marketing plan, we have seen a marked increase in the number of new patients that we’re seeing every month, year over year. One month, year over year. The group of people required to implement our new digital marketing plan is immense, starting with a business coach, videographers, photographers, web designers. Back when I graduated dental school in 1985, nobody advertised. The only marketing that was ethically allowed in everybody’s eyes was mouth-to-mouth marketing. By choosing to use the services, you’re choosing to use a proof and turnkey marketing and coaching system that will grow your practice and get you the results that you’re looking for. I went to the University of Oklahoma College of Dentistry, graduated in 1983, and then I did my pediatric dental residency at Baylor College of Dentistry from 1983 to 1985. Hello my name is Charles Colaw with Colaw Fitness. Today I want to tell you 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 anything that has to do with like running the business, building the systems, the checklist, 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. This kind of guy has worked in every single industry. He’s written books with Lee Crocker, the head of Disney with the 40,000 cast members. He’s friends with Mike Lindell. He does Reawaken America tours where he does these tours all across the country 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, graphic designers, and web developers. They run 160 companies every single week. So think of this guy with a team of business coaches running 160 companies. In the weekly, he’s running 160 companies. Every six to eight 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. I’ve seen guys from startups go from startup to being multi-millionaires, teaching people how to get time freedom and financial freedom through the system. Critical thinking, document creation, making it, putting it into, organizing everything in their head to building it into a franchisable, scalable business. One of his businesses has like 500 franchises. That’s just one of the companies 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, Clay is like, he doesn’t care what people think when you’re talking to him. He cares about where you’re going in your life and where he can get you to go. 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. Clay has been an amazing business coach. Through the course of that, we became friends. My most impressive thing was when I was shadowing him one time. We went into a business deal and listened to it. I got to shadow and listen to it. When we walked out, I knew that he could make millions on the deal. They were super excited about working with him. He told me, he’s like, I’m not going to touch it. I’m going to turn it down. Because he knew it was going to harm the common good of people in the long run. The guy’s integrity just really wowed me. me, it brought tears to my eyes to see that this guy, his highest desire was to do what’s right and anyways, just an amazing man. So anyways, impacted me a lot, he’s helped navigate any time I’ve gotten nervous or worried about how to run the company or navigating competition and an economy that’s like, I remember we got closed down for three months, 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. I’m Rachel with Tip Top K9, and we just want to give a huge thank you to Clay and Vanessa Clark. Hey, guys. I’m Ryan with Tip Top K9. Just want to say a big thank you to Thrive 15. Thank you to Make Your Life Epic. We love you guys. We appreciate you and really just appreciate how far you’ve taken us. This is our old house. OK. This is where we used to live years ago. This is our old neighborhood. See, it’s nice, right? So this is my old van and our old school marketing and this is our old team and by team I mean it’s house with our new neighborhood. This is our new van with our new marketing and this is our new team. We went from four to fourteen and I took this beautiful photo. We worked with several different business coaches in the past and they were all about helping Ryan sell better and just teaching sales, which is awesome, but Ryan is a really great salesman, so we didn’t need that. We needed somebody to help us get everything that was in his head out into systems, into manuals and scripts and actually build a team. So now that we have systems in place, we’ve gone from one to 10 locations in only a year. In October 2016, we grossed 13 grand for the whole month. Right now it’s 2018, the month of October. It’s only the 22nd. We’ve already grossed a little over 50 grand for the whole month and we still have time to go We’re just thankful for you thankful for thrive and your mentorship And we’re really thankful that you guys have helped us to grow a business that we run now instead of the business running us Just thank you. Thank you. Thank you times a thousand The thrive time show today interactive business workshops are the highest and most reviewed business workshops on the planet. You can learn the proven 13 point business systems that Dr. Zellner and I have used over and over to start and grow successful companies. When we get into the specifics, the specific steps on what you need to do to optimize your website. We’re going to teach you how to fix your conversion rate. We’re going to teach you how to do a social media marketing campaign that works. How do you raise capital? How do you get a small business loan. We teach you everything you need to know here during a two-day, 15-hour workshop. It’s all here for you. You work every day in your business, but for two days you can escape and work on your business and build these proven systems so now you can have a successful company that will produce both the time freedom and the financial freedom that you deserve. You’re going to leave energized, motivated, but you’re also going to leave empowered. The reason why I’ve built these workshops is because as an entrepreneur I always wish that I had this. And because there wasn’t anything like this, I would go to these motivational seminars, no money down, real estate, Ponzi scheme, get motivated seminars, and they would never teach me anything. It was like you went there and you paid for the big chocolate Easter bunny, but inside of it, it was a hollow nothingness. And I wanted the knowledge, and they’re like, oh, but we’ll teach you the knowledge after our next workshop. And the great thing is we have nothing to upsell. At every workshop, we teach you what you need to know. There’s no one in the back of the room trying to sell you some next big get-rich-quick, walk-on-hot-coals product. It’s literally we teach you the brass tacks, the specific stuff that you need to know to learn how to start and grow a business. I encourage you to not believe what I’m saying, and I want you to Google the Z66 auto auction. I want you to Google elephant in the room. Look at Robert Zellner and Associates. Look them up and say, are they successful because they’re geniuses, or are they successful because they have a proven system? When you do that research, you will discover that the same system that we use in our own business can be used in your business. Come to Tulsa, book a ticket, and I guarantee you it’s going to be the best business workshop ever and we’re going to give you your money back if you don’t love it. We’ve built this facility for you and we’re excited to see it. Hey, I’m Ryan Wimpey with Tip Top Canine and I’m the founder. I’m Rachel Wimpey and I am a co-founder. So we’ve been running Tip Top for about the last 14 years, franchising for the last three or four years. So someone that would be a good fit for Tip Top loves dogs, they’re high energy, they wanna be able to own their own job, but they don’t wanna worry about, you know, the high failure rate. They wanna do that like bowling with bumper lanes. So you give us a call, reach out to us, and we’ll call you, and then we’ll send you an FDD, look over that, read it, fall asleep, prove it’s very boring, and then we’ll book a discovery date and you come and you’ll spend a day or two with us, make sure that you actually like it, make sure that you’re treating dogs as something that you want to do. So an FCD is a Franchise Disclosure Document. It’s a federally regulated document that goes into all the nitty gritty details of what the franchise agreement entails. So who would be a good fit to buy a Tip Top K9 would be somebody who loves dogs, who wants to work with dogs all day as their profession. You’ll make a lot of money, you’ll have a lot of fun, it’s very rewarding. And who would not be a good fit is a cat person. So the upfront cost for Tip Top is $43,000. And a lot of people say they’re generating doctor money, but on our disclosure, the numbers are anywhere from over a million dollars a year in dog training, what our Oklahoma City location did last year, to 25, 35 grand a month. To train and get trained by us for Tip Top K9, to run your own Tip Top Canine. You would be with us for six weeks here in Tulsa, Oklahoma. So we’ve been married for seven years. Eight years. So if you’re watching this video, you’re like, hey, maybe I want to be a dog trainer. That one sounds super amazing. Go to our website, tiptopcanine.com, click on the yellow franchising tab, fill out the form, and Rachel and I will give you a call. Our Oklahoma City location last year, they did over a million dollars. He’s been running that shop for three years. Before he was a youth pastor, with zero sales experience, zero dog training experience before he ever met with us. So just call us, come spend a day with us, spend a couple days with us, make sure you like training dogs and own your own business. Well, the biggest reason to buy a Tip Top K9 is so you own your own job and you own your own future and you don’t hate your life. You get an enjoyable job that brings a lot of income, but it’s really rewarding. My name is Seth Flint, and I had originally heard about Tip Top K9 through my old pastors who I worked for. They trained their great Pyrenees with Ryan and Tip Top K9. They did a phenomenal job and became really good friends with Ryan and Rachel. I was working at a local church and it was a great experience. I ended up leaving there and working with Ryan and Tip Top K9. The biggest thing that I really, really enjoy about being self-employed is that I can create my own schedule. I have the ability to spend more time with my family, my wife and my daughter. So my very favorite thing about training dogs with Tip Top K9 is that I get to work with the people. Obviously, I love working with dogs, but it’s just so rewarding to be able to train a dog that had serious issues, whether it’s behavioral or whatever, and seeing a transformation, taking that dog home and mom and dad are literally in tears because of how happy they are with the training. If somebody is interested I’d say don’t hesitate make sure you like dogs, make sure that you enjoy working with people because we’re not just dog trainers, we are customer service people that help dogs. And so definitely, definitely don’t hesitate. Just come in and ask questions. Ask all the questions you have.