Entrepreneur | Creating a Culture Where Two Are Gathered

Audio Transcription

Get ready to enter the Thrivetime Show! We started from the bottom, now we’re here. We started from the bottom and we’ll show you how to get here. We started from the bottom, now we’re here. We started from the bottom, now we’re here. We started from the bottom, now we’re on the top. Teaching you the systems to hear what we got. Cullen Dixon’s on the hooks, I’ve written the books. He’s bringing some wisdom and the good looks. As a father of five, that’s where I’mma dive. So if you see my wife and kids, please tell them hi. It’s C and Z up on your radio. And now three, two, one, here we go. We started from the bottom, now we’re here. Started from the bottom, and that’s what we’re about to do. Today we are talking about creating a culture. Specifically, we are talking about where two are gathered. Where two are gathered, creating a culture with just two. Where two are gathered. This is tough because when you start a business it’s just you and another dude. So I’m going to give an example here. This is you and this is Ashley. And the two of you now are in business together. You are the owner under this model and Ashley is the first employee. Now, what happens is in most businesses, okay, is okay is that instead of having function they have dysfunction. Instead of having an organization they have disorganization. Now not in your business but in most businesses this is what happens. That’s why if you read all these statistics, they say that, you know, 90% of all small businesses fail. You know, why do they fail? Well, because the owner, Karen, Karen, I’m talking to you. Karen is instead of having function, she’s having dysfunction. Instead of having an organization, she has disorganization. So then Ashley runs around like a human with her head cut off, you know You have chickens with their heads cut off here This is a human with her head cut off and she’s just running around Trying to find her head all around the office and just not getting anything done because she has no idea what to do This is a problem because you have no function you have dysfunction you have no organization you have disorganization. So what we’re going to teach you specifically is how to take the dysfunction out of your organization, how to take the disorganization out of your organization, and to come up with a system to create a winning culture. Does that make sense? Because we have to create a culture. We’ve got to create a system. We have to create a place that it works. Otherwise, we are creating a business that’s just going to drift. And so I’m going to give you the checklist. I want you to write these things down because these are huge. I say write these down. We’re supposed to use some innovative, thrive technology and type this. But the point is, you need to take note of this. So principle number one of five, you have to set weekly meetings. Now, I worked with a young man about a year ago who had an outstanding business model. He literally had a business that was creating so many customers that he had people waiting in line. He literally had that product that people couldn’t stop talking about on the media. It was in the news, people were in line, people would call, phones ringing all the time, and they’re not available. They’re always booked out. They can’t take care of customers because they’re already booked out. They can’t even handle another customer because they’re already booked out. Could you imagine what a great place that would be in right now, if you had a business that had that kind of excitement and that kind of demand for it? But here’s the thing. Until he had the discipline to set weekly meetings, everyone’s freaked out. So you have to one, you have to set weekly meetings. So now he has a system and I’m just making updates and things just to kind of give you a concept of what he did here. This is very accurate, but I’m just not going to throw this person under the bus here exactly. Okay, so he sets up a weekly time. He says, here’s the deal, guys, Wednesday, moving forward, we’re always going to meet here at 830 in the morning. Now he says we, who’s we? That’s he plus two or that’s maybe you plus two. Now what happens when you try to set an appointment? I’m just making up an example here. Well if you say to Sue and Dan and John, hey, you know, so you’re Sue, that’s Dan, that’s John, and this is Kevin, and this is Doug, and this is Lewis. You don’t see enough Lewis’s today. And you say, hey, hey, hey, Sue, you say, because your name is Sue, you say, Dan, Dan, John, we’re going to start meeting every Wednesday at 830 and every Friday at 830. And they say, why do we have to meet? We’re already here. I mean, we’re already right here. Why do we need to meet then? I mean, we can just talk, right? And you say, no, no, no, no, no, no, because we’re gonna build an what? Organization. We’re gonna build, let’s repeat it after me, we’re gonna build an organization. We’re not gonna have disorganization. We’re gonna have something that functions, so we’re not gonna have this what? Function. So we’re gonna go ahead and meet every Wednesday at 830 and we’re gonna meet every Friday at 830. Now, two companies here. Sue says let’s meet Wednesday at 830. So Wednesday at 830 comes. 830, looking at the phone, looking on the clock, it’s 840. Where’s Dan? He’s not there. Where’s John? Not there. So, Kevin, his meeting starts 8.30. Where’s Doug? Right, he’s on time. Where’s Lewis? He’s not on time. So, we have late, late, and late. These two different companies. So what does Sue do? Sue says, you know what guys? I know it’s hard for you to get here. Don’t worry about it. We don’t need to have these meetings. We can just talk about it. Well Sue, you just lost. You are forever going to lose. Boo. Because you’re not creating a function of an organization that’s a disorganization. Now Kevin says, Lewis, did you not know what time the meeting was Lewis? Lewis, Lewis, did you not know? And Lewis says, I guess I knew. I just overslept. I didn’t know. I wasn’t really sure. I wasn’t, I didn’t know if we’re going to do that. I thought we talked about it. I thought we already talked about it. I didn’t know we need to come in and talk about it again, because we already talked about it. And he said, Lewis, I love you, and I love America, and I love unicorns and bunnies, and I love everybody. But here’s the thing. You need to be on time for this meeting, Lewis, or you’re going to have to be written up. He says, written up? It’s just me and two. How can you write me up? He said, I’m going to write you up, you know, so go ahead and sit down, or I’ll write you up. And then we’re going to go and start this meeting. Boom. So set weekly meetings. It’s going to have to happen. Now, is everyone going to be excited about it? No. Why? Because people love this organization. What? Yeah, people love this organization. Most people don’t want to have a planny plan. We’re in Chicago today and yesterday we had this plan. We started off the day, we’re saying, hey, we’re going to get to the magnificent mile we’re gonna get to the Navy Pier we’re gonna get to Wrigley Field we’re gonna get to the big bean this big metallic seamless thing that somehow reflects light I can’t figure out what it is but we we’re gonna get to these things well we got to everything on our list yesterday with an exception of two items and then today we’re gonna get to those two items why cuz we made a plan now we didn’t have a plan we’d probably be drifting around still the Cubs game. So we have to make a plan. It absolutely has to happen. Now the second thing you have to do is you have to build checklists. You have to build you will be forever somebody guess what the word is it rhymes with checklist you’ll be forever pissed that’s what’s going to happen the camera guys are enjoying it all right so if you don’t have a checklist you’re gonna forever be pissed because common sense is not common. So let’s go over it here. Again, at this business. Sue, we’re going back to Sue. Sue has this business. She has a bathroom. Let’s go ahead and get into this bathroom here for a second. One, we have to clean off the urinal, right? Two, we have to clean off the sink. Three, we have to wipe down the mirror. Four, we have to clean out the mats. Five, we have to clean out the stall. Six, take out the trash. And then I wanna see somebody’s initials right here. And then I wanna see a time right here. And do you know that at Southwest Airlines, where they fly millions and millions of flights, airplanes flying up into the air. You know that like at NASA where they would take a rocket and shoot it into space. You know that at Tesla Motors where they’re making cars. You know what they have? A checklist! A sweet checklist! That’s what they have. Do you know what we do not have a checklist you’re gonna forever be pissed that’s how it works so you have to have somebody initial here yep I did this yep I did that yep I did this yep I did that yep I did this did that and you have to have them put the time in I did that at 10.09 and then as an owner you have to what? I’m giving you so many good nuggets here per capita today it’s just it’s unbelievable it’s gonna blow your mind. You have to inspect what you somebody somebody somebody inspect is I love to rhyme and you know I do if you have to inspect what you what? Expect. You have to inspect. That means you have to trust but verify. That means you have to come back and to verify that it was actually done. Because if you do not, one, if you do not have checklists, you as an owner will forever be pissed. Two, you have to have a checklist, but you have to inspect it, right? Because you have to inspect what you expect. So you have to literally walk in to this room. If you are Sue, you’re the owner, you want to have a business that’s not disorganized. You want to have an organization that’s not disorganized. You need to walk into the bathroom and you check to see if it’s done. And will it be done? No. Why? Because that’s what happens. So it’ll probably be 80% done. And is 80% good enough? No. So you have to hold people accountable. You have to be hold people accountable for what you want them to do. If you do not do this, you will lose. Does that make sense. Which brings us on to point number three. You have to have accountability systems. As an example, if you go into the bathroom and the bathroom is not cleaned fully, you need to explain to your employees it’s a yes-or-no deal. If the bathroom, when I inspect the bathroom, if it’s fully cleaned and I can circle yes that you did it because it looks absolutely sharp after I inspect it, then I am going to pay you, I’m making up a number here, but then I’m going to pay you 10 per hour. So it’s up to you whether you want to get a yes or a no kind of paycheck. It’s the accountability systems. Some of you are saying, I don’t I don’t like to manage that way because you know I want to manage the way I would like to be managed. I don’t want to have to have a pay system where I pay somebody less if they don’t do a good job. Everybody does their best. No, they don’t. No, they don’t. Did you know the Gallup poll? The Gallup poll, Gallup Research, G-A-L-L-U-P, has shown over and over and over that over 70% of American employees are not engaged in their jobs. They’re not even into it. They’re not even working really. Do you know there’s all sorts of data. Go ahead and Google this mess. Over 50% of all employees admit to stealing from their from their job. 50%! There’s got to be accountability or you will lose your shirt. Alright? You will lose your shirt. Moving on to point pay system. Meaning if you have 10 employees there’s always going to be A players, B players, and C players. You’re going to have 5 to 10 percent of your company here at the bottom. Okay, then you’re going to have 7 people here in the middle and you’re going to have, as a general rule, you’re going to have like one person up here at the top. in the middle and you’re going to have is a general rule you’re gonna have like one person up here at the top so seven to eight are right here one at the top you know five to ten percent at the bottom so what does this mean you have ten employees you have one you have eight you have one this is how it works a player B player C player let’s just say that Carl is awesome Doug is okay and Tim is absolutely a nightmare. Tim is an abomination. Is it fair to pay Carl the same pay as you pay Doug and Tim? No. No. It’s not good. So as an example, when I started the DJ Connection business, we provide entertainment for weddings. Well, I love weddings and I love entertaining for weddings, but one of the biggest challenges that I dealt with was that, you know, when you do 4,000 weddings a year, you have to manage something like 80 DJs. Well, when you have 80 DJs, are there a couple of them that are terrible? That they’re not terrible at DJing, but they just are choosing to not be good people. Does that happen? Do we ever have, of those 80 people, do we have any of those DJs that chose not to do a good job? Yeah, they did. So what I did specifically in my action step was, is that I actually took their pay, and I said, well, you know what guys, you can, I’m just giving you a kind of a ballpark figure here, but I said, per show, I’m gonna pay $150 minimum to DJ a show. But if you get a bad review, I’m pulling your pay down here to $300. Does that make sense? So I took money away from Tim to give it to Carl. That’s what I did. And I made the math work. I sat down, I spent the time, and you need to do that. But the concept here is you have to have some sort of merit pay. You have to pay people based upon how well they do, not based on how many hours that they show up. You’ve got to find a way to take money from the bad performer and give it to the top performer. There’s got to be some kind of way through your compensation that you’re showing people that that is what you value. And the final area that you have to have, it’s not a big principle, or not a long principle, not a hard to implement principle, it’s not a principle where you have to have a fancy schmancy degree, or one where it requires just a whole lot of discussion here, but you have to have pig-headed discipline. You have to be the kind of person where the buck stops with you. And when somebody says, do I have to do this? You’re sitting there saying, yes, you absolutely have to do it. Because look at me. Do I look like I’m open for discussion? No, I am absolutely ready to go. I’m pig-headed. I’ve got this discipline. I cannot be stopped. You cannot be stopped. We’re going to have our weekly staff meeting. We are going to follow the checklists. We are going to be accountable and I’m going to put in a merit-based pay system because I am pig-headed. You have to have that stonewall sort of determination where you say that other companies, other people might be relaxed about their culture but I’m not going to because I’m going to implement these things. So let’s talk about the action steps that you can implement right now in your business today. What are the things that you can actually implement right now that can totally change your culture? One, you need to have weekly meetings. What are you going to meet about? I’m going to help you real quick. You need to have a meeting with your sales team every week. You need to have a meeting with your team about quality control and you need to have a meeting with your team for accountability and for accounting. And in a small business you might be able to knock all this out in two meetings, but you have to have a meeting for accountability accounting so you know how much money you have in the bank and what’s going on there. You have to have a quality control meeting and you have to have a meeting with your sales team. How many times a week? I don’t know exactly how many you need but at least one. At least one. You have to have it. Second, you have to have a checklist. A checklist for what? Everything. If it’s a thing, you want to have a checklist for it. If you’re for our company, we have video equipment. We have to take equipment from our office in Tulsa, tourism capital of America. We have to take equipment from Tulsa and take it to Chicago. We have to have a checklist of, did you bring that microphone? Did you bring that battery? Did you bring that cord? Did you bring that card? Did you bring that box? Did you bring the checklist? Did you bring the tickets? Did you bring the itinerary? Did you bring the business cards? Did you bring the bands? Did you bring the laptop? Did you bring laptop number two? Did you bring the thumb drive? Did you bring the projector? Did you bring the slideshow? Did you bring the tickets? Did you bring the cash? Did you bring the… Did you bring… Did you bring… There’s a lot of stuff! And those things are the things that we must keep organized, otherwise we are what? Say it with me now. Disorganized. We have to be functional, otherwise we are dysfunctional. We must have function or we’re dysfunctional. We must have a checklist for everything. So think about your business here. This could be for your cleaning process. This could be how you deal with every customer. You have a checklist for that. This could be your daily opening procedures. This could be your closing procedures. This could be for how you do your accounting. This could be, you know I have a checklist I do for my search engine optimization for internet whenever we optimize to get our website to the top of Google searches. We actually have a checklist, you know that? We have a checklist for everything. You have to have a checklist for everything. Now would it be helpful to even have a checklist at home for maybe what you want to do with your kids for that weekend? Hey, I need to take my kid to hockey practice. I have five kids. So I have to take one kid to hockey practice. I have to take another kid to ice skating lessons. I have to take another kid over to piano. I have to go pick up gluten-free, my wife loves that gluten-free stuff. So I’ll get some gluten-free this, gluten-free that. I’ve got to go get some, what is it, the free range chickens, you know, I go pick up a free range chicken, I take it to the free range, eat one of those things, I’ve got to get some organic fruit and vegetables, I have these things I have to do, I also have to go to the dry cleaners, you have to have a checklist if you want to be successful. Now the third thing you have to have is you have to have that accountability system. You have got to find a way to measure what you manage. Every part of your business, so if it’s sales, you want to find a way to hold people accountable. Either you did follow the sales script or you didn’t. You can record the call. For cleaning, you either cleaned the bathroom or you didn’t. We need to have an inspection. If you’re in the PR, either you did land an article or you didn’t, all right? The thing is, we need to have an overall mentality here that we must inspect what we what? Inspect what we what? Inspect what we what what we expect That’s what we have to do that has to happen in every single business across this Country all around the world if you want to be successful you find me a successful company And I will find you a company that is doing this you find me a company that’s struggling And I will find you a company that’s not doing this The fourth thing we talked about is you have to have that merit-based pay. That absolutely must happen, which means that you pay people at the bottom less than you pay people at the top. You pay your top performers like you value them, like they’re superstars, like they’re the boss. Just like if you’re watching an NBA, an NFL, a college football team, whoever the best player is usually gets more playing time than the worst player. And in professional sports, whoever the best player is gets paid more than the not so good player. The idea is you have to have some sort of merit based pay system. And then all of this is all wrapped. It’s all enveloped in this one major thing because all this doesn’t work without it. headed, and you know it’s coming, the pig-headed discipline to do this. If you’re in a company with just three people, it can be a little challenging from time to time to have the motivation to have a weekly meeting when it’s just you and another employee. It might be hard to have the motivation needed to have a meeting when it’s just by yourself and one other person. It might be hard to have the motivation to hold your team accountable for having a meeting when it’s just you and two people. It might be hard to have the motivation to build a checklist and to use it. And to use it, it might be hard, you know how hard it is when it’s like 5 or 6 in the morning and I have to build a checklist for a company workflow. Do I want to do it? No, but I have to do it. I have to do it. You gotta do it. Right. The third is the accountability. You know how difficult it is sometimes to have the motivation to hold somebody accountable? Why won’t people just do their job? You know, why is it that people are always trying to cut corners? Well, I don’t know. Why is it that I’m always trying to speed? Why is it that we’re always trying to break the law? Can’t we just follow the law? Why does the police officer have to hold us accountable? Because if not, we would have the Autobahn, that famous German highway, where we just have people driving as fast as possible. We have to have accountability. I’m just telling you, I don’t like speeding tickets, and I don’t even understand why I always want to speed, but I do. And if I don’t get pulled over occasionally, I’m not going to stop. I need accountability. The fourth is the merit-based pay system. We’ve got to pay those top people more than those two at the bottom. And finally, we’ve got to wrap it all in pig-headed discipline. Here’s the thing. You’re a thriver, which means I know that you’re moving from surviving to thriving. You want to do more than most people do with their life. You want to move from the bottom to the top, or maybe from the middle to the top, or maybe from the top to the peak of the top. But the point is, you are here because you want to thrive, and we are here to help you thrive. So I’m super excited for you. Remember, pig-headed discipline is absolutely essential to making these other steps possible. All right, JT, so hypothetically, in your mind, what is the purpose of having a business? To get you to your goals. So it’s a vehicle to get you to your destination. And would you need profits to get there? I mean, when you have a business that’s successful, in your mind, in your expert opinion, would you need profits to get your to your to get you to your goals yeah because if you have a 15 million dollar business but you have 15 million dollars of expenses it’s kind of pointless holy crap all right so the question I would have here for you if you could take like 10 minutes or less and see if you could save 3,000 bucks a year by reducing your credit card fees would you do it yes absolutely Yes, absolutely. Holy crap! Why would somebody out there who’s listening right now, who has the same mind, why would they not go to Thrivetimeshow.com forward slash credit dash card, Thrivetimeshow.com forward slash credit dash card to schedule a ten minute consultation to see if they can reduce their credit card fees by at least three thousand bucks a year? Why would they not do it? Maybe because they don’t understand how you set the website. This tree is a symbol of the spirit of the Griswold family Christmas. Now that’s clear. Okay, so that can be true. So I encourage everybody to check out Thrivetimeshow.com forward slash credit dash card. Thrivetimeshow.com forward slash credit dash card. What would be another reason why someone would not be willing to take 10 minutes to compare rates to see if they could save $3,000 or more on credit card fees. Maybe they think it is a waste of time and then it won’t. It’s not possible. There’s somebody out there that’s making more than $3,000 every 10 minutes and they’re like nah that’s not worth my time. There’s probably some someone out there. Okay. They would think that. Well I’ll just tell you folks if you’re out there today and you’re making less than $3,000 per 10 minutes. I would highly recommend that you go to thronetimeshow.com forward slash credit dash hard. Because you can compare rates, you can save money, and the big goal, in my opinion, of building a business is to create time, freedom, and financial freedom. And in order to do that, you have to maximize your profits. Holy crap. Now, one way to maximize your profits is to increase your revenue. Another way to do it is to decrease your expenses. It’s a profit deal. It takes the pressure off. JT, is there any other reason why somebody would not be willing to take ten minutes to compare rates to see if they could save a total of $3,000 a year on average I am at a loss I cannot even in who is better I go on first and clean the hair good yes I is a better I need to hear you key and move all really for really good that looking at each one let me tell you a good story here real quick. I actually years ago compared rates with this company here called IPS. It’s Integrated Payment Services. And I scheduled a consultation. I don’t know if I was skeptical. I just thought, whatever. I’ll take 10 minutes. I’ll compare rates. I can’t tell. You can tell me I’m a doctor. No, I mean, I’m just not sure. But can’t you take a guess? Well, not for another two hours. You can’t take a guess for another two hours. And in my case, in my case, my particular case, I save over $20,000 a year. Holy crap! Wow. Which is, you know, like groceries when my wife goes to the organic stores. Find everything you need today? Yeah. Great. Okay. Oh, God. Everything okay, ma’am? It’s just that you’ve only scanned a few items and it’s already 60 bucks. I’m so scared. Okay, I’m a trained professional, ma’am. I’ve scanned a lot of groceries. I need you to stay with me. It’s just that my in-laws are in town and they want a charcuterie board. This isn’t going to be easy, so I need you to be brave, all right? What’s your name? Patricia. Patricia, all right. I need you to take a deep breath. We’re about to do the cheese. You know, that’s the difference between eating organic and not organic. So because my wife eats organic, I had to take the 10 minutes needed to compare rates to save the $20,000 a year on credit card fees just for one of my companies. One question, what’s the brand name of the clock? The brand name of the clock, Rod, do we have it? The brand name of the clock, it’s an elegant, from Ridgeway, it’s from Ridgeway. Let’s buy the clock and sell the fireplace. I encourage everybody out there, go to Thrivetimeshow.com forward slash credit dash card. You schedule a free consultation, request information, a member of our team will call you, they’ll schedule a free consultation. It should take you ten minutes or less, and they’re going to compare rates and see if they can’t save you more than $3,000 a year off of your credit card processing. You were hoping what? I wouldn’t owe you money at the end of the day. No, you don’t owe us money. Because at the end of the day, at the end of the day, the goal of the business is to create time freedom and financial freedom. And in order to do that, you need to create additional profits. Let’s go, let’s go. 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. Okay. I just want to let you know what type of accomplishment this is. Our competition, Orkin, Terminix, they’re both 1.3 billion dollar companies. They both have two to three thousand 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 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, like 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 that we followed with Thrive and 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. 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. But that like the diligence and consistency in doing those and that system has really really been a big blessing in our lives. And also you know 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. Okay, 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 gonna take in order to really succeed. So, I just wanna 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 are seeing every month, year over year. One month, for example, we went from 110 new patients the previous year to over 180 new patients in the same month. And overall, our average is running about 40 to 42% increase, month over 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 proven turnkey marketing and coaching system that will grow your practice and get you the results that you are 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. Clay has done a great job of helping us navigate anything that has to do with running the business, building the systems, the checklists, the workflows, the audits, how to navigate lease agreements, how to buy property, how to work with brokers and builders. This guy is just amazing. This kind of guy has worked in every single industry. He’s written books with Lee Crockwell, 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, and 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. So in the weekly, he’s running 160 companies. Every 6 to 8 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 start-ups go from start-up to being multi-millionaires, teaching people how to get time freedom and financial freedom through the system. Critical thinking, document creation, organizing everything in their head to building 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 of you. Clay has been an amazing business coach. Through the course of that we became friends. I was really most impressed with him is 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 and 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. It brought tears to my eyes to see that this guy, his highest desire was to do what’s right. Anyways, just an amazing man. So anyways, impacted me a lot. He’s helped navigate anytime I’ve gotten nervous or worried about how to run the company or, you know, navigating competition and an economy that’s like I remember, we got closed down for three months, he helped us navigate on how to stay open, how to how to get back open how to just survive through all the COVID shutdowns, lockdowns. 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. Right. This is where we used to live. Here’s the elves. 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 me and another guy. This is our new 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 14, 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 Thrivetime Show, two-day 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. 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 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, but 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 systems 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. If we go back eight years ago, think about the number of clients you had back then versus the number of clients you have now. As a percentage, what has been the growth over the past eight years, do you think? We’ve got to inspire somebody out there who just doesn’t have the time to listen to their calls. Okay, so Clay, it’s like I would go up and down from about $10,000 a month up to about $40,000 was up and down roller coaster. And so now we’ve got it to where we’re in excess of 100 clients. That’s awesome. And so I would have anywhere from 5 clients to 20 clients on my own with networking, but I had no control over it. I didn’t. Without the systems, you’re going to be victimized by your own business. For somebody out there who struggles with math, if you would say that your average number of clients was 30 and you go to 100, as a percentage, what is that? I have doubled every year since working with you. So I’ve doubled in clients, I’ve doubled in revenue every year. That’s 100% growth every year I’ve worked with… now so, so I’m looking, we’ve been good friends seven, eight years and I’ve got doubled five times. Which is just incredible. I mean the first time you do it, that’s one thing, but when you do it repeatedly, yeah, I mean that’s unbelievable. We’re working our blessed assurance off this year to double. We’re planning on doubling again. We’re incorporating new, some, some, some new things in there to really help us do it, but we are going to double again this year. I started coaching, but it would go up and down, Clay. That’s when I came to you, as I was going up and down, and I wanted to go up and up instead of up and down. And so that’s when I needed a system. So creating a system is you have nailed down specific steps that you’re going to take, no matter how you feel, no matter the results, you lean into them and you do them regardless of what’s happening. You lean into them and it will give you X number of leads. You follow up with those leads, it turns into sales. Well, I tell you, if you don’t have a script and you don’t have a system, then every day is a whole new creation. You’re creating a lot of energy just to figure out what are you going to do. Right. And the best executives, Peter Drucker is a father of modern management, and he said the most effective executives make one decision a year. What you do is you make a decision, what is your system, and then you work like the Dickens to make sure you follow that system. And so that’s really what it’s all about. So with a script here, we have a brand new gal that just came in working for us. She nailed down the script and she’s been nailing down appointments. Usually we try to get one appointment for every 100 calls. We make 200 to 300 calls a day per rep. And she’s been nailing down five and eight appointments a day. Somebody out there’s having a hard time. On that script. So she’s making how many calls a day? She’s making between 200 and 300 calls a day. And our relationship is weird in that we do, if someone were to buy an Apple computer today, and or let’s say you bought a personal computer, a PC, the computer is made by, let’s say, Dell. But then the software. That’s kind of how I would describe our relationship. Tim, I want to ask you this. You and I reconnected, I think it was in the year 2000 and, what was it, maybe 2010? Is that right? 2011, maybe? Or maybe even further down the road. Maybe 2013? 2012. Okay, so 2012. And at that time, I was five years removed from the DJ business and you were how many years removed from tax and accounting software? It was about 10, 11 years. We met, how did we meet? What was the first interaction or some interaction where you and I first connected? I just remember that somehow you and I went to Hideaway Pizza. But do you remember when we first reconnected? Yeah, well we had that speaking thing. Oh there it was, so it was Victory Christian Center, I was speaking there. My name is Robert Redman. I actually first met Clay almost three years ago to the day. I don’t know if he remembers it or not, but I wasn’t working with him at the time. I asked to see him and just ask him some questions to help direct my life, to get some mentorship. But I’ve been working with Clay for now just over a year. The role I play here is a business coach, a business consultant. I work with different businesses, implementing best practice processes and systems that I have learned here by working with Clay. And the experience working here has, to put it real plainly, has been just life changing. I have not only learned new things and have gained new knowledge, but I have gained a whole new mindset that I believe wherever I end up will serve me well throughout the rest of my life. Since working with Clay, I have learned so much. I mean, I would like to say almost everything about business in terms of the different categories. I haven’t learned it all, but I’ve learned all about marketing. I’ve learned about advertising. I’ve learned about branding, I’ve learned how to create a sales process for organizations in any industry, I’ve learned how to sell, I’ve learned how to create repeatable systems and processes and hold people accountable, you know, how to hire people. It’s almost like every aspect of a business you can learn, I have learned a lot in those different categories. And then, again, the mindset that I’ve gained here has been huge. Working here, you can’t be a mediocre person. You are a call to a higher standard of excellence. And then as you’re called to that standard here, you begin to see those outcomes in every area of your life. That standard of excellence that you want to implement no matter what you’re involved in. I would like to describe the other people that work with Clay are people that are going somewhere with their life. Marshall in the group interview talks about how the best fits for this organization are the people that are goal-oriented. So they’re on their own trajectory, and we’re on our own trajectory, and the best fits are those people where there can be a mutually beneficial relationship that as we pursue our goals, and we help the business pursue those goals, the business helps us pursue our goals as well. And so I say people that are driven, people that want to make something of their lives, people that are goal-oriented, they’re focused, and they’re committed to overcoming any adversity that may come their way. Clay’s passion for helping business owners grow their businesses is, it’s unique in that, I don’t know if there’s anyone else’s that can be as passionate. You know, whenever a business starts working with Clay, it’s almost as like Clay is running that business in the sense that he has something at stake. You know, he’s just serving them. They’re one of his clients, but it’s as if he is actively involved in the business. Whenever they have a win, he’s posting it all over his social media. He’s shouting it across the room here at Thrive. You know, he’s sending people encouraging messages. He can kind of be that life coach and business coach in terms of being that motivator and that champion for people’s businesses. It’s again unique because there’s no one else I’ve seen get so excited about and passionate about other people’s businesses. Some people that wouldn’t like working with Clay are people that are satisfied with mediocrity, people that want to get through life by just doing enough, by just getting by, people who are not looking to develop themselves, people who are not coachable, people who think that they know it all and they’re unwilling to change. I would say those are the type of people, in short, anyone that’s content with mediocrity would not like working with Clay. So if you’re meeting Clay for the first time, the advice I’d give you is definitely come ready to take tons of notes. Every time Clay speaks, he gives you a wealth of knowledge that you don’t want to miss. I remember the first time that I met Clay. I literally carried a notebook with me all around. I was looking at this notebook the other day actually. I carried a notebook with me all around and I just took tons of notes. I filled the entire notebook in about three or four months just from being around Clay, following him, and learning from him. And then I would say come coachable. Be open to learning something new. Be open to challenging yourself. Be open to learning and adjusting parts about you Be open to learning and adjusting parts about you that need to be adjusted.