Entrepreneur Podcast | How to Increase Your Company’s Quality Control Without Losing Your Soul + 5 SUPER MOVES YOU CAN USE TO CREATE A CULTURE OF EXCELLENCE + How to Implement Lean Six Sigma With Donald Meador

Audio Transcription

I give of thee our prayers, And save our people Hey, what are you doing? I’m just cleaning the bathroom. Looks good. Let’s go watch. Alright. Get ready to enter the Thrive Time 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 get what we got. Cullen Dixon’s on the hooks, I’ve written the books. He’s bringing some wisdom and the good looks. As the father of five, that’s what I’m about. So if you see my wife and kids, please tell them hi. It’s C and G up on your radio. And now three, two, one, here we go. We started from the bottom, now we’re here. We started from the bottom, and that’s what we’ve got to do. All right, ladies and gentlemen, on today’s edition of the Thrive Time Show, we’re talking about how to maintain quality control. How do you maintain quality control without losing your soul? How do you make sure that your business scales without becoming a big fail? How do you make sure that your quality maintains a certain level as you grow? If you want to follow along, you can go to thrivetimeshow.com forward slash millionaire, thrivetimeshow.com forward slash millionaire, and then you can go to page 180 of my newest book called A Millionaire’s Guide, How to Become Sustainably Rich. In this book, we walk you through how to maintain quality control without losing your soul. I just talked to a wonderful client moments ago about the same topic here. So here to break it down with us is the incredible founder of BunkyLife.com, David Frazier. Welcome on to the Thrived Time Show. How are you, sir? I’m doing awesome. Thank you for having me, Clay. David, when I say Cousin Eddie, does Cousin Eddie mean anything to you if I say Cousin Eddie? Cousin Eddie, is that like the Clark Griswold’s cousin? Yes, there you go. So there’s a guy in the Griswold theme movie called Christmas Vacation named Cousin Eddie. Now Cousin Eddie, everybody has a Cousin Eddie in their life. Now this particular scene involves Cousin Eddie. Cousin Eddie shows up uninvited and Clark Griswold is in trying to enjoy this wonderful time with family and Eddie just shows up and he introduces himself to Clark that he’s there and Clark can’t believe that he’s there because he didn’t invite him so this is here we go this is the scene surprise Eddie I woke up tomorrow with my head sewn to the carpet I wouldn’t be more surprised than I am right now okay so that is the reaction a lot of times you have when you find that somebody in your business is operating with the spirit of jackassery. So I’m going to walk you through five proven moves that you can use to scale your business without creating upset customers. And again, this is a problem. People say, why is this a problem? Why is this a problem? Well, if you’re an employee listening to today’s show, maybe you don’t see it from this perspective, but 80% of employees admit to lying on their resumes according to Inc. Magazine. And you might say, no, they don’t. Yes, they do. Okay. According to the U.S. Chamber of Commerce, 75% of employees admit to stealing from the workplace. So, Jordan, I don’t want to get you in trouble here, but you run a company called Master Machine and you guys make parts, you make precision parts. I mean, you make parts for the U.S. Army, you make parts for Tesla. It’s a great company. But have you ever experienced jackassery in the workplace, yeah, just yesterday. No is the Friday I came in and found a guy sleeping at the workplace. Yeah, you’re we a pain. Yeah to sleep now Okay. Now this is what I had this week and Feel free to one-up me David. This is the story. This is my newest story I have okay One of our clients we work with their job is they provide a product and one of my employees his job is to call the customer After the product is delivered to survey them to make sure they’re happy, and then to ask for an objective review after the point of sale. So one of my clients is paying our company to get reviews on their behalf. And the way it works so that there’s accountability is the employee who works for me only gets paid every time they get a review, or they get a base pay of like 15 bucks an hour. So the employee all of a sudden has like 20 reviews one day out of nowhere and I’m going man You got 20 like an hour. That’s incredible. I mean you’re calling former customers up. You’re calling customers of my client How’d you get 20 in like 10 minutes? Amazing I mean it’s almost unbelievable And he says I gotta be honest. I created a transcendental meditation app. And when people download it, if they download it, they get it for free if they leave a review. And I’m like, oh, so that’s why we got bogus people leaving reviews for my real client all at one time. And he goes, can you not? I didn’t know if that was allowed. I’m like, what part of that? You didn’t think you could make an AI? And he says, I got to be honest, man, I got to be honest. I just didn’t know where you stood on the whole thing. And I go, what do you mean the whole thing? He’s like, well, I was talking to old dude over here. And I said, what dude were you talking to? He said, I was talking to, so he’s two people on our team. This is a real thing. I said, so what do you mean you’re talking to old dude? Well, he said, well, he told me he had a move he came up with this weekend while you were gone. He said, I was out of town for like a day. So the kid with the move, I said, what’s the move? He says, his wife is an OnlyFans model. And so she went on and as part of the session, she would give people during this adult session, she would give them extra time if they would leave a review. And so these two idiots, Beavis and Butthead, I’m not kidding. So he’s like, bro, you’re using your, you’re prostituting your wife online for reviews? He’s like, oh yeah. And he’s like, dude, that’s a great move, man. I don’t have that move because I’m single. I know what I’ll do. I’ll make a transcendental AI app. And these two idiots, I found out within 24 hours what they were doing and I fired them both. But if I didn’t have these five moves in place, I would be screwed. So now, ladies and gentlemen, without any further ado, here are the moves. One, trust but verify everything. David Frazier, what are your thoughts on this idea of trust but verify everything? Because you’re selling some incredible products at BunkyLife.com. People love your products. How do you do the trust but verify move? My move is don’t trust verify, but I mean, I guess you could, yeah. Don’t trust verify like that. I do. No, I love that. That’s good. Oh man. I think Darth Vader was a very effective manager. If you look back at his career, his body of work, we’ll talk about it more in part two of today’s show. The tangible strength of your ability. That was before, I think, there was a lot more laws about strengthening your employees though. I mean, if you notice there was a scene, I don’t know if you can hear this video, but Darth Vader, he shows up because they’re trying to build the Death Star. His whole thing is he wanted to basically rule the galaxy. That was Darth’s, that was kind of his weakness. He always tried to rule the galaxy. And he shows up because he’s saying, listen, we gotta make sure that we’re on track. We gotta build this Death Star, we’re busy people. I wanna make sure that you guys are on track. And the people, the employees were saying, yeah, we’re doing our best. And he’s like, what did you just, so he does, and this is an effective manager. I don’t necessarily recommend you hire Darth Vader or people who are like this. This is a camera lucidum. It’s one of the 19th century second we’re seeing this commercial for great masters. Here we go. So this is Darth. Darth is like, okay, so you’re telling me that you were on track on. They go. Yeah, we’re on track. We are on track. We’re fine. There’s Darth, that’s the Darth Mobile. The Darth Mobile is inside this massive ship. And Darth has two kind of wingmen, his assistants, for accountability. And he’s just showing up. So we zoom in here, he pulls in, the employees are going, holy crap, holy crap, Darth is gonna follow up, like he’s gonna know that we are out of 2x4s. He’s gonna know there’s some slacking going on. All the employees are like, oh crap, here he comes, the world’s most effective manager. This guy, this is the direct report he made the OnlyFans account to try to get more reviews. JackWagon who made the chat GPT transcendental app. I can’t make that crap up. He’s gone. Crap. He’s gonna know the bathrooms are dirty. He’s gonna know we didn’t call our leads. He’s gonna know I forgot to fill up the van with gas after I used it. He’s gonna know I didn’t respond to the emails. Vader, this is unexpected pleasure. We’re honored by your presence. You may dispense with the pleasantries, Commander. I’m here to put you back on schedule. I assure you, Lord Vader, my men are working as fast as they can. Perhaps I can find you ways to motivate them. I tell you, at this station I’m worthy of operational experience. The Emperor does not share your optimistic optimism of the situation. But he asks the impossible. We need more men. Then perhaps you can tell him to be ironic. Okay, so one move, you gotta trust but verify everything. The second is you gotta have a follow-up loop. Like your body has to show up and talk to these people. Because if not, it’s gonna drift. David, how do you use the follow-up method over there at BunkyLife.com to make sure that your beautiful Bunky Life cabins are not built cockeyed, they don’t fall down when people buy them. So I like to pop in randomly. I think just like the Darth there, like Mr. Vader himself, if you’re predictable, then they’re gonna predict around you, but if you’re just kind of randomly there at times, then things kind of just fix themselves a little bit better. Now Jordan, you make, I mean, we’re talking precision parts for the Army, for Tesla, et cetera. You actually now have a meat product. What’s the website for the meat product? It’s griddownchowdown.com. Griddownchowdown.com. It’s like freeze-dried meat is the move here. How do you use the follow-up method? How do you follow up to make sure that cows are being slaughtered at scale, food’s being freeze-dried, that you’re making the right parts for the right people, you’re not sending parts to the Libyans, you’re sending parts to the right folks. How do you do that? Well, we have a daily system and people that I’m constantly following up with to make sure that everything’s on schedule, everything’s shipping out. And then also I’m following up with the customers to see how they heard about us and see if they’re happy. But you follow up all the time. Yeah. Okay, third move, you gotta have mystery shoppers. What? This is, guys, listen, these are moves, okay? One of my wonderful clients, he’s a cosmetic surgeon, okay, I love this guy, great guy, does a great job, okay? And this is Whitlock, cosmetic surgery, does a great job. We’ve helped him grow his business, I’m very excited to work with him, he’s just a great guy. So with Dr. Whitlock, what we do is I wanna make sure that his patients are happy. He’s a non-equity partner client I work with, so I help him grow his business, but it benefits me financially for his business to grow. So why do you think that A, we call every single patient after their service to make sure they’re happy and B, Jordan, why do you think I put a phone number for me on that list? Why do you think I put like a phone number that rings to me on the follow-up list? So nothing can fall through the cracks or sneak behind your back? What do you think there, Super Dave? Why do you think we call every single patient after their surgery. And why do I have my phone number on the follow-up list? Because if your phone number’s not on the follow-up list, you won’t know if they actually did it. There it is. And then I see a missed call from the new employee. I always have the newest employees are the ones that do the review calls. That’s how I do it. These are just things. You gotta have a mystery shopper in place. Now, move number four. You’ve gotta create a pipeline of new inbound people. This is what I call POND technology. Let me show you. Pond. Pond technology. And a pond can get kind of scummy. Jordan, have you ever seen a scummy pond? Yeah. And it’s just a, look at that. It’s just like, oh, just a scummy, just a, you know, kind of a swamp, kind of a swamp ass is how this is the technical term. Swamp ass, look at that. Just, oh, oh, look at that. Just, now, a pond, let me just walk people through this. This is a pond. Okay, let’s go with a scummy pond, okay? Scummy pond, scummy pond, let’s do it. Let’s do a pond, scummy pond. Look it up, someone I’m sure has made a video about this. Oh, scummy pond versus non-scummy pond. Now, if you have a scummy pond, it’s stagnant. There’s nothing moving, the water’s not moving. It’s just scummy. You got like something that should have got pushed out of the pond, but you didn’t push it out because you had a shortage and you thought, I can’t fire this person because I need them. And so you kept them around. Now you look at that versus like a clean stream in Colorado. Now you go, here’s a beautiful stream. Let’s find a clean stream from the Colorado mountains. If you haven’t seen a mountain stream in Colorado. It’s beautiful kind of thing. You can see this. So here’s a mountain stream going on here. Oh, 10 hours. We can watch this for 10 hours, guys. Then over here, you got the scummy pond. A lot of businesses are like a scummy pond. Yeah. Because the people know they’re never going to get fired. They know it’s not going to ever get… Well, they’re never going to lose their job. So they’re just going to say, I’ll try to do better. So every single week, I interviewed new candidates who are looking for jobs. Super Dave, I mean we have great people on my team now. Many people have been here, you know, seven years, eight years, nine years, but why can’t we as entrepreneurs ever stop looking for new people? Well, it’s just like a scummy pond. If it just starts to stagnate, it’s gonna get scummy and you’re not gonna have any fresh blood in there. I think it’s also good to have fresh people coming in too. So if you’ve got any type of a position that’s more than three or four people, there’s just always gonna be turnover. And so you wanna be on top of that. Instead of reacting to it, you’re proactively investing in that. And let’s talk about this for a second, Jordan. So you’ve got the grid down, shout out, and that’s what you’re selling, that’s your thing. Why can’t you slaughter a cow and then let the meat just kind of hang out for like a year or two and then come back to it and freeze right later. Well, we’re not going to do very well as a company if we do that. What would happen though, seriously, if you did that? Well, it would go bad. Okay. So what would happen at Bunky Life if you had new wood shipped in to make your products and then you let it just sit outside in the open? Oh, I know what happens to that. It gets moldy. It actually gets physically moldy. It starts to get chewed by mice and carpentry sometimes, and then it’s worth nothing. And we know these things from experience. And I just know that in my particular businesses I’m involved in with the clients I coach, what I find is a lot of times they have an unbelievable product but they have a scummy pond person who answers the phone. They have a scummy pond person that greets the customers. They have a scummy pond person that makes the product. And if you’re out there today and you want to maintain quality control without losing your soul, this is how you do it. Now move number five, the final move. There’s not a lot of moves, there’s just five moves. Move number five, fire when ready. So whenever you get to a point where it’s time to fire, so we had a lady this week, true story, and this is what she was doing. How long does it take to smoke a cigarette? You don’t smoke, I don’t smoke, we don’t smoke, but how long does it take? I mean, if you’re, you ever watch The Smoker? I mean, was it a good five minutes? Probably, yeah. So this employee wanted to take a smoke break. And the way our business is built, I don’t give you smoke breaks. I give you a lunch break, then you go home. I don’t do a smoke break. So this employee’s like, oh yeah, oh yeah, I’ll teach you. So they would go outside, take the cigarette, and go, and suck the whole thing down in like 30 seconds. No kidding. Just like, just take, well then they come back in to the workplace and it’s like, I mean, they’re just sucking this down in 30 seconds. So a customer, wonderful customer calls me, it’s called a mystery shopper. The mystery shopper calls me. This is again, we have three, five moves here. One trust but verify. Two, always create a follow-up loop. Three, have mystery shoppers. Four, have a pipeline of new people. Five, fire when ready. The mystery shopper calls me. And they said, hey, I’m here at your place of business. And Helga is literally coughing up a lung, and I know why. And I said, what? He goes, this person goes outside in between customers and smokes an entire cigarette in a record 30 seconds. And you gotta watch this. So I asked the manager on duty, I said, manager on duty, hey, is Helga going out there smoking a cigarette in 30 seconds? They go, oh yeah. Are they coughing on our customers? They go, yeah, it happened a lot today. I’m like, what? So this is the thing, David, is a lot of business owners, even once they know there’s a problem, in this case, this manager, he wouldn’t fire this person. And I said, why? You’ve written them up, you’ve talked to them, what are you doing? He says, well, it’s before Christmas, and I just didn’t want someone to lose their job before Christmas. I’m like, what? So my customers have to hate the experience for 60 consecutive days so we can make room for Helga’s smoking problem? David, I’d love to get your thoughts on this because a lot of people hear this information and they’re like, this sounds so mean, this guy endorses Darth Vader. Just love to get your reaction to it. Well, you can appreciate Darth Vader’s management without, you know, embracing all the evil, right? You gotta separate the management from the man. But if you’re not, like, it’s letting people go sooner is actually the kinder thing to do. They’re gonna learn from what they did wrong faster, rather than learning it faster for another 60 days. And then they’re gonna be in the same spot needing a job. So why not get them there 60 days faster? And it’s also better for you. So when we go to bunkylife.com, I wanna be very clear, very transparent. I actually bought a Bunkylife home there and bought one of these. It’s a Bunky Life, kind of a bolt-on bedroom. And I’ll just show you where it is. I put it in the mall and it served as a kiosk for us. And it’s done a really great job for us because when people are at the mall, they’re like, what is this? And they wanna come by, they wanna see it. They wanna get photos with it. They often wanna live in it. There’s certain mall goers that have wanted to spend extended periods of time in there. But we get out of here, you’re doing a tour, stop squatting on the property, buddy, you can’t live here. People love it though. And when we bought it from you, I paid full price, paid for it, had it shipped, and you did a great job. But at the end of the day, I like David, I hope he likes up what we do, but I, it needs to work. It needs to not fall down, it needs to be high quality. And so I knew that buying this product from you, it would be high quality because that’s the sort of standard that you try to hold yourself to. But a lot of people, they don’t hold theirself or their team accountable for anything, and therefore you don’t wanna buy a product from them because you know it’s gonna be janky. You just know it’s gonna be janky. So if people are out there today and they want to learn more about buying a Bunky Life product, how does that work? How do they get ahold of you? What’s the move? What I invite you to do is go to Bunkeylife.com. You can check out what we’ve got on the website there, and then you can connect with us using the contact form or even book a tour. We’re doing them over Zoom now. You can come to the factory, see how they’re made. We’ll take you through the Bunky Village. Wow. Yeah. The Bunky Village? We have a little village in front of the factory of all of the little bunkies you can see. I’ll Zoom you in myself. Jordan, are you doing a thing at Griddown Chowdown where people can do like a Zoom tour and see you slaughter animals real time? You know, we don’t slaughter our animals, but the butcher might let us do that, yeah. You ever thought about that? It would inspire a lot of confidence. That might go against YouTube’s community guidelines. I mean, you could just watch, did they saw the animals? Yeah. Like what, zzz, zzz, zzz, zzz, zzz, zzz, zzz, zzz, zzz, zzz, they cut the slabs of meat? Yeah, I mean, the whole thing turns into hamburgers. So I mean the steaks and everything. Yeah I mean that could be that you might want to talk offline guys. I mean there’s so maybe a they can put the zoo to watch the slaughtering of the cow. Oh wow do you pet the cow? Is it a nail gun? How do you how do you? I mean Larry Larry raises the cow. How does Larry kill the cow? Seriously is it a nail gun or what’s the move? No Larry takes them to the butcher and the butcher does his thing. So he takes a live cow to the butcher the butcher does his thing? Yep. Is the butcher an angry man? I hope not. Okay, just curious how that whole thing works. We’ll talk about it more. That’s griddamshadow.com and bunkylife.com. David Frazier, thank you for joining us today, sir. We’ll talk to you soon. Take care. See on today’s show we’re talking about bringing the soul to quality control. You love to rhyme, don’t you? It’s so fun. I do like to rhyme all the time. We’re talking about lead six sigma, how to become a black belt master of non-disaster. Let’s do it. I’m ready. Are you ready? I’m with an American treasure by the name of Don Meador. And I’m ready. I’m ready? I’m ready. You’re ready. Andrew, are you ready? I’m so ready. We’re all ready. And now, without any further ado, let’s get this shindig started! Some shows don’t need a celebrity narrator to introduce the show, but this show does. Two men, eight kids, co-created by two different women, 13 multi-million dollar businesses. to the Thrived Time Show. Hey, you know a lot of our listeners go on Spotify and they look at the titles of the show and they have little debates about uh… is it meter? Is it metter? Clarify how you want your last name to be pronounced for our listeners out there. It is metter. I think it’s easiest to think metter is better. Metter is better and metter also rhymes with cheddar. This just in. Now Donald, you have survived mergers, promotions, reorganizations, downsizing, countless changes in corporate America. Could you share with us, I mean you’re a guy who’s led multi-million dollar projects and was selected actually to complete a two-year program to become a Lean Six Sigma certified black belt. Could you explain to us what is a Lean Six Sigma black belt? Well the title is a lot cooler than it actually is in reality. But basically what it is, and for most people familiar with, you know, GE and Jack Welch and the Lean Six Sigma approach, you know, really originated in manufacturing. But then all the great business minds decided we can apply this to every single thing in the world. And so what they did is any process that exists in any organization, you look at it with a fine-toothed comb. You look at every single step in every process you have, whether it’s software development, whether it’s real estate leasing, and you look at time, you throw some statistics at it, and you try to see, is there any way we can shorten this process? What are the metrics we need to be measuring to actually gauge our success? And so what we did is we spent two years basically not only learning the methodology, but actually applying that on to projects and to actually become certified, you have to successfully complete and show success in two projects before you can officially quote unquote graduate. Well, what I’m going to do is I’m going to tee up real scenarios that our listeners would run into on a daily basis, but I’m going to use my businesses so you can pick on them and then we’re going to get into your new book. So, one of my businesses is called Elephant in the Room, and we cut hair for men. All right? So, it’s kind of like a country club for men’s hair, if you can picture it. Yeah, yeah. And it’s very high-end, and the average haircut has to be cut within 27 minutes, and currently, with the 4,000 members, we make a mistake 3% of the time. Okay. Now, the other business, I don’t own it anymore, was a bakery. A beautiful bakery, we won a lot of awards. It was the number one bakery in Tulsa, Oklahoma. And we made wedding cakes. And so I wanted to give each one of these as kind of a Lean Six Sigma battlefield. So let’s say you went into a haircut facility where you have 4,000 members and we’re open from 11 to 6 every day. You’ve got to get all 4,000 guys in. We have six days a week, and you know the average haircut has to be 27 minutes, and you know that we’re making a mistake 3% of the time. How on a practical level would you go in and help maybe somebody’s business make that more efficient? Absolutely. Well, the biggest question is what are you actually trying to optimize? That’s the real question and one that is fraught with complications because whatever you measure is what you improve and there’s a whole lot of moral hazards if you choose to measure the wrong metric. So what if you decide I think haircuts should be done in 25 minutes? What’s that going to do at a human level? You’re going to rush, you’re going to try to get faster, you’re trying to get more customers in the door. Yes, your revenue will go up, but also that mistake percentage will go down. So you can’t hold everything perfectly still. The same token, if you want to decrease your error rate, what you’re going to have to do is what if it’s now 27 and 1 1⁄2 minutes? Well, your error rate went down, but your revenue also went down. And so that’s why it’s so important on the onset to really sit and think through this and say, OK, what is the metric we’re actually trying to influence? So let’s say in this case, because we’re open 53 hours a week, and we can do two haircuts an hour, and we’re open for 4.3 weeks a month, we got about 455 hours to get in all 4,000 haircuts. We can do about 11, 12 haircuts a month. And we really, with the three locations, I’m very confident that we don’t ever have more than that number of members for the quality. We want to keep that experience tight. Let’s say that you’re dealing with the bathroom not being cleaned regularly. We have an interval kind of alarm system where every half hour we clean the bathrooms essentially. But let’s say you go into a small business and the bathroom is perpetually dirty. They have a hair salon, it’s beautiful, but the bathroom is always dirty. The towels can be folded on time and everything is always behind. The average small business owner is always behind. They’re always a little bit under budget. They’re always on the verge of not being able to make payroll. They’re always a little behind on the taxes. Help somebody use Lean Six Sigma to become more proactive. Yeah, absolutely. And the only way to do that is, and one of the things that Lean Six Sigma might not potentially be quite as good at, is the human element. So the challenge is that the reason those tasks are behind is because they’re not incentivized. So, there’s not really that big of a reason to go clean the bathroom because you don’t get paid for that. You’re going to get paid for serving customers or haircuts or whatever it is you’re doing in a bakery. And so, there’s no proper incentive to actually keep the bathroom clean. So, the only way to do that is to change the way the process is actually done from an incentive perspective so that employees actually want to keep that. And now there’s lots of ways to keep that bathroom clean. There’s lots of ways to do that. You can go into it, whether it’s part of the pay structure, it’s part of whatever, but that’s really more of a challenge in those type of scenarios. It’s not necessarily a process problem, it’s a people problem, because there’s really no purpose to that. What really happens if I don’t clean the bathroom? Yeah, my boss is mad, but I kind of got more haircuts or I got paid the same and so that’s one of the challenges Is the processes don’t necessarily? Technically have to be done to get their job done And so that’s where you where you run afoul of some of these kind of side tasks I think about it, you know when I used to wait tables You know, they wanted you to you know, roll so much silverware and do all these things You didn’t make any money doing that, right? That’s not really part of your day-to-day job and part of your income. And so that’s the biggest thing is making sure as part of their daily process, they have to be incentivized to do that and understand that part of their pay is commiserate with that. Okay, so let’s talk about Jack Welch for a second. You referenced Jack Welch, arguably the number one CEO of all time who grew GE by 4,000% during his tenure at GE. He talks about the kick and the hug as it relates to incentivizing. Do you believe in the kick and the hug? Do you believe in exclusively the ninja kick? Do you believe in the black belt kick? Do you believe in the black belt hug? Tell us about what your thoughts are on the incentivizing with the kick and the hug. Yeah, absolutely. I think you do have to use that for the challenges and to be really a great leader in a business is you have to individualize. That’s the most important thing. You have to understand whether the kick or the hug is actually what’s gonna make them do their job because it’s not the same for everybody. You know, I’ve managed some pretty huge teams and certain individuals, they needed a kick almost every day and they weren’t gonna do their job without it, right? But there’s other people that if you did that, they’re just gonna up and quit, right? They’re just, they’re not gonna respond to that. And so that’s why you as a leader, man, you’ve got to sit down, you’ve got to talk to these people. You have to understand why they’re at work every day. You have to understand what actually intrinsically motivates them and do they need the kick or the hug. They both work, but they don’t work on the same people. Can you share about how many people you’ve managed at one time or how large of an organization you’ve led at one time, the most people I had directly in my command was 19 direct reports, and then I also had two offshore divisions as well at the same time. And so when you look at that, it’s probably upwards of 30 people, and they were all mostly remote. They were in six different time zones all across the country. So it’s about as spread out as you possibly can go all across the world, really, because India and California and just all over the place. Now for the listeners out there who aren’t aware of this, Lee Cockrell, who’s been on the show multiple times, who once managed Walt Disney World Resorts and 40,000 employees, 40,000, he said you should really, I mean, if you have more than 12 direct reports, you’re kind of a ninja. I mean, that’s a tough thing to do. So managing 19 direct reports can be quite challenging. is called Surrounded by Insanity, How to Execute Bad Decisions? There’s a question there. That’s it. Tell us about your new book, Surrounded by Insanity, how to execute bad decisions? Yeah, absolutely, and that really gets to what I like to call corporate reality. Because the truth is, if you’re on a large team and you’re not the guy, if you’re not the CEO of your company more often than not you may be executing somebody else’s idea You’re executing someone else’s decision and it gets handed to you to go lead a team or to even do yourself And there’s so many times that you don’t even agree with the direction You don’t agree with the decision and much more so you might actually think it’s going to fail What do you do about that? Nobody trains you for that. How are you going to go talk to people and do something that you don’t even yourself believe in? And so that’s really what it’s about is how to survive in that type of culture and how do you do that, right? Understanding how the results aren’t what makes you successful. It’s the perception of your results is where you actually get success and understanding how to build that and understand what it’s going to take to survive when maybe you don’t quite agree with everything that’s going on. And for everybody out there who hasn’t been married before, Mr. Kanye West recently explained during an interview that he said he’s heard about dog years. He talks about how one year for a dog is like seven human years as it relates to their life expectancy. And he said one year of marriage is like 100 years. And so Kanye said he’s been married for 500 years. I think a lot of times the challenge with marriage or a business marriage or a partnership, it’s impossible for everybody to agree on everything all the time. So we’re working forward right now, we’re moving forward with the premise that maybe your boss is asking you to do something. It’s not unethical maybe or illegal, but you just don’t necessarily agree with it. So chapter one of your book is called, You’ve Already Lost. What is this chapter all about? Absolutely. It almost follows the stages of grief. But basically what I have seen over and over again is when you hear these terrible ideas or you’re asked to implement them, the first thing you want to do is scream. You want to fight. You look around and you’re like, does no one else realize this is a terrible idea? And so you fight back. You say, oh, we can’t do that. We need to do it this way. We need to do it this way. But here’s the truth. The decision’s already made. It’s over. It’s gone. It’s done. By the time it gets to you, there’s no changing anyone’s mind. And so that’s the first thing you have to do is just accept the fact that, okay, this is the direction we’re taking. Now what? And most people can’t do that. They continue to fight it. They do all these rebuttals. They try to change people’s minds. But here’s the truth. You cannot change people’s mind once it’s already made up. That is a psychological scientific fact and we have to understand that. You know there’s a movie Mr. Deeds that was starring Adam Sandler, perhaps one of the deepest American philosophers of our generation, Adam Sandler. And he, in the movie, he ends up becoming the head of a company. His grandfather I believe dies. And so now he’s in charge of a major, major corporation. The problem is he has the mind of a third grader. And I’m going to queue up just a brief little audio from the movie so you guys can get an example of what it’s like to work for somebody who maybe doesn’t have it all figured out here. Let me queue up the audio here. This is the scene where Mr. Deeds is explaining to his butler that his foot is black because he had bad frostbite, and he’s instructing one of his employees to hit his foot yeah, I didn’t feel that what else you got? hey, get that fireplace poker right there and just whack my foot do I absolutely have to? it’s gonna be fun, just grab it all my friends do this he’s instructing one of his employees to take out a fire poker and hit his foot with it but give it away did you know that that and i know you don’t like it chopped up and that’s it You’re sick! You’re sick! Why would you do that to me? I’m just kidding you, pal. And that’s the kind of stuff. Sometimes it works, right? Your boss is just doing dumb stuff. Your boss wants to take you to lunch. Your boss wants you to go to some corporate event. Your boss wants you to go talk to some account that you don’t need to talk to. Your boss… I know a lot of bosses are obsessed with corporate travel. I’m sure you’ve seen this before. Oh, yeah. Where the boss loves to send you on a plane somewhere. They just love to get you on a plane. Yeah, it’s great when you have multiple bosses, right? And one boss says, man, we’ve got to travel a bunch. And then a new boss comes in three months later and says, whoa, why’d you travel so much? I don’t know about these expenses. Right. I just don’t. I used to have, I won’t mention the name of the company, but I had a major consulting gig with a huge Fortune 500 company. And they felt like boots on the ground was the key to success. So they would fly me into Denver, fly me into California, fly me into Florida, fly me into California, they’d fly me in and I would get there and I wasn’t needed for the meeting. They never really asked me anything. And then we would have like a lunch and they would send me off and I’m like, what was that? So talk to me about this. What chapter seven of your book is called, What If You Are Wrong? What is this chapter all about? Well, I spend most of the book talking about how to handle when you’re surrounded by craziness and everyone else is nuts. However, I think it is important to take a step back and realize you might actually be the one that’s wrong. What happens if you’re the guy that thought everything was a bad idea, or even came up with a bad idea, and everyone’s looking at you. What are you going to do then? And so that’s the biggest thing is understanding how to communicate the fact that you’re the guy that screwed up instead of everybody else. That could be, talk to me about how you gain that self-awareness. I mean you worked in corporate America for a long time. How do you go about gaining that self-awareness that maybe you’re wrong? Well I think the biggest thing is lines of communication, right? You can’t do this in this bubble, right? You should be constantly talking to your peers talking to your team talking to your boss You have to be reading the wind is what they say and understand and looking at the metrics and looking at things and you start To see things turn you’re like wait a minute If I’m the only guy in this company full of smart people that I know that thinks this is a bad idea, it might actually be me. I might be the common denominator. And so when you do that, that’s when you gotta start to say, uh-oh, what have I done to back myself into this corner if I fought against this? That’s when you’ve really gotta start over-communicating with people, telegraphing what’s going on with your projects and everything, and talking with your peers to say, okay, do I need to be doing any sort of damage control? Was I the guy that was wrong? I find a lot of times, I run businesses where there’s hundreds of people communicating with each other, I find one of the biggest challenges is that, and I’m a podcast host, I communicate for a living here, I found that a lot of times if you do the right thing, if you make the right call, but you don’t over communicate what you’re going to do first, it can offend a lot of people. They’re like, oh my god. Oh, absolutely. I was blindsided by the fact that you canceled the water subscription service that delivered the water to our building at three times the cost of the current company that we’d switched to. I cannot believe I was blindsided. You know, why was it I told that we moved the lunch meeting back from, you know, 1130 to noon or that kind of thing? And so talk to me about the importance of over communicating within corporate America? Oh my goodness, I can’t even tell you the number of times as a young leader I screwed this up, basically constantly. Because nobody trains you how to do this, right? They don’t tell you. I think when I got promoted to a manager the first time, I may have had like a two hour course, and they’re like, here you go kid, take it away. And there’s so many times I said the wrong thing because words really, really matter, really matter. How you say things is important, and I actually do talk about that a little bit in my book, on how to frame these things. And so the way you talk inclusively about your team, and talk about, hey, we’re in this together, and all these things that may sound a little eh, wishy-washy, man, I tell you what, it matters a lot to a lot of people. And that’s the biggest thing, is you should be, you know, I’m one of those guys that really do, I’m candid all the time, maybe too much, I mean, because I think that’s the right way we treat people like adults. And so you should be over communicating the heck out of stuff. Your team, your bosses, whoever, should never be surprised about anything. And that includes canceling a lunch meeting, things like that. And so when you’re intentional about your communication, that’s a big word, intentional about how you communicate and actually providing that. You know, people may be sick of it, but as you’ve pointed out, the alternative is so many people get their feelings hurt and just this craziness because you thought it was no big deal. It might be a big deal to someone, so you’ve got to make sure you’re very explicit in the actions you’re taking, why you’re doing them, and why it has to be done. Now you come across as a very proactive guy, a guy who is very intentional about how you design and organize your day. How do you organize the first four hours of your day? And what time do you typically wake up? You know, I’m very much in the Gary Keller model of the one thing, right? You know, very much, that book was pretty impactful on me to understand what is the most important thing I need to do today. And so that’s what I try to do the day before, right? So, you know, today we’re looking at when we’re recording this, I’m gonna write down what I need to do tomorrow that I think is the most impactful thing. I’m gonna have that written down so when I wake up at about 6 a.m. I look at that first and I understand, okay, all else fails. This is what has to be done. And then I usually have a couple subtasks, but I make sure I’m focused on that more than anything. And I think it’s so much of a progress over perfection type of mindset is you’re never going to complete your entire to-do list ever. It’s just not going to happen. But if you make sure you have it prioritized correctly, you make sure you have that one thing identified, you can go to sleep knowing you had a good day. Also I find when you have your one thing written down on your list and then you have kind of like the second thing you want to get done if the one thing is done, it allows you to really, if somebody misses a meeting or can’t be there, you know what I mean, there’s those weird moments where your plane gets delayed or you have a 30 minute window of time, you can go look at your list and go, oh yeah, that’s the one thing I need to knock out. And it allows you to not waste those little pockets of time, those gaps in your schedule, which I believe is a leader of something. You usually find yourself with about an hour or two a day where something cancels, something weird happens, something moves around, and all of a sudden you’ve got that little 30 minute burst of down time. If you don’t know your one thing and you don’t have it with you, then you can’t work on it. Absolutely. I also think, and I take time for this every day, to also realize probably the stuff I’m working on in the grand scheme of things isn’t really that important, if I’m being honest. A lot of the stuff we’re so stressed about, we’re so worried about, in five years’ time, it’s not going to matter. I’ve seen this in the corporate world. You know, you think about it, what you’re working on, oh, this project, it’s so important. I’ve got to get these tasks done and you’re so stressed out and you’re pulling your hair out. And the truth is, in five years, no one is going to even remember what you were working on that day and the task you completed. What they will remember, however, is if they liked working with you, if they want to work with you again, did they enjoy you being around? Did you do a good job? Those are what actually people remember, not the actual A, B, C tasks that you’re doing. Now, Don, I want to go back to Lean Six Sigma real quick because I don’t have a lot of guests that are willing to talk with me about this kind of nerdery, which I love, by the way. I love this. I have found that people a lot of times hate checklists. You know what I mean? It’s like, oh, I hate checklists. I mean, I hate scripts, and I hate recipes, and I hate blueprints. I want to build a building and see what happens. I want to make a recipe and see what happens. I want to follow a script sometimes. Talk to me about why people hate proven processes. Absolutely, and I’ll admit, even though I’m a process guy, there’s plenty of times in my life that I hate processes and I want to do things my way. And it goes back to the whole autonomy thing. A lot of us think we’re smarter than everybody else, I think is a big part of it. They don’t like being told what to do. I don’t know a single person that likes being told what to do. Nobody. And I think that’s the biggest challenge when you look for these optimizations. You come in and when I was doing this work day to day, I would come into an organization, nobody would even know me. I’m just some outsider who shows up and starts telling these guys how to do their job better and they may have done it for 20 years. That’s pretty annoying, right? So it’s this annoying person coming in, giving them a checklist on how to do their job better and so that’s what really bothers people is I think that not only there’s the resistance to change but the, you know what, I don’t need someone telling me how to do my job. I know what I’m doing. I’m confident. I feel good about it. So what you have to do and this goes back to the communication angle is you have to speak to them Individually the number one emotion people have the most important thing they have in the world self preservation That’s it period all comes down to it That’s what they care about more than anything in the world And so you have to speak to that on the individual level you have to tie that process improvement to say hey this is why we’re doing this and this is how it helps you personally. That’s what we have to focus on. I know when I was coming in automating a lot of the engineers work there was a lot of push back because these are smart guys they don’t want people to automate it but when you put it in a frame of hey the reason I’m doing this is I want to take these easy tasks off your plate so you can focus on the really hard stuff, the stuff that you’re going to be great at. And that’s what’s so important is to really focus in on the individual level and say, this is why this will make you personally better. You know, Atul Gawande, who is a professor at Harvard University, wrote a book called Checklist Manifesto. And in that book, he says, good checklists, on the other hand, are precise. They are efficient to the point and easy to use, even in the most difficult situations. They do not try to spell out everything. A checklist cannot fly a plane. Instead, they provide reminders of only the most critical and important steps, the ones that even the most highly skilled professionals using them could miss. Good checklists are above all practical. Talk to me about making a checklist or a process. Leave the listeners with a, you know, say they want to make a process for how to make a part or for how to make a wedding photography workflow. Do you recommend getting at a whiteboard and kind of sketching out the process from left to right? What do you recommend? Absolutely. So that’s how I do it. But the most important thing that Lean Six Sigma teaches you is to talk with the people that actually do the work. And that is missed so often, especially in large corporations where a VP or somebody else thinks they know what needs to happen. They think this is how you sketch the process. When I actually have meetings with those folks, they’re not even in the room. I try to get anyone that’s not an actual front-line employee, not even in the room. I don’t want managers in there. I don’t want any leader whatsoever because they tend to over-talk. You actually want the people that do the work, that know the work every single day. That’s who sketches out the process, not you. It’s going to be the person that’s actually already doing it. Then you look at the, because they’re the real experts. You look at that in the room and say, okay, how can we guide this? I don’t know if you’ve been bowling recently, right? I know I go with my kids, but when you’re bowling, right, you can actually have them put bumpers up, right, on the side so you can’t get a gutter ball. No matter what you do, they put those bumpers up on the side, right, just to help guide the ball. That’s what a good process is. That’s it. So there’s still autonomy there, right? You can still bounce around. You can put on the left side, on the right side, doesn’t matter. Your goal is to make sure they hit the pins every single time. And that’s what a process is, is to still have a little bit of flexibility and autonomy in there, but make sure you’re guiding everyone to the right principle. And you do that by talking to the people that actually do the work, and listening to them, and taking their input, and get up to that whiteboard, and do the process one to two to three. Now, I’m not sure, Andrew, I’m not sure, Andrew, if you could clarify here. Is this sound clip right here, is this audio of our guest here bowling of our guest here, the master black belt, is this audio of Donald Meador bowling or is this from the movie Kingpin? Can you clarify? Yeah, I think this is it. I think this is audio. Let me go, this is audio of Donald, I’m sorry Donald, I should have asked before micing you. This is Donald Meador, allegedly, allegedly, this is Donald Meador bowling with as only a Six Sigma black belt can do. A lean Six Sigma black belt. Let me cue it up here and just see. We’ll play about 30 seconds and we can see if it is Donald Medder or if it is from the movie Kingpin. Let’s see here. Turning 5 for the 9 pins, he needs 3 consecutive strikes to win it all. 3 consecutive strikes to win it all. I need you now more than ever I need you. Sounds like Donald Medder. Here we go. Got the back brace. Good form. Looks good. Oh, a strike. Great job. Was that you, Donald? It’s what I do. I mean, I can’t, you know, it’s definitely me because, I mean, that’s how I roll. I’ll tell you this, the process of the Lean Six Sigma is where you remove errors and waste while reducing variation, aka gutter balls. So it has to be a good idea to have a good gutter ball. And I think that’s a good thing. I think that’s a good thing. I think that’s a good thing. I think that’s a good thing. I think that’s a good thing. I think that’s a good thing. I think that’s a good thing. I think that’s a good thing. I think that’s a good thing. where you remove errors and waste while reducing variation, aka gutter balls. So it has to be Donald Meador. Donald Meador, congratulations on your great bowling performance. I have a final question here for you. For the listeners out there that wanna take some action, where can they get ahold of your new book? Or do you want them to go to your website? What’s the best way for our listeners to devour more than just this half hour of content? Yeah, absolutely. It’s called Surrounded by Insanity, How to Execute Bad Decisions. And you can find out more information about me and just some of the things I’m doing at thecorporatemiddle.com. Thecorporatemiddle.com. Ladies and gentlemen, he is a bowling expert. He knows the Lean Six Sigma Black Belt game. That’s Donald Medder. Thank you, sir, for being on the show. Absolutely. A lot of fun. Hey, you take care. And now, without any further ado… 3, 2, 1, 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 wanna do is we wanna 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 wanna let you know what type of accomplishment this is. Our competition, Orkin, Terminex, 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 or ranking there with Google. And also we’ve been trying to get Google reviews, you know, 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 percent. So 411 percent 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 percent 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 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. 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 I said, the diligence and consistency in doing those in that system has really, really been a big blessing in our lives. And also, you know, it’s really shown that we’ve gotten the 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, we 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’re 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 percent 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 proof-and-turn-key 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. Clay has 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 Crockrell, 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, and 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 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 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 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, like 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. And that’s what I like him most about him. He’s like a good coach. 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 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. 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. 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. 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. 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 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 ten 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 system 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 with 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 gonna be the best business workshop ever, and we’re gonna 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 Wimpy with Tip Top K9 and I’m the founder. I’m Rachel Wimpy and I am a co-founder. So we’ve been running Tip Top for about the last 14 years, franchising for the last 3-4 years. So someone that would be a good fit for Tip Top loves dogs, they’re high energy, they want to be able to own their own job but they don’t want to worry about, you know, that high failure rate. They want to do that like bowling with bumper lanes. So you give us a call, reach out to us, we’ll call you, and then we’ll send you an FDD, look over that, read it, falsely true, it’s very boring, and then we’ll book a discovery day, and you come and you can spend a day or two with us, make sure that you actually like it, make sure your community dog is something that you want to do. So an FDD is a franchise disclosure document, it’s a federally regulated document that goes into all the nitty-gritty 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 a 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 K9 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 I maybe I want to be a dog trainer. Hey, that one sounds super amazing. Go to our website, tiptopcanada.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 you know 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 just come in and ask questions ask so definitely definitely don’t hesitate just just come in and ask questions ask Just come in and ask questions. Ask all the questions you have.