How to Create Repeat Business and Customer Service Experiences That Wow NOW – Ask Clay Anything

Audio Transcription

You have questions. America’s number one business coach has answers. It’s your brought up from Minnesota. Here’s another edition of ask clay, anything on the thrive time business coach radio show.

[Inaudible].

Alright. Jason and dr Breck, dr Breck, dr B R E C k.com. Check them out, dr breck.com you can check them out to learn more about the man, the myth, the legend. Sir, how are you on this beautiful Sunday morning? I’m doing phenomenal. Glenn, how are you doing well, I’m excited about today’s show because it’s going to be short, it’s going to be powerful and we’re going to answer a question for a thriver who wanted to know how do you create repeat business and customer service experiences that wow in the digital age? Yeah. How do you do that? It’s a great question, so I’m going to walk the client through the steps here. Jason, we’ll go through the steps and we’re going to go fast and furious and then I would like for each time, for every time we get to the fast and furious point.

I’d like for dr Breck to break it down in the next one. I’ll have you break it down, Jason, and we’ll just go around the horn. Here we go. So step number one, define your goals clearly. Define your goals for your faith, family, finances, fitness, friendship, and fun. Well, I thought we were trying to make a repeatable system that wows customers. Stop. Step one clearly define your goals, your goals for your faith, your family, your finances, your fitness, your friendship, and your fun. Make sure that your business exists to serve you and not just, you know everybody else. Make sure your business exists to serve you and that you don’t become a slave to your business. Make sure that you define your goals for your faith, your family, your finances, your fitness, your friendship, your fun. I’m trying to write that down. Make sure you write down your goals for your faith, your family, your finances, your fitness, your friendship, and your fun.

Notable, quotable, Napoleon Hill, the bestselling self-help author of all time, who sold 100 million copies of his book. He says, a goal is a dream with a deadline. So again, I ask you what are your goals? What are your goals, what are your goals? Because you then should build a customer service experience that wows the customers to the place where you can achieve your financial goals. That’s the whole point of it. Yup. So the action items I have for the listeners, and we talked about this on a previous show that we recorded today, is one, you’ve got to schedule a time every single day to get to work one hour before your staff to make that, to do list and to print, to do lists and to print the to do list. You want it every day. Schedule a time, one hour before the Workday starts to make that daily to do list and to create that daily schedule.

And then you want to print that off and then every week when to be successful, you want to make that customer service experience that wows you. Gotta have a one hour weekly accounting meeting every week. Step two, step three, you gotta have a weekly group interview. Step three, step four, got to have a weekly staff meeting. One hour. Step five. Got to schedule daily huddles with your team every day to motivate them, fire them up. Step six, got to schedule a weekly sales meeting. Now, dr Breck, please explain to the listeners why it isn’t worth doing any of these things if you don’t know your goals, because you gotta do a lot of stuff to make it successful. Sure, absolutely. But you gotta also know where you’re headed. I mean, you’ve got to have a destination in mind before you take off in the car to to go.

Otherwise you may be heading in the complete wrong direction. And so again, there’s all these steps we have to do. If you said, Hey, how do I make a customer service experience that wows, I just told you the steps. I’ll repeat it again for you. We’ve got to do these steps, but you don’t want to do these steps if they’re not gonna help you get to your goal. So step one, block out an hour per day to make your daily to do list and your schedule one hour before you see a human every day. Step two, you gotta schedule a weekly accounting meeting every, every freaking week, every week. Step three, schedule the weekly group interview. Step four, schedule the weekly staff meeting. Step five have daily huddles. Step six, make that weekly sales meeting happen. Now in that meeting, in those meetings, that’s where you say, how can we make the sales script a little better this week?

You see in the sales meeting, that’s how you in the huddle say, how can we make the office experience a bit better today? That’s when you refine and hone the checklists in the staff meeting. Like how can we improve our experience a little bit there and the weekly group interview? How do we optimize our team? How can we find a better player on our team? How can we bring in a better front desk person to answer the phone? How can we find a better manager, a better salesperson, a better dentist, a better doctor? How can we end our accounting meeting? How can we reduce expenses by 3% what can we do to improve the experience? But you have to do that every day. This is your weekly schedule. So you define your goals. Now step two, you gotta define your roles. What key positions do you have on your team that you need to turn your goals into reality.

You might have the best systems, but who’s on your team? Notable quotable from Steve jobs, the cofounder of Apple, the founder of next, and the former CEO of Pixar. He says, a small team of a players can run circles around a giant team of B and C players. Maya Angelou, who didn’t work at Apple, the bestselling author, actress and playwright, who famously was asked to speak at president Clinton’s inauguration. She says, nothing works unless you do so. Define your roles. Jason, let’s talk about this for a second. What happens if you have idiots on your team? Well, if you have idiots on your team, you’re not going to be able to have that repeatable, awesome customer service experience because people aren’t gonna want to deal with the team of jackasses. And Jason, you’ve coached business coaching clients for long enough to know that by default, most people have a team of Oh, jackass, this Justin, because peak magazine now shows that 85% of candidates lie on their resumes and 75% of employees steal from the workplace.

So again, Breck, if we know our goals right, we got this new schedule, we’re fired up today. Come on baby. What did we have idiots on the team? What happens? Well, the best plan doesn’t work if you don’t execute. And so you’ve got to have the processes, you’ve got to have the plan, then you have to have execution. And I believe I heard this I wish I knew who it was that said it now, but it’s been so long ago. Execution is worship. And I love that because I want to be about worship every day and to execute means that I’m doing that. Well, I will say in the Hebrew language, the Bible was written in Hebrew. We had Daniel, rabbi Lapin on the show, rabbi Daniel Lapin on the show. And he pointed out to us that in the Hebrew language with which the Bible was written in the word work actually actually does mean worship.

Yeah. So work in worship being the same thing. So that’s a powerful idea to work as unto the Lord and not as unto human masters. So step one, define your goals. Step two, define the roles. Ask yourself right now, get out a sheet of paper and ask yourself, write out all the names of your teammates right now and right next to their name. A player B player or C player clay. How do I know? How do I know if, how do I know if they’re a players? I don’t know if they’re B players. Well, okay. And a player is somebody who is a always early [inaudible] and always before they leave says, what can I do to improve? Right? That’s a player. They always look it up. What else can I do? They elevate the game of those around them, right? Yeah. B players do just enough.

They get there one second before they need to be there and they leave one second early. That’s a B player. All right. On time. See players, they always have a personal problem. Jason, what are some of the reasons why people call in sick when you’ve managed some of the businesses? For me, what are some of the reasons they call in sick? They could have a hangover, which happens a lot. They can still be in the braided, which has happened. Okay. they could just be going through a personal issue that they claim is sickness or they just need a me day because they feel overwhelmed. How often with a team of, let’s say four dozen people, how often do you get somebody calling in sick with a team of four dozen people? At the like most frequent. It was about three or four times a week, but it was across, you know, let’s brag on somebody like Spencer or let’s brag on somebody like, let’s go Spencer.

Yeah. Or the new addition to the team. Mimi [inaudible]. How often does Spencer call it? Spencer has literally only ever been out when she was like dying. She was like, she had this like deathly ill, like bad. Yeah. Like dangers, like extremely bad, like to the danger zone. She still came to the morning meeting, we had to send her home. That’s how dedicated she is showed up. Certain people show up and my favorite ability is depend ability. All right, so step two, define your roles. Make sure you got the right people on the bus. Step three, design the systems. Breck we’ve got to write the scripts, right? Checklists, true auto responder emails and this just didn’t from that tool. Go one day he’s a Harvard professor. He wrote the book called checklist manifesto. He’s a professor of surgery at the Harvard medical school. He’s sort of a big deal.

He wrote the book called the checklist manifesto, how to get things right. He writes, here we go. We don’t like checklists. They can be painstaking. They’re not much fun, but I don’t think the issue here is mere laziness. There’s something deeper, more visceral going on when people walk away, not only from saving lives but for making money. It’s somehow it feels beneath us to use a checklist and embarrassment. And in his book he goes to hospitals and surgery centers and figures out why did people die? Yeah. It’s like a third of the time people are dying because the doctor forgot to read the chart. Oh yeah. I’m sure it’s, yeah, the most common little crazy to correct things. Okay, so you’re allergic to this and this will kill you. Right. Okay, great. What are you allergic to? I want to make sure we don’t give that to you in surgery.

Oh, we gave it to you. Right? So at tool Golan day did research and found that when hospitals implement a checklist, it dramatically decreases the amounts of death. When small business owners use a checklist, it decreases issues. So you got to do is step three. You got to make a checklist. You got to design those systems, make a checklist and a script for everything, right? Breck, why don’t people want to use a checklist and how have checklists helped you to change your [email protected] people do not want to use a checklist because it’s accountability and people don’t naturally want accountability. Wonder why it’s made a difference. For me is because accountability makes a difference. When you can hold people accountable, then things do get done. And we make progress in the direction towards our goals, towards my goals. So if you’re out there today and you said, well, dr Breck, you weren’t, you were in business for almost 10 years without really being profitable, just going in a circle, working every hour possible, just kind of getting by and you’ve been able to team up with Tim Redmond who’s been your coach and has helped you.

How big of a, of a, I mean, how big of a bugaboo is it? How impossible is it? How nefarious and terrible is it for a small business owner out there to refuse to make checklists and scripts part of their culture? What’s going to happen? Well, if you want to continue to get the same results, continue doing the same thing, but if you want to start winning and get out of this doom loop, then try doing something different. Get a coach listen to that coach B, be coachable and start taking action steps. Put together the plan, then execute the plan. Put together the team, make the team, execute the plan. Hold people accountable. Don’t worry about being liked. All these are just one step after another, but they all build to something a greater step four, implement a culture of accountability.

Yeah, follow up trust but verify. Notable quotable coming in hot from Andy Grove, the cofounder of Intel. He says only the paranoid survive. Step four, to create a culture of accountability. Follow up trust but verify only the paranoid survive. Implement a culture of accountability. Trust, but verify only the paranoid survive. Think about that. To create a culture of accountability where people actually get crap done. You must follow up trust but verify Ronald Reagan, but only the paranoid survive. Ronald Reagan said trust, but verify. Talk to me, Jason, about what would happen at elephant in the room or, or make your life Epic. Our one on one coaching branch or the online podcast. Thrive time show or any business we’re involved in. If we did not follow up, if we didn’t follow up, it wouldn’t get done. That’s, that’s why with it doesn’t matter if it’s our thrive coaching program, the action items within the meetings at thrive or the checklist we have at elephant in the room.

If you’re working at elephant in the room, you know that you have this hour to get this done and at the end of the day the manager’s going to go through and make sure that each what every, every two hour cycle, those were initialed. If they weren’t that somebody behind, but if they are, we verify that it got done, come on, so we make sure that they’re not just signing off on a checklist if they didn’t do it. It’s the same thing for all of the checklists. People would sign off on a checklist without doing the items on the checklist. If we didn’t follow up, they have and I’ve seen them and I’ve had to reprimand them for how long? How often do you catch somebody saying, yeah, I deposited the money. Yeah, I, I cleaned the bathroom. Yes, I cleaned the windows. Yes, I made the call and they didn’t do it.

Break how often? It happens routinely. I would say weekly in my life. Yeah. More often than you want, but you wouldn’t know that’s important enough. I keep it on my own checklist. I love the former graphic designers. I used to have. These guys would say I got it done. He did it so it saved. Oh yeah. Is it in Dropbox? Can I find it? Then I see the client find it. Oh, it’s on my laptop at home. Okay, well, step one, you can’t work from home. Like we talked about. Step two, I don’t think it is in your laptop here. Right? It’s not on my laptop. Didn’t even start it. No. Fired over and over and over. I’m just telling you trust but verify clay. I don’t want my people to feel like they’re micromanaged. Get out of here with that crap. There’s no such thing as Mike.

I used to get that a lot when we first started. He micromanaged. Yeah. We implemented the checklist at elephant to help optimize people acute. This is micromanagement, micromanagement, management, or the same thing. Micromanage was the term invented by Bernie Sanders to allow anybody who sucks at their job to justify why they quit when they currently don’t have a job is a term. This is my anybody. I see so many Bernie Sanders fans who have quit their job to go protest, not having a job. Seriously, do your freaking checklist. Make a checklist. Use the checklist. Use a checklist, make a check. But I don’t want to feel trapped. I’ve never had that thought. I don’t care if you want to feel trapped. Get off my field. Go find another hobby or occupation. Step five, track what matters most. The final step. Step five, track what matters most. You got to measure what you treasure.

True. So Peter Drucker, the iconic management consultant who developed an extensive consulting business around his personal relationships with top top management. He basically taught the Japanese after world war II how to build efficient systems. He’s demand is created. He’s a credited as having created the industrial revolution for Japan after world war II. So the automotive industry for Japan, Peter Drucker, hewing, which then changed the automotive industry as a whole. There we go. So I mean, but he, but he’s all about tracking what matters most. And he says, if you can’t measure it, you can’t improve it. Yeah. You measure what you treasure. If you can’t measure it, you can’t measure it. If you can’t measure it, you can’t improve it. If you can’t measure it, I don’t know. I don’t know how much our sales were on this week, then. You can’t improve it. Nope. If you can’t measure it, I don’t know how many reviews we got this week.

You can’t improve it. I don’t know what my sales conversion percentage was. Well then we can’t improve it. I don’t know what the score was to the football game. The McCann improve it there, Bobby. I mean, it’s a [inaudible] ladies and gentlemen, the final score after today’s a football game is a back to you in the field. Well, I was at a great game here, but we had a great, great game. We had the, the new England Patriots played today, a hell of a game today. Great game today versus the Ravens. And back to you in the booth. The vital score today from the reporting here from Gillette stadium has well, Bob, what time is it? I don’t use a watch either. I don’t believe in tracking or measuring. So again, folks just wrapping up today’s game and the Ravens on the Ravens versus the Patriots here from a Gillette stadium with an outstanding performance, the Ravens were able to get a back to you.

Well, great, great, great performance by the Ravens quarterback today, Joe Flacco. He had an unbelievable performance. He threw for ’em back to you in the boots. Joe Flacco today had a great performance he threw for his completion percentage was a anyway, back to you. So now the running game was incredible here today for the Patriots. They ran them for an incredible back to you in the book. I mean, you gotta know every which way. You have to know, keep score, track and know the score. The score can improve track what matters. Don’t, I don’t have time to track what matters. Yes, you do wake up one hour before everybody else does make it to do list and a schedule. Step two, schedule that weekly accounting meeting. Schedule the group interview, schedule, the weekly staff meeting, daily huddles, weekly sales meetings. It works every time, every single time.

But nothing works unless you do [inaudible] right? Final thought. We care enough about you on the thrive time show to teach you what you need to do to thrive. But according to Forbes, nine out of 10 entrepreneurs fail. Nine out of 10 startups fail, right? And only nine out of a hundred people ever start a company. So you have statistically less than 1% and 1% chance of being successful. However, you will be successful with our method. And if you go to thrive time show.com and you click on the conferences button, you’re going to see or click on the testimonials button. You know we have over a thousand people on video whose lives have been changed as a result of implementing the systems. Oh yeah. So what I’m going to do as we wrap up today shows I’m going to cue up an audio of Aaron antice with a Shaw Holmes explaining how he’s been able to totally change his business as a result of implementing the systems. And if you implement these systems, your life will change to nobody further.

Our sales have gone up eight point $2 million so far through the end of third quarter, which is a 20.3% increase from last year. So pretty hot

If you’re doing an app. Now I wanted to talk about, have you talked with the three things and you don’t have to look into him or you can just talk to the team. The three things you’re doing. There’s a lot even been, well, there’s three things I think that I want to hammer home. One is one, as you get Google reviews and you add content. So one is rubric reviews and content. Two is the group interview and three is scripting and firing the idiots that we’ll call the scripts. Cool. Let’s go with Google reviews and content. How do you do it? How have you gotten your team to do it? Just the people in here can then take this knowledge and share with their friends.

So a year ago I had a 16 member sales team. Today I have two of those people still remaining on my team. So I meet with them every single week and make sure that they’re doing Google reviews and we have 16 different locations on Google my business. So we have a lot of locations to get reviews for in the last 30 days. We have between all of those locations just under 200 Google reviews and but I forced them to do a certain number every single week. And so they saw a, you know, the people who were there have heard from the people or the people who are there heard from the people who used to be there. That when we started getting more Google reviews, we started having more people come in the doors. And actually our traffic in our models is way up. And if you look behind the scenes on insights, you can see where people are clicking on driving directions and showing up at our models because of Google and they’re ready to buy. Yeah, they’re convinced before they get there. When we hit a hundred, it seemed like it was a tipping point on our main page that at a hundred the customers were convinced before they came in that they wanted a home from us, which I never saw before.

And we don’t change the ads pretty much. The ads are the same. Haven’t changed in a long time, you know, and the ads work because of the reviews, you know, you guys are writing content, correct?

Yeah. Same thing every week. I make sure that they do podcasts and I gave you, I don’t even know how many this last week, but lots of them. So everybody every week.

Well, the reason why, Eric, the relationship I have with Aaron is really solid as far as the coaching relationship goes, is that he does not bring in his employees and ask for their feedback about the things I’m doing. No, he does not ask them, Hey, what do you guys think? And so I can say to him in a meeting, Hey, fire those people. And then one of the people that he fired goes to dr Brex chiropractic center. So he’s getting an adjustment and he’s like, you work with clay, don’t you just, yes. He’s like, I hate that guy. He got me fired. So Brett says some effect of did okay, well let me adjust your back. And he continues to share how he doesn’t like that he got fired. But it is end of the day, the reason why, whoever it was, I don’t even know the person’s name, they got fired. So they just would not read reviews and [inaudible]. So yeah, it’s very important and see your business coaching clients that they shouldn’t bring their employees to those meetings if at all possible. Cause that’s the problem.

Yeah. And the other thing was at first I started by just doing the group interview when I needed somebody. And then it seemed like the more and more I held people accountable, the more and more I needed somebody all the time. So you know, that

Crucible where I think we weren’t there but a year and a half. And I remember we had a conversation and I if I’m saying it wrong correctly, but it was some of the effect of is having this much turnover. Good.

Yeah. It fixed. I think I said it in that tone of voice,

I turn over your event boss and I would tell you that if you’d have low turnover here.

So a really cool meeting that happened is one of the people that I most recently fired who was demanded a meeting with Glen Shaw to complain about the thrive method of doing things and that we had, we had turned over 31 people in two years. He had counted and he had gone and gotten transcripts from all of them to share with Mr. Shaw about how horrible the thrive way doesn’t work. And so as he sat down to start explaining this, he’s like, well, let me just explain that that system doesn’t work and there’s been so much turnover. And Glen goes, let me just stop you right there. The last three years have all been record setting years for us, both in volume and profitability. So that argument isn’t going to fly right here. So did you have something else you wanted to talk about? So that was the entirety of our conversation.

Does he give examples? Cause he and I are both Patriots fans and they got a guy Dan Watson of legal, his name was who, let’s draft it on the Patriots. He put on the Patriot strike three seasons or two seasons and then they let them go play somewhere else. And he’s been in the NFL for I think 15 years. And they convinced he and his wife and their seven kids to move back to England and unretired to play the jurors tied in and then they just cut him the other day because he wasn’t a good fit. So the point is, it’s like if you look at the roster of the Patriots or any team that wins at anything, you’re very loyal people who perform. If people who can’t get it done, you’re not making me mad. I’m just like, I realize that you and your wife and your seven kids moved here and you came out of retirement, all these things are great, but we’re cutting. Yup. Because you’re not performing within the system. And the whole goal of a business is to grow the business. The goal is not to create a fun camp environment for the employees to hang out. Does that make sense? So it’s very different though then. So, but if you hadn’t cut that, those people, we couldn’t do it. Now you have a great team. A lot of them have been there now six months or a year. We’re starting to get it and then those people should stick around for years.

50 people a week, keep coming looking and everybody wants to work at our company and it’s pretty awesome.

So let’s recap the group interviews every week. How many candidates do you have every week or showing up at this point? I mean, we get like 50 ish. Maybe had some weeks.

Yeah, I mean, yeah, we had 70 something but like 50 show up. And then that’s out of like 120 to 130 that apply every week.

And the last week’s batch we probably had eight people. I mean nine people that I think would be a great fit for shop. Yup. But it’s cause they want it not because they have experienced some houses once a week and then content you’re getting every week reviews you’re getting every week. You’re not changing your ads every week.

I’m going to throw one more thing in here that you didn’t ask about, but that was really relevant for me and that is I feel like what we do is super specialized. When I first came in here I was like, but you don’t understand our business is different. I know you guys have all heard this, right? You don’t understand. Our business is different. This is so specialized. There’s so much training that needs to go into this. And I never in a million years thought that I could get people to like sell homes right away that hadn’t been here for a year. Going through intensive training. And the interesting part of it is we just hired a couple of people who have never done this, don’t know what they’re doing, plugged them into the system. One of them did 1.5 million in sales his first 30 days, which is just nuts and he’s never done this before. The other one was like 1.2 million in 30 days and we’ve sold with tons of brand new people. By the way, while I was out of town in Alaska for two weeks, we sold in 60 days we sold 46 houses. So kind of crazy with all brand new people.

And then the scripting we have going on starting this week, I think you guys are bringing by workstations and then we’ll hire two people that will work in this building. But just calling just for you, your leads all the time and the scripting. Can you explain how the scripting has fixed things too? Now there’s a script for them.

Yeah, so that was the part about like them having to be like so proficient in what we do. I thought they needed to know everything about the entire business coaching company and all the massive amounts of data and charts and stuff we have. But interestingly, if I just give them four things they need to talk about in each home on a one sheet and then a, what we call the path, which explains how to buy a home. And I literally make them read the bullet points while pointing to each bullet point on this chart. The customer completely understands how to buy a home from us. And then we created a, what we call the John Kelly method of pricing out the customer. Thanks to John kudos. For the, for the pricing out of the home, which was like the most complicated part cause you needed to know everything about how a home is built. Well you no longer do, it’s just literally a PowerPoint where they read what’s on every slide as they go through this slide show and it literally asks them the question, do you want this or this? This is how this works. Do you want this or this? And they don’t.

No. Three years ago before we met. What were the sales for the year? Cause you’d already sold $100 million a thousand before

Year one. I say we were at a 36 million.

And what are we going to, what are we at right now? So far? Today we are at 62 million and then we’re going to end the year unless we suck. I think we’ll be at 80 million this year. One thought for you when you sell a house you make a profit about 6% of the company mix. That’s net after all expenses. Although that number is up, we’re probably going to be at about eight and a half percent this year. So if a house is 300,000 the average house and the profit was 10% it just not, that would be 30,000 so it’s 8% of the 24,000 so $24,000 of profit per house you sell? Yup. And then I make $2,000 per month. That’s what I charge you. Or 1700 we are 2,500 okay. Cause you’re exclusive for houses. So you guys $300. So if he sells one house, he paid for me for the year and usually sell a house a week, which means I paid myself for the year every week. I’m pretty sure out of the extra 8.2 million this year, we can afford you. What’d you’d want to have the easiest? We did the math. I had our accounting department look at that real close. Eric’s gonna be honest shipping us. I’ll use a lot of questions for Aaron because Shaw, this is an example of what the relationship should look like after three years. Does he have any questions for real life when I have a question? Yeah.

So for you, coming in with a mindset of we’re unique, we’re different. How was it? What did they do? How did he get you to think differently about your business?

He mocked me with humor and repeatedly over and over again and told me different stories of other examples from other industries. And I definitely had a pain threshold there that I was willing to at least look at it. I think I believed half of what he told me at the beginning and thought, prove it to me on the other half. And so as I started to get wins in certain areas, like the Google review thing really gave us wins and the no-brainer gave us a bunch of wins and we started getting a lot more leads coming in. So that credibility lended itself to going, okay, maybe he’s right about some of this other stuff too. So I started like trying other parts of it. Like I remember the first time I did the group interview, I was shocked at how much time it saved me. And so 50 hours? Yes. Oh yeah, for sure.

It’s terrible. I mean I, so you guys know if you are Aaron, that you didn’t have a group interview. You’d have to go through and read all the resumes and then guess who’s lying and who’s not based upon penmanship or they the calls they went to or how they formatted it or whatever. And then you have to interview the people

And then you’d have, it’s just terrible. I can also remember like some meetings sitting in and it was like the fourth or fifth time he had told me the same thing, but just in a slightly different way. Always with humor because if you’re going to be honest, you gotta be funny.

You, you look at Bible verses and you and I have seen this before, we’ve been to church long enough to see this, but there are pastors in America today who advocate that that money is bad because it’s the real volume. I’m sure you all heard that argument, apparently heard a story and I’m sure you’ve heard pastors paraphrase parts of scripture that explained that you should basically before, because money is bad, tree have heard this, but if anybody here would actually read the context of it, you’d understand that the love of money over all is just money in and of itself. Just the thing so bad or good. But anyway, like so when you guys are citing things, most marketing companies and Tulsa either a do not cite things or they cite emotional arguments. So it’d be like this, if you’re dealing with most marketing companies in Tulsa, they would say, I’m asking for reviews, doesn’t work.

And furthermore, you can’t ask in the home because if you ask them in the home, it’s going to show up as a review from the same IP address and then the reviews won’t count. And so really what we want to do is make this app for you and this app called pilot, what’s it called? Pilot. Pilot. Trustpilot. What’s another one? Just like, and it’s going to text people or email them and ask them how their experience was and then they’ll leave a review that way. And so when I’m telling my client you have to get reviews in the home, right? Then boom, boom, boom. It is flying in the face of every other marketing firm in Tulsa. Everybody else is saying opposite of what I’m saying. Your employees are saying the opposite of what I’m saying. Articles online that are written by randos who have blogs are also saying. So, and then I had a couple that thought you were nuts. Yeah. Yeah. But if I didn’t cite it, there’s zero hope. Yeah. You can’t just go in there and say [inaudible] you cannot not be funny. Like not being funny is a really bad thing. You have to be very honest with people.

I mean you had some painful conversations with me through the process. You know, I mean probably of the first 20 times we met, I only cried like eight times. But during those painful conversations when you mix it with humor, made it a little bit easier to palate. So and then it was logical argument too. So I would go home and like think through the logic of what you mentioned and then think about the cited stuff. Okay.

False logic is what other marketing firms use. I’m going to show you, understand you can’t just say, well Mo a nine out of 10 business owners are using Trustpilot to give them names and you can’t, that’s not a, that’s false logic. You know what I mean? It’s like, yeah, they are, which is why they’re wrong. Or you can’t say that nine out of 10 business owners think that a group interview is unethical and it doesn’t work. Yeah. That’s also false logic. Of course they don’t cause it’s cause they’re wrong. And so it’s almost like I told you that I didn’t Nick, I said if anybody said, if everybody says something, I always then go the opposite of what they think is true. Does it make sense? And so we have to teach these business coaching clients this stuff and it’s got a side. Otherwise, I’m just telling you, cause other marketing firms are teaching false logic coaches, nine out of 10 people say you shouldn’t use the script because you don’t want to make your employees feel like robots.

Well that’s great. That is a great step. You know. But you shouldn’t be asking your employees if they want to feel like robots or not. That’s a false question. So any questions for Aaron? Because Aaron’s been out down in the past. You have a system for a years now and doing a great job. And I think next year if the Trump wins, I think you do $100 million of sales, you lose loses. I think you’ll probably do 80 again. You’ll see. But I mean what do you, what do you, do you agree with that? I would agree with that but I’ll say either way we’re doing 100 million next year.

Okay. You’re recording for a, I have a question about the sales scripting process and also the John Kelly method process. When you go to do that project to work on your business, was that harder than you thought it was going to be initially? Like once you’ve been through the process, what was that like compared to what you thought it would be like?

Oh I wouldn’t say it was harder. I mean the one thing, you know the, the phrase first, you nail it, then you scale it. Like I already had all the information in my brain. It was more of a thing of like putting it all down on paper. And it really helped like having John live to talk to because he had just been through our old process. And so he was like, I can’t picture what you’re talking about. You’re trying to describe to me what crown molding on top of these windows looks like. And I don’t have a picture in front of me, I can’t see it. So it was a delegation of getting all these photos brought together, but then literally what clay said is write down exactly what they, what you would say and then make them say what you would say, but you have it all written down. And so that part was pretty easy, although it took a little bit of time, the content was easy. And I think for most, if they’re like, they come from the place of being a technician in their business and now they’re trying to be the business owner, they should be able to take that technician information and just translate it down. You might need to be the person who kind of steers the ship a little bit if they do kind of not know how to like communicate well or something.

I had one more thought that I’ll let me know that Aaron was on the right track. He now hates website edits the way I do. Yes. Because we realize it’s stupid things that don’t actually help. I do. So we do this few as possible. We have to do inventory, I have to update it. But I mean most business coaching clients want to do endless website edits and we got to a place where you and I had a conversation on what media was, but I said something like, Aaron, I want your website to be able to do this, that and this. I want us to be able to have a, an app that does online sales where you can go online and pick their own crap. I want, I want this to happen, but it’s not canonically compliant. So your site won’t rank high if we do those things. So I think we can make the site look really great, but no one would find it, if that makes sense. So we’re going to make it look as good as it can while sticking within the guidelines of Google and, but there was a time where we, I can tell you can tell when the relationship’s good or not. When the client starts to disdain website edits because they recognize it as not being a profitable activity. Well, when I also started to realize

It actually really doesn’t matter that much. What your website looks like, it just matters if it gets found. I mean, and then what’s your no-brainer is like those are the things

And you put [inaudible] on your side where, where do people spend their time on your site?

They only go to, we had all these different things they could go do and we found out out of like the 10 things they could do, they only looked at live in ready, available homes in the photo gallery and that was it. They didn’t go anywhere else and they never went below the fold. Ever. Never scroll down, take a song going in Oklahoma, we had tons of content below the fold. Oh God. So much good stuff that nobody ever saw. Hey, our question was awesome.

Hey buddy. Nope. Well, Aaron, big wins.

[Inaudible]

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