S1: Welcome back to work, woman. The teamwork series we are
S1: on chapter two of going through and diving into this
S1: book that I wrote exactly a year ago called teamwork.
S1: To refresh you on why we're doing this, the world
S1: has changed, and what I believe and what I know
S1: to be true, is business owners are going to crush
S1: it and dominate in a market where there's fear and
S1: there's anxiety and there's friction due to inflation and all
S1: of these other economic challenges that are going on. And
S1: to the extent that a business owner is locked in
S1: to the opportunities that they have with their team and
S1: locked in to a system for how to grow and
S1: develop people, and they are able to truly lead from
S1: the front and be confident in their leadership. They're going
S1: to win. They are going to crush it in this economy.
S1: And for the business owners who aren't locked into this
S1: stuff or aren't paying attention, well, hopefully those are your competitors.
S1: Your competition isn't paying too much attention, doesn't know how
S1: to do this, but you're not going to let finding talent,
S1: keeping talent, growing and developing talent to be the thing
S1: that holds you back because you already have a system
S1: in place, and teamwork is the blueprint for that system.
S1: So chapter two starts off with the mission statement and
S1: I highly encourage you. You gots to read the chapter.
S1: The chapter gives a story about me very early on
S1: in my career, having an experience where I didn't know
S1: the mission statement of the organization that I was working for,
S1: and I was embarrassed by it, but it set the
S1: tone for me. It made me understand. Holy shit, these
S1: people are serious about what they do. And quite honestly,
S1: in your business, that's exactly what you want. You want
S1: people to think to themselves, man, Joe is serious. Joe
S1: is like, he's doing this thing and I want to
S1: be a part of Joe's excitement and Joe's enthusiasm. And
S1: so when you take these things seriously, it does create
S1: the culture in your organization. So again, the book chapter
S1: two starts off with this awesome story about why it's
S1: so important, very early on experience that I had. And
S1: then it goes into, okay, what are all the criteria
S1: that make up a great mission statement? What do you
S1: need to do to have a mission statement that works?
S1: What how do you actually fall in love with your
S1: mission statement? What are the things you don't do? All
S1: of that is in chapter two. And for those of
S1: you who have read it, or if you're currently reading it,
S1: I'm not going to bore you with the exact same
S1: things that you can read in the book, but what
S1: I want to dive into is all of the things
S1: that I hear from clients who have established this mission statement,
S1: who have used my criteria, the success stories I have
S1: in here. Let me actually read a handful of the
S1: mission statements that have helped our clients with so. I'm
S1: going to open up to chapter two in my book
S1: Teamwork Client examples. So balance well space mission statement is
S1: we transform the medical paradigm in our community through a
S1: focus on function, empowerment of our patients, and helping our
S1: patients achieve true health and wellness. Flawless dentistry is mission
S1: statement is we create an amazing experience for every patient.
S1: The simple Life mission statement we transform real estate agents
S1: lives through developing teams with multiple streams of income and
S1: creating generational wealth. Doesn't that get you excited again? In
S1: the book, you can hear all the criteria for how
S1: to actually craft this for yourself. Aero, marine and Tax professionals.
S1: We help people gain financial freedom by eliminating their tax liability.
S1: Sign me up. See how clear it is. Like you
S1: understand what they do. It's not this like Fluffy Duffy.
S1: I know that Duffy is a word, but that's exactly
S1: my point is, when people make up words and then
S1: you just are left confused. Nobody likes to be confused.
S1: So don't have your mission statement be all sorts of confusing. Okay,
S1: just a couple more here. So silver lining herbs. We
S1: deliver natural health products and education that help people provide
S1: optimal care to themselves and their animals. And lastly, our
S1: partner in the Hvac space, Inland Mechanical Services. We provide
S1: state of the art heating, cooling and automation solutions that
S1: offer reliable comfort to the customers we serve. I'm in Scottsdale,
S1: Arizona right now and it is 115 degrees here. And
S1: Hvac is important. And this is this would make me
S1: want to choose this organization to work with because. Their
S1: customer focus, but they're also team focused. So those are
S1: some examples of mission statements. And one of the fallacies,
S1: once you've created something like this is that it's like
S1: checked off the box, you've completed the task, you have
S1: a mission statement. Okay, great. And business owners, they really
S1: don't know how to use this short of putting it
S1: on their wall. Now, funny enough, just today on, you know,
S1: I think it's the 1st of July in 2023, in Scottsdale, Arizona,
S1: I finally got our core values hung on the wall. Yes,
S1: it is nice to put your mission, your vision, your
S1: values up on the wall. I'm not saying that that's
S1: not important as a visual cue, it is important. But
S1: how do you actually use this statement? Because it's not
S1: just something that you put on the wall. It's not
S1: just something that you come up with in a workshop,
S1: and then you never talk about it again. And so
S1: today what I want to go through is once you
S1: have this, once it's developed, how do you actually use it.
S1: So first place to use it you need to use
S1: your mission statement first and foremost for you. Your mission
S1: statement is a reminder to yourself every fricking day, hey,
S1: why am I doing this? Like, why am I showing
S1: up to this task? Why am I hiring team members?
S1: Why am I putting my financial situation at risk in
S1: order to go chase after this dream? Why am I
S1: putting my energy and my all into this, when sometimes
S1: it feels like it's at the sacrifice of your friendships?
S1: Or maybe your family? Like why am I doing this?
S1: To be even more transparent with you right now shooting
S1: this podcast, it's like the last freaking thing I want
S1: to be doing right now. It's literally like, I can't
S1: think of something that I would rather not be doing
S1: more than this right now. I don't even know if
S1: that sentence makes sense. I don't want to do this.
S1: I don't feel like talking about mission statements today. There's
S1: a lot going on. I have 75 emails that I
S1: need to respond to. We're going into a holiday weekend.
S1: I know the house is a disaster. I know that
S1: brand and I need to catch up on a few things.
S1: Like I just, I got other things to do. But
S1: then I remember as soon as I turn into this,
S1: like negative Natalie instead of negative Nancy, it's like negative Natalie.
S1: As soon as I turn negative, I'm like, oh my gosh,
S1: wait a second. I'm trying to help business owners achieve
S1: their personal, professional and financial goals to their growth, their businesses.
S1: And I get countless questions from business owners about how
S1: to use a mission statement. I get this constantly because
S1: most people just talk about the actual formation of the
S1: mission statement, but they don't know how to use it.
S1: And I feel like it's my job. It's my responsibility
S1: to equip business owners with the information that they need
S1: in order to actually be successful. Nobody's talking about this. Therefore,
S1: I have to show up today. I have to put
S1: on a good face today. I have to be in it.
S1: I have to be committed to it today. So you
S1: use your mission statement to remind yourself first and foremost,
S1: why the frick am I doing this? If your mission
S1: statement doesn't really identify why you're doing it, change your
S1: mission statement. Go back to the book, read the criteria,
S1: rework it. Maybe come to my People Essentials workshop coming up.
S1: I know I have one happening in just a couple
S1: of months. To get information on that, you can go
S1: to Cardinal ventures.com/people like if you're not in love with
S1: this thing and it's not hitting, let me help you
S1: with it. But for those of you who do have
S1: a mission statement, most days you're excited about it. You
S1: use it to remind you why you're showing up, when
S1: maybe you're thinking, oh, I don't need to do a
S1: daily all team meeting. What if I just did a
S1: weekly alt meeting so that I don't have to commit
S1: to doing it every single day with my team? No,
S1: you're trying to grow. You're trying to do the thing
S1: that you committed to yourself that you were doing. Therefore,
S1: you're going to have to commit to the daily team meeting,
S1: whatever those objections or those hold backs that you have
S1: with yourself about putting in the work that you need
S1: to grow your business. Your mission statement is like, oh yeah,
S1: I'm doing this thing so I can't give up on
S1: this goal. The next way that you use your mission
S1: statement is to prioritize the initiatives that you are planning.
S1: So if you're going down this path and I'll, I'll
S1: continue to use Cardinal Ventures. If we are really serious
S1: about helping business owners grow and scale and achieve their personal,
S1: professional and financial goals, that's our mission. And something comes
S1: as an idea from a team member. Or maybe it's
S1: it's through a networking event that were unsure of if
S1: whether if we should move forward. Well, if that's something
S1: that we're potentially interested in but not really committed to
S1: quite yet, I'm going to use the mission to say, hey,
S1: wait a second, does this actually help us get closer
S1: to this mission? Does it help us get closer, or
S1: is this going to be a distraction, many of you?
S1: Say that you're all in with your business. Say that
S1: you want to learn and you're going to show up
S1: to the events. And to be honest, we even have partners.
S1: People who we like have a stake in their business.
S1: We have equity in their business, and they are just
S1: like Mr. and Mrs. Rah Rah. They they do all
S1: the right things, and yet their promotion to their teams
S1: or promotion to, uh, social platforms is all fricking over
S1: the place. I'm doing these investments and I have this
S1: side business and I'm also doing this other thing, and
S1: there's this personal thing like they're they're a total confusion
S1: to the people around them in those scenarios, like realign
S1: with your mission, keep the main thing, the main freaking thing.
S1: Stop confusing people with all of the random initiatives. If
S1: it's not tied to the mission statement, don't do it.
S1: Just say no. That sounds great, but it's not for
S1: me right now. I really respect that. Grant Cardone. It's
S1: like I do multifamily. I don't do house flipping, I
S1: don't do crypto, I don't do the stock market. I
S1: do one thing and I am great at that one thing,
S1: because it allows us to also be committed to that
S1: one thing. And sure, there's going to be other people
S1: who make money doing the things that you say no to.
S1: But hey, wait a second, you said that you were
S1: going to accomplish this one thing, and until you accomplish
S1: that one thing, don't go adding a bunch of random
S1: things that could distract you before you actually get to
S1: the finish line on the main target. Because guess what
S1: that's going to do? It's going to cause you to
S1: not have confidence in yourself. Because if you falter at
S1: the one thing because you went and chase the chase,
S1: this other shiny penny over here, and then the shiny
S1: penny doesn't work out. But then also the original thing
S1: doesn't work out. Well, what are we doing? We missed
S1: the target. So the mission is like this guiding force of, okay,
S1: I'm going to do this thing and I'm going to
S1: get grooved into this thing until I become so good
S1: that I'm considered an expert at this thing. And until
S1: you've reached expert status, don't go. Don't go chasing the
S1: shiny pennies. Don't go off in and add all the
S1: random stuff. Just stay focused on the mission. Okay? The
S1: third thing that you use your mission statement in order to.
S1: Remind them in order to pivot, in order to redirect
S1: is your team. So first it's you, then it's your
S1: organizational priorities, but then it's your team. You know, I
S1: have clients who I open some events and I ask
S1: clients what their people problems are. Like, listen, everybody has
S1: people problems. We have people problems. I'm very transparent about
S1: the people problems we have here at Cardone Ventures. I'm
S1: actually going to start a TikTok series on. Well, I
S1: don't know if I can do this. I'm running this
S1: by our lawyer at the moment, but I'm going to
S1: do a TikTok series. Uh, on. People who are no
S1: longer with us. Obviously, I would like not tell people
S1: who they are. Sorry, I'm fixing my shoe right now
S1: to be sure. Um, I'm going to do a series
S1: on people who are no longer with us, looking at
S1: their resumes and seeing if I could point out based
S1: on their resume, what the reason was, that they didn't
S1: end up working out, because I'm fascinated by this idea
S1: of how do you become the most proficient and efficient
S1: resume reader? So that's a tangent. Um, as it relates
S1: to your team and your mission statement. Man, I totally
S1: lost my train of thought. This happens on the Work
S1: Woman podcast, and I already told you guys I'm having
S1: a little bit of an off day. But, you know,
S1: I feel even I even feel like when I have
S1: an off day, this the content is good to be good.
S1: So don't you worry. I'll, I'll, I'll switch back on. Um, why?
S1: Your mission statement is important to your team.
S2: Well, this is where you should insert the.
UU: Wheel of Fortune music. Oh.
S1: I remember light bulb when I'm talking with clients about
S1: their people problems, and they tell me things like, oh,
S1: my team, they're just like, so unmotivated. And they just
S1: constantly talk about all of the issues, or they just
S1: wait outside my office and they want to have a
S1: therapy session and tell me all the things that are
S1: going wrong in their life. I step back and I
S1: ask myself, okay, why do they think they're there? Like really,
S1: really ask. Ask yourself when when something like that happens,
S1: why does the team member think that they are there
S1: at your organization? If the team doesn't know what the
S1: mission is, you have nothing to redirect them to when
S1: they are off target. There's a line, right? When there's
S1: some really personal thing happening with the team member. You
S1: are supposed to be sensitive. You are human being. You
S1: are kind and empathetic. But it's not social hour. It's
S1: not gossip time. And whenever team members come into my
S1: office in the past and have gossiped or they're wasting
S1: my time, I'm like, hey guys, wait a second, what
S1: are we here to do? I'll ask this. I'll stop
S1: the entire meeting and be like, guys, what are we
S1: here to do? And if they look at me blankly like,
S1: I don't know, what are you talking about? Say, what
S1: is our mission? And they'll have to repeat back to me.
S1: Our mission is to help business owners achieve their personal,
S1: professional and financial goals for their growth, their businesses. Okay, great.
S1: If that's our mission, how does what we're talking about
S1: actually relate to this mission right now? Normally the room
S1: goes silent at that moment, which makes sense, right? Like
S1: we need to take a pause, reflect, redirect and move on.
S1: Like this. This is not what we were just talking about.
S1: Has nothing, absolutely freaking nothing to do with why we
S1: do what we do. So let's stay focused on the
S1: thing that we are here to do. But. I hate
S1: to break it to you. You're the person that's responsible
S1: for this in your organization. If you're not moving people
S1: back to your mission, then you've done what most of
S1: your competitors are also likely doing, which is created some
S1: mission statement that sounds nice and is great to maybe
S1: bring up annually on your annual review with the whole team,
S1: or maybe at the Christmas party or holiday party, but
S1: you're not actually creating a culture around your mission. So
S1: you use this with your team to redirect to say, hey,
S1: wait a second, we're not focused on this. What are
S1: we here to do? And then they tell you what
S1: the mission is. It's like, okay, great, let's get back
S1: to doing that thing. Because right now we're all confused.
S1: Right now, everybody in this room, we're a little distracted.
S1: And whenever I have a moment where. Because, like, I'm
S1: a human, I'm not a robot. Whenever I have a
S1: moment where I'm just like, I'm feeling bad about holding
S1: somebody accountable to something like, oh man, maybe they had
S1: these things that came up in their life that didn't
S1: allow them to show up on time. And, and I
S1: have this whole rhetoric of a story in my head.
S1: I actually find a lot of strength and confidence in, like,
S1: resetting myself, being like, okay, wait a second, what are
S1: we here to do? Oh, we're here to help these
S1: business owners. And so I'm going to let this person's stuff,
S1: this person's mess, take me off of doing the thing
S1: that I'm here to do. And when I can be
S1: more objective and less emotional, doesn't mean that I'm a
S1: jerk or I'm rude to the team. And I'm not
S1: suggesting that you are either. But it's like, hey, wait
S1: a second, I really want to do this thing. The
S1: mission isn't just some bullshit language I created. The mission
S1: is I'm dedicating myself to do this thing. And so
S1: when you think about it like that, why would you
S1: ever let somebody take you off course from that? Like,
S1: is the thing that they have prioritized for you actually
S1: more important than what you've stated that your mission is?
S1: I am a big proponent of thinking about the end
S1: of my life and really like assessing, hey, did Natalie
S1: do everything that she wanted to do in this lifetime?
S1: And there's a lot of weight around that to me.
S1: If I help these business owners and I help their
S1: team members and I help our team members, I will
S1: feel like I have a sense of accomplishment for what
S1: I wanted to do here on planet Earth, and to me,
S1: it really is that deep. So why would I let
S1: Suzy So-and-so to pull me off of that target in
S1: any moment in time, or Joey, or name whoever it's
S1: going to be? Like, why would I let that happen? Well,
S1: I'm not going to let that happen. And when you
S1: look at it objectively like that, you will all of
S1: a sudden create boundaries in your life where you're just
S1: not not allowing yourself to get pulled off target because
S1: somebody else just happened to be, you know, talking about
S1: something alluring or just put something in your path to
S1: make you stumble over it. Like, take yourself more seriously.
S1: Take the goal more seriously. Okay? Number four. When you
S1: are faltering with this. Your mission statement, you're like, I
S1: don't really know how to use this. Remember that your
S1: competition is not learning what you are learning right now.
S1: Just think about how your competition is hiring people. Are
S1: they really talking about the impact that they want to
S1: make in their industry? Are they really talking about how
S1: they want to transform people's lives? Nine times out of ten,
S1: I would I would bet that they aren't. If you're
S1: thinking about your competition, and I hope for you that
S1: when you think about them, you like want to crush them. Like,
S1: I hope there's that thing inside you that's like this,
S1: like little burning desire sensation. It's like, screw you guys.
S1: I'm going to do whatever it takes. I'm going to
S1: go all in in order to crush you, because I
S1: know that I win. That's how I think of myself.
S1: That's how I think of our business. That's how I
S1: think about everything that I want to be good at
S1: in life. I'm going to crush the competition, and I'm
S1: also going to do it because I know that I'm
S1: capable of it. Like I can do both sides, but
S1: I don't want my competition to beat me. So in
S1: in the context of your mission statement, how are you
S1: using what your competition isn't doing to your benefit? Because
S1: everybody wants to be a part of a mission. Your
S1: team members are looking for you to create clarity around
S1: a mission, your competition, if they're they're not clear on that,
S1: but you are. You are going to be a more
S1: attractive choice, especially in a time of uncertainty, especially when
S1: there are things going on that make people nervous when
S1: gas prices are going up, when inflation is going up,
S1: when unemployment is going up, when those things happen, people
S1: are looking for a leader and your competition is probably
S1: not spending the time developing themselves as a leader and
S1: going all in on changing the world, because most people
S1: just go into contraction and they think small and they
S1: want to protect what they have. Instead of taking that
S1: moment to be like, I'm going to gain market share,
S1: I'm going to go dominate. I'm going to go and
S1: destroy and just take everything that I can in this opportunity. Well,
S1: your mission should be correlated to the taking of the opportunity,
S1: the taking of the customer's mind share, the taking of
S1: being able to be the best service provider for the
S1: businesses that you or the customers that you work with.
S1: So this competition should really be considered in, oh wait,
S1: I need to make my mission statement bigger and more
S1: impactful and double down on it so that I'm creating
S1: this this ethos in my environment of like, we fricking win.
S1: I don't even have to say anything to our team
S1: any longer because I've grooved this in so much. It's
S1: the 1st of July right now, and we were four
S1: days ago, like pretty off from our target, our revenue target.
S1: But every single month when we look like we're off
S1: from our target, I say over and over and over again,
S1: we do not miss targets like that. Is that's going
S1: to be a tagline at this company pretty soon. We
S1: don't miss targets. We just don't. There's nothing about us
S1: that misses targets. There is a culture that that creates
S1: when somebody is saying, hey guys, we don't miss targets.
S1: So what has to happen if we're off of our
S1: target right now? And that's the same thing with your
S1: mission statement. It's just a reminder. It's this ethos. It's
S1: this culture and environment that you're creating of why we're
S1: doing what we're doing, why we're putting the hard work
S1: in that's going to get you the talent that your
S1: competition cannot continue to keep. All right. Um. Just one
S1: one thing on the team. One way that I use
S1: our mission statement to suss out and really evaluate team
S1: members that I sometimes have issues with is are they
S1: in it for the mission or are they in it
S1: for themselves? If there's something that comes up? Not if
S1: when there's something that comes up with the team. I
S1: have team members who will mess up something that like,
S1: I mess up, Brandon messes up, Grant messes up. Everybody
S1: messes up at some point. I have team members who
S1: mess up and they are defensive because of their own ego.
S1: They're defensive because they want to be right or they
S1: want to be the leader, or they want to vie
S1: for some position versus I have other team members who
S1: they still messed up, same situation, but they're. They're fighting
S1: for the team, they're fighting for the business. And they
S1: might have been wrong, but their intention was, hey, I
S1: wanted to make us be better. I was missed, I
S1: missed stepped, but this was where I was going. This
S1: is why. And there's the passion behind it. And so
S1: when you're evaluating when when team members, you know, I'm
S1: trying to think of a good example. Let me come
S1: up with a really good example on this. Um, I
S1: have a girl. I had a girl who it was
S1: always about her idea, like she wanted to be the
S1: person that didn't tell anybody else about this idea that
S1: she had so that she could take credit for it,
S1: and she would work on it in, in secret. And
S1: half the time they were amazing ideas. Like, she would
S1: just nail it and surprise us, but the other half,
S1: like they weren't great and I'd be like, why did
S1: you waste all this time and resources instead of telling
S1: me earlier you just like spent all this, this unneeded
S1: time going down this path, that you shouldn't have gone down,
S1: but it's because she wanted to be the person. She
S1: wanted to have the credit. She wanted it to be,
S1: you know, thought of as like she was really smart.
S1: And to me, that's not fighting for the mission. It
S1: was about her, not where we're going. It was about
S1: her career advancement and her recognition. And so as you're
S1: evaluating different team members choices, like really try to get
S1: to the root of it, is it about them or
S1: is it that they're trying to progress and, and make
S1: forward movements on behalf of and for the greater good
S1: of the organization? So with that, I'd love to know,
S1: like from your standpoint, what is the the thing that
S1: holds you up with the mission statement? Is it that
S1: you don't know how to craft it? Is it that
S1: you don't know how to use it? Like where where's
S1: the the stopping point? Because what I know is if
S1: you're listening to this still, you likely either have a
S1: mission statement or you don't. And if you do have
S1: a mission statement, you're likely struggling with how to actually
S1: use it and how to actually implement the mission statement.
S1: And so is it. More so you saying like, oh,
S1: my mission statement, it's not good enough for us to
S1: use it or it's doesn't even exist at all? I'm
S1: curious to know that. Let me know in the comments
S1: or just shoot me a DM. I'm pretty active on
S1: my own DMs on the Instagram. Um, I would love
S1: to be just a sounding board for you with your
S1: mission statement, because if this is out, everything else in
S1: my book teamwork, it's hard to build off it because
S1: there isn't the foundation, because we use this mission statement
S1: when we're hiring people, we use this mission statement in
S1: performance reviews. We use this mission statement across every single
S1: touchpoint with team members. And so if you can't crystallize
S1: the mission statement and we can't do this early on,
S1: it's going to be hard for you to understand why
S1: there's missing pieces along the path. Uh, and so I
S1: want to know what I can do in order to
S1: help you get this mission statement up and running. Speaking
S1: of how it can help, I do have a two
S1: day event where I just hammer into all of this content,
S1: but also I give you feedback on what you've come
S1: up with for people who have read my book, and
S1: then they go to my people workshop, they are like
S1: the straight-A students who are looking for those granular pieces
S1: for how to fix the process, or they're also able to,
S1: you know, learn and be introduced to it. But the
S1: ones who have listened to the stuff, like they're they're
S1: looking for those gems. That's also the type of student
S1: I am. And I do have one coming up. You
S1: can go to Cardno Ventures, dot com forward slash people.
S1: That's Cardio ventures.com/people. Last time we had to cap the
S1: event because every seat in person was full, so we
S1: could only allow virtual attendees. I don't want that to
S1: happen to you, so definitely get registered ASAP. Not to
S1: toot my own horn or anything, but the people event
S1: is always the one that is the most sold out
S1: here at Cano Ventures, so I would want to have
S1: you miss out on the opportunity to be in person
S1: and really workshop those things. With that, I appreciate you.
S1: I believe in you. I know that you can implement
S1: these things. These things are not impossible. The last thing
S1: that I want you to do is listen to a
S1: podcast like this and and do nothing. So if you
S1: haven't bought the book, go buy the book. If you
S1: haven't figured out how to implement it, like start going
S1: through and saying, okay, how do I make myself a
S1: reminder of this? How do I make the team remember this?
S1: How do I implement it with the competition that I'm
S1: up against? Like actually start using this to implement it
S1: and we're going to dive deeper into teamwork. We're only
S1: on chapter two. Ladies and gentlemen. We got a lot
S1: of work to do, but do not miss the execution
S1: on this mission statement. Wait. See you on next week's
S1: episode of Work Woman.