WEBVTT - Hard time firing someone? Try this! 0:00:00.120 --> 0:00:04.020 Welcome back to work woman. It is going to be 0:00:04.019 --> 0:00:08.910 another awesome episode. We are in a series, The Teamwork Series, 0:00:08.910 --> 0:00:10.980 which is the book that I wrote. I opened the 0:00:10.980 --> 0:00:13.620 book up by talking about how many employees we had 0:00:13.620 --> 0:00:23.070 at the time of writing this book. Cartoon ventures had drumroll, please, 0:00:23.430 --> 0:00:26.250 66 team members. So when I wrote this, we had 0:00:26.250 --> 0:00:30.000 66 team members. We now have over 180 team members 0:00:30.000 --> 0:00:33.479 across all of our organizations. So I have learned a 0:00:33.479 --> 0:00:37.170 few things since writing this book. And so this Core 0:00:37.170 --> 0:00:41.700 Values chapter, I go deep into the thought process behind 0:00:41.700 --> 0:00:45.480 your core values. I'm on chapter four and I want 0:00:45.479 --> 0:00:51.390 to share with you. First off, why have core values 0:00:52.320 --> 0:00:55.050 if you're not sold on even having core values in 0:00:55.050 --> 0:00:58.230 your organization? I like to think of it as this 0:00:58.230 --> 0:01:04.470 organizational code. It's the expectation. It's defining who we are, 0:01:04.470 --> 0:01:07.770 what we believe in, and how we can hold each 0:01:07.770 --> 0:01:11.400 other to the standard code. You have to decide as 0:01:11.400 --> 0:01:13.980 a leader, as a business owner, what type of business 0:01:13.980 --> 0:01:16.770 do you want to run? If you are of this 0:01:16.770 --> 0:01:19.649 mentality of ten x and you want to grow quickly 0:01:19.650 --> 0:01:21.780 and you want to exit and you're here in order 0:01:21.780 --> 0:01:25.529 to create massive value that pays out financially, your core 0:01:25.530 --> 0:01:34.260 values probably can't be fun or excitement or even productivity 0:01:34.260 --> 0:01:36.720 wouldn't really be a core value because what you're actually 0:01:36.720 --> 0:01:41.280 looking for is results. Whereas if you're a business that 0:01:41.280 --> 0:01:43.890 is a little bit more laid back, maybe your family business, 0:01:43.890 --> 0:01:46.440 you don't have aggressive growth targets, but you'd like to 0:01:46.440 --> 0:01:50.760 grow 50% year over year, or you'd like to grow 10% 0:01:50.790 --> 0:01:54.390 year over year. If that's more in alignment with where 0:01:54.390 --> 0:01:56.970 you're at in your business life cycle, you could probably 0:01:56.970 --> 0:02:00.900 afford to have some softer core values to ensure that 0:02:00.900 --> 0:02:04.950 that culture and that environment is in place. But if 0:02:04.950 --> 0:02:06.840 you're not clear on the type of business that you're 0:02:06.840 --> 0:02:10.290 running on, you're not clear about where you're headed, which 0:02:10.290 --> 0:02:13.140 would be the previous podcast on vision. It's going to 0:02:13.139 --> 0:02:15.300 be difficult for you to craft core values that actually fit, 0:02:15.300 --> 0:02:17.460 because all of a sudden it just turns into this 0:02:17.460 --> 0:02:21.090 long list, and business owners get caught in this long 0:02:21.090 --> 0:02:24.480 list all the time. Because when I think about our business, 0:02:24.480 --> 0:02:26.670 if I didn't know what my target was, it would 0:02:26.669 --> 0:02:31.350 be really easy for me to just start to think, well, 0:02:31.440 --> 0:02:35.940 I want a business that's fun and energetic and playful, 0:02:35.940 --> 0:02:38.070 but I also want things to get done, and I 0:02:38.070 --> 0:02:40.560 want it to be organized, and I want things to 0:02:40.560 --> 0:02:42.870 be efficient, and I want people to be innovative. And 0:02:42.870 --> 0:02:47.160 so every quality of a culture, all of a sudden 0:02:47.160 --> 0:02:50.190 you're like, well, I want all of that. And here's 0:02:50.190 --> 0:02:52.740 my tip on this. You have to be clear on 0:02:52.740 --> 0:02:56.670 the values that are going to be the underpinning. That's 0:02:56.669 --> 0:03:00.299 going to be the bedrock of whatever that target is. 0:03:00.300 --> 0:03:03.450 When I think about our core values, they were created 0:03:03.450 --> 0:03:07.980 to get us as quickly as possible with as much 0:03:07.980 --> 0:03:14.370 leadership and like true, great business savviness, that's a word. 0:03:14.370 --> 0:03:15.750 I'm not sure if that's a word, but hey, we 0:03:15.750 --> 0:03:18.090 make things up on the show. It's my show and 0:03:18.090 --> 0:03:20.639 I get to make words up. We created them with 0:03:20.639 --> 0:03:25.320 with this idea of we are creating this environment to 0:03:25.320 --> 0:03:27.810 hit a target. And if we hit our target, a 0:03:27.810 --> 0:03:30.480 lot of people's lives will change in the process. But 0:03:30.480 --> 0:03:32.460 if we don't hit our target, we're going to be 0:03:32.460 --> 0:03:34.500 like a lot of other companies that just kind of 0:03:34.500 --> 0:03:38.130 have employees that stay in the same roles year after year. 0:03:38.130 --> 0:03:39.810 If you haven't gone through the vision piece, I would 0:03:39.810 --> 0:03:42.570 really encourage you to go back and establish what your 0:03:42.570 --> 0:03:44.940 vision is, because it's going to help you craft these 0:03:44.940 --> 0:03:47.730 core values. I naturally have a bend and I'm going 0:03:47.730 --> 0:03:50.520 to sell you. On why I believe Cardone Ventures core 0:03:50.520 --> 0:03:53.940 values are the right core values, but what I sell 0:03:53.940 --> 0:03:57.300 you on that, it's oftentimes because I'm thinking with man, 0:03:57.300 --> 0:03:59.460 your goal is the same goal as mine is, which 0:03:59.460 --> 0:04:01.290 is to make as big of an impact as quickly 0:04:01.290 --> 0:04:04.140 as possible. But I do have to acknowledge some people 0:04:04.140 --> 0:04:06.870 don't want that as their goal. And right now, I'm 0:04:06.870 --> 0:04:08.610 not going to sell you on why you should want 0:04:08.610 --> 0:04:11.430 a bigger goal. However, if you are that person, I 0:04:11.430 --> 0:04:15.030 would suggest reading the ten x rule to change your mind, 0:04:15.030 --> 0:04:19.169 but I digress. So in the book I introduce the 0:04:19.170 --> 0:04:24.330 criteria for how to establish your core values. And three 0:04:24.330 --> 0:04:30.510 main criteria that I start with is this idea of hiring, rewarding, 0:04:30.510 --> 0:04:33.239 and firing off of these core values. Now, hiring isn't 0:04:33.240 --> 0:04:36.750 that complicated. I will touch more on how we incorporate 0:04:36.750 --> 0:04:39.599 this into our hiring process, but I want to laser 0:04:39.600 --> 0:04:42.270 focus you in on when you're choosing your core values 0:04:42.270 --> 0:04:45.270 and when you're implementing your core values, how do you 0:04:45.270 --> 0:04:49.650 use them in order to promote the behavior that you 0:04:49.650 --> 0:04:53.279 are looking for inside your organization? How do you use 0:04:53.279 --> 0:04:57.810 them for the purpose of promoting people in your business 0:04:57.810 --> 0:05:00.260 if you're not using them for promotion and. You're only 0:05:00.260 --> 0:05:03.229 using them to hire people or to fire people. You're 0:05:03.230 --> 0:05:08.180 missing like 95% of your workforce that is with you. 0:05:08.180 --> 0:05:10.700 And not just in onboarding and not just on a 0:05:10.700 --> 0:05:14.210 performance improvement plan are about to get terminated. Like the 0:05:14.210 --> 0:05:17.270 whole the whole life cycle of the employee, for the 0:05:17.270 --> 0:05:20.000 most part, is actually spent in, okay, how do I 0:05:20.000 --> 0:05:23.720 become best at my job once I've done onboarding? How 0:05:23.720 --> 0:05:27.950 do I excel at that role so that I can 0:05:27.950 --> 0:05:32.840 be the person that gets promoted when that opportunity arises? 0:05:32.839 --> 0:05:35.930 One reason I love every one of our core values 0:05:35.930 --> 0:05:40.580 is you're really able to use them across every single 0:05:40.580 --> 0:05:45.140 position in an organization. There is a significant difference of 0:05:45.140 --> 0:05:49.400 the inspirational level that somebody is contributing at, at an 0:05:49.400 --> 0:05:53.150 entry level in an organization versus an executive or a 0:05:53.150 --> 0:05:58.099 senior level in an organization. There's different levels to inspiration, 0:05:58.100 --> 0:06:01.039 and at the highest level, should be the person who's 0:06:01.040 --> 0:06:05.599 creating the vision and the ideas and living out and 0:06:05.600 --> 0:06:09.320 fulfilling the core values across the board to the organization. 0:06:09.320 --> 0:06:13.640 But at every level, you should expect inspiration. So we 0:06:13.640 --> 0:06:17.000 open this office in Scottsdale almost a year ago now, 0:06:17.000 --> 0:06:22.580 and for me, executive presence would be our leadership team 0:06:22.580 --> 0:06:28.280 members ensuring that there's office culture, ensuring that there's community there, 0:06:28.279 --> 0:06:31.370 figuring out ways to engage our our team members, not 0:06:31.370 --> 0:06:37.370 just their department, but showing up for the company at large, 0:06:37.370 --> 0:06:41.570 the whole place being present there, instead of just hiding 0:06:41.570 --> 0:06:44.690 in their office or sitting back on their heels and 0:06:44.690 --> 0:06:49.070 watching things happen. Like that's true inspiration. As a receptionist, 0:06:49.070 --> 0:06:51.710 the lack of inspiration would be I would find it 0:06:51.710 --> 0:06:56.839 not inspirational if somebody, um, was greeting us at the 0:06:56.839 --> 0:07:00.050 front desk every single morning and never turned the lights 0:07:00.050 --> 0:07:03.589 on and never really, like, looked up and smiled at 0:07:03.589 --> 0:07:06.919 people and didn't make it a warm and welcoming environment. 0:07:06.920 --> 0:07:10.190 You're not being inspirational when you're just kind of blah 0:07:10.190 --> 0:07:13.850 and have a more monotone energy, so you see how 0:07:13.850 --> 0:07:16.970 you can use inspiration as a way to correct behavior. 0:07:16.970 --> 0:07:20.330 Because if I had an executive who wasn't actually contributing 0:07:20.330 --> 0:07:22.730 on meetings and for you leaders out there, I know 0:07:22.730 --> 0:07:25.580 you've had this experience before where you're leading a meeting, 0:07:25.580 --> 0:07:28.610 you're like creating the agenda and coming up with all 0:07:28.610 --> 0:07:31.460 of the items. And then when you ask for feedback, 0:07:31.460 --> 0:07:35.210 when you ask for questions, when your peers or your 0:07:35.210 --> 0:07:42.200 subordinates should be like saying something, it's just crickets. Crickets 0:07:42.200 --> 0:07:45.380 are not great. Crickets do not show inspiration. There should 0:07:45.380 --> 0:07:47.120 be somebody else in the room that's like, oh yes, 0:07:47.120 --> 0:07:48.710 and then there's this piece of it who can just 0:07:48.710 --> 0:07:50.930 build off of it. That's executive presence. So if I 0:07:50.930 --> 0:07:53.810 was having that issue, I'd say, hey, you're not showing 0:07:53.810 --> 0:07:56.720 inspiration when you show up to these calls because you 0:07:56.720 --> 0:08:00.560 just sit there. And again, it's a way of of 0:08:00.560 --> 0:08:04.700 reinforcing these core values without just picking on people for 0:08:04.700 --> 0:08:08.810 nitpicky things. It's, hey, we represent something that's bigger than 0:08:08.810 --> 0:08:13.520 just ourselves. We represent these core values. One core value 0:08:13.520 --> 0:08:19.040 that people love to throw around there is safety especially. 0:08:19.040 --> 0:08:23.570 We have a lot of clients in the construction space, um, 0:08:23.570 --> 0:08:27.080 and team members who do in some cases could be 0:08:27.080 --> 0:08:31.040 doing dangerous things where their safety is put in check. 0:08:31.040 --> 0:08:33.920 Can all of us agree safety is important? Yes, safety 0:08:33.920 --> 0:08:39.290 is important. But does safety apply to your bookkeeper? Does 0:08:39.290 --> 0:08:41.720 it apply to your recruiter? Does it reply to your 0:08:41.720 --> 0:08:45.230 marketing manager? I probably wouldn't adopt safety as one of 0:08:45.230 --> 0:08:49.339 my organizational core values. I would put safety in that 0:08:49.340 --> 0:08:51.860 roles job description and if the person isn't meeting their 0:08:51.860 --> 0:08:56.060 job description at that point, I would fire them. Everyone's 0:08:56.059 --> 0:09:00.590 favorite topic firing people. When I use a core value 0:09:00.590 --> 0:09:05.510 to terminate or put somebody on a performance improvement plan, 0:09:05.510 --> 0:09:09.079 I'm trying to focus on what is the thing that 0:09:09.080 --> 0:09:12.650 we already told that person, hey, this is the expectation. 0:09:12.679 --> 0:09:19.940 The core values function as this baseline accountability, uh, metric. 0:09:19.940 --> 0:09:24.020 If somebody isn't sending in their reports or they're not 0:09:24.020 --> 0:09:27.260 showing up on time or they're not hitting their targets, 0:09:27.260 --> 0:09:31.880 I can automatically default to our core value of results. 0:09:31.880 --> 0:09:36.290 That person could be the happiest, the smallest, the kindest, 0:09:36.290 --> 0:09:40.640 the sweetest, the class clown. Like whatever. Like the most 0:09:40.640 --> 0:09:42.650 liked person. But if at the end of the day, 0:09:42.650 --> 0:09:46.430 they aren't hitting their results, if the target isn't being met, 0:09:46.429 --> 0:09:49.520 then there's no other thing I have to come up 0:09:49.520 --> 0:09:51.890 with in order to say, hey, this isn't working out. 0:09:51.890 --> 0:09:55.220 Because if the result isn't there, why? Why is that 0:09:55.220 --> 0:09:57.980 person on the team? It shouldn't be emotional when you 0:09:57.980 --> 0:10:01.500 think about it that way. Is. If it's taking longer 0:10:01.500 --> 0:10:04.800 or it's not at the quality or it's just not 0:10:04.800 --> 0:10:08.760 getting done at all. You have to remember for for 0:10:08.760 --> 0:10:12.390 my people pleaser leaders in my people pleaser business owners 0:10:12.390 --> 0:10:15.330 out there, you have to remember that the reason that 0:10:15.330 --> 0:10:18.240 somebody is working for you is because you're paying them 0:10:18.240 --> 0:10:22.830 to do something. It's not like a friend hangout day. 0:10:22.830 --> 0:10:27.630 It's not a daycare. It's not your babysitting. Like you're 0:10:27.630 --> 0:10:31.440 there to say, hey, I'm paying you $40,000 a year. 0:10:31.440 --> 0:10:35.580 I'm paying you $80,000 a year. I'm paying you $120,000 0:10:35.580 --> 0:10:39.809 a year to do XYZ thing, to complete some task. 0:10:39.809 --> 0:10:43.949 And if they aren't able to complete that task, should 0:10:43.950 --> 0:10:47.130 you be renegotiating their salary to decrease it because they're 0:10:47.130 --> 0:10:48.959 not actually able to do the job you wanted them 0:10:48.960 --> 0:10:51.900 to do? Probably like that. That would actually be very logical. 0:10:51.900 --> 0:10:54.900 But instead we feel like we have to coddle people 0:10:54.900 --> 0:10:56.880 and we have to hold their hand and we have to, 0:10:56.910 --> 0:10:59.490 you know, bend over backwards to allow people in our 0:10:59.490 --> 0:11:01.920 environment who just really aren't meeting the mark. When you 0:11:01.920 --> 0:11:04.170 think of it like this, it becomes so much less 0:11:04.170 --> 0:11:07.140 emotional because if somebody isn't meeting the mark, all you 0:11:07.140 --> 0:11:08.910 have to do is say, hey, this is the target. 0:11:08.910 --> 0:11:11.130 Is this a skill or will issue? Is it because 0:11:11.130 --> 0:11:13.109 you're not willing to put the time in to figure 0:11:13.110 --> 0:11:15.420 out how to hit the target? Or is it because 0:11:15.420 --> 0:11:18.000 you don't have the skills necessary to hit the target? 0:11:18.179 --> 0:11:21.030 If it's a skill issue, we can fix that. You 0:11:21.030 --> 0:11:25.110 can give people skills. People can go to trainings, people 0:11:25.110 --> 0:11:29.160 can do things online. They can read books. There's no 0:11:29.160 --> 0:11:32.850 shortage of different ways to increase people's skills. But what 0:11:32.850 --> 0:11:36.780 you can't do as a leader is fix somebody will. 0:11:36.780 --> 0:11:39.120 If somebody just doesn't want it bad enough, if somebody 0:11:39.120 --> 0:11:42.359 isn't interested in doing the thing that you've asked them 0:11:42.360 --> 0:11:45.810 to do for whatever reason, why are you letting them 0:11:45.809 --> 0:11:50.160 stay in the environment? So this idea of results oriented 0:11:50.160 --> 0:11:54.900 as a core value for me is the ultimate core value. 0:11:54.900 --> 0:11:57.540 If I had to pick just one core value, I 0:11:57.540 --> 0:12:01.949 would absolutely pick results oriented because without results, there's nothing 0:12:01.950 --> 0:12:05.220 else to fall back on when people aren't completing the 0:12:05.220 --> 0:12:07.380 things that they need to complete. And when you tell 0:12:07.380 --> 0:12:13.110 people that you value results, when you tell them that 0:12:13.110 --> 0:12:17.010 you value your results, you actually have to value results. 0:12:17.010 --> 0:12:20.459 This crazy thing happens with core values, where you have 0:12:20.460 --> 0:12:23.640 to live into the things that you say that you are. 0:12:23.640 --> 0:12:25.830 And as a business owner, you might not all the 0:12:25.830 --> 0:12:29.189 time feel like your results oriented, and you might actually 0:12:29.190 --> 0:12:31.260 have not set up your team for success because you 0:12:31.260 --> 0:12:34.950 never told them what the targeted results should be. You 0:12:34.950 --> 0:12:38.400 thought that they should just read your mind and it 0:12:38.400 --> 0:12:42.480 just doesn't work like that. So when you're expecting people 0:12:42.480 --> 0:12:47.730 to be results oriented, you can really clearly start to differentiate, hey, 0:12:47.730 --> 0:12:50.280 was it my responsibility that I didn't set them up 0:12:50.280 --> 0:12:53.730 for success? Or is it this lack of willingness issue 0:12:53.730 --> 0:12:56.400 because I did everything I could to provide that person 0:12:56.400 --> 0:12:59.340 with the skills necessary to be the best in their 0:12:59.340 --> 0:13:04.320 role at Carton Ventures? Our core values are something that 0:13:04.320 --> 0:13:07.890 we talk about every single day, and on the next 0:13:07.890 --> 0:13:09.930 episode of this podcast, I'm going to get into how 0:13:09.929 --> 0:13:13.140 we actually use our core values, how we perpetuate them, 0:13:13.140 --> 0:13:16.620 and how we tie out mission vision core values altogether 0:13:16.620 --> 0:13:20.760 and really use them in a performance related conversation. But 0:13:20.880 --> 0:13:23.880 some other core values that I would like to share 0:13:23.880 --> 0:13:28.410 with you guys as like potentially good options. Um, but 0:13:28.410 --> 0:13:34.920 just ones that aren't ours would be responsibility. They love 0:13:34.920 --> 0:13:39.120 this idea of responsibility. If across the board you expect 0:13:39.120 --> 0:13:42.480 that people don't just think, oh, that's not my job. 0:13:42.480 --> 0:13:45.060 And they don't just think, oh, they're responsible for this 0:13:45.059 --> 0:13:48.360 one thing, but they take ultimate responsibility for things going wrong. 0:13:48.390 --> 0:13:50.760 You're not going to end up at the end of 0:13:50.760 --> 0:13:53.490 a year, at the end of any given period of 0:13:53.490 --> 0:13:56.280 time where you didn't hit your target thinking, man, nobody 0:13:56.280 --> 0:13:59.790 cares as much as I do. Well, nobody cares as 0:13:59.790 --> 0:14:01.890 much as you do because you never let them know 0:14:01.890 --> 0:14:05.610 that you wanted them to care that much. And again, 0:14:05.610 --> 0:14:09.060 it's something that you think as a business owner. Oh, 0:14:09.059 --> 0:14:11.400 this is so obvious. Of course I would want my 0:14:11.400 --> 0:14:14.130 my team members to bend over backwards. But if you 0:14:14.130 --> 0:14:18.120 never communicated that, like, why would they expect that some 0:14:18.120 --> 0:14:22.920 business owners, contrary to your current belief, some business owners 0:14:22.920 --> 0:14:25.710 don't actually want their team members getting all up in 0:14:25.710 --> 0:14:27.870 their business and changing things because they want to do 0:14:27.870 --> 0:14:29.670 things the way they've always done them, and they don't 0:14:29.670 --> 0:14:31.560 want to grow, and they're stuck in their ways. Like, 0:14:31.560 --> 0:14:36.150 that's a lot of experience, experiences that employees have. And 0:14:36.150 --> 0:14:38.310 when you open your mindset up to say, man, what 0:14:38.310 --> 0:14:41.550 am I actually demanding out of my environment because I 0:14:41.550 --> 0:14:44.310 communicated these things, you're going to find that your team 0:14:44.310 --> 0:14:47.010 is like, okay, I either agree with this or I 0:14:47.010 --> 0:14:49.050 don't agree with this. And when they don't agree, they're 0:14:49.050 --> 0:14:51.210 not a fit. But when they do agree, when they're 0:14:51.210 --> 0:14:55.200 not doing those things, here's like, hey dude, what happened here? Oh, 0:14:55.200 --> 0:14:58.440 there is this issue. Well, who's responsible for that? Well, 0:14:58.440 --> 0:14:59.040 so and so. 0:14:59.170 --> 0:15:01.540 Should have done this. And then they didn't communicate that. 0:15:01.540 --> 0:15:06.130 But. But who's responsible? Well, if it's that person's department, 0:15:06.130 --> 0:15:09.580 it's their responsibility. And ultimately everything rises and falls on leadership. 0:15:09.580 --> 0:15:11.920 That's what John Maxwell says. So ultimately, what you should 0:15:11.920 --> 0:15:14.200 always know as a business owner is regardless of how 0:15:14.200 --> 0:15:17.320 your team fucks up, it's your responsibility. It's your responsibility 0:15:17.320 --> 0:15:19.660 that you didn't train them, that you didn't communicate with them, 0:15:19.660 --> 0:15:22.180 that you maybe didn't hire the right person, that you 0:15:22.180 --> 0:15:26.200 overestimated what they could contribute. Like all of that comes 0:15:26.200 --> 0:15:29.530 down to you. So if you take that ultimate responsibility, 0:15:29.530 --> 0:15:32.140 it's going to be easier for your team to actually 0:15:32.140 --> 0:15:35.110 take that on as well because they know, okay, it 0:15:35.110 --> 0:15:37.600 should have been me, but it actually is you. And 0:15:37.600 --> 0:15:40.600 if I think if the business owner thinks, man, I 0:15:40.600 --> 0:15:43.600 made the wrong hire because this person isn't willing to 0:15:43.600 --> 0:15:46.150 do what it takes, then you're being the responsible person. 0:15:46.150 --> 0:15:48.940 By no longer having that person in your environment. You're 0:15:48.940 --> 0:15:51.940 being irresponsible. When you allow somebody in your environment that 0:15:51.940 --> 0:15:54.730 you know isn't capable of doing that work. So I 0:15:54.730 --> 0:15:57.340 love this idea of responsibility similar with a core value 0:15:57.340 --> 0:16:01.810 of like, ownership. Um, taking full ownership and having professional 0:16:01.810 --> 0:16:05.830 pride is something that nobody talks about. And yet everybody expects, 0:16:05.830 --> 0:16:08.380 which is so silly because if you expect it, then 0:16:08.380 --> 0:16:11.080 you should say it. One of the biggest fights Brandon 0:16:11.080 --> 0:16:14.170 and I have ever gotten into. I give you guys 0:16:14.170 --> 0:16:17.590 all of the little back stories that we don't tell 0:16:17.590 --> 0:16:20.770 everybody else. The Workman Podcast is a very special place 0:16:20.770 --> 0:16:23.800 because I love you guys. Um, the biggest fight that 0:16:23.800 --> 0:16:26.260 we ever got in, as it related to the business 0:16:26.260 --> 0:16:30.640 was this idea of the core value of intentionality. And 0:16:30.640 --> 0:16:34.750 I was just like, I am going to win this argument. 0:16:34.750 --> 0:16:39.010 I am right on this argument. I want intentionality as 0:16:39.010 --> 0:16:43.060 our core value. So it was between intentionality and alignment, 0:16:43.060 --> 0:16:46.210 and it was just one of those battles I, I 0:16:46.210 --> 0:16:48.340 picked it, you know, my grandma used to say, pick 0:16:48.340 --> 0:16:52.180 your battles. This one was like, I'm fricking picking this battle. 0:16:52.180 --> 0:16:54.970 This is my battle to win. I don't know why 0:16:54.970 --> 0:16:57.040 I was so dead set on it. I turned out 0:16:57.040 --> 0:16:59.440 dying on that hill. Because we move forward with the 0:16:59.440 --> 0:17:02.440 core value of alignment. But I'm still a little salty. 0:17:02.440 --> 0:17:05.950 But I love this idea of a core value of intentionality. 0:17:06.190 --> 0:17:09.400 It's something that I wish I had as a core 0:17:09.400 --> 0:17:12.850 value to hold my team accountable. Because when you're when 0:17:12.850 --> 0:17:16.690 you're telling your team, hey, we're intentional, it prevents, like 0:17:16.690 --> 0:17:20.770 winging it. It prevents the one off stuff, it prevents 0:17:20.770 --> 0:17:26.410 thoughtless action. And there's a balance between massive action and 0:17:26.410 --> 0:17:29.889 being intentional, but really getting people to think with, man, 0:17:29.890 --> 0:17:32.710 what was my intention before I showed up to work today? 0:17:32.710 --> 0:17:35.409 What was my intention before I started this meeting today? 0:17:35.410 --> 0:17:37.209 What was I trying to get out of it? When 0:17:37.210 --> 0:17:40.120 you train people to start thinking like that, you'll find 0:17:40.119 --> 0:17:42.369 that they will be more proactive. But again, if you 0:17:42.369 --> 0:17:44.710 never are talking about these things, you're going to you're 0:17:44.710 --> 0:17:48.070 going to really struggle having your team develop this culture 0:17:48.070 --> 0:17:51.850 that becomes these things because they were never told. No 0:17:51.850 --> 0:17:53.620 one ever let them in on the secret. And then 0:17:53.619 --> 0:17:55.359 you're all pissed off and frustrated because you have a 0:17:55.359 --> 0:17:58.510 team of people that doesn't really help you, and that 0:17:58.510 --> 0:18:00.040 isn't the way that you want them to be, but 0:18:00.040 --> 0:18:02.620 it's because you did silly things like put fun in 0:18:02.619 --> 0:18:05.199 your core values, when really fun wasn't what you were 0:18:05.200 --> 0:18:09.130 trying to incentivize people. How would you fire somebody for 0:18:09.130 --> 0:18:11.980 not having fun? I know we haven't touched too much 0:18:11.980 --> 0:18:14.379 on this criteria firing. I highly suggest you read the 0:18:14.380 --> 0:18:17.890 book to go into like the thought process around this, 0:18:18.160 --> 0:18:21.940 but think about that. If our core values are used 0:18:21.940 --> 0:18:27.159 to hire, reward and fire people, when there's a termination 0:18:27.160 --> 0:18:30.250 that occurs, in what instance are you going to give 0:18:30.250 --> 0:18:35.440 somebody in their performance improvement, um, or in in their 0:18:35.440 --> 0:18:39.160 annual performance review? You need to be more fun. Like 0:18:39.160 --> 0:18:42.070 is that legitimately something that you would be worried about 0:18:42.070 --> 0:18:44.920 not having in the environment? There's a lot of things 0:18:44.920 --> 0:18:49.540 I worry about not having in the environment discipline, follow through, accountability, 0:18:49.540 --> 0:18:52.720 but fun. Like I'm going to get somebody in trouble 0:18:52.720 --> 0:18:56.800 for not doing fun. Okay. That's just that's outrageous to me. 0:18:56.800 --> 0:19:00.610 So again, I get that it's something that people want 0:19:00.609 --> 0:19:02.980 in the environment. You want to create a fun environment. 0:19:02.980 --> 0:19:05.230 There's no rule that says just because it's not a 0:19:05.230 --> 0:19:07.869 core value doesn't mean that the culture can't reflect that thing. 0:19:07.869 --> 0:19:10.330 Our team has plenty of fun, there is plenty of 0:19:10.330 --> 0:19:15.190 jokes and laughter, and our organization loves dad jokes. There's 0:19:15.190 --> 0:19:17.919 no shortage of dad jokes that go in our group 0:19:17.920 --> 0:19:21.220 chats every single morning on our daily team call, but 0:19:21.220 --> 0:19:24.280 it's not something that is like a pillar of the organization. 0:19:24.280 --> 0:19:27.220 I also think our clients would think that was ridiculous 0:19:27.220 --> 0:19:31.570 if we mandated that fun took place. Fun is great, 0:19:31.570 --> 0:19:37.239 but results come first with that, next week's episode is 0:19:37.240 --> 0:19:40.510 going to be extra juicy because I'm going to dive 0:19:40.510 --> 0:19:44.290 into how you use your mission, vision, and core values. 0:19:44.290 --> 0:19:47.080 If you are at this point in the podcast and 0:19:47.080 --> 0:19:49.630 you've been listening through teamwork and you do not have 0:19:49.630 --> 0:19:56.320 your mission vision core values hammered out, please solidify these. Please, please, please. 0:19:56.320 --> 0:19:58.879 Because if you don't, you're going to watch how. The 0:19:58.880 --> 0:20:03.710 whole business operating system crumbles when you don't have clarity 0:20:03.710 --> 0:20:06.379 into these things. So this is one of those things 0:20:06.380 --> 0:20:10.879 don't pass. Go get your vision, get your mission, get 0:20:10.880 --> 0:20:13.280 your core values written down, and you're going to see 0:20:13.280 --> 0:20:15.080 all of the other places that we use these. And 0:20:15.080 --> 0:20:17.450 if you don't have them, then you're going to continue 0:20:17.450 --> 0:20:19.369 to be confused. And the last thing that we need 0:20:19.369 --> 0:20:23.869 is to create confusion inside your environment. So I will 0:20:23.869 --> 0:20:30.920 leave you with this. Define your why, clarify your where 0:20:31.220 --> 0:20:33.860 and figure out how you want to describe your culture. 0:20:33.890 --> 0:20:37.100 It's that easy. Don't overcomplicate it. Don't put it in 0:20:37.100 --> 0:20:38.870 this corporate jargon. Oh, I need to come up with 0:20:38.869 --> 0:20:43.129 my mission or vision or core values. Just just where 0:20:43.130 --> 0:20:46.550 are you going? Why does the business exists? What is 0:20:46.550 --> 0:20:50.060 the culture look like? And when you can jot down 0:20:50.060 --> 0:20:52.879 those ideas, this should take you no more than 30 minutes. 0:20:52.880 --> 0:20:56.090 This is not a two week project. It's not a 0:20:56.090 --> 0:20:58.460 six month project. It's not something that you should try 0:20:58.460 --> 0:21:00.410 to figure out over the course of the next year. 0:21:00.410 --> 0:21:04.189 Take action. Commit to something. If you need slight tweaks 0:21:04.190 --> 0:21:06.470 or a slight rework here and there, it's not a problem. 0:21:06.470 --> 0:21:09.020 Fix it later, but get something that's good enough on 0:21:09.020 --> 0:21:15.380 paper right now. As always, I absolutely love connecting with 0:21:15.380 --> 0:21:19.159 you guys on the Workroom podcast. If you enjoyed this episode, 0:21:19.160 --> 0:21:22.040 if you got value out of this episode, if you 0:21:22.040 --> 0:21:26.120 know business owners who struggle defining their core values or 0:21:26.119 --> 0:21:28.400 are really struggling in their growth, please send them this 0:21:28.400 --> 0:21:31.820 podcast and knowing that you got value out of it. 0:21:31.820 --> 0:21:33.950 I would love a review. It would mean the world 0:21:33.950 --> 0:21:36.050 to me. We read the reviews on our team every 0:21:36.050 --> 0:21:38.150 single week, so a five star review and then any 0:21:38.150 --> 0:21:40.790 comments that you have or suggestions for content that you'd 0:21:40.790 --> 0:21:44.090 like to hear? We would very much appreciate it. I 0:21:44.090 --> 0:21:46.910 cannot wait to talk to you guys next week on work. Woman.