WEBVTT - EP 72 | TeamWork Makes the Billions 0:00:00.110 --> 0:00:05.990 Welcome back to work woman. This woman is going to 0:00:05.990 --> 0:00:10.370 be talking about teamwork and give you a little bit 0:00:10.400 --> 0:00:14.030 of a sneak preview into the upcoming episodes that I 0:00:14.030 --> 0:00:17.990 can hardly wait to get into whatever listening device you're 0:00:17.989 --> 0:00:19.460 on right now. I don't know if you're listening to 0:00:19.460 --> 0:00:23.870 this on a HomePod, on an Alexa, if you got some, 0:00:23.870 --> 0:00:28.070 maybe the AirPod Max, maybe just the AirPods, whatever it 0:00:28.070 --> 0:00:31.400 is that you're hearing, my voice, or maybe even watching online, 0:00:31.430 --> 0:00:33.920 there are you're just gonna be excited. There are just 0:00:33.920 --> 0:00:37.940 so many good episodes that are coming to you from work. Woman, 0:00:37.970 --> 0:00:43.459 regarding this thing right here, my book teamwork. Now, it 0:00:43.460 --> 0:00:48.979 has officially been one year since I wrote teamwork. It's 0:00:48.979 --> 0:00:51.320 one year. Think about the time that I wrote this. 0:00:51.350 --> 0:00:57.500 It was June of a Post-quarantine world. Now we are 0:00:57.500 --> 0:01:01.070 out of quarantine for the most part. However, there has 0:01:01.070 --> 0:01:03.860 been things like the Great Resignation that has taken place 0:01:03.860 --> 0:01:10.220 and now with continued conversation about interest rates, rising, inflation 0:01:10.220 --> 0:01:14.180 going crazy, a recession that's upon us. I think it 0:01:14.180 --> 0:01:18.650 is now more than ever the time to really implement 0:01:18.650 --> 0:01:21.319 these strategies. And I also want to give you guys 0:01:21.319 --> 0:01:23.360 updates on the things that I've learned over the last 0:01:23.390 --> 0:01:27.050 year while I've been implementing these strategies inside our own business. 0:01:27.050 --> 0:01:30.140 Cardone ventures to let you know, hey, like double down 0:01:30.140 --> 0:01:32.840 on this or hey, pivot this one a little bit 0:01:32.840 --> 0:01:36.500 in order to achieve this result. And so this series 0:01:36.500 --> 0:01:39.950 is going to be diving into teamwork deeper than I 0:01:39.950 --> 0:01:42.679 go into the book and giving you some more behind 0:01:42.709 --> 0:01:45.229 the scenes of the questions that I get from clients 0:01:45.230 --> 0:01:48.380 constantly and the insights that I've had over the last year. 0:01:48.380 --> 0:01:50.540 So this is going to be a very exciting series. 0:01:50.540 --> 0:01:54.560 This is the first of the series and we're just 0:01:54.560 --> 0:01:59.360 going to dive right in. So Before, just like going 0:01:59.390 --> 0:02:03.590 into the content. And oftentimes I don't think that like 0:02:03.740 --> 0:02:05.810 talking about the introduction of a book is the most 0:02:05.810 --> 0:02:10.670 sexy or interesting thing. However, the introduction to my book 0:02:10.700 --> 0:02:17.419 is something that is, to me, a teachable and notable concept. 0:02:17.630 --> 0:02:23.000 I'd like to read this to you. So this is 0:02:23.000 --> 0:02:24.890 how I open this thing. I'm no fluff. You guys 0:02:24.889 --> 0:02:26.840 know this about me. I'm like, no bullshit. Cut to 0:02:26.870 --> 0:02:30.080 the chase. My book is just as direct as I 0:02:30.110 --> 0:02:32.960 am on this podcast. And so this is how I 0:02:32.960 --> 0:02:36.019 introduce myself on this podcast or on this book. I've 0:02:36.020 --> 0:02:38.780 dedicated the last decade of my career to understanding how 0:02:38.780 --> 0:02:41.720 to align team members goals to the business goals, in 0:02:41.720 --> 0:02:46.220 order to create a culture where everyone is winning. I've 0:02:46.220 --> 0:02:49.220 led my own teams and worked with over a thousand 0:02:49.220 --> 0:02:52.640 clients to help them create high performance teams. Building and 0:02:52.639 --> 0:02:56.600 scaling teams is my passion over the last two years, 0:02:56.600 --> 0:03:00.169 I have been responsible for hiring, training, firing, and operating 0:03:00.169 --> 0:03:03.980 at an organization called Cardone Ventures. In our first full 0:03:03.980 --> 0:03:08.269 year in business, we generated $16.4 million in annual revenue. 0:03:08.300 --> 0:03:13.280 Freaking fantastic. I'm currently writing this in July of our 0:03:13.280 --> 0:03:16.310 second year of business. Exactly one year ago right now, 0:03:16.310 --> 0:03:20.180 and we're on track to hit $40 million in annual revenue. So, 0:03:20.210 --> 0:03:22.760 mind you, I was writing this halfway through last year, 0:03:22.760 --> 0:03:25.280 and I put this out here that we are on 0:03:25.280 --> 0:03:28.399 track to do $40 million in revenue. We are currently 0:03:28.430 --> 0:03:33.350 at 66 team members and will end the year at 80. 0:03:33.380 --> 0:03:36.860 Fast forward to the end of last year, and we 0:03:36.890 --> 0:03:44.390 hit $39.5 million in annualized revenue, and we ended the 0:03:44.390 --> 0:03:50.540 year at 78 employees. So the team stuff on pause 0:03:50.570 --> 0:03:54.800 for a second. This is something that is a characteristic 0:03:54.800 --> 0:03:59.480 of a leader that absolutely has to exist for them 0:03:59.480 --> 0:04:03.619 to be successful. Your ability to see the future, to 0:04:03.650 --> 0:04:08.180 speak it into existence, and to be so confident that 0:04:08.180 --> 0:04:12.680 you are going to get there is invaluable. Your team 0:04:12.680 --> 0:04:15.950 needs to know that you see where you're going, that 0:04:15.950 --> 0:04:19.640 you are crystal clear on how you're going to get there, 0:04:19.640 --> 0:04:22.460 and that you're taking steps forward with that each and 0:04:22.460 --> 0:04:26.630 every day. Last year at this time, we predicted the future. 0:04:26.630 --> 0:04:28.909 We said, this is what we're going to do. This 0:04:28.910 --> 0:04:30.560 is how we are going to do it. We're going 0:04:30.589 --> 0:04:33.440 to hire this many people. Guys, we have doubled our 0:04:33.440 --> 0:04:36.229 team since I wrote this book just one year ago. 0:04:36.260 --> 0:04:39.950 We've literally doubled. We went from it says 66 employees. 0:04:39.950 --> 0:04:42.380 At the moment of writing this, at the moment that 0:04:42.380 --> 0:04:46.370 I'm talking to you right now, including our business, on 0:04:46.370 --> 0:04:52.789 the health side, we have 150 team members, 150 freaking 0:04:52.820 --> 0:04:57.290 team members. So a double. More than a double? Actually, 0:04:57.440 --> 0:04:59.960 a double would be 120. We technically have 120 at 0:04:59.960 --> 0:05:02.270 Cardone Ventures, so that's a double. And then the acquisition 0:05:02.270 --> 0:05:06.950 of Ten-x Health creates the 150. So how are you 0:05:06.980 --> 0:05:09.980 setting your team up to know what the target is? 0:05:09.980 --> 0:05:12.200 How are you setting them up to have confidence in 0:05:12.200 --> 0:05:15.589 you as the leader for having a vision, creating clarity 0:05:15.589 --> 0:05:19.430 and allowing them to to really put work in, to say, okay, 0:05:19.430 --> 0:05:22.580 I'm up for the challenge to achieve this vision that 0:05:22.580 --> 0:05:24.650 you've put out there, because it's not just about having 0:05:24.650 --> 0:05:28.070 all these high hopes. Building a high performance teams. Mean 0:05:28.070 --> 0:05:32.900 team means I have targets, I have these dreams and aspirations, 0:05:32.900 --> 0:05:37.070 but I'm also going to push and fight and grovel 0:05:37.070 --> 0:05:40.310 and beg and do everything I have, do everything I can. 0:05:40.339 --> 0:05:43.580 You get the point. Do anything that's necessary, that's still 0:05:43.580 --> 0:05:46.280 ethical for me to be able to progress this business forward. 0:05:46.279 --> 0:05:50.210 So I love that I introduce this book like this 0:05:50.240 --> 0:05:52.670 because it's such a reminder of like, this was a 0:05:52.670 --> 0:05:54.859 moment in time and I will say, just so that 0:05:54.860 --> 0:05:59.210 there's not, you know, imposter syndrome going on for you 0:05:59.240 --> 0:06:03.290 that you don't think existed with me when I wrote this. 0:06:03.320 --> 0:06:09.500 It's like, shit, what if the business does not do this? 0:06:09.500 --> 0:06:15.200 And now it is written in ink in the first 0:06:15.980 --> 0:06:19.159 two paragraphs of a book that I'm going to look 0:06:19.190 --> 0:06:21.140 at for the rest of my life. Like, that's going 0:06:21.170 --> 0:06:24.620 to be really freaking embarrassing if we don't actually do this. 0:06:24.980 --> 0:06:30.050 But then this alternative thought took place, which is, hey, 0:06:30.050 --> 0:06:34.130 if I'm committing to this and I am publicly stating this, 0:06:34.130 --> 0:06:36.680 I'm going to hold myself accountable to do this. I'm 0:06:36.680 --> 0:06:40.159 going to take myself seriously to do this, which actually 0:06:40.160 --> 0:06:43.400 increases the likelihood that I'm going to achieve this thing. 0:06:43.400 --> 0:06:47.630 It's scary. And yes, I feel that sometimes too, like, 0:06:47.660 --> 0:06:49.730 am I really going to put this out there? Because 0:06:49.730 --> 0:06:52.760 what if I fail? What if I'm not successful? It's 0:06:52.760 --> 0:06:55.160 okay to feel like that. I give you permission to 0:06:55.190 --> 0:06:58.160 have that momentary thought. You have it, and then you 0:06:58.190 --> 0:07:01.640 continue to press forward. You don't erase that line from 0:07:01.640 --> 0:07:04.460 the book. You don't not have that team meeting. You 0:07:04.460 --> 0:07:07.250 don't not share the target. You still share it while 0:07:07.250 --> 0:07:10.490 still feeling like, oh my God, this is scary. And 0:07:10.490 --> 0:07:14.000 I might feel like an imposter and I might, I 0:07:14.000 --> 0:07:17.360 might fail like there's an option, but it's not really 0:07:17.360 --> 0:07:20.120 an option because I'm not going to let myself get there. Okay, 0:07:20.150 --> 0:07:27.530 so teamwork. I started chapter one of teamwork, talking about 0:07:27.530 --> 0:07:32.690 the employee engagement cycle. And now more than ever before, 0:07:32.720 --> 0:07:36.950 I see this as one of the number one challenges 0:07:36.950 --> 0:07:41.240 for business owners to overcome with their mindset around their 0:07:41.240 --> 0:07:45.440 employees development inside their business. Like the when people get it, 0:07:45.440 --> 0:07:48.590 they change the culture When people don't get it, they 0:07:48.590 --> 0:07:51.800 don't change the culture. And then they still wonder, man. Like, 0:07:51.800 --> 0:07:55.370 why is my team stuck? Why can't I find great people? Oh, 0:07:55.400 --> 0:07:58.370 it's so hard to find remarkable talent. Oh, the Great 0:07:58.400 --> 0:08:01.100 resignation took all my best people away. Let's just be 0:08:01.100 --> 0:08:03.590 really clear. The Great Resignation did not take all your 0:08:03.590 --> 0:08:07.820 best people away. A challenged economy did not take your 0:08:07.820 --> 0:08:11.030 best people away. People having side hustles and the growth 0:08:11.030 --> 0:08:13.400 of the MLM market. That is not the reason that 0:08:13.400 --> 0:08:15.620 you don't have great team members. You do not have 0:08:15.650 --> 0:08:19.160 great team members because you have not clarified for them 0:08:19.160 --> 0:08:22.640 how they're aligned with the business. You have not helped 0:08:22.640 --> 0:08:26.780 them develop. You have not allowed them to have success 0:08:26.780 --> 0:08:29.960 through working with you, because it's not something that maybe 0:08:29.990 --> 0:08:31.640 is top of mind for you, and then you also 0:08:31.640 --> 0:08:34.010 haven't shown them, hey, what is transition? What does progress 0:08:34.010 --> 0:08:37.850 look like here? And so this employee engagement cycle I'm 0:08:37.850 --> 0:08:40.280 just like going to say this. I might say this 0:08:40.280 --> 0:08:45.110 for every single chapter because every piece is so Important 0:08:45.110 --> 0:08:48.679 in this puzzle. But if you don't understand the framework, 0:08:48.679 --> 0:08:52.310 to me, this employee engagement cycle, it is the picture. 0:08:52.309 --> 0:08:54.469 It's like the box for the puzzle. If you don't 0:08:54.470 --> 0:08:56.780 have the picture with the box, there's no way you're 0:08:56.780 --> 0:08:58.969 going to put the puzzle pieces together in the most 0:08:58.970 --> 0:09:02.240 accurate and timely fashion. You might never put them all together. 0:09:02.240 --> 0:09:06.920 So this employee engagement cycle is like the framework. And 0:09:06.920 --> 0:09:08.929 to the extent we get the framework, all of these 0:09:08.929 --> 0:09:12.440 pieces are going to fall into place. I do on 0:09:12.440 --> 0:09:17.600 page 11 say, that's exactly what this book is going 0:09:17.600 --> 0:09:21.740 to give you. The whole system it takes to create 0:09:21.740 --> 0:09:26.240 a people process within your business, including the resources, including 0:09:26.240 --> 0:09:31.370 the resources and structure you need to create cultural, operational 0:09:31.370 --> 0:09:36.980 and financial scale. Now, what I've learned since writing this book, 0:09:37.010 --> 0:09:41.090 and now with talking to so many business owners, is 0:09:41.090 --> 0:09:44.900 it's really easy for people to cherry pick. I'm going 0:09:44.929 --> 0:09:46.790 to do one on ones, but I'm not going to 0:09:46.790 --> 0:09:49.190 do the performance review. And instead of doing a daily 0:09:49.190 --> 0:09:51.380 all team meeting, I'm going to do a weekly all 0:09:51.380 --> 0:09:56.030 team meeting. Listen, I do this every single day in 0:09:56.030 --> 0:09:59.780 order to give you a blueprint of actual success. This 0:09:59.780 --> 0:10:03.320 is what we do every freaking day. This is what's 0:10:03.350 --> 0:10:05.150 worked for us. You're not going to hear anything in 0:10:05.150 --> 0:10:07.760 here about what's not working. You're only going to hear 0:10:07.760 --> 0:10:10.250 in this book about what's working. And it is an 0:10:10.250 --> 0:10:14.000 entire system. So if the employee engagement cycle that I'm 0:10:14.000 --> 0:10:18.080 about to go through is the picture, all of the chapters, 0:10:18.080 --> 0:10:22.880 all of the the individual nuggets, those are the puzzle pieces. 0:10:22.880 --> 0:10:27.170 And still you don't have a complete puzzle if pieces 0:10:27.170 --> 0:10:29.900 are missing the fulfillment of, oh my gosh, I finished 0:10:29.900 --> 0:10:31.699 the puzzle and look at how beautiful it is. That's 0:10:31.700 --> 0:10:34.430 never going to happen to you if you have these 0:10:34.429 --> 0:10:39.260 objections internally about moving forward with some of these recommendations. 0:10:39.260 --> 0:10:41.780 I had a meeting an hour and a half ago, 0:10:41.780 --> 0:10:45.950 about one of our clients who says they're so bought 0:10:45.950 --> 0:10:48.709 in and says all of the right things and shows 0:10:48.710 --> 0:10:52.220 up and seemingly does all the right things, and yet 0:10:52.220 --> 0:10:55.880 they're working with our managed services team, who is actually 0:10:55.880 --> 0:10:58.430 in the weeds with them on a day to day basis, 0:10:58.429 --> 0:11:02.750 understanding what they're implementing. They freaking cherry pick things, and 0:11:02.750 --> 0:11:05.780 then they wonder why they're not growing. They're not growing 0:11:05.780 --> 0:11:08.959 because they're not implementing the full system. And it's my 0:11:08.960 --> 0:11:12.200 job to give people a slap in the face, not 0:11:12.200 --> 0:11:16.370 a literal slap, but like, give them some hard truth. 0:11:16.400 --> 0:11:18.980 Give them some. Like, hey, where's your commitment? Why is 0:11:18.980 --> 0:11:22.069 your commitment so low? That's my job. Because I know 0:11:22.070 --> 0:11:24.679 that this system works. I have that much confidence in 0:11:24.679 --> 0:11:27.620 all of the pieces. And so again, me going through 0:11:27.620 --> 0:11:29.780 this with you is like, I want to be able 0:11:29.780 --> 0:11:32.689 to give you some additional context that I wasn't able 0:11:32.690 --> 0:11:35.480 to provide in the book, because I ran out of 0:11:35.480 --> 0:11:39.440 space and I ran out of time with that employee 0:11:39.440 --> 0:11:43.850 engagement cycle. The biggest things I see as a challenge 0:11:43.850 --> 0:11:49.340 with the employee engagement cycle is the lack of understanding 0:11:49.370 --> 0:11:51.890 of how all of the pieces come together. So think 0:11:51.890 --> 0:11:55.250 about it like this. When you read the book, you're 0:11:55.250 --> 0:11:57.470 going to you're going to visually see and you can 0:11:57.500 --> 0:11:59.569 like see that I have like all of these visuals. 0:11:59.570 --> 0:12:01.940 The visuals inside the book were so important to me. 0:12:01.970 --> 0:12:05.720 You're going to visually see that the top part of 0:12:05.720 --> 0:12:08.809 this cycle, it literally is a cycle with arrows. So 0:12:08.809 --> 0:12:11.000 for those of you who aren't watching it, it's like 0:12:11.000 --> 0:12:14.210 I'm making a circle motion with my finger to say, 0:12:14.240 --> 0:12:17.059 like it starts, but then it continues. Like there's this 0:12:17.059 --> 0:12:20.750 continued circling. It's not like you make one loop around 0:12:20.750 --> 0:12:23.240 the circle. It's like a clock right where the hands 0:12:23.240 --> 0:12:26.900 just continue and continue. That is the idea of an 0:12:26.929 --> 0:12:30.770 employee going through this cycle with you who is successful 0:12:30.770 --> 0:12:35.420 in your organization. The first step is aligning an employee. 0:12:35.510 --> 0:12:40.280 Everything that you do to align an employee is seated 0:12:40.280 --> 0:12:44.150 in the introduction that they have to your business. It's 0:12:44.150 --> 0:12:47.600 seated the onboarding process that they have with you, which 0:12:47.600 --> 0:12:51.740 is so critical to getting somebody spooled up as quickly 0:12:51.740 --> 0:12:55.640 as possible to what your business does, how your business 0:12:55.640 --> 0:12:58.340 does it, who the important players are in your business 0:12:58.340 --> 0:13:00.110 and your team for them to get to know. There's 0:13:00.110 --> 0:13:03.740 so much intentionality that should go into onboarding many problems 0:13:03.740 --> 0:13:07.190 that come along in that development phase. Remember, I call 0:13:07.190 --> 0:13:10.369 it development purgatory. When team members are stuck in a 0:13:10.370 --> 0:13:13.250 position in the same role in your organization for a 0:13:13.280 --> 0:13:16.460 long period of time, like three years in the same role, 0:13:16.460 --> 0:13:18.469 that's of course, somebody is not going to be motivated 0:13:18.470 --> 0:13:21.440 and excited because they're stuck in development. So alignment is 0:13:21.440 --> 0:13:27.230 step one. Then development alignment really ends after the person 0:13:27.230 --> 0:13:30.679 is onboarded and is fully capable of doing their role 0:13:30.679 --> 0:13:34.970 without you explaining new things to them the first time. 0:13:34.970 --> 0:13:37.230 So I like to think of alignment as like the 0:13:37.230 --> 0:13:42.870 first somewhere between the first, um, 1 to 6 months. 0:13:42.870 --> 0:13:46.380 Some roles are more complex and complicated than others. Um, 0:13:46.380 --> 0:13:48.960 traditionally it would be like three months is where somebody 0:13:49.110 --> 0:13:52.229 is fully in alignment. They understand how the business works, 0:13:52.230 --> 0:13:55.260 they understand the customers, the team members, etc. and how 0:13:55.260 --> 0:13:57.870 to be successful in their role. So that's the alignment 0:13:57.870 --> 0:14:02.910 phase then development. Now I describe this as a cycle, 0:14:02.910 --> 0:14:04.770 but for many of you, you don't think of this 0:14:04.770 --> 0:14:06.840 as a cycle. You think of it as steps. Step 0:14:06.840 --> 0:14:10.380 one is I onboard my team. Step two is they're 0:14:10.380 --> 0:14:12.780 part of my team and there's no cycle. It's just 0:14:12.780 --> 0:14:15.959 that's the end. Well, it's not the end because in 0:14:15.960 --> 0:14:21.000 the development phase they should be focusing on how do 0:14:21.000 --> 0:14:24.600 I get better at my role, how do I get 0:14:24.600 --> 0:14:28.800 better to where I'm adding more value, I'm contributing more, 0:14:28.800 --> 0:14:32.190 I'm excited about the work that I'm doing. I'm solving 0:14:32.190 --> 0:14:34.470 bigger problems. And the reason that they're going to be 0:14:34.470 --> 0:14:36.360 so excited about those things is because they have the 0:14:36.360 --> 0:14:42.120 opportunity to transition. Transition looks like a promotion. So this 0:14:42.120 --> 0:14:45.090 is like if if I don't ever see how I 0:14:45.090 --> 0:14:48.180 could get promoted, why am I going to work my 0:14:48.180 --> 0:14:51.479 ass off for you? Ask yourself that question. If you 0:14:51.480 --> 0:14:54.270 were one of your team members, why would you give 0:14:54.270 --> 0:14:56.370 it your all? It's easy as a business owner just 0:14:56.370 --> 0:14:58.860 to think, oh well, they could be doing so much 0:14:58.860 --> 0:15:01.290 more and there's so much opportunity and why don't they 0:15:01.290 --> 0:15:04.980 work harder and yet take that hat off as the 0:15:04.980 --> 0:15:09.180 owner and put on another hat? Which is why would 0:15:09.180 --> 0:15:13.050 I work this hard? Is the leader inspiring? Am I 0:15:13.080 --> 0:15:16.290 coached on how I could get better? Are there resources 0:15:16.290 --> 0:15:18.720 available for me to learn the things that I don't 0:15:18.750 --> 0:15:22.410 know to add more skill sets? Are are there transparent 0:15:22.440 --> 0:15:25.020 numbers to where I even understand how close I am 0:15:25.020 --> 0:15:27.060 to my target every day so that I know if 0:15:27.060 --> 0:15:30.720 I am even getting better? So some of these things 0:15:30.720 --> 0:15:33.210 are just feelings that we have because we see these 0:15:33.210 --> 0:15:39.030 little momentary cracks in a team members performance. But this 0:15:39.030 --> 0:15:42.750 system of, oh, it's not just A12 step, it's not 0:15:42.750 --> 0:15:46.950 somebody onboarded and they're just an employee. It's actually somebody onboarded. 0:15:46.950 --> 0:15:50.070 They're aligned with me. Now I'm developing them so that 0:15:50.070 --> 0:15:53.430 I can transition to the next role. There's going to 0:15:53.430 --> 0:15:56.820 be a whole slew of issues and potential opportunities in 0:15:56.850 --> 0:16:00.900 there that you are wrongfully assigning as, oh, it's just 0:16:00.900 --> 0:16:03.660 because the person is lazy or not motivated, or they're 0:16:03.660 --> 0:16:08.310 from some XYZ generation that isn't as hard of workers 0:16:08.310 --> 0:16:10.320 as mine was, which is all a bunch of bullshit. 0:16:10.350 --> 0:16:13.860 It really is. The reality is, if somebody has a 0:16:13.860 --> 0:16:15.600 picture of where they're going, if they have a picture 0:16:15.600 --> 0:16:17.820 of where the business is going, and they understand what 0:16:17.820 --> 0:16:19.350 it's going to take for them to get to from 0:16:19.350 --> 0:16:21.810 where they are to where they want to go, you're 0:16:21.810 --> 0:16:25.650 going to have aligned engaged team members unless they're just 0:16:25.650 --> 0:16:28.800 not really interested in working that hard, which, to be 0:16:28.800 --> 0:16:31.770 honest with you, what we see here at Cardinal Ventures. 0:16:31.770 --> 0:16:34.560 That's maybe 15% of the staff that we hire. It 0:16:34.560 --> 0:16:37.080 is not 100% of the staff. It's maybe 15 where 0:16:37.080 --> 0:16:39.540 they're like, Holy shit, I had no idea when you 0:16:39.540 --> 0:16:41.880 guys said that you were all of these things that 0:16:41.880 --> 0:16:44.550 you actually are all of these things. When you guys 0:16:44.550 --> 0:16:47.010 said we were ten x, I didn't really understand that 0:16:47.010 --> 0:16:49.290 you were ten x. We're like, yeah, we were as 0:16:49.290 --> 0:16:51.450 clear as possible about that on the front end. We 0:16:51.450 --> 0:16:55.350 put it everywhere, but we really are these things. So again, 0:16:55.380 --> 0:16:57.479 I will get into some of this nuanced stuff in 0:16:57.480 --> 0:17:02.280 later podcasts and later, um, chapters of this book. But 0:17:02.280 --> 0:17:07.470 this overarching framework, once you have this in place, what 0:17:07.470 --> 0:17:10.859 you can more properly do, the way that this becomes 0:17:10.859 --> 0:17:15.450 so workable is identify a team member that you have 0:17:15.450 --> 0:17:19.680 an issue with, and then figure out the step which 0:17:19.680 --> 0:17:22.860 is always going to be backwards, right? It was something 0:17:22.859 --> 0:17:26.129 from the point in which you had the issue behind you, 0:17:26.160 --> 0:17:31.530 not forward that created this problem. Once you start being 0:17:31.530 --> 0:17:35.129 more prescriptive in thinking of it in this cycle, you're 0:17:35.130 --> 0:17:37.140 going to come up with better solutions and better ways 0:17:37.140 --> 0:17:39.540 to get in front of these things, because logic is 0:17:39.540 --> 0:17:42.360 going to state for you to scale your business. You're 0:17:42.720 --> 0:17:44.940 just assume you're going to have this problem a hundred 0:17:44.970 --> 0:17:47.610 times over until you fix it or provide some sort 0:17:47.609 --> 0:17:51.930 of answer and then some sort of solution to whatever 0:17:51.930 --> 0:17:54.600 the problem is. And as we go through this, I'll 0:17:54.600 --> 0:17:58.740 give you as many examples as I can of employee 0:17:58.740 --> 0:18:01.109 issues that we've had, where all of a sudden it 0:18:01.109 --> 0:18:02.790 became really obvious to me, oh my God, we just 0:18:02.790 --> 0:18:04.800 never put this in onboarding. I can give you guys 0:18:04.800 --> 0:18:08.490 an example of this right now. Uh, we had team 0:18:08.490 --> 0:18:14.040 members in our last big meeting who decided to go 0:18:14.070 --> 0:18:17.040 to a strip club, two separate team members, two separate 0:18:17.040 --> 0:18:22.919 strip clubs with clients. One of the individuals actually posted 0:18:22.920 --> 0:18:26.939 pictures at the strip club with a stripper behind them 0:18:26.940 --> 0:18:31.260 in their Cartoon Ventures gear, and the other one did 0:18:31.260 --> 0:18:34.500 not post a picture, but a client came up to 0:18:34.530 --> 0:18:36.840 one of our team members at 4 a.m. in the morning. 0:18:36.840 --> 0:18:39.180 When they were back at the hotel, the team member 0:18:39.180 --> 0:18:41.850 that they approached was leaving for the airport because it 0:18:41.850 --> 0:18:45.060 was a 6 a.m. flight, and the client came up 0:18:45.060 --> 0:18:46.530 to the team member and was like, oh my gosh, 0:18:46.530 --> 0:18:50.369 I just saw you at XYZ strip club. And the 0:18:50.369 --> 0:18:52.290 team member is like, uh, no you didn't. I just 0:18:52.290 --> 0:18:55.350 woke my ass up after working five straight days and 0:18:55.350 --> 0:18:58.169 barely sleeping in order to work this event. Like, what 0:18:58.170 --> 0:18:59.700 are you talking about? And they're like, yeah, I saw 0:18:59.700 --> 0:19:02.250 you there with the hat on that had the ten x, 0:19:02.250 --> 0:19:05.340 and it was another one of the team members who 0:19:05.340 --> 0:19:07.830 was actually at the strip club. So here, same night, 0:19:07.859 --> 0:19:12.720 two entirely different instances with team members going to strip clubs. 0:19:12.750 --> 0:19:17.909 So can Natalie or Cartoon Ventures really get involved with 0:19:17.910 --> 0:19:20.760 what our team members do in their personal lives? In 0:19:20.760 --> 0:19:25.560 most cases, no we cannot. However, as soon as our 0:19:25.590 --> 0:19:33.150 brand is brought through and represented at these places, all 0:19:33.180 --> 0:19:35.310 of a sudden we can absolutely have a say. And 0:19:35.310 --> 0:19:38.550 yet we had never had a policy about this. It 0:19:38.550 --> 0:19:41.820 wasn't something that I had encountered before. It wasn't an 0:19:41.820 --> 0:19:46.140 issue that we had really thought through, like this wasn't 0:19:46.140 --> 0:19:48.960 something that had actually happened already. When I think about 0:19:48.960 --> 0:19:51.000 that issue, you could just write it off as, oh, 0:19:51.030 --> 0:19:53.070 that's just a one time thing. Or hey, maybe your 0:19:53.070 --> 0:19:55.109 culture is good with that kind of thing. Our culture 0:19:55.140 --> 0:19:57.750 is very much opposed to that. We do not fraternize 0:19:57.750 --> 0:19:59.909 with our clients. Our team members are not allowed to 0:19:59.910 --> 0:20:02.399 drink with our clients so that we can protect our 0:20:02.400 --> 0:20:05.550 brand and the guidance and the advice that we give. 0:20:05.550 --> 0:20:08.790 And we want people to be in a sober state 0:20:08.790 --> 0:20:11.730 when they're communicating with our clients is just important to us. 0:20:11.820 --> 0:20:15.300 So when this happened, is it because the team member 0:20:15.300 --> 0:20:20.040 is an idiot? Well, there might be that that like 0:20:20.070 --> 0:20:25.080 maybe potential however like what what Responsibility can Natalie take 0:20:25.109 --> 0:20:27.629 to say, how could I have been more clear with 0:20:27.630 --> 0:20:31.290 these team members? So now our policy has been updated. 0:20:31.290 --> 0:20:34.830 It now says, hey, when you go to an event 0:20:34.830 --> 0:20:37.590 with us, these are the things that you cannot do. 0:20:37.590 --> 0:20:39.929 And we spell it out. And not only do we 0:20:39.930 --> 0:20:43.350 spell it out, but it created this opportunity for us 0:20:43.350 --> 0:20:48.030 to revamp our entire events training process to have our 0:20:48.030 --> 0:20:51.780 team members read the events training. But now one of 0:20:51.780 --> 0:20:54.690 my greatest tips on this is we have them take 0:20:54.690 --> 0:20:57.030 a quiz. Anything that you know is going to be 0:20:57.030 --> 0:21:00.450 important in your business. You have somebody read the information 0:21:00.450 --> 0:21:02.969 about it, but then you also quiz them later. So 0:21:02.970 --> 0:21:05.310 now there's this whole events quiz on the things that 0:21:05.310 --> 0:21:08.250 you can or can't do, so that I feel confident 0:21:08.250 --> 0:21:11.790 growing and scaling my business forward. So this cycle, when 0:21:11.790 --> 0:21:16.050 you think back, it would be easy just to assess 0:21:16.050 --> 0:21:18.720 the situation as, oh, it was just this one person. Oh, 0:21:18.720 --> 0:21:21.450 it was just Sally. Oh, it was just Joe. Well, no, 0:21:21.450 --> 0:21:24.090 not really because you could hire ten more Sally's and 0:21:24.090 --> 0:21:25.620 ten more Joe's, and you're gonna have to deal with 0:21:25.619 --> 0:21:29.280 this 20 more times. That's not that's not ideal. So 0:21:29.280 --> 0:21:32.940 what do you do in the alignment phase? That's that 0:21:32.940 --> 0:21:36.450 first bucket in the talent engagement cycle. What are we 0:21:36.480 --> 0:21:39.840 doing to align people to say these are our expectations. 0:21:39.840 --> 0:21:42.359 If you don't if you're not clear, if you're not, 0:21:42.390 --> 0:21:46.350 if you're not setting an expectation, that's so crystal clear 0:21:46.380 --> 0:21:49.140 with people on the front end, then of course it's 0:21:49.140 --> 0:21:51.120 just going to kind of happen by default. You don't 0:21:51.119 --> 0:21:54.510 want things happening by default. As Sharon Lechter says, you 0:21:54.540 --> 0:21:57.750 either have your culture be by default or you have 0:21:57.750 --> 0:22:00.420 it be by design. So when you think about the 0:22:00.420 --> 0:22:03.719 employee engagement cycle, what's really going to help you actually 0:22:03.720 --> 0:22:09.480 crystallize this path is putting your team members inside it. 0:22:09.480 --> 0:22:11.820 When you open up the book, this one is on 0:22:11.820 --> 0:22:15.570 page 14, the first like big cycle. Make a list 0:22:15.570 --> 0:22:19.050 of all of your team members and identify which phase 0:22:19.050 --> 0:22:23.640 they're in. Are they in alignment? Are they in development 0:22:23.640 --> 0:22:26.580 or are they in transition? Transition would look like, hey, 0:22:26.609 --> 0:22:30.990 they're transitioning out. Maybe they're taking another job. They are 0:22:30.990 --> 0:22:33.300 on a performance improvement plan. There's like some sort of 0:22:33.300 --> 0:22:35.609 transition to where they potentially are no longer going to 0:22:35.609 --> 0:22:39.390 be with you, or they are transitioning into a new 0:22:39.390 --> 0:22:42.659 role because they've been promoted, because there was some growth there. Now, 0:22:42.660 --> 0:22:45.300 I have this sinking suspicion that once you do this activity, 0:22:45.330 --> 0:22:48.060 you drop your employees into, hey, are they aligning? Are 0:22:48.060 --> 0:22:51.270 they developing? Are they transitioning? As you look at that list, 0:22:51.300 --> 0:22:53.909 what you're going to find is probably the majority of 0:22:53.910 --> 0:22:56.310 your team is going to be in that development phase. 0:22:56.310 --> 0:22:59.490 That's okay. There's nothing wrong with that. But we have 0:22:59.490 --> 0:23:02.040 to have a clear path for how they move to 0:23:02.070 --> 0:23:04.139 the next phase. When you look at your team members, 0:23:04.140 --> 0:23:06.330 how many of them have been stuck? One of the 0:23:06.330 --> 0:23:08.490 criteria that you should be looking at is if a 0:23:08.490 --> 0:23:11.160 team member has been in the same role for more 0:23:11.190 --> 0:23:13.229 than a year and a half to two years, there's 0:23:13.230 --> 0:23:16.020 likely a problem there. There's some caveats to this, of course. 0:23:16.020 --> 0:23:19.800 What if somebody is just good being where they're at. 0:23:19.830 --> 0:23:22.860 They're not really interested in growing. They're not really excited 0:23:22.859 --> 0:23:25.800 about that. I would tell you this if you have 0:23:25.800 --> 0:23:28.080 a team member like that and you have less than 0:23:28.080 --> 0:23:31.410 50 employees, that's going to be a struggle for you. 0:23:31.410 --> 0:23:34.950 And the reason why is you need people who are 0:23:34.950 --> 0:23:37.919 excited about growing. You need people who are going to 0:23:37.950 --> 0:23:40.860 help you grow. And if you don't have the majority 0:23:40.859 --> 0:23:43.679 of your team saying, I'm all in, I will do 0:23:43.710 --> 0:23:46.920 whatever it takes. I'm excited about this opportunity. I will 0:23:46.920 --> 0:23:50.670 develop myself. I will go above and beyond, and instead 0:23:50.670 --> 0:23:52.620 you have people who are just like, ah, I'm good 0:23:52.619 --> 0:23:56.640 where I'm at. It is going to be extremely difficult 0:23:56.640 --> 0:24:01.919 for you to grow. Extremely, extremely difficult. So if you 0:24:01.920 --> 0:24:04.500 know that your growth is the target, why are you 0:24:04.530 --> 0:24:06.840 going to put barriers in your way? That's going to 0:24:06.869 --> 0:24:10.230 cause difficulty in doing that. You need team members who 0:24:10.230 --> 0:24:13.740 have that thing inside them. And I don't know where 0:24:13.740 --> 0:24:16.170 that thing comes from. I do believe it can be developed. 0:24:16.170 --> 0:24:20.010 I don't believe people are born with that tenacity, but 0:24:20.010 --> 0:24:23.220 it needs to be present across all of your team 0:24:23.220 --> 0:24:27.240 members if you're below 50 team members. So you got 0:24:27.240 --> 0:24:30.630 your activity. You know what you're doing. You're all good. 0:24:30.630 --> 0:24:32.550 If you are not good and you're not clear on 0:24:32.550 --> 0:24:36.420 the activity, just rewind this about two minutes. Take a moment. 0:24:36.420 --> 0:24:39.000 Do this so that you can really start to to 0:24:39.030 --> 0:24:42.750 crystallize this concept of the cycle. Because the rest of 0:24:42.750 --> 0:24:46.500 the book hinges on understanding where team members are at. 0:24:46.500 --> 0:24:48.900 And then once we know where they're at, we can 0:24:48.930 --> 0:24:51.630 better assess what the challenges are, how to get them 0:24:51.630 --> 0:24:54.929 to overcome those challenges so that you have an aligned 0:24:54.930 --> 0:24:58.649 and engaged team. If you have not picked up a 0:24:58.650 --> 0:25:03.270 copy of teamwork yet, my friend, now is the time 0:25:03.270 --> 0:25:07.020 to do it. This is going to be an in-depth series. 0:25:07.020 --> 0:25:09.119 You're not going to want to miss out on the 0:25:09.119 --> 0:25:12.540 additional context that the book gives you, so that you 0:25:12.540 --> 0:25:15.300 can supplement it with the conversations that we're going to 0:25:15.300 --> 0:25:17.609 be having over the course of the next few weeks 0:25:17.609 --> 0:25:20.760 on this podcast, so you can find a copy of 0:25:20.760 --> 0:25:27.330 Teamwork at Cardone ventures.com/teamwork. It'll come to you by giving 0:25:27.330 --> 0:25:30.480 it to you for free on that link. All you 0:25:30.480 --> 0:25:32.910 have to do is pay for shipping and handling and 0:25:32.910 --> 0:25:36.300 that book will come right over to you. I'm excited 0:25:36.300 --> 0:25:39.270 to kick this off. I'm excited that you are investing 0:25:39.270 --> 0:25:43.200 in yourself, in your business, in your leadership skills, and 0:25:43.200 --> 0:25:45.540 most importantly, your team so that you can create the 0:25:45.540 --> 0:25:48.389 environment that you have always dreamed of and not just 0:25:48.390 --> 0:25:51.540 settle for people around you who might be holding you back. 0:25:51.540 --> 0:25:54.000 Because really, that's only holding yourself back to where you 0:25:54.000 --> 0:25:59.130 want to go with that. Have a spectacular day and 0:25:59.130 --> 0:26:00.480 make sure to do the activity. I can't wait to 0:26:00.480 --> 0:26:01.409 see you next week!