S1: Today, I'm going to take you behind the scenes of
S1: a call that I have with every single one of
S1: our onboarding employees. And this is one of the most
S1: important things I do. I have not turned this into
S1: a online training. I haven't put this in a process
S1: document because I believe it is so important for me
S1: to be able to communicate this with our team members,
S1: especially our new team members, what these concepts are. So
S1: the first one is called PPF Planning. You'll hear a
S1: little bit more about that in a second. And the
S1: second is called the Employee Maturity Model. And so I
S1: go through this explanation to this brand new group of
S1: team members what these things are, and you'll notice a
S1: few things that I'm doing. First, I'm making them comfortable
S1: through me, asking them what their name are for them
S1: to share their role inside the organization. And also I'm
S1: lighting the mood by asking them about what their favorite
S1: food is. And I think it's important to have life
S1: and energy inside something that can feel really rigid and corporate.
S1: So I do that very intentionally. It might seem like
S1: it's like silly, but I think that if people don't
S1: enjoy their work and if you can't be yourself in
S1: a meeting like this and you can't introduce yourself to
S1: new team members in this type of way, it really
S1: does a disservice to you in feeling authentic inside your
S1: own business. The second thing that I'm doing is sharing
S1: with them and reinforcing to them, Hey, this is a
S1: goal oriented organization. We talked about this in the interview process,
S1: but I need you to understand we are ten X
S1: around here. We expect you to be ten x around here.
S1: And I'm sharing with them stories of people who have
S1: been successful who were in the exact same place that
S1: they are right now, and that they have this opportunity
S1: to be like them, to make more money, to be
S1: able to have this fulfillment with their goals. If they
S1: go through this process that's been laid out and if
S1: they go all in on this opportunity. And so these
S1: themes kind of go throughout this call. But I know
S1: one of the things I've been asked about in this
S1: YouTube channel and in the content, the surveys and polls
S1: that I put out on Instagram is like, what are
S1: the actual behind the scenes of meetings like inside your environment?
S1: So this is my very first one. I'm interested to
S1: know what you think. Watch this call and then we'll
S1: get right back to you in just a second. Hi, guys.
S2: So hello.
S1: Welcome to Onboarding. It would be amazing if all of
S1: you guys could unmute yourself. Ideally not. At the same time.
S1: I'll just like just like popcorn. You guys know what
S1: that is? I'm Alex is the first person on the
S1: top of my screen. Alex, if you could introduce yourself.
S1: I now have introduced you. Your name's obviously Alex, but
S1: your role and favorite food and then you choose the
S1: next person.
S3: Right. Alex stems here Financial Advisor. Favorite food is actually
S3: tacos and it's Taco Tuesday, so. Great. Okay. Um. Yeah,
S3: thanks for having me on the call. Um, guess next person, Tiger.
S4: Okay, Tiger wrench. I am a senior paid media manager
S4: helping out with some of the digital marketing efforts here
S4: on the miss side. Uh, basically, any seafood, shrimp, scallops, lobster, crab.
S4: It's all good. So, um, I think Fabian. Appreciate that.
S4: Sorry if I mispronounced that.
S5: No, that's perfect. Fabian Vega. I am a M&A business
S5: integration manager and my favorite food. This is going to
S5: sound weird, but I really like eating mashed potatoes and
S5: corn mixed together with some Doritos. I could eat that
S5: every day.
S6: So with Doritos.
S5: Yep, yep. I Yeah, it's so good.
S6: Ranch or Nacho?
S5: Uh, I would say Nacho. Cool Ranch. Cool Ranch works.
S5: But Nacho is the go to.
S1: So my name is Natalie Dawson. I am responsible for
S1: operations at this awesome company called Cartoon Adventures and ten
S1: X Health. And my favorite food is Buffalo Chicken Wings
S1: with ranch. I love spicy food. It's kind of a
S1: toss up between that and chips and queso. I try
S1: not to eat any of that too often, but you know,
S1: it's a great dish for really comfort. But we're not
S1: here to talk about all of our favorite food, although
S1: it's good to get to know you guys. And my
S1: intention for you guys is onboarding is for you to
S1: feel like you have other people to connect with outside
S1: of just your direct team members or the direct clients
S1: that you work with. This organization means so much to me,
S1: and the reason for that is I really care about
S1: our culture. I really care about the team that comprises
S1: this organization. It's not just the company. I'm not committed
S1: to Cardinal Ventures, the brand, but it's the remarkable people
S1: that we really impact every single day. And yes, our
S1: mission is to impact our clients lives. But the bigger
S1: piece of that is also our team members, because I
S1: can't tell you how many times I've had team members
S1: who joined this organization who didn't exactly feel ten X
S1: when they started but wanted to become ten X or
S1: wanted to, you know, just achieve something more and do
S1: bigger things. How their lives have entirely changed through working here,
S1: how their family's lives have changed, how they've changed interactions
S1: with their friends and their goals. And so that's my
S1: intention of this particular meeting. Today I get to do
S1: two onboarding calls with our new team members. The first is, well,
S1: they don't really have a particular order, but one is
S1: the business model overview. The other is the PPF slash
S1: employee maturity model conversation. I decided to make that happen
S1: today because I'm also going to be utilizing this in
S1: order to share with our clients how to have this
S1: type of conversation with their team members. So that's why
S1: I have a microphone on in this meeting is recorded
S1: because I think it's like this is the stuff that
S1: most people don't actually get to see the behind the
S1: scenes of. And more business owners need to know how
S1: to have conversations like this. And that's all about sharing
S1: the vision and what the opportunity is for team members
S1: who want to thrive and succeed inside the organization. And
S1: it doesn't happen without us sharing what that looks like.
S1: And so with that two pieces, so I mentioned a
S1: lot of acronyms. I'm sure you're being bombarded with acronyms
S1: right now. It is. Okay. I promise there's going to
S1: be this moment. It's probably around the three month mark where,
S1: like all of it comes together. Hang in there. There
S1: is an acronym list that should be very helpful for
S1: you to not just feel like you have to remember
S1: the A's and the B's and the CS and the
S1: PPF and the M and the all of the stuff,
S1: but the PPF. So personal, professional and financial goals. You
S1: might remember through our interview process that we shared our
S1: mission statement, which is to help business owners achieve their personal,
S1: professional and financial goals for their growth, their businesses. But
S1: then we also asked you guys the question of what
S1: your professional goals were over the next five years, because
S1: what we recognize is you will never care about our
S1: clients to the extent that you don't have goals that
S1: you care about that are tied to why we would
S1: serve our clients. And so this PPF thing isn't just
S1: something that we talk about in an interview process and
S1: then just move right off of you're going to be
S1: sitting down with your manager around the two month mark
S1: of employment with Cardone Ventures and sharing with them your personal,
S1: professional and financial goals in the increments of one, three
S1: and five years. Now it would be my recommendation to
S1: you to feel as open as you want to with
S1: how much you you want to share. There's no requirement
S1: that you share your deepest, darkest goals with your manager. However,
S1: what I will say is if you want to achieve
S1: something and you're not ever clear with anybody that you
S1: want this thing, it's it really dramatically reduces the opportunity
S1: or chance that you're going to get that thing. And
S1: I like to think of it like this. Imagine if
S1: you're a manager or your your boss or your coach
S1: and somebody says, who's making $60,000 a year? I want
S1: to make $100,000 next year versus the person who says,
S1: I want to make $200,000 next year. It logic would
S1: state that you would have to coach somebody who wants
S1: to make two times more differently, and the expectations would
S1: be different of that person who said that they wanted
S1: that thing, then the person who said that they. Wanted
S1: to make $100,000. And so this is why I, like,
S1: encourage you to share what you are willing and open
S1: enough to share with your manager when you sit down
S1: and have this conversation, because that's not on the organization
S1: to figure out how to mind read and like, Oh,
S1: we're going to present this opportunity on a silver platter
S1: for you because this organization is ten X and there
S1: are people here who come to us who have never
S1: made more than $60,000 in a year, and the next
S1: year will have made 300,000. Like there are like people
S1: who really want that type of mentorship, that type of coaching,
S1: that type of opportunity because their goals are aggressive. But again,
S1: it helps the manager calibrate how to coach that person
S1: because they said, Hey, I want to make $300,000 a year.
S1: I will share a couple of stories. Ashley Edwards, who
S1: is now on the ten X health side of our business,
S1: started here as a professional development advisor. She was going
S1: to be in the strategic business unit and when I
S1: sat down and had her conversation with her and another
S1: one of our team members, she stated that her goal
S1: was to make a quarter of $1 million in the
S1: in the role that she was in or over the
S1: next two years. And I said to her, it's not
S1: likely that you are going to be able to do
S1: that next year as a professional development advisor. There's X, Y,
S1: Z comp. You could sell some things and you could
S1: get to 100,000. But for you to be able to
S1: get to a quarter of $1 million next year in
S1: the role that you're in is is probably not the
S1: right role. However, if you are interested in joining the
S1: sales team and willing to learn the skill to sell,
S1: there's no limit on what you could earn inside this organization.
S1: And she thought about it for about a week and
S1: was like, okay, great. I'm, I'm willing and interested to
S1: join the sales team. So that transition took place and
S1: the first two months of being in sales, she thinks
S1: she cried every day, if not every other day. She
S1: is like the exact opposite personality to want to sell.
S1: She's a high stabilizer, which we'll get into in another training.
S1: But her goal and the desire to make more income
S1: outweighed her preference. That's something that's really important to me.
S1: The goal, if the goal is big enough, should outweigh
S1: what the preference is or what we're uncomfortable doing. Long
S1: story short, Ashley has been the top salesperson. Every single
S1: year inside Cardone Ventures. She's made over $400,000 in annual compensation.
S1: She's been able to put away what she thought she
S1: wanted to be able to make in gross income. And
S1: now she's the director of wellness at ten X Health
S1: because she's developed these skill sets and she knows how
S1: to add value. And that's all happened in a matter
S1: of three years. And I can point you to countless
S1: people who have moved from the current role that they
S1: were in to senior version of that role and now
S1: leading people in a very short amount of time. But
S1: that was because they said, Hey, I'm interested in leadership
S1: and I'm interested in making more money. And that allows
S1: the leader to say, okay, I need to push hard
S1: in order for you to be able to achieve those things.
S1: But that really is possible for you. And so this
S1: conversation is a cornerstone of your your time at Cardone Ventures.
S1: It's like one of the most important conversations that if
S1: I were you, I would prep for in advance. The
S1: reason we do it at the two month mark is
S1: we want you guys to see what opportunities exist in
S1: the organization. Like if you just had the conversation right now,
S1: you wouldn't even know certain things that you could potentially
S1: see opportunity in. And so the two month mark really
S1: allows you to understand what your role is, to see
S1: opportunities to understand kind of how things work in the
S1: organization for you to be able to properly establish what
S1: those goals look like from like a blocking and tackling standpoint.
S1: Gaby will be providing you, director of HR will be
S1: providing you with the form. It's really simple and straightforward.
S1: It literally has a blank for like personal 135 professional
S1: 135 financial 135. And then your manager will sit down
S1: with you at that two month mark and say, I'm
S1: so excited to sit down and have this conversation. Let's
S1: align your goals with the department's goals with the organization goals.
S1: So walk me through your one year personal goals and
S1: then they'll ask a bunch of questions and then you'll
S1: move on to the three year and they'll ask a
S1: bunch of questions and that will wrap up that part
S1: of it until you have biweekly one on ones with
S1: your manager where you'll be giving them updates on things
S1: that are going well, areas that you're stalled, questions that
S1: you have in order to achieve those things. ET cetera.
S1: There's an additional piece of this which is called Smart Goals.
S1: Have you guys heard of smart goals before the framework?
S1: So that can be helpful for people. So smart, specific, measurable, attainable, relevant, timely.
S1: That can be helpful when you're trying to like flesh
S1: out what your goals might be like, How do you
S1: make it more specific? How do you make it more measurable?
S1: So she'll be sending you a document for explaining what
S1: that looks like so that you can feel really prepared
S1: coming into this conversation. With that, the Pafs the reason
S1: we talk about Pafs and the maturity model in the
S1: same conversation as they really are tied together. So the
S1: employee maturity model, think of it as career pathing. We
S1: have done a really good job here in this organization
S1: of really studying the people who have succeeded with our philosophies,
S1: who have succeeded inside, like growing themselves, people like Ashley,
S1: people like Candace, and looked at and said, okay, like what?
S1: What is the difference between a coordinator and a senior coordinator?
S1: What's the difference between a manager and a senior manager?
S1: What's the difference between a director and a senior director
S1: and an executive versus a senior executive versus A versus
S1: a partner? And so we've documented all of that information
S1: in what's called our employee maturity model. And the Strategic
S1: Business Unit has its own employee maturity model of how
S1: you advance from a finance advisor to a senior finance
S1: advisor to the Director of finance. And it also breaks
S1: down all of the competencies for what those expectations are.
S1: So I'm going to pull up our employee maturity model
S1: just so that you can get a visual on this and.
S7: You.
S1: Can you guys see my screen?
S6: Beautiful.
S1: Okay, so this is the Card Adventures Corporate Employee maturity model,
S1: where we have listed the difference between me versus we roles.
S1: I will note that this is all in base compensation,
S1: which does not include any incentive compensation and it does
S1: not include any commission. What's really amazing about this organization
S1: is when I look at like our senior managers, our
S1: senior managers across this organization actually make anywhere between four,
S1: I think it's like 44% more than their base salary
S1: through incentive comp and commission comp, because we believe heavily
S1: in tracking metrics so that people earn more money for
S1: doing the right activities, not just increasing base compensation and
S1: having it be kind of set and stagnant, which really
S1: helps people who are high performers. Like, no, what are
S1: the very specific things that are going to drive the performance?
S1: For me to want to excel and achieve being the
S1: best in my role? And so the the me versus
S1: WY idea is me roles are individual contributors, meaning they
S1: are responsible for delivering a marketing plan, they're responsible for
S1: finalizing a budget, whereas we roles have those components, but
S1: then they are also very much responsible for the development
S1: and the leadership of the team members. So they have
S1: direct reports. And in this document, I'm not going to
S1: go through every single tab, but we give a description
S1: of like our core philosophies, what the difference is in
S1: the thought process of people who are in a me
S1: role versus somebody who's in a role. So, for instance,
S1: as it relates to your goals, how these two things
S1: connect very well together. When you're in a me role,
S1: one of the things that you're really focused on is
S1: understanding your goals. You're also developing your goals, your achieving
S1: your goals, and then understanding what the organization's goals are.
S1: But as you think about, okay, what is a we
S1: role responsible for? It's not just the alignment of the
S1: goals with the organization's goals, but it's the team goals
S1: and ensuring that your team members are achieving their goals
S1: inside the organization. So your ability to have a PPF conversation,
S1: your ability to coach somebody through an obstacle that you
S1: also experienced when you were in that exact same position.
S1: We take this so seriously around here because one of
S1: the biggest difficulties inside our organization scaling is people who
S1: know how to set something like set a target, overcome
S1: the barriers and the obstacles that is associated with setting
S1: a target or a goal. Like if it's so easy
S1: to just think like, oh, goals are just something that
S1: you set once a year and it's a New Year's
S1: resolution and it's a nice goal, it's a nice target. Well,
S1: when you actually connect that to, Hey, I'm really passionate
S1: about doing this thing, and this thing in my lifetime
S1: is something that I like. I feel called to actually hit,
S1: but I haven't done it yet. When you are, I guess,
S1: self aware enough to realize like, I haven't done it
S1: yet and I'm going to overcome obstacles because that is
S1: by nature what it means to actually set and hit
S1: a goal. The ability to break through those things is
S1: what you can then help and teach other people to do.
S1: I think of our business owners who come to us.
S1: They don't come to us because we've never helped business
S1: owners grow in scale like it would. It would not
S1: be logical for a business owner to pay $40,000 to
S1: attend an event If we hadn't achieved what they are
S1: looking to achieve. They're not asking their ten year old
S1: niece how to grow their business from $5 Million to
S1: $50 Million. So why are they asking us? They're asking
S1: us because we've done those things Well. The same exact
S1: dichotomy exists inside a team and inside a coach and
S1: a team member. And so these different perspectives of me
S1: goal or me roles versus roles is really important for
S1: you to understand as you are in a me role.
S1: Because if you don't understand what we're looking for, when
S1: you're in a me role, it's going to be difficult
S1: for you to actually live into and be a really
S1: great coach when you are responsible for other people. And
S1: this compensation piece like the Me versus We roles you,
S1: we pay people more who do have these leadership qualities.
S1: The ability to duplicate yourself is one of the most
S1: difficult things that business owners struggle with. It's one of
S1: the most difficult things leaders struggle with. And so it's
S1: a very particular skill set. And a lot of people
S1: tap out because they don't know how to do this.
S1: And what we've done in the rest of these tabs
S1: that you'll notice if you're in a manager role here,
S1: these are all of the competencies that we're saying, okay,
S1: this is what a great manager looks like. A great
S1: manager is open to change, a great manager experiments and
S1: we'll try anything to find solutions versus somebody who's at
S1: a coordinator level might not be able to figure out
S1: how to experiment with something to find a solution because
S1: they're just stuck with whatever the problem is. And so
S1: we list all of these things out. And then we
S1: also have these readings that we've read at these different
S1: phases of our journeys, at different phases of people who
S1: have been successful in this environment and their journeys to help.
S1: Give you the tools and equip you with what you
S1: need to know in order to be the best at
S1: the role that you're in to prepare you for this
S1: next role, which would be the senior manager. And then
S1: there's a different set of recommended readings and there's a
S1: different set of competencies. And so I would encourage you
S1: guys to find where you're at in the employee maturity
S1: model on this document and look at, okay, where am
S1: I strong, where do I have areas of opportunity? And
S1: for those areas of opportunity, how can you work on
S1: developing those now and in the present time before the
S1: actual opportunity for you to step into that role happens?
S1: Because what I can tell you over the past. Three
S1: and a half years of starting this company, we've gone
S1: from zero employees to having over 140 employees. And we
S1: have a health business that has another 50. There's there's
S1: literally no shortage of opportunity inside this environment for people
S1: who are become great at the role that they're in,
S1: but are also like proactive and aware enough to understand
S1: how quickly this business could grow to where they're like
S1: developing those skill sets before they even have the role.
S1: So that three months goes by and it's like, Oh,
S1: this person already knows how to do this thing because
S1: they took this course or they read this book and
S1: they were self aware enough so that that person is ready.
S1: Because I would always prefer to promote from within. And
S1: we have a remarkable track record of doing that instead
S1: of going and finding outside talent. But those are really
S1: our two choices. When we're growing, right, we add a
S1: new business line, we add a new service, we partner
S1: with a new venture. Okay, well, we need somebody to
S1: go help us run that thing. We can either hire
S1: from outside or we can have our team members who
S1: already know our philosophies. We've already worked with our clients
S1: and we can put them in those roles because they're
S1: ready for them. But if you're not ready and this
S1: is where it ties to your goals, if you're not
S1: ready because your goal doesn't, you don't feel like you
S1: want to be a senior manager or you want to
S1: be a director, you want to be doing this thing,
S1: You're never going to put the energy into developing those
S1: skill sets if you don't want that thing. So your
S1: goals should be tied to where you see yourself contributing
S1: and what type of role you want to have here.
S1: And some of you are going to say, I want
S1: to be a director. Some of you are going to
S1: say I'm good in the role that I have. Hopefully
S1: that's very few of you. That would be very sad
S1: if you joined here just to stay in the same
S1: role forever. That would not be ideal, but it happens, right?
S1: Not everybody wants to ten x all the time. That's okay. Well,
S1: it's not really okay, but that's that's a different conversation.
S1: And some of you guys are like, Shit, I want
S1: to be a partner in this organization. What do I
S1: have to do in order to do that? Candice, who's
S1: our executive vice president of the largest division inside this organization,
S1: started with us ten years ago and moved from a
S1: coordinator to a senior coordinator to a manager, to a
S1: senior manager, to a director, to a senior director, to
S1: a vice president, to an executive vice president. And it
S1: took ten years to do that because the previous business
S1: that we had there was we had more time. We
S1: were it took 14 years to build that business to
S1: $30 Million in Revenue. This business hit $75 Million in
S1: revenue in three years. So we don't have as much
S1: time as we used to have, which means it takes
S1: a team that's interested in opportunity to like be great
S1: and then also want to learn these other things so
S1: that we're all prepared for this next rendition of growth,
S1: this next opportunity. So with that, I've done all the
S1: talking for the last 27 minutes. I would love to
S1: open it up to any questions. I'm going to force participation.
S1: You can have a question or comment, but we're not
S1: getting off this call until let's see, there's only there's
S1: four there's six of you. We're not getting off this
S1: call until two people either have a comment or question.
S1: I'm going to meet myself and you guys now get
S1: to talk.
S3: So Alex stems here. Finance advisor. Where would I be
S3: on this list? Here?
S6: Oh, great.
S1: Yes. So you're in the strategic business unit. So you
S1: have an SBU employee maturity model. If you want to
S1: reach out to Gaby. Different than this? Exactly. This is
S1: like the catchall for the one for the. Organization that
S1: doesn't have the specific employee maturity models.
S6: Okay, great, great, great question.
S5: So I actually have a question. So one of the
S5: things you mentioned was becoming a partner in the organization.
S5: So what does that look like? What what besides mastering
S5: some of these cognitive competencies, what is it that you
S5: and Brandon and really the other partners look for in
S5: future Partners?
S6: Yeah.
S1: Future partners have the ability to generate revenue and add
S1: new lines of business to this organization. Every partner that
S1: we have currently in this business have demonstrated their ability
S1: to go out and either make Carden Ventures more known
S1: or through the promotion of Cardinal Ventures and adding clients
S1: and or they are responsible for running and creating a
S1: revenue generating opportunity. People who are partners really understand what
S1: it's like to have the weight of, okay, how do
S1: we grow every single day? That's the that's the thought
S1: that Brian and I wake up with and Grant every
S1: single day is like, what do we have to do
S1: in order to grow Carden Ventures and to be able
S1: to put that together to add revenue demonstrates to us
S1: that they're really thinking like a partner. And then also
S1: the competencies in executive vice president. It's like the the
S1: partners in this organization, they work constantly to help and
S1: to create the betterment of our clients and our team members.
S1: So they when they're present, they're asking questions. When they're
S1: showing up, they're engaged. Many of them have actually had
S1: to move. That's a big indicator for us. Like somebody
S1: has moved in order to make this opportunity work for
S1: them because they believe in it that much and they
S1: travel and are willing to make short term sacrifices for
S1: where they see their opportunity in the future.
S5: Thank you. That was great.
S6: It's a really great question.
S1: All right. So great to meet many of you and
S1: to see others of you again. Looking forward to our
S1: next onboarding training, which is the business model overview. And
S1: until then, I like to end every call by saying
S1: Happy transformational Tuesday. Bye, guys. I don't know about you,
S1: but my biggest takeaway was mashed potatoes, corn and Doritos.
S1: I'm definitely going to try that out. But hopefully there
S1: were other, deeper, more meaningful takeaways that you could apply
S1: into your business is what we're here to do. This
S1: is our legacy. This is our mission and you fulfilling
S1: on that and you being able to to be the
S1: ten Xers who grow and truly ten X not only
S1: your business but your personal lives and the growth that
S1: you have in all areas, in all aspects of your life.
S1: That's what we're here to, to help you do. Thank
S1: you guys for having me, and I look forward to
S1: seeing you soon.