WEBVTT - How to Hold Your Team Accountable 0:00:07.350 --> 0:00:11.309 Welcome back to Building Billions. Today, I want to talk 0:00:11.310 --> 0:00:14.580 about one of the most prevalent questions I get from 0:00:14.580 --> 0:00:19.560 business owners, which is how do I hold my team accountable? 0:00:19.770 --> 0:00:23.040 And it's such a silly question because the reality is 0:00:23.040 --> 0:00:26.639 you hold them accountable by holding them accountable. Like you 0:00:26.640 --> 0:00:31.470 follow up, you stay consistent. You have some sort of 0:00:31.470 --> 0:00:35.640 disciplinary in place when things aren't going well, like the 0:00:35.640 --> 0:00:40.440 answer is actually fairly straightforward. But the challenge is that 0:00:40.440 --> 0:00:46.020 most business owners aren't willing to actually go through the process. Right? 0:00:46.020 --> 0:00:48.360 It's not that you don't know how to hold somebody accountable. 0:00:48.360 --> 0:00:51.660 It's that you're not running your business from a place 0:00:51.659 --> 0:00:55.140 of a solid foundation to where you could run the 0:00:55.140 --> 0:00:58.740 process through, have the person turn out that they can't 0:00:58.740 --> 0:01:00.510 be held accountable, that they're not willing to do what 0:01:00.600 --> 0:01:03.060 it takes, and then you have to fire them because 0:01:03.060 --> 0:01:05.910 your business isn't run in that way. So I want 0:01:05.910 --> 0:01:09.390 to unpack all of that because this idea of accountability 0:01:09.390 --> 0:01:12.780 is fairly straightforward. So we'll just handle those pieces and 0:01:12.780 --> 0:01:16.800 then get into more of the structure of what do 0:01:16.800 --> 0:01:19.140 you do to run a business so that the business 0:01:19.140 --> 0:01:24.180 is culture is a culture of accountability, which ultimately means 0:01:24.660 --> 0:01:27.480 how do you train team members as quickly as possible 0:01:27.480 --> 0:01:31.620 and create a training culture? That's a better question. So 0:01:31.620 --> 0:01:34.110 let's just dive in. When it comes to holding your 0:01:34.110 --> 0:01:38.400 team accountable and doing resets with your team, first of all, 0:01:38.400 --> 0:01:39.840 you have to make sure that you are clear about 0:01:39.840 --> 0:01:42.330 what the expectation was to begin with. Now, the more 0:01:42.330 --> 0:01:45.360 senior the person is, the less clear you have to 0:01:45.360 --> 0:01:49.470 be about the expectation. And I've seen this bite me 0:01:49.470 --> 0:01:51.360 in the ass a handful of times, but for the 0:01:51.360 --> 0:01:55.920 most part, you as a business owner, as a leader, 0:01:55.920 --> 0:02:00.720 will shift what your expectations of your team are as 0:02:00.720 --> 0:02:04.740 your business grows because you're growing and you're not doing 0:02:04.740 --> 0:02:07.320 the same things that you once were, which means that 0:02:07.320 --> 0:02:10.170 you're holding other people accountable to doing those things. And 0:02:10.169 --> 0:02:13.680 in a perfect world, when you realize, Oh, it's no 0:02:13.680 --> 0:02:17.100 longer my responsibility to solve this problem, you would sit 0:02:17.100 --> 0:02:19.440 down with your team member, you would share with them 0:02:19.440 --> 0:02:22.500 in a one on one. Hey, moving forward, when you 0:02:22.500 --> 0:02:25.890 have questions about this, instead of you coming to me 0:02:25.889 --> 0:02:30.060 for final approval, you are now the approver and I'm 0:02:30.060 --> 0:02:33.390 going to watch how you approve these things for a 0:02:33.389 --> 0:02:36.090 handful of times just to make sure there's quality assurance. 0:02:36.210 --> 0:02:40.110 But after you've given me confidence through you making this 0:02:40.110 --> 0:02:43.020 decision over a handful of times, then moving forward, this 0:02:43.020 --> 0:02:49.050 will be your decision and you will be the person 0:02:49.050 --> 0:02:52.170 in the process documentation that people know to go to 0:02:52.169 --> 0:02:55.170 in order to make this decision. This is ideal seen. 0:02:55.169 --> 0:02:57.570 This is like, man, the most organized business on the 0:02:57.570 --> 0:02:59.790 face of the planet would do it this way. However, 0:02:59.790 --> 0:03:03.300 what actually tends to happen is you have this expectation. 0:03:03.300 --> 0:03:05.910 You may or may not communicate the expectation to your 0:03:05.910 --> 0:03:09.750 team member. You get frustrated when the expectation is not met. 0:03:09.810 --> 0:03:12.810 The team member feels overwhelmed, doesn't want to push back 0:03:12.810 --> 0:03:16.770 on you because you're now frustrated at them for not 0:03:16.770 --> 0:03:21.419 reading your mind. And they either figure it out, become 0:03:21.419 --> 0:03:26.040 more engaged, lean in and chalk this up to I'm 0:03:26.040 --> 0:03:29.280 going to learn from this experience or they start to 0:03:29.280 --> 0:03:33.180 become disengaged. Start sabotaging your business and you have to 0:03:33.180 --> 0:03:37.830 terminate them or they leave. So this idea of setting 0:03:37.830 --> 0:03:40.350 expectations is like, Man, if you could get good at 0:03:40.350 --> 0:03:45.470 this as a business owner. You will have an easier 0:03:45.470 --> 0:03:48.980 ride over the course of the time that you're growing 0:03:48.980 --> 0:03:50.900 your business. I'm not saying it's going to be lined 0:03:50.900 --> 0:03:54.680 with lollipops and freaking rows, but it's going to be easier. 0:03:54.680 --> 0:04:00.980 So first things first. How do you know and decide 0:04:00.980 --> 0:04:03.890 which things you should be doing versus which things your 0:04:03.890 --> 0:04:07.880 team members should be doing at any given point in organization? 0:04:07.880 --> 0:04:10.100 I think of Cardinal Ventures today. I know what my 0:04:10.100 --> 0:04:13.490 job is. I know based on my job description, I 0:04:13.490 --> 0:04:16.310 know what my team's jobs are based on their job descriptions, 0:04:16.310 --> 0:04:19.250 and I know what areas I'm pushing team members on. 0:04:19.250 --> 0:04:23.390 And so as I'm holding people accountable to the things 0:04:23.390 --> 0:04:27.920 that they are responsible for doing, in nine out of 0:04:27.920 --> 0:04:31.640 ten instances, I've shared with them that it's my expectation 0:04:31.640 --> 0:04:34.250 that they are hitting the target, that they are completing 0:04:34.250 --> 0:04:35.779 the tasks that they are doing, the thing that they're 0:04:35.779 --> 0:04:40.490 supposed to do, which this comes from proper job description, documentation, 0:04:40.490 --> 0:04:43.760 proper clarity around what the objective of a role is, 0:04:43.760 --> 0:04:46.969 and then bonus points. But the reality is you should 0:04:46.970 --> 0:04:51.020 really start here is having metrics associated with the responsibilities 0:04:51.020 --> 0:04:54.020 for every single role. Because when you have metrics that 0:04:54.020 --> 0:04:56.659 are associated with targets, right, the metric is just the 0:04:56.660 --> 0:04:59.180 number of the thing. How many sales call somebody makes 0:04:59.180 --> 0:05:02.210 the time in which you take somebody to close the books. 0:05:02.210 --> 0:05:04.159 Like all of those things are just metrics. But the 0:05:04.160 --> 0:05:07.520 target would be, Hey, you're going to make 150 calls 0:05:07.520 --> 0:05:10.220 or you're going to close the books within eight business 0:05:10.220 --> 0:05:12.770 days of the month, right? Those would be targets. So 0:05:12.770 --> 0:05:15.560 when you are clear on the metrics and then the targets, 0:05:16.100 --> 0:05:18.680 then you can just coach people on, hey, you either 0:05:18.680 --> 0:05:21.320 hit the target or you didn't hit the target because 0:05:21.320 --> 0:05:25.250 you have tracking of your metrics. And you clearly explained 0:05:25.250 --> 0:05:27.950 that this was the expectation on the front end. So 0:05:27.950 --> 0:05:32.420 these little things that people don't do, instead of you 0:05:32.420 --> 0:05:36.770 being frustrated that they aren't doing them and holding on 0:05:36.770 --> 0:05:41.450 to that frustration for weeks on end, I would highly 0:05:41.450 --> 0:05:45.380 recommend that in the moment you coach them on the issue. 0:05:45.500 --> 0:05:47.240 Like I had a situation that happened just a few 0:05:47.240 --> 0:05:50.420 days ago where somebody came into my office. I was 0:05:50.420 --> 0:05:54.650 doing something else that was related to my job and 0:05:54.650 --> 0:05:58.070 they came in and gave me a bunch of problems 0:05:58.070 --> 0:06:00.500 and didn't have any solutions for the problems. And we're 0:06:00.500 --> 0:06:04.489 just like giving me a freaking update on all the problems. 0:06:04.610 --> 0:06:07.400 And my response back was, What do you want me 0:06:07.400 --> 0:06:09.770 to do with this information? And they said, Oh, I'm 0:06:09.770 --> 0:06:12.799 just giving you an update. And I said, I don't 0:06:12.800 --> 0:06:15.920 need an update. Give me the solution at the end 0:06:15.920 --> 0:06:17.989 of the day so that I know what I can 0:06:17.990 --> 0:06:20.330 actually do because I can't do anything with this information. 0:06:20.570 --> 0:06:23.210 And the team member just kept like pushing back, kept 0:06:23.210 --> 0:06:26.440 going through the whole rigmarole. I'm like, Listen. There are 0:06:26.440 --> 0:06:30.460 two other department heads that are involved with this process. 0:06:30.580 --> 0:06:33.250 I am not the decision maker on this. You guys 0:06:33.250 --> 0:06:35.830 are the decision makers who are going to put the 0:06:35.830 --> 0:06:38.020 proposal together and then you're going to come back to 0:06:38.020 --> 0:06:39.880 me and I'm going to approve the proposal, but I 0:06:39.880 --> 0:06:41.500 am not the person that is going to get in 0:06:41.500 --> 0:06:44.980 the weeds to solve this problem. Now, six months ago, 0:06:44.980 --> 0:06:47.380 I might have been the person to help get in 0:06:47.380 --> 0:06:51.790 the weeds with this particular set of problems because I 0:06:51.790 --> 0:06:54.520 had a different role. There was different expectations of what 0:06:54.520 --> 0:06:57.429 I was responsible for. But this was a chance for 0:06:57.430 --> 0:07:00.190 me to reset expectations with a team member. And there 0:07:00.190 --> 0:07:02.620 was also another team member in my office who was 0:07:02.620 --> 0:07:04.719 helping me do what I'm supposed to be doing that 0:07:04.720 --> 0:07:11.700 overheard this whole conversation. And. This reset, this accountability and 0:07:11.700 --> 0:07:16.230 like shift in what you're telling somebody to do. These 0:07:16.230 --> 0:07:19.800 are the moments that most people are unwilling to actually 0:07:19.800 --> 0:07:21.900 have the conversation around. I'm not going to wait to 0:07:21.900 --> 0:07:23.730 get mad at this person later. I'm not going to 0:07:23.730 --> 0:07:25.680 think less of this person. I'm just going to say, hey, 0:07:25.680 --> 0:07:27.630 wait a second, dude, this is your job is not 0:07:27.630 --> 0:07:32.580 my job. Go do your job. D y j Do 0:07:32.580 --> 0:07:37.650 your job and I'm gonna do mine. So your ability 0:07:37.650 --> 0:07:41.700 to just handle situations like this in the moment now, 0:07:41.850 --> 0:07:46.050 in a perfectly documented organization, you might create a process 0:07:46.050 --> 0:07:48.780 around this. This is not something that happens enough in 0:07:48.780 --> 0:07:51.060 our organization to where I'd need to have a process 0:07:51.060 --> 0:07:55.810 documented around it. But this reset. It's good to be 0:07:55.810 --> 0:07:59.800 a game changer because I just know that now this 0:07:59.800 --> 0:08:01.780 won't happen in the future. And if it does happen 0:08:01.780 --> 0:08:03.880 in the future, I'm just going to go back to, hey, 0:08:04.060 --> 0:08:06.790 this is not my this is not my problem. And 0:08:06.790 --> 0:08:12.040 your strength as a leader will come in moments like this, 0:08:12.040 --> 0:08:15.220 because the reality is you could likely solve the problem. 0:08:15.220 --> 0:08:17.410 I could have solved the problem. I could have spent 0:08:17.410 --> 0:08:21.700 15 minutes coming up with a solution, emailing a couple 0:08:21.700 --> 0:08:24.190 of people, letting them know this was a solution. But 0:08:24.190 --> 0:08:25.990 the more I have to do that, the less I'm 0:08:25.990 --> 0:08:28.600 training my team members to be responsible for the things 0:08:28.600 --> 0:08:31.450 that they could be responsible for. Now they not. They 0:08:31.450 --> 0:08:35.260 aren't yet. Maybe he didn't know yet that he was 0:08:35.260 --> 0:08:40.060 responsible for this. But regardless, you should never have somebody 0:08:40.059 --> 0:08:41.920 just come into your office and put a bunch of 0:08:41.920 --> 0:08:45.370 problems at your door. I like to think of this 0:08:46.000 --> 0:08:49.690 when I think about one on one as any interaction 0:08:49.690 --> 0:08:53.560 with a with a team member, as your team members 0:08:53.559 --> 0:08:57.010 have this monkey, there's like this monkeys creating all this 0:08:57.010 --> 0:09:00.580 problems for them. They're like crawling all over them. They're 0:09:00.580 --> 0:09:04.660 throwing shit places like the monkey is the problems that 0:09:04.660 --> 0:09:07.030 all team members have with the work that they're doing. 0:09:07.030 --> 0:09:11.920 And as the the boss, as the leader, you could 0:09:11.920 --> 0:09:14.439 put yourself in a position where you are the person 0:09:14.440 --> 0:09:16.719 that they go to with the monkey and they just 0:09:16.720 --> 0:09:19.479 drop the monkey off in your office and then they 0:09:19.480 --> 0:09:21.220 leave and they go home and have a nice dinner 0:09:21.220 --> 0:09:23.980 with their families. And now you're dealing with this frickin monkey. 0:09:23.980 --> 0:09:27.700 And if you do this across all ten, 12, 15 0:09:27.700 --> 0:09:30.429 of your direct reports, then you're the one who's dealing 0:09:30.429 --> 0:09:33.280 with these fricking monkeys who are throwing shit all over 0:09:33.280 --> 0:09:37.240 your office, ripping up papers and causing havoc, and you 0:09:37.240 --> 0:09:39.580 haven't actually taught your team how to handle the monkeys 0:09:39.580 --> 0:09:42.760 because they are not your monkeys. Those are your team members, monkeys. 0:09:42.760 --> 0:09:44.980 And again, even though you might be the best freaking 0:09:44.980 --> 0:09:47.350 zookeeper on the face of the planet, you need to 0:09:47.350 --> 0:09:50.030 teach your team how to be a zookeeper. You need 0:09:50.030 --> 0:09:52.630 to teach your team how to handle those things so 0:09:52.630 --> 0:09:56.770 that as your business grows, your team members responsibility, your 0:09:56.770 --> 0:09:59.380 team members thought process, your team members ability to handle 0:09:59.380 --> 0:10:05.360 things grow as well. And so. This is this is 0:10:05.360 --> 0:10:08.120 the part one of accountability. It's getting clear on who 0:10:08.120 --> 0:10:10.280 makes a decision. At what point do they make the 0:10:10.280 --> 0:10:14.210 decision and who is the approver of that decision. The 0:10:14.210 --> 0:10:17.120 more you train somebody to come to you with solutions, 0:10:17.120 --> 0:10:19.490 they give you 2 to 3, You tell them two 0:10:19.490 --> 0:10:21.829 out of the three are terrible and you tell them why. 0:10:21.830 --> 0:10:24.410 And then the one that they came up with that 0:10:24.410 --> 0:10:26.090 was great. You tell them this is the one and 0:10:26.090 --> 0:10:29.000 this is the reason why. So you're constantly using opportunities 0:10:29.000 --> 0:10:31.550 that people come to you with problems as a way 0:10:31.550 --> 0:10:34.400 to train them to be a solution oriented, but b 0:10:34.400 --> 0:10:36.470 give you transparency into your thinking so that they can 0:10:36.470 --> 0:10:39.350 start to think like that as well without actually needing 0:10:39.350 --> 0:10:43.490 you to be involved. So if this whole process happens 0:10:43.490 --> 0:10:46.070 and you're giving visibility into how you think and you're 0:10:46.070 --> 0:10:50.870 training your team members and they still aren't. Being accountable 0:10:50.870 --> 0:10:54.080 to whatever the thing is you're implementing. You have to 0:10:54.080 --> 0:10:58.550 move into performance improvement like you have to go to, Hey, 0:10:58.550 --> 0:11:00.740 I told you this was the expectation. You're now coming 0:11:00.740 --> 0:11:02.720 to me a second time. This is the second time 0:11:02.720 --> 0:11:04.939 we've had this conversation. If we have to have this 0:11:04.940 --> 0:11:06.980 conversation a third time, we're gonna have to have a reset. 0:11:06.980 --> 0:11:10.610 Because I can't have this conversation three times. I can't 0:11:10.610 --> 0:11:12.589 have it 50 times. I can't have it a hundred times. 0:11:12.590 --> 0:11:15.140 I need you to learn and to execute on what 0:11:15.140 --> 0:11:17.000 we're talking about. And if you can't do that, you're 0:11:17.000 --> 0:11:19.280 not the right person for the role. Most of you 0:11:19.280 --> 0:11:23.510 will not do that because you can't actually follow through 0:11:23.510 --> 0:11:26.709 on that. Because you don't know how to train a 0:11:26.710 --> 0:11:28.840 new person. You don't know how to find new team 0:11:28.840 --> 0:11:32.020 members in order to help you get them in their business. 0:11:32.020 --> 0:11:34.900 But that is the correct response when somebody is showing 0:11:34.900 --> 0:11:37.420 that they are not accountable to the things that you 0:11:37.420 --> 0:11:40.030 are actually following up on and wanting them to be 0:11:40.030 --> 0:11:44.559 accountable to. So we just go straight into performance improvement. 0:11:44.559 --> 0:11:49.150 And when that person does correct their performance, if they 0:11:49.150 --> 0:11:52.450 do correct it, you acknowledge that because you want them 0:11:52.450 --> 0:11:54.939 to do the right thing. The idea behind performance improvement 0:11:54.940 --> 0:11:57.820 is not that you just fire somebody. Like that's that's 0:11:57.820 --> 0:12:01.630 not performance improvement. That is I'm so pissed off because 0:12:01.630 --> 0:12:03.699 this person has made this mistake so many times that 0:12:03.700 --> 0:12:05.740 I'm just going to get rid of them and slap 0:12:05.740 --> 0:12:09.400 on a performance improvement plan for the documentation sake, but 0:12:09.400 --> 0:12:11.890 not really because I'm trying to help them improve their performance. 0:12:11.890 --> 0:12:16.099 That's just total BS. Don't do that. The first time 0:12:16.100 --> 0:12:18.979 it happens, address it. The second time it happens, address 0:12:18.980 --> 0:12:22.160 it the third time. You're going through the correct process 0:12:22.160 --> 0:12:25.580 and documenting it because you want them to improve. But 0:12:25.580 --> 0:12:27.500 if they're not going to improve, as soon as you 0:12:27.500 --> 0:12:30.170 go into that phase, you have to post that position 0:12:30.170 --> 0:12:32.209 and you should be transparent with the person that you're 0:12:32.210 --> 0:12:35.990 posting that position. Hey, I know that we've now had 0:12:35.990 --> 0:12:38.720 two conversations about this. This is now a reset and 0:12:38.720 --> 0:12:42.650 we're moving into a verbal warning. So because of that, 0:12:42.650 --> 0:12:45.469 because there's been three instances where I've had to follow 0:12:45.470 --> 0:12:48.110 up and you've now put into question that you're the 0:12:48.110 --> 0:12:50.390 right person for this role. I need to start looking 0:12:50.390 --> 0:12:52.280 in order to protect our organization so that we can 0:12:52.280 --> 0:12:56.060 service our clients to the highest level possible. It's not emotional. 0:12:56.059 --> 0:12:59.090 It's a business decision, But you make it emotional when 0:12:59.090 --> 0:13:01.280 you don't follow up and you create all the emotion 0:13:01.280 --> 0:13:04.340 around how long it's been, how many times they've done this, 0:13:04.340 --> 0:13:06.830 because you're not doing it on the first on the 0:13:06.830 --> 0:13:10.490 first offense, you're doing it too late in the process. 0:13:10.700 --> 0:13:14.930 And so I'm a huge proponent of not just like 0:13:15.020 --> 0:13:17.780 hitting people with a stick, but also like, hey, here's 0:13:17.780 --> 0:13:20.300 a carrot for this particular behavior. I'm going to reward 0:13:20.300 --> 0:13:23.120 you for doing the right things. I'm you should absolutely 0:13:23.120 --> 0:13:25.430 be acknowledging your team when they do the right things 0:13:25.429 --> 0:13:27.590 and they make the changes that you want them to make. 0:13:27.980 --> 0:13:31.969 But most business owners that I work with don't have 0:13:31.970 --> 0:13:37.040 the acknowledgement problem. They're bigger. Problem is they're just letting 0:13:37.040 --> 0:13:39.590 people run amok. And so they have a culture of 0:13:39.590 --> 0:13:42.829 a lack of accountability. So they don't know at what 0:13:42.830 --> 0:13:45.050 point is going to be the turning point where I 0:13:45.050 --> 0:13:48.410 no longer accept this. Because if you're no longer accepting 0:13:48.410 --> 0:13:51.860 the lack of accountability that's in your culture, it's likely 0:13:51.860 --> 0:13:54.890 not one person, it's likely a bunch of people, maybe 0:13:54.890 --> 0:13:57.920 even the whole team. And so then you're sitting here thinking, Man, 0:13:57.920 --> 0:14:00.200 how do I maintain my revenue? How do I maintain 0:14:00.200 --> 0:14:03.290 my current profitability, much less frickin grow if I know 0:14:03.290 --> 0:14:04.910 that I'm about to blow my whole team out because 0:14:04.910 --> 0:14:10.490 none of them are accountable? Well, first step is acknowledging 0:14:10.490 --> 0:14:13.940 the situation that you're in. Second step You have to 0:14:13.940 --> 0:14:17.900 become a coaching and training organization. As soon as you 0:14:17.900 --> 0:14:21.350 make the decision to become a training and coaching organization, 0:14:21.350 --> 0:14:26.690 you start pivoting these team members into documenting what they 0:14:26.690 --> 0:14:29.870 are currently doing, the value that they're currently adding into 0:14:29.870 --> 0:14:34.700 their role, their current process, their current system, their current interactions, 0:14:34.700 --> 0:14:37.160 so that at least you have a base, you have 0:14:37.160 --> 0:14:42.860 a foundation for how you're going to potentially promote them, 0:14:43.400 --> 0:14:46.550 that's an option. And that's probably the vein that I 0:14:46.550 --> 0:14:50.150 would pitch this in to a new team. Hey guys, 0:14:50.210 --> 0:14:52.400 you can't achieve your goals and you can't grow in 0:14:52.400 --> 0:14:55.729 this organization unless we're clear on what's currently going on. 0:14:55.730 --> 0:14:59.540 So for the next quarter, a new initiative that we're 0:14:59.540 --> 0:15:05.630 rolling out is called Process Documentation. Ooh, So fun, so exciting. 0:15:05.750 --> 0:15:08.120 And the lazy way to do this is have people 0:15:08.120 --> 0:15:11.540 record loom videos of what they're doing in their processes 0:15:11.540 --> 0:15:16.400 and then convert them to like actual standard operating procedures. Ideally, 0:15:16.400 --> 0:15:18.920 you have a loom video and a standard operating procedure, 0:15:18.920 --> 0:15:21.200 but you go roll by, roll and say, okay, great, 0:15:21.200 --> 0:15:23.030 where are you spending the majority of your time? These 0:15:23.030 --> 0:15:25.400 are the areas. Okay, now I use this list of 0:15:25.400 --> 0:15:27.860 where they're spending their time as a list of processes 0:15:27.860 --> 0:15:29.480 that need to be created. And then over the course 0:15:29.480 --> 0:15:31.970 of the next three months, every single role has processes 0:15:31.970 --> 0:15:36.860 documented for how they contribute. And if they don't create 0:15:36.860 --> 0:15:40.640 the processes, then you already know that they're going to 0:15:40.640 --> 0:15:44.210 be somebody who's going to try to hold things against 0:15:44.210 --> 0:15:46.760 you inside your organization, which means that you need to 0:15:46.760 --> 0:15:50.060 double down on them recording what they're doing and documenting 0:15:50.060 --> 0:15:51.950 processes because you're going to need to train the new 0:15:51.950 --> 0:15:54.050 person on how to do it. It's also going to 0:15:54.050 --> 0:15:57.770 give you visibility into where people are wasting time, where 0:15:57.770 --> 0:16:02.780 they're duplicating activities, where there's just efficiencies that can be created. 0:16:02.780 --> 0:16:05.870 So this process becomes very simple. Once you make the decision, 0:16:05.870 --> 0:16:09.890 we're going to become a coaching and development and training 0:16:09.890 --> 0:16:13.250 organization and you don't have to fire everybody immediately. That's 0:16:13.250 --> 0:16:15.260 the good news. Most people want to have this conversation 0:16:15.260 --> 0:16:17.390 with them. They freak out because they're like, I can't 0:16:17.390 --> 0:16:19.880 hold my team accountable because I have to fire everybody. 0:16:19.880 --> 0:16:21.950 You don't have to fire everybody, but you have to 0:16:21.950 --> 0:16:25.100 put a time frame in place. Give yourself 90 days, 0:16:25.100 --> 0:16:29.630 90 days. Every role gets documented to the best of 0:16:29.630 --> 0:16:32.510 your ability, which will then allow you to sleep at 0:16:32.510 --> 0:16:37.010 night knowing that Joe and Sarah don't have all the 0:16:37.010 --> 0:16:41.930 keys of information. And like the dead bodies, you know, 0:16:41.990 --> 0:16:44.690 all the analogies that I'm mixing into. One, the keys 0:16:44.690 --> 0:16:47.360 to the kingdom and all the dead bodies aren't stuck 0:16:47.360 --> 0:16:51.320 in their heads if they decided to leave anyway. So 0:16:51.320 --> 0:16:54.770 once you've taken that step, then the new person who 0:16:54.770 --> 0:16:56.570 comes in, if you have to get rid of the 0:16:56.570 --> 0:17:01.250 old person, has a framework for how they would be trained. 0:17:01.250 --> 0:17:05.060 And then you introduce that person to this new culture 0:17:05.060 --> 0:17:07.369 of accountability where you follow up on the things that 0:17:07.369 --> 0:17:09.740 you ask of them. If they are doing their onboarding 0:17:09.740 --> 0:17:12.290 training and you're saying, Hey, give me three recommendations on 0:17:12.290 --> 0:17:14.810 how we could make this process better, then you're reading. 0:17:14.900 --> 0:17:17.330 What were their three recommendations? And you're teaching them, Oh, man, 0:17:17.330 --> 0:17:19.700 these two recommendations totally suck. We would never do this. 0:17:19.700 --> 0:17:22.370 This is why. But this recommendation is a really good one. 0:17:22.369 --> 0:17:26.120 Let's update the process tracker. So you're bringing it back 0:17:26.119 --> 0:17:31.280 to how are we updating the current work, assuming that 0:17:31.280 --> 0:17:32.930 the way that it's being done right now is not 0:17:32.930 --> 0:17:35.510 optimized because there's no way it could be optimized if 0:17:35.510 --> 0:17:38.510 you already have a culture of lack of accountability? And 0:17:38.510 --> 0:17:41.120 what I mean by that is of all the processes 0:17:41.119 --> 0:17:43.909 that you're going to have your team members create, we're 0:17:43.910 --> 0:17:46.699 starting this from a place of, hey, our our culture 0:17:46.700 --> 0:17:50.150 is not accountable. So just knowing that they're not accountable, 0:17:50.150 --> 0:17:52.490 I know that there is waste in that organization. I 0:17:52.490 --> 0:17:55.010 know that there is fluff time being spent. I know 0:17:55.010 --> 0:17:59.090 that there's like just areas of opportunity. There's no way 0:17:59.090 --> 0:18:02.179 that you have high performers in your organization who are 0:18:02.180 --> 0:18:06.290 the best of the best, who also aren't accountable. High 0:18:06.290 --> 0:18:11.780 performers do not exist in environments that aren't accountable. And 0:18:11.780 --> 0:18:13.520 so I just know by the fact that you're asking 0:18:13.520 --> 0:18:16.250 this question and interested in this podcast that you don't 0:18:16.250 --> 0:18:18.680 have the best of the best. You are now trying 0:18:18.680 --> 0:18:21.169 to hire the best of the best. Remember, we've documented 0:18:21.170 --> 0:18:23.780 what the first person was doing. You've now brought in 0:18:23.780 --> 0:18:26.810 somebody new. They're looking at what the first person was doing. 0:18:26.810 --> 0:18:32.690 That is probably at 70%, maybe 80%, if you're lucky, 0:18:32.690 --> 0:18:36.260 of what that role could look like. Optimized. So your 0:18:36.260 --> 0:18:39.590 training in with this new high performer that you've brought in, hey, 0:18:39.590 --> 0:18:41.419 we're going to look at these processes, We're going to 0:18:41.420 --> 0:18:43.310 ensure that they're optimized. You're going to first learn how 0:18:43.310 --> 0:18:45.859 it's done, but then you're going to give recommendations and 0:18:45.859 --> 0:18:49.610 we're going to test into those those recommendations if they're 0:18:49.609 --> 0:18:53.449 good and see if the metric improves and if the 0:18:53.450 --> 0:18:58.280 metric improves and you're able to hit targets, therefore we're 0:18:58.280 --> 0:19:00.770 going to increase the target. You have opportunity to be 0:19:00.770 --> 0:19:05.060 leadership here. ET cetera. ET cetera. So this is really 0:19:05.060 --> 0:19:08.570 how you create accountability in your culture. The accountability is 0:19:08.570 --> 0:19:13.230 is not. The the culture and the lack of accountability 0:19:13.230 --> 0:19:17.910 in it is the overarching problem. But the solution is 0:19:17.910 --> 0:19:22.290 becoming a training and development organization because your organization, in 0:19:22.290 --> 0:19:25.230 order for it to grow, has to constantly be updating 0:19:25.230 --> 0:19:30.090 its existing base, its existing process documentation so that you're 0:19:30.090 --> 0:19:33.540 not held captive by team members who are unwilling to 0:19:33.540 --> 0:19:37.140 be accountable so that when they do something the first time, 0:19:37.140 --> 0:19:40.109 that isn't the right thing, you're able to say, Hey, 0:19:40.109 --> 0:19:41.880 this isn't the right thing. If you're going to do 0:19:41.880 --> 0:19:43.890 this again, we're going to have to go through this process. 0:19:43.890 --> 0:19:47.640 That in and of itself should fix the accountability, and 0:19:47.640 --> 0:19:50.400 it's actually fixing for you as the business owner, your 0:19:50.400 --> 0:19:53.790 ability to hold people accountable. Because at the end of 0:19:53.790 --> 0:19:57.689 the day, it's all about you. It's about your unwillingness 0:19:57.690 --> 0:20:00.690 to hold somebody accountable. It's not actually holding somebody accountable. 0:20:00.690 --> 0:20:03.510 That's difficult. It's your unwillingness to because you know what 0:20:03.510 --> 0:20:05.939 the fallout is. So you actually have to build a 0:20:05.940 --> 0:20:09.090 business around what the fallout could look like. And the 0:20:09.090 --> 0:20:14.520 fallout is coaching, development, training and ensuring that your organization 0:20:14.520 --> 0:20:17.070 is really set up to where it can scale. And 0:20:17.070 --> 0:20:20.760 it's not command dependent on any person. No business can 0:20:20.760 --> 0:20:27.420 be command dependent and actually achieve scale or else it's dependent, right? 0:20:27.690 --> 0:20:30.900 You can't scale and have every single role be in 0:20:30.900 --> 0:20:35.280 everybody's heads. You can't you can't sell a business like that. 0:20:35.280 --> 0:20:39.060 You can't open multiple locations like that because other people 0:20:39.060 --> 0:20:41.760 would need to be trained. And if a high performer 0:20:41.760 --> 0:20:44.909 is in an existing role, no high performer wants to 0:20:44.910 --> 0:20:46.800 stay in the same role forever. So at some point 0:20:46.800 --> 0:20:50.250 it's in their best interest to document these things so 0:20:50.250 --> 0:20:52.379 they can train somebody else so that they can elevate 0:20:52.380 --> 0:20:56.730 into this next role. So, ladies and gentlemen, that is 0:20:56.730 --> 0:21:03.810 how you fix your accountability issue. If you enjoyed this podcast, 0:21:03.810 --> 0:21:09.990 don't forget to subscribe. I love seeing your stories about 0:21:09.990 --> 0:21:14.730 the podcast and your key takeaways. I repost many of them, 0:21:14.730 --> 0:21:18.600 so if this one helped you help a fellow business owner, 0:21:18.600 --> 0:21:22.679 help a fellow leader, share this content and I'll see 0:21:22.680 --> 0:21:23.250 you next time.