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Welcome to The Scalability Code, the podcast that helps you get out of the sh*t show and start growing your business.
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A few times each month, you'll hear stories and commentary from visionary entrepreneurs, EOS implementers, and fractional COOs about how they've taken businesses to Level 10.
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And now for your host, Matt Haney.
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Okay, so guys, this is a friend of mine, newer friend of mine, known Ben Berman for the last two years or less.
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Um, he and I have been in workshops together.
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We've been in, uh, sessions together, and I can tell you there's no other person I'd rather be in a workshop with.
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Am am I in a room with someone where I feel like I.
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The, the magic is there, right?
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He and I just for whatever reason, are able to click.
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and there's something incredibly special about being in a room with them to bring perspective and nuance personality, to the, to the meeting.
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So I am very grateful to have been in sessions with you and, and consider you a mentor and a friend.
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A colleague.
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So, thank you for, for the help you've given me over the last couple years and I look forward to getting to know you
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Amen.
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Amen.
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I so appreciate that.
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Now let me bestow amazing praise on you.
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So let me tell you about Matt.
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There are many people who tout themselves as integrators out there who don't have the real grit and understanding systems knowledge and deep strategic thinking that Matt brings to the table.
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He is the rare combination.
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Of being able to do it really, really well himself, but not doing it himself, helping others, explaining himself clearly, elevating others, and the directness that you need in an integrator, the doggedness that you need in integrator, but also the care around messaging, the humility and the respect that he brings so that when he brings a tough message to the table that your team needs to hear, they're gonna thank him for doing it as opposed to putting up their dukes.
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it.
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um, how gimme like your e os background, how long you've been here, how.
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Yeah.
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So, um, I've been in the world of EOS in one way or another for over 15 years.
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About half of that was being mentored by some of the greatest implementers, Jonathan Smith, Mark O'Donnell, some legendary names.
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Um, and then after about seven, eight years, one time I was implementing it in a company, rocket Ship Growth.
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Literally dozens of people by the week because it was commission only sales.
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So the more people we can get on board, trained up rock and and rolling, the better.
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Um, that was in Rocketship that helped us get our arms around the craziness.
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And then, uh, I got brought in to run a company, a company had been around for 19 years.
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On my third day of work, one of my sales guys who at the time was more than twice my age.
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Uh, tried to punch out another sales guy.
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Now I grew up boxing, so that wasn't, the violence wasn't the issue, but
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culture
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was the culture.
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That's right.
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The culture was a bit, uh, suboptimal and I'm proud to say over the course of the next few years, um.
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We turned it around, we broke revenue records, profit records, and it continues on that well beyond me.
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It's not about me.
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Um, and then in the process, I, uh, gained in a brother who's adopted kid grew up in the hood, is rough.
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An upbringing as you can imagine, was homeless for a while, gangs the whole nine.
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Um, and he went from a warehouse clerk to being the integrator in that company.
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amazing.
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uh, is running a company of his own and is the adopted middle brother in, in my family.
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That's
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So
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And
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long term.
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you've done?
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Um,
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Oh, like some here, somewhere between 750, 800 sessions, something like that.
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Yeah.
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me, um, if you can, and think about this, tell me, um, give, give me the top recurring theme you see.
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Session session.
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It's not one theme, but it's a a few, so I would say if you think about EOS as a system.
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And it's a really great diagnostic system in that it, it's like going to the doctor, your general practitioner, it's gonna get you healthy on the basic level, and it's gonna diagnose any areas that need deeper focus.
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Right?
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And almost always, there's a people issue behind the problem.
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There's often a process issue.
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Um, and then like it tends to bounce backwards between those two, uh, on, on most cases.
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That being said, to go deeper on each.
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Visionary integrator alignment becomes sort of the thing that unlocks.
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You get that now you've got the first unlock, then you get your processes dot locked in and, and then now you can start to automate them and, and layer on top and you've got your data and your systems layer on top.
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It's like people begin to start to see the matrix and the theme is those who, who are.
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Uh, otherwise coachable tend to outperform.
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I've got clients who would admit they're not, you know, the smartest people on the planet.
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Let me rephrase that.
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All my clients are brilliant, but they would call themselves not the smartest people, um, but they're just really good at running the play.
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And those people outperform, you know, Harvard Business, Wharton, all that, that, that are like trying to make it complicated for no reason.
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It doesn't need to be complex.
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It's about execution.
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You hit
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Do the,
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that triggered me.
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Uh, that's a great
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yeah.
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And, and I don't say it enough because.
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don't, but you said coachable.
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Um, and that's something that is, um, I've seen in my practice and I know you've seen it.
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Um, I try to be coachable and I think I have to go outta my way'cause we all do Right.
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To be and, and vulnerable and ex and, and out there.
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Yeah.
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how you, you've dealt with just some uncoachable people that.
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You're willing, you're willing to invest in them, and they, they sort of came across the line and, and all that transformational opportunity where turns out Ben Berman's not an idiot.
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Well, I would never lie on camera.
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So Ben, I can't say that Ben Berman's not an idiot.
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I'm certainly idiot in a lot of ways.
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Um, so I've had the great privilege of seeing you.
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Uh, unlock people and I'll share kind of a common theme between the two.
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So, so whether it came from me or came from you, the consistent theme has been leading with vulnerability.
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That's one.
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And sort of like, Hey, look, I'm gonna level with you and say I might get this message wrong, but I'm gonna do my absolute best.
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Soon as you lower your level, other people are willing to step up in my experience.
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So good.
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And number two.
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Number two, I've seen you do like a lot of time.
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It's not the thing, it's never really about the thing.
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It's usually about the thing behind the thing.
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So, um.
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You know, it's not about the stapler or whatever.
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It, it, it's, it's about the years of abuse that Milton suffered in office space.
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Right.
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So, so what ultimately lets people, or causes people to set things on fire and become uncoachable is the experience they've had at the company, the experience they've had in their lives where they've been hurt before.
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I mean, this is not profound stuff necessarily, even though I see you've got the DSM behind you, like it's all that,
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you're the
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right?
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that's ever noticed it.
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You're the first person.
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And I've had it there for, uh, I've had it there been, my wife's a social worker, so I've had it there for, for 15 years.
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I.
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But I think it's appropriate, right?
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Like we, they, we notice things for a reason, and I think that I.
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Recognizing that there's a human being who, whether it, if that's a dictionary behind you, whether it's intelligence, right, like IQ or eq, there's always something that could be unlocked that's getting in the way.
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Uh, and usually it's the, it's the emotional piece behind the, the intelligence piece.
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well said, so well said.
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Um, I give an example of something that came up today to sort of, uh, our, this week I'm interviewing a new client.
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They asked me for referral, come in and I, I meet them and,
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Yeah.
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Yeah.
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we have a great lunch.
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Someone locally, a great lunch, and the guy's, I'm asking about his L 10.
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He's been on us for a year, been through a professional implementation with another.
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He said to me, uh, you know, I don't, I don't attend the all 10 in person.
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My team does, and I do it virtually.
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I said, oh, that's
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Hmm.
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you travel a lot, you must be on the road.
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He goes, no, no, I, my house is five minutes from the office.
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And I
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Hmm.
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oh, that's interesting.
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Tell me more.
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tell me more.
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Well.
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It's eight o'clock on Thursdays and I just, I, I'm not myself at best at 8:00 AM on Thursdays, and, and I don't, and I said, well, wait, is it 8:00 AM on Thursday?
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Well, it's always been 8:00 AM on Thursday.
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I said, well wait a.
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We, we gotta, we, I, I'm not even working with you and I can tell you like, that sends a signal to your team that either you're better than or, or you're not interested or something.
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He goes, well, I just, and I'm like, you know, the emotional, and, and he just, he wasn't trying to be a jerk, I don't think.
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I think he just thought he was best if his team was sitting in a conference room and he was on the screen and it was
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Yeah.
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I don't know what that says about culture.
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You know, it's, it's funny you should say that.
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That makes me think of two things.
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First, I was thinking from a positive note, like, you know, I'm gonna let my team run more of the meeting.
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I'm gonna purposely physically step back so they can't look to me for the answers.
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I was like, oh, that's the good.
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That's not what that is.
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Um, okay.
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Another topic that it's fresh and hot on my mind that I wanted, I, I spend a lot of time hiring people and I love it.
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It's one of my favorite
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Mm.
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do.
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Hiring people is a passion and I enjoy it.
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and I love the opportunity to, impact people's lives positively, specifically if we're not, refilling a seat.
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We have a hole on the, on the accountability chart that hasn't been filled by anyone yet.
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It's great.
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We don't have
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Hmm.
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pre-existing conditions.
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We've got an opening.
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This is great.
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No pre-existing conditions.
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We get to onboard this person the right way.
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We get to set the roles and responsibilities we get to establish
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Hmm.
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means.
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It's like this really shining moment for me as an integrator to, to get in and bring somebody in.
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Um, I'd love to get just your thoughts on, on ways that you've seen people welcomed into culture or you've had a leader or you, yourself have welcomed someone in that, you know, that never get a second chance to make a first impression.
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Like, tell me.
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there's anything that pops into your mind about, you know, onboarding a new client or onboarding a new employee or some person that shows up from one session to the next session and you're like, wow, I got a new body.
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Gimme, gimme something there.
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Yeah.
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Um, so one of my great passions in life is the power of magic moments for customers, for employees, for friends.
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Like I just love it.
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I love doing those things where people are like, oh my God, that's freaking amazing.
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When it comes to new employee, I think I've seen not, I think I've seen a whole bunch of great stuff.
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The first is something as simple.
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As like walking over as the owner of the company, shaking their hand, welcoming, saying You have a place here.
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I appreciate you coming in.
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I cannot wait to serve you.
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Just set the tone from the first moment they walk in and before they walk in on the onboarding.
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What are their favorite snacks?
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What do they like?
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What like, have all that stuff have theme music on their first day.
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I mean, you can go whatever's culturally appropriate, but just to do the little things that are inefficient that show that you are taking the time to care purposely and efficient.
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Elevating the moment goes a long way.
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You're right.
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And it, you know, you said it inefficient, but, but inefficient means intentional.
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And you went outta your way to make sure that you knew they were part of the, the, the solution and part of the culture.
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You are listening to the Scalability Code.
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I'm your host, Matt Haney, founder of Sinclair Ventures, and we help visionary entrepreneurs like you get out of the shit show and focus on growing your business.
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We offer fractional COO and leadership coaching services that free up that brain of yours to focus on what's next.
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Learn more about us at SinclairVentures.
00:12:07.807 --> 00:12:08.157
com.
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Now back to it.
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Um, onboarding.
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Tell me,
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Yeah.
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I've, I've onboarded a hundred people.
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I'm sure you have too.
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Some of them not
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Mm-hmm.
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some of them Well, um, tell me any, any tips there, any thoughts, any, anything that's come up around, you know, it's like, oh, we're gonna build this 30, 60, 90 day plan, we're gonna, it's like, you know, but the reality is you and I work with a lot of small to mid-sized businesses that are sub hundred 50 million in revenue, sub 50 employees, and there's not always a baked out onboarding plan.
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Wisdom there.
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Any thoughts around what you've.
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Yeah, so, so, uh, couple things.
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First conceptual, then practical.
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Conceptually, it's very important that businesses understand that when it comes to their employees in this day and age, where people are literally not showing up for the first day of work or are taking another offer, or just quiet, quitting and all this nonsense that they must be.
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Perpetually marketing to their own team and selling to their own team.
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It's called employer branding.
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employer.
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doesn't only happen externally.
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Employer branding.
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Yeah.
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So I have a, um, I the best marketer, one of the best marketers I've ever met.
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Um, and if anyone wants to know who that is, you can hit me up after the show.
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But the idea is, um.
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Uh, guy named Brandon Lin and he, he did, he, he's massively successful at external marketing and internal marketing and I would argue like he actually did research that showed, it was fascinating for his masters back in the day that people take the 30, 60, 90 plan.
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And that's typical.
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But the time that a, an employee is gonna lose faith in a company is from 90 to 180 days if you don't nail that second quarter.
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'cause everyone's sexy on their honeymoon period.
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If you don't start to settle into the doldrums of regular business and continue to support and uplift that person, you've lost'em forever.
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So I think there's a sales job on culture.
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There's a sales job on vision, and when it comes to onboarding, it's a, it's, it's a start and never stop mentality as opposed to it's a journey, not an event.
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Right, right.
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I don't wanna switch gears, but sort of, uh, sort of, but similar on I, an issue I'm dealing with that I'd love your feedback with or feedback on is, um, companies changing the accountability chart and, you know.
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I sort of, I, I try to say, let's, let's keep it, you know, in 90 day increments.
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It's like, no, no, we need to hire this seat.
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Now we've, we've already built out the vision.
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We've worked with
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Mm-hmm.
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we have the seats we need, but you know.
00:14:45.251 --> 00:15:00.942
It's like visionaries and me sometimes even as more of a visionary than not, like, struggle with like, what the best, you know, how, how do we stand firm on our plan to hire against the accountability chart that we have because all these seats are priority in some capacity or they wouldn't have made it to the board.
00:15:01.361 --> 00:15:08.741
But, um, any wisdom there or direction on, on maintaining that consistency within the accountability chart.,
00:15:08.751 --> 00:15:12.261
So Eisenhower Matrix, many people are familiar with urgent and important.
00:15:12.772 --> 00:15:17.871
I would, I would add one more, which is significant and it's sort of an evolution of that.
00:15:18.172 --> 00:15:24.111
I think the most urgent hire is the one that is gonna be most significant in that unlocks all the others.
00:15:24.471 --> 00:15:29.692
If you make this higher today relative to the rest, what is gonna free up the most executive time?
00:15:30.216 --> 00:15:34.206
Free up the most cash flow, generate the most return in the business.
00:15:34.206 --> 00:15:36.937
And you really are investing like a portfolio manager.
00:15:37.206 --> 00:15:39.726
You've only got certain amounts of bets to place.
00:15:40.206 --> 00:15:50.716
You're not gonna necessarily put it all in one place, but you wanna prioritize, so you know, an integrator, for instance, over, over an hr, manager, for instance, right?
00:15:50.721 --> 00:15:52.606
Because the leverage there is so much higher.
00:15:52.741 --> 00:15:53.162
Right.
00:15:53.611 --> 00:15:54.182
Interesting.
00:15:54.182 --> 00:16:01.501
The Eisenhower matrix, I have, I heard I need to put it on my, my shorter list of things to continue to reference back and use that tool.
00:16:01.501 --> 00:16:05.371
It's a great, a great tool I've used several times, let's see.
00:16:06.466 --> 00:16:18.496
in that same vein, uh, unfortunately about a big part of my job as an integrator is we do have to, uh, help people understand and, and help the company understand that we may not have right people in the right seat.
00:16:18.917 --> 00:16:26.236
Um, it's an unfortunate part of what we do sometimes, but, uh, the good, the, you know, and also a good.
00:16:32.912 --> 00:16:38.042
Some of my biggest successes have been moving people out of a seat that they were in previously and
00:16:38.162 --> 00:16:38.581
Mm-hmm.
00:16:38.581 --> 00:16:44.851
part of the culture of the company and, and, and continuing to remain and allow them to know the significance they have in the business.
00:16:45.241 --> 00:16:49.471
Um, coach a lot of visionaries, you coach a lot of companies.
00:16:50.131 --> 00:16:56.672
Tell me about, um, know, how you get to the point where you realize someone's not the best person for that seat.
00:16:58.006 --> 00:16:59.116
Because they're a good human, right.
00:16:59.116 --> 00:17:04.007
They're a good person at the company, but they're just not as effective as they could be in another seat.
00:17:05.267 --> 00:17:16.636
Yeah, I, I, it's a gut check and it's like, if I gave this person all the time in the world, would they be able to be absolutely stellar in this seat?
00:17:18.076 --> 00:17:23.656
And, and if the answer is not, it's yes, but, or if it's part of it or whatever,
00:17:24.511 --> 00:17:24.801
yeah.
00:17:26.507 --> 00:17:28.007
then we need to find a different seat for them.
00:17:28.426 --> 00:17:29.297
Right, right, right.
00:17:29.567 --> 00:17:30.257
Well said.
00:17:30.886 --> 00:17:31.636
Well said.
00:17:31.666 --> 00:17:35.717
Um, what else can I pick your brain on these nuggets of wisdom?
00:17:36.156 --> 00:17:38.436
red metrics on the scorecard.
00:17:39.741 --> 00:17:40.612
Tolerating red
00:17:40.676 --> 00:17:40.876
it.
00:17:41.422 --> 00:17:51.051
and, and I have a company, a client right now that I'm, you know, they've got a, a myriad of scorecards and, and the metrics that are read have been consistently read, not drastic.
00:17:51.051 --> 00:17:58.102
And I'm trying to either convince them to, focusing on the wrong metrics or we're not committed to correcting the ones.
00:17:58.461 --> 00:18:02.511
And if it's been read this long and we're so successful, is it really a metric that's read
00:18:03.727 --> 00:18:04.086
Bing.
00:18:04.326 --> 00:18:06.846
Yeah, yeah, yeah, yeah.
00:18:06.876 --> 00:18:07.507
Look either.
00:18:07.507 --> 00:18:11.346
Either the goal is off, the number is unattainable, and that's unrealistic.
00:18:11.346 --> 00:18:12.037
That's off track.
00:18:12.037 --> 00:18:13.866
You change that at least quarterly, if not more.
00:18:14.257 --> 00:18:23.406
Or I heard someone speaking yesterday saying like, if you can't tie it to a business outcome, why we're giving this data, then you're just putting crap up in the air to like fill space.
00:18:23.557 --> 00:18:23.737
So
00:18:23.826 --> 00:18:24.247
So.
00:18:24.846 --> 00:18:32.557
metrics should, if we've got a metric that's off quarter by quarter and it's not affecting the business, again, business is healthy, cash flow is good,
00:18:32.751 --> 00:18:32.971
Mm.
00:18:32.977 --> 00:18:34.567
Mm-hmm.
00:18:34.747 --> 00:18:35.916
something that's not worth measuring?
00:18:38.106 --> 00:18:43.027
I'm saying that I think the goal for a metric needs to be updated at least quarterly.
00:18:43.237 --> 00:18:52.717
I think if any metric at any point is not, is deemed to not give you a good, don't just get rid of it and, and, and, and not replace it.
00:18:52.717 --> 00:18:58.957
But certainly, like, let's take a good hard look at what a better metric that would give us impactful information would be.
00:18:59.136 --> 00:18:59.946
Fantastic.
00:19:00.487 --> 00:19:01.807
I'm gonna tag onto that for a second.
00:19:01.807 --> 00:19:02.376
Same client.
00:19:02.376 --> 00:19:06.096
I saw our prospect, I saw yesterday, big boom in in Covid.
00:19:06.096 --> 00:19:10.957
They're actually, um, they sell height adjustable desks and had a crazy covid boom.
00:19:11.227 --> 00:19:11.946
And since then
00:19:12.037 --> 00:19:12.487
Yeah.
00:19:12.696 --> 00:19:15.426
but it's slightly falling a little bit and not
00:19:15.531 --> 00:19:15.821
Yeah.
00:19:16.027 --> 00:19:17.047
They're still making good money.
00:19:17.047 --> 00:19:18.787
They're big company, big employees.
00:19:19.527 --> 00:19:28.737
But they're, they're watching that metric slide and they're doing everything that they can, everything, including, I mean, they've got a 12 to 15 million marketing budget, big business.
00:19:29.396 --> 00:19:29.787
They just
00:19:29.821 --> 00:19:30.112
Nice.
00:19:30.221 --> 00:19:30.511
Yeah.
00:19:30.567 --> 00:19:31.886
get back to where it was.
00:19:32.436 --> 00:19:32.527
Mm-hmm.
00:19:32.727 --> 00:19:41.817
It's like, do, do we readjust that metric to where it's is currently and try to stay there because you just see that red and it's demoralizing.
00:19:41.817 --> 00:19:44.186
And, and what are your, what are your thoughts?
00:19:44.991 --> 00:19:45.261
Yeah.
00:19:45.261 --> 00:19:50.751
One of the first things we talk about in EOS on the first day is hitting the ceiling and the five leadership abilities.
00:19:51.142 --> 00:19:57.531
One of those abilities is predict if you are predicting incorrectly, you're just gonna have useless data.
00:19:57.711 --> 00:20:06.021
So to answer that question more directly and tie it together, IBM once had a goal for a division to lose less than$5 million that quarter.
00:20:06.442 --> 00:20:12.382
You deal with the reality and you obsess about getting it to a number that's gonna make you feel like you have progress in the right direction.
00:20:12.531 --> 00:20:14.092
Lemme rephrase that, not make you feel.
00:20:14.737 --> 00:20:19.326
That will be genuine progress in the right direction in brutal hard times.
00:20:19.656 --> 00:20:24.096
That might be a number that we're not excited about in its own right, but it certainly beats the alternative.
00:20:25.102 --> 00:20:30.352
man, I, I am not adjusting my scorecard goals on a more, on a frequent enough basis.
00:20:30.682 --> 00:20:31.281
I, I'm not
00:20:31.386 --> 00:20:31.717
Hmm.
00:20:31.791 --> 00:20:40.801
feel like I'm, you know, all of a sudden doing a disservice by not, but now I've got an opportunity where it's like I, We, we all struggle with ways to make improvements and changes.
00:20:40.801 --> 00:20:43.201
At some point, we're supposed to have all the answers, but in reality we don't.
00:20:43.231 --> 00:20:45.182
Now this is giving me the opportunity to say, okay, great.
00:20:45.182 --> 00:20:54.256
We need to go back in and readdress these and, um, and not look at them as, shortcomings per se, but let's just get reasonable and realistic at what the actual goal is and how we're gonna measure against it.
00:20:54.306 --> 00:20:57.000
So I was talking about my brother and I wanted to close the loop.
00:20:57.500 --> 00:21:04.820
Which is the, the long, and I think you know this, but the long term medium term goal, he now runs his own company.
00:21:04.820 --> 00:21:06.830
He's running his own turnaround of a business.
00:21:07.131 --> 00:21:15.411
And we believe that kids and people like him who come from more challenging beginnings are far better entrepreneurial employees.
00:21:15.921 --> 00:21:18.546
Um, and, and, and what, what my growth.
00:21:19.046 --> 00:21:25.826
In my businesses and in his business and beyond is in service of is to replicate that model.
00:21:25.915 --> 00:21:34.135
Give other kids like him, other young adults like him who just need a chance to those entrepreneurs who need someone with some street smarts and get shit done attitude.
00:21:34.375 --> 00:21:36.146
So that's where we're driving this whole thing.
00:21:36.215 --> 00:21:36.756
love that.
00:21:36.756 --> 00:21:38.016
I love, love, love that.
00:21:38.016 --> 00:21:55.266
And I love the connection between hardship and entrepreneurship and, and understanding that because people came from a rough, a rough place in life and have gotten somewhere, their ability to influence people based on their successes and the mentorship they can provide to others is, infinite.
00:21:55.986 --> 00:21:56.691
truly incredible.
00:21:56.901 --> 00:21:57.570
Incredible.
00:21:57.875 --> 00:21:58.385
Indeed.
00:21:58.415 --> 00:22:03.246
And I was just text, I was just telling my wife that I'm not gonna be any quieter for the next four minutes'cause we're on this.
00:22:03.996 --> 00:22:04.655
Sorry, honey.
00:22:04.655 --> 00:22:05.226
I love you.
00:22:05.286 --> 00:22:06.125
I'll be there in a minute.
00:22:06.125 --> 00:22:08.195
Thank you for listening to The Scalability Code.
00:22:08.226 --> 00:22:13.715
If you made it this far, please follow the show on Apple, Spotify, YouTube, or wherever you get your podcasts.
00:22:13.818 --> 00:22:15.558
Let's get out of the sh*t show together.
00:22:15.588 --> 00:22:18.048
We'll see you next time on The Scalability Code.
00:00:01.413 --> 00:00:07.442
Welcome to The Scalability Code, the podcast that helps you get out of the sh*t show and start growing your business.
00:00:07.623 --> 00:00:17.998
A few times each month, you'll hear stories and commentary from visionary entrepreneurs, EOS implementers, and fractional COOs about how they've taken businesses to Level 10.
00:00:18.268 --> 00:00:20.879
And now for your host, Matt Haney.
00:00:21.585 --> 00:00:29.536
Okay, so guys, this is a friend of mine, newer friend of mine, known Ben Berman for the last two years or less.
00:00:29.626 --> 00:00:32.176
Um, he and I have been in workshops together.
00:00:32.176 --> 00:00:39.345
We've been in, uh, sessions together, and I can tell you there's no other person I'd rather be in a workshop with.
00:00:41.066 --> 00:00:43.195
Am am I in a room with someone where I feel like I.
00:00:44.456 --> 00:00:46.195
The, the magic is there, right?
00:00:46.195 --> 00:00:49.676
He and I just for whatever reason, are able to click.
00:00:50.636 --> 00:00:59.685
and there's something incredibly special about being in a room with them to bring perspective and nuance personality, to the, to the meeting.
00:00:59.685 --> 00:01:06.135
So I am very grateful to have been in sessions with you and, and consider you a mentor and a friend.
00:01:07.021 --> 00:01:07.620
A colleague.
00:01:07.620 --> 00:01:13.161
So, thank you for, for the help you've given me over the last couple years and I look forward to getting to know you
00:01:15.680 --> 00:01:16.191
Amen.
00:01:16.281 --> 00:01:16.700
Amen.
00:01:16.700 --> 00:01:17.840
I so appreciate that.
00:01:18.111 --> 00:01:20.025
Now let me bestow amazing praise on you.
00:01:20.311 --> 00:01:21.811
So let me tell you about Matt.
00:01:22.120 --> 00:01:33.311
There are many people who tout themselves as integrators out there who don't have the real grit and understanding systems knowledge and deep strategic thinking that Matt brings to the table.
00:01:33.641 --> 00:01:35.200
He is the rare combination.
00:01:35.605 --> 00:02:04.436
Of being able to do it really, really well himself, but not doing it himself, helping others, explaining himself clearly, elevating others, and the directness that you need in an integrator, the doggedness that you need in integrator, but also the care around messaging, the humility and the respect that he brings so that when he brings a tough message to the table that your team needs to hear, they're gonna thank him for doing it as opposed to putting up their dukes.
00:02:04.590 --> 00:02:04.713
it.
00:02:04.713 --> 00:02:08.614
um, how gimme like your e os background, how long you've been here, how.
00:02:11.133 --> 00:02:11.584
Yeah.
00:02:11.584 --> 00:02:17.734
So, um, I've been in the world of EOS in one way or another for over 15 years.
00:02:18.243 --> 00:02:25.653
About half of that was being mentored by some of the greatest implementers, Jonathan Smith, Mark O'Donnell, some legendary names.
00:02:26.014 --> 00:02:33.544
Um, and then after about seven, eight years, one time I was implementing it in a company, rocket Ship Growth.
00:02:34.704 --> 00:02:38.693
Literally dozens of people by the week because it was commission only sales.
00:02:38.723 --> 00:02:42.443
So the more people we can get on board, trained up rock and and rolling, the better.
00:02:42.774 --> 00:02:47.663
Um, that was in Rocketship that helped us get our arms around the craziness.
00:02:47.873 --> 00:02:52.223
And then, uh, I got brought in to run a company, a company had been around for 19 years.
00:02:52.493 --> 00:02:57.024
On my third day of work, one of my sales guys who at the time was more than twice my age.
00:02:57.269 --> 00:02:59.938
Uh, tried to punch out another sales guy.
00:03:00.239 --> 00:03:04.709
Now I grew up boxing, so that wasn't, the violence wasn't the issue, but
00:03:04.818 --> 00:03:05.239
culture
00:03:05.338 --> 00:03:06.449
was the culture.
00:03:06.989 --> 00:03:07.799
That's right.
00:03:07.799 --> 00:03:14.848
The culture was a bit, uh, suboptimal and I'm proud to say over the course of the next few years, um.
00:03:15.588 --> 00:03:20.568
We turned it around, we broke revenue records, profit records, and it continues on that well beyond me.
00:03:20.568 --> 00:03:21.438
It's not about me.
00:03:21.769 --> 00:03:30.199
Um, and then in the process, I, uh, gained in a brother who's adopted kid grew up in the hood, is rough.
00:03:30.199 --> 00:03:34.878
An upbringing as you can imagine, was homeless for a while, gangs the whole nine.
00:03:34.938 --> 00:03:38.899
Um, and he went from a warehouse clerk to being the integrator in that company.
00:03:39.033 --> 00:03:39.604
amazing.
00:03:39.889 --> 00:03:44.718
uh, is running a company of his own and is the adopted middle brother in, in my family.
00:03:44.764 --> 00:03:45.003
That's
00:03:45.019 --> 00:03:45.438
So
00:03:46.234 --> 00:03:46.383
And
00:03:46.459 --> 00:03:47.598
long term.
00:03:47.674 --> 00:03:48.243
you've done?
00:03:48.304 --> 00:03:48.843
Um,
00:03:49.038 --> 00:03:54.558
Oh, like some here, somewhere between 750, 800 sessions, something like that.
00:03:55.493 --> 00:03:55.783
Yeah.
00:03:55.864 --> 00:04:03.604
me, um, if you can, and think about this, tell me, um, give, give me the top recurring theme you see.
00:04:04.484 --> 00:04:05.239
Session session.
00:04:05.519 --> 00:04:11.324
It's not one theme, but it's a a few, so I would say if you think about EOS as a system.
00:04:12.149 --> 00:04:22.588
And it's a really great diagnostic system in that it, it's like going to the doctor, your general practitioner, it's gonna get you healthy on the basic level, and it's gonna diagnose any areas that need deeper focus.
00:04:22.889 --> 00:04:23.158
Right?
00:04:23.158 --> 00:04:26.788
And almost always, there's a people issue behind the problem.
00:04:27.028 --> 00:04:28.678
There's often a process issue.
00:04:29.069 --> 00:04:35.759
Um, and then like it tends to bounce backwards between those two, uh, on, on most cases.
00:04:36.088 --> 00:04:38.369
That being said, to go deeper on each.
00:04:38.658 --> 00:04:42.168
Visionary integrator alignment becomes sort of the thing that unlocks.
00:04:42.319 --> 00:04:52.338
You get that now you've got the first unlock, then you get your processes dot locked in and, and then now you can start to automate them and, and layer on top and you've got your data and your systems layer on top.
00:04:52.668 --> 00:04:58.608
It's like people begin to start to see the matrix and the theme is those who, who are.
00:04:59.788 --> 00:05:02.579
Uh, otherwise coachable tend to outperform.
00:05:02.908 --> 00:05:06.928
I've got clients who would admit they're not, you know, the smartest people on the planet.
00:05:06.988 --> 00:05:07.709
Let me rephrase that.
00:05:07.709 --> 00:05:15.119
All my clients are brilliant, but they would call themselves not the smartest people, um, but they're just really good at running the play.
00:05:15.119 --> 00:05:22.348
And those people outperform, you know, Harvard Business, Wharton, all that, that, that are like trying to make it complicated for no reason.
00:05:22.439 --> 00:05:23.548
It doesn't need to be complex.
00:05:23.968 --> 00:05:25.079
It's about execution.
00:05:25.199 --> 00:05:25.528
You hit
00:05:25.528 --> 00:05:26.069
Do the,
00:05:26.278 --> 00:05:27.119
that triggered me.
00:05:27.209 --> 00:05:28.108
Uh, that's a great
00:05:28.108 --> 00:05:28.468
yeah.
00:05:28.468 --> 00:05:30.329
And, and I don't say it enough because.
00:05:31.139 --> 00:05:32.759
don't, but you said coachable.
00:05:32.879 --> 00:05:38.098
Um, and that's something that is, um, I've seen in my practice and I know you've seen it.
00:05:38.309 --> 00:05:44.369
Um, I try to be coachable and I think I have to go outta my way'cause we all do Right.
00:05:44.428 --> 00:05:48.749
To be and, and vulnerable and ex and, and out there.
00:05:49.488 --> 00:05:49.778
Yeah.
00:05:50.639 --> 00:05:54.389
how you, you've dealt with just some uncoachable people that.
00:05:55.124 --> 00:06:04.064
You're willing, you're willing to invest in them, and they, they sort of came across the line and, and all that transformational opportunity where turns out Ben Berman's not an idiot.
00:06:09.218 --> 00:06:11.069
Well, I would never lie on camera.
00:06:11.129 --> 00:06:13.769
So Ben, I can't say that Ben Berman's not an idiot.
00:06:13.889 --> 00:06:15.509
I'm certainly idiot in a lot of ways.
00:06:15.899 --> 00:06:18.598
Um, so I've had the great privilege of seeing you.
00:06:18.988 --> 00:06:23.009
Uh, unlock people and I'll share kind of a common theme between the two.
00:06:23.009 --> 00:06:29.788
So, so whether it came from me or came from you, the consistent theme has been leading with vulnerability.
00:06:29.848 --> 00:06:30.629
That's one.
00:06:31.019 --> 00:06:36.689
And sort of like, Hey, look, I'm gonna level with you and say I might get this message wrong, but I'm gonna do my absolute best.
00:06:36.959 --> 00:06:40.259
Soon as you lower your level, other people are willing to step up in my experience.
00:06:40.379 --> 00:06:40.889
So good.
00:06:41.158 --> 00:06:41.759
And number two.
00:06:41.848 --> 00:06:44.548
Number two, I've seen you do like a lot of time.
00:06:44.548 --> 00:06:47.098
It's not the thing, it's never really about the thing.
00:06:47.158 --> 00:06:49.079
It's usually about the thing behind the thing.
00:06:49.408 --> 00:06:50.908
So, um.
00:06:52.738 --> 00:06:54.538
You know, it's not about the stapler or whatever.
00:06:54.543 --> 00:06:58.439
It, it, it's, it's about the years of abuse that Milton suffered in office space.
00:06:58.738 --> 00:06:59.158
Right.
00:06:59.249 --> 00:07:11.759
So, so what ultimately lets people, or causes people to set things on fire and become uncoachable is the experience they've had at the company, the experience they've had in their lives where they've been hurt before.
00:07:11.759 --> 00:07:17.519
I mean, this is not profound stuff necessarily, even though I see you've got the DSM behind you, like it's all that,
00:07:17.548 --> 00:07:17.848
you're the
00:07:17.944 --> 00:07:18.293
right?
00:07:18.538 --> 00:07:19.468
that's ever noticed it.
00:07:19.738 --> 00:07:20.908
You're the first person.
00:07:21.088 --> 00:07:27.269
And I've had it there for, uh, I've had it there been, my wife's a social worker, so I've had it there for, for 15 years.
00:07:27.298 --> 00:07:27.418
I.
00:07:28.754 --> 00:07:30.103
But I think it's appropriate, right?
00:07:30.103 --> 00:07:32.983
Like we, they, we notice things for a reason, and I think that I.
00:07:33.553 --> 00:07:45.524
Recognizing that there's a human being who, whether it, if that's a dictionary behind you, whether it's intelligence, right, like IQ or eq, there's always something that could be unlocked that's getting in the way.
00:07:45.973 --> 00:07:50.803
Uh, and usually it's the, it's the emotional piece behind the, the intelligence piece.
00:07:50.983 --> 00:07:52.934
well said, so well said.
00:07:52.994 --> 00:07:58.153
Um, I give an example of something that came up today to sort of, uh, our, this week I'm interviewing a new client.
00:07:58.153 --> 00:08:01.358
They asked me for referral, come in and I, I meet them and,
00:08:01.358 --> 00:08:01.649
Yeah.
00:08:01.653 --> 00:08:01.874
Yeah.
00:08:01.994 --> 00:08:02.834
we have a great lunch.
00:08:02.834 --> 00:08:06.524
Someone locally, a great lunch, and the guy's, I'm asking about his L 10.
00:08:06.524 --> 00:08:10.903
He's been on us for a year, been through a professional implementation with another.
00:08:12.778 --> 00:08:16.619
He said to me, uh, you know, I don't, I don't attend the all 10 in person.
00:08:16.619 --> 00:08:18.538
My team does, and I do it virtually.
00:08:18.988 --> 00:08:19.499
I said, oh, that's
00:08:19.588 --> 00:08:19.809
Hmm.
00:08:19.918 --> 00:08:21.959
you travel a lot, you must be on the road.
00:08:21.959 --> 00:08:25.738
He goes, no, no, I, my house is five minutes from the office.
00:08:26.488 --> 00:08:26.699
And I
00:08:26.759 --> 00:08:26.879
Hmm.
00:08:27.209 --> 00:08:27.959
oh, that's interesting.
00:08:27.959 --> 00:08:28.528
Tell me more.
00:08:29.939 --> 00:08:30.298
tell me more.
00:08:30.718 --> 00:08:31.348
Well.
00:08:31.949 --> 00:08:40.979
It's eight o'clock on Thursdays and I just, I, I'm not myself at best at 8:00 AM on Thursdays, and, and I don't, and I said, well, wait, is it 8:00 AM on Thursday?
00:08:40.979 --> 00:08:42.359
Well, it's always been 8:00 AM on Thursday.
00:08:42.658 --> 00:08:43.259
I said, well wait a.
00:08:44.114 --> 00:08:53.533
We, we gotta, we, I, I'm not even working with you and I can tell you like, that sends a signal to your team that either you're better than or, or you're not interested or something.
00:08:53.984 --> 00:09:02.053
He goes, well, I just, and I'm like, you know, the emotional, and, and he just, he wasn't trying to be a jerk, I don't think.
00:09:02.053 --> 00:09:07.453
I think he just thought he was best if his team was sitting in a conference room and he was on the screen and it was
00:09:07.649 --> 00:09:07.938
Yeah.
00:09:08.323 --> 00:09:09.974
I don't know what that says about culture.
00:09:11.369 --> 00:09:13.408
You know, it's, it's funny you should say that.
00:09:13.683 --> 00:09:14.999
That makes me think of two things.
00:09:14.999 --> 00:09:19.678
First, I was thinking from a positive note, like, you know, I'm gonna let my team run more of the meeting.
00:09:19.678 --> 00:09:23.399
I'm gonna purposely physically step back so they can't look to me for the answers.
00:09:23.399 --> 00:09:24.328
I was like, oh, that's the good.
00:09:24.509 --> 00:09:25.379
That's not what that is.
00:09:25.705 --> 00:09:26.304
Um, okay.
00:09:26.304 --> 00:09:31.884
Another topic that it's fresh and hot on my mind that I wanted, I, I spend a lot of time hiring people and I love it.
00:09:31.884 --> 00:09:32.815
It's one of my favorite
00:09:32.945 --> 00:09:33.164
Mm.
00:09:33.174 --> 00:09:33.504
do.
00:09:33.955 --> 00:09:36.565
Hiring people is a passion and I enjoy it.
00:09:36.664 --> 00:09:43.434
and I love the opportunity to, impact people's lives positively, specifically if we're not, refilling a seat.
00:09:43.495 --> 00:09:47.184
We have a hole on the, on the accountability chart that hasn't been filled by anyone yet.
00:09:47.335 --> 00:09:47.725
It's great.
00:09:48.085 --> 00:09:48.414
We don't have
00:09:48.445 --> 00:09:48.524
Hmm.
00:09:48.565 --> 00:09:49.764
pre-existing conditions.
00:09:49.794 --> 00:09:50.455
We've got an opening.
00:09:50.455 --> 00:09:50.830
This is great.
00:09:51.485 --> 00:09:53.014
No pre-existing conditions.
00:09:53.345 --> 00:09:55.715
We get to onboard this person the right way.
00:09:56.014 --> 00:09:59.315
We get to set the roles and responsibilities we get to establish
00:09:59.424 --> 00:09:59.544
Hmm.
00:09:59.855 --> 00:10:00.184
means.
00:10:00.184 --> 00:10:05.465
It's like this really shining moment for me as an integrator to, to get in and bring somebody in.
00:10:06.144 --> 00:10:21.985
Um, I'd love to get just your thoughts on, on ways that you've seen people welcomed into culture or you've had a leader or you, yourself have welcomed someone in that, you know, that never get a second chance to make a first impression.
00:10:21.985 --> 00:10:22.825
Like, tell me.
00:10:23.950 --> 00:10:34.960
there's anything that pops into your mind about, you know, onboarding a new client or onboarding a new employee or some person that shows up from one session to the next session and you're like, wow, I got a new body.
00:10:35.049 --> 00:10:36.309
Gimme, gimme something there.
00:10:37.629 --> 00:10:38.080
Yeah.
00:10:38.139 --> 00:10:46.720
Um, so one of my great passions in life is the power of magic moments for customers, for employees, for friends.
00:10:46.990 --> 00:10:48.460
Like I just love it.
00:10:48.519 --> 00:10:52.629
I love doing those things where people are like, oh my God, that's freaking amazing.
00:10:54.220 --> 00:11:00.370
When it comes to new employee, I think I've seen not, I think I've seen a whole bunch of great stuff.
00:11:00.580 --> 00:11:02.289
The first is something as simple.
00:11:02.754 --> 00:11:09.774
As like walking over as the owner of the company, shaking their hand, welcoming, saying You have a place here.
00:11:09.804 --> 00:11:11.065
I appreciate you coming in.
00:11:11.065 --> 00:11:12.325
I cannot wait to serve you.
00:11:12.610 --> 00:11:18.940
Just set the tone from the first moment they walk in and before they walk in on the onboarding.
00:11:19.269 --> 00:11:20.649
What are their favorite snacks?
00:11:20.649 --> 00:11:21.309
What do they like?
00:11:21.340 --> 00:11:25.000
What like, have all that stuff have theme music on their first day.
00:11:25.029 --> 00:11:35.769
I mean, you can go whatever's culturally appropriate, but just to do the little things that are inefficient that show that you are taking the time to care purposely and efficient.
00:11:36.070 --> 00:11:38.470
Elevating the moment goes a long way.
00:11:38.514 --> 00:11:39.054
You're right.
00:11:39.115 --> 00:11:43.315
And it, you know, you said it inefficient, but, but inefficient means intentional.
00:11:43.615 --> 00:11:48.205
And you went outta your way to make sure that you knew they were part of the, the, the solution and part of the culture.
00:11:49.205 --> 00:11:50.868
You are listening to the Scalability Code.
00:11:50.868 --> 00:11:59.038
I'm your host, Matt Haney, founder of Sinclair Ventures, and we help visionary entrepreneurs like you get out of the shit show and focus on growing your business.
00:11:59.177 --> 00:12:05.576
We offer fractional COO and leadership coaching services that free up that brain of yours to focus on what's next.
00:12:06.067 --> 00:12:07.807
Learn more about us at SinclairVentures.
00:12:07.807 --> 00:12:08.157
com.
00:12:08.177 --> 00:12:08.797
Now back to it.
00:12:09.986 --> 00:12:11.006
Um, onboarding.
00:12:11.846 --> 00:12:12.356
Tell me,
00:12:12.422 --> 00:12:12.711
Yeah.
00:12:12.716 --> 00:12:14.486
I've, I've onboarded a hundred people.
00:12:14.486 --> 00:12:15.417
I'm sure you have too.
00:12:15.417 --> 00:12:16.226
Some of them not
00:12:16.261 --> 00:12:16.682
Mm-hmm.
00:12:16.736 --> 00:12:39.027
some of them Well, um, tell me any, any tips there, any thoughts, any, anything that's come up around, you know, it's like, oh, we're gonna build this 30, 60, 90 day plan, we're gonna, it's like, you know, but the reality is you and I work with a lot of small to mid-sized businesses that are sub hundred 50 million in revenue, sub 50 employees, and there's not always a baked out onboarding plan.
00:12:40.241 --> 00:12:40.902
Wisdom there.
00:12:40.902 --> 00:12:42.341
Any thoughts around what you've.
00:12:45.251 --> 00:12:48.011
Yeah, so, so, uh, couple things.
00:12:48.011 --> 00:12:49.511
First conceptual, then practical.
00:12:49.631 --> 00:13:04.297
Conceptually, it's very important that businesses understand that when it comes to their employees in this day and age, where people are literally not showing up for the first day of work or are taking another offer, or just quiet, quitting and all this nonsense that they must be.
00:13:04.932 --> 00:13:08.682
Perpetually marketing to their own team and selling to their own team.
00:13:08.741 --> 00:13:10.182
It's called employer branding.
00:13:10.182 --> 00:13:10.721
employer.
00:13:10.782 --> 00:13:12.312
doesn't only happen externally.
00:13:12.672 --> 00:13:13.572
Employer branding.
00:13:13.572 --> 00:13:13.751
Yeah.
00:13:13.751 --> 00:13:18.162
So I have a, um, I the best marketer, one of the best marketers I've ever met.
00:13:18.552 --> 00:13:22.001
Um, and if anyone wants to know who that is, you can hit me up after the show.
00:13:22.241 --> 00:13:24.312
But the idea is, um.
00:13:25.076 --> 00:13:42.986
Uh, guy named Brandon Lin and he, he did, he, he's massively successful at external marketing and internal marketing and I would argue like he actually did research that showed, it was fascinating for his masters back in the day that people take the 30, 60, 90 plan.
00:13:43.047 --> 00:13:43.917
And that's typical.
00:13:44.216 --> 00:13:52.106
But the time that a, an employee is gonna lose faith in a company is from 90 to 180 days if you don't nail that second quarter.
00:13:52.136 --> 00:13:54.177
'cause everyone's sexy on their honeymoon period.
00:13:54.777 --> 00:14:01.496
If you don't start to settle into the doldrums of regular business and continue to support and uplift that person, you've lost'em forever.
00:14:01.736 --> 00:14:04.346
So I think there's a sales job on culture.
00:14:04.346 --> 00:14:14.366
There's a sales job on vision, and when it comes to onboarding, it's a, it's, it's a start and never stop mentality as opposed to it's a journey, not an event.
00:14:14.636 --> 00:14:15.716
Right, right.
00:14:15.986 --> 00:14:30.716
I don't wanna switch gears, but sort of, uh, sort of, but similar on I, an issue I'm dealing with that I'd love your feedback with or feedback on is, um, companies changing the accountability chart and, you know.
00:14:32.037 --> 00:14:36.356
I sort of, I, I try to say, let's, let's keep it, you know, in 90 day increments.
00:14:36.356 --> 00:14:37.736
It's like, no, no, we need to hire this seat.
00:14:37.736 --> 00:14:39.297
Now we've, we've already built out the vision.
00:14:39.297 --> 00:14:40.136
We've worked with
00:14:40.241 --> 00:14:40.662
Mm-hmm.
00:14:41.157 --> 00:14:43.797
we have the seats we need, but you know.
00:14:45.251 --> 00:15:00.942
It's like visionaries and me sometimes even as more of a visionary than not, like, struggle with like, what the best, you know, how, how do we stand firm on our plan to hire against the accountability chart that we have because all these seats are priority in some capacity or they wouldn't have made it to the board.
00:15:01.361 --> 00:15:08.741
But, um, any wisdom there or direction on, on maintaining that consistency within the accountability chart.,
00:15:08.751 --> 00:15:12.261
So Eisenhower Matrix, many people are familiar with urgent and important.
00:15:12.772 --> 00:15:17.871
I would, I would add one more, which is significant and it's sort of an evolution of that.
00:15:18.172 --> 00:15:24.111
I think the most urgent hire is the one that is gonna be most significant in that unlocks all the others.
00:15:24.471 --> 00:15:29.692
If you make this higher today relative to the rest, what is gonna free up the most executive time?
00:15:30.216 --> 00:15:34.206
Free up the most cash flow, generate the most return in the business.
00:15:34.206 --> 00:15:36.937
And you really are investing like a portfolio manager.
00:15:37.206 --> 00:15:39.726
You've only got certain amounts of bets to place.
00:15:40.206 --> 00:15:50.716
You're not gonna necessarily put it all in one place, but you wanna prioritize, so you know, an integrator, for instance, over, over an hr, manager, for instance, right?
00:15:50.721 --> 00:15:52.606
Because the leverage there is so much higher.
00:15:52.741 --> 00:15:53.162
Right.
00:15:53.611 --> 00:15:54.182
Interesting.
00:15:54.182 --> 00:16:01.501
The Eisenhower matrix, I have, I heard I need to put it on my, my shorter list of things to continue to reference back and use that tool.
00:16:01.501 --> 00:16:05.371
It's a great, a great tool I've used several times, let's see.
00:16:06.466 --> 00:16:18.496
in that same vein, uh, unfortunately about a big part of my job as an integrator is we do have to, uh, help people understand and, and help the company understand that we may not have right people in the right seat.
00:16:18.917 --> 00:16:26.236
Um, it's an unfortunate part of what we do sometimes, but, uh, the good, the, you know, and also a good.
00:16:32.912 --> 00:16:38.042
Some of my biggest successes have been moving people out of a seat that they were in previously and
00:16:38.162 --> 00:16:38.581
Mm-hmm.
00:16:38.581 --> 00:16:44.851
part of the culture of the company and, and, and continuing to remain and allow them to know the significance they have in the business.
00:16:45.241 --> 00:16:49.471
Um, coach a lot of visionaries, you coach a lot of companies.
00:16:50.131 --> 00:16:56.672
Tell me about, um, know, how you get to the point where you realize someone's not the best person for that seat.
00:16:58.006 --> 00:16:59.116
Because they're a good human, right.
00:16:59.116 --> 00:17:04.007
They're a good person at the company, but they're just not as effective as they could be in another seat.
00:17:05.267 --> 00:17:16.636
Yeah, I, I, it's a gut check and it's like, if I gave this person all the time in the world, would they be able to be absolutely stellar in this seat?
00:17:18.076 --> 00:17:23.656
And, and if the answer is not, it's yes, but, or if it's part of it or whatever,
00:17:24.511 --> 00:17:24.801
yeah.
00:17:26.507 --> 00:17:28.007
then we need to find a different seat for them.
00:17:28.426 --> 00:17:29.297
Right, right, right.
00:17:29.567 --> 00:17:30.257
Well said.
00:17:30.886 --> 00:17:31.636
Well said.
00:17:31.666 --> 00:17:35.717
Um, what else can I pick your brain on these nuggets of wisdom?
00:17:36.156 --> 00:17:38.436
red metrics on the scorecard.
00:17:39.741 --> 00:17:40.612
Tolerating red
00:17:40.676 --> 00:17:40.876
it.
00:17:41.422 --> 00:17:51.051
and, and I have a company, a client right now that I'm, you know, they've got a, a myriad of scorecards and, and the metrics that are read have been consistently read, not drastic.
00:17:51.051 --> 00:17:58.102
And I'm trying to either convince them to, focusing on the wrong metrics or we're not committed to correcting the ones.
00:17:58.461 --> 00:18:02.511
And if it's been read this long and we're so successful, is it really a metric that's read
00:18:03.727 --> 00:18:04.086
Bing.
00:18:04.326 --> 00:18:06.846
Yeah, yeah, yeah, yeah.
00:18:06.876 --> 00:18:07.507
Look either.
00:18:07.507 --> 00:18:11.346
Either the goal is off, the number is unattainable, and that's unrealistic.
00:18:11.346 --> 00:18:12.037
That's off track.
00:18:12.037 --> 00:18:13.866
You change that at least quarterly, if not more.
00:18:14.257 --> 00:18:23.406
Or I heard someone speaking yesterday saying like, if you can't tie it to a business outcome, why we're giving this data, then you're just putting crap up in the air to like fill space.
00:18:23.557 --> 00:18:23.737
So
00:18:23.826 --> 00:18:24.247
So.
00:18:24.846 --> 00:18:32.557
metrics should, if we've got a metric that's off quarter by quarter and it's not affecting the business, again, business is healthy, cash flow is good,
00:18:32.751 --> 00:18:32.971
Mm.
00:18:32.977 --> 00:18:34.567
Mm-hmm.
00:18:34.747 --> 00:18:35.916
something that's not worth measuring?
00:18:38.106 --> 00:18:43.027
I'm saying that I think the goal for a metric needs to be updated at least quarterly.
00:18:43.237 --> 00:18:52.717
I think if any metric at any point is not, is deemed to not give you a good, don't just get rid of it and, and, and, and not replace it.
00:18:52.717 --> 00:18:58.957
But certainly, like, let's take a good hard look at what a better metric that would give us impactful information would be.
00:18:59.136 --> 00:18:59.946
Fantastic.
00:19:00.487 --> 00:19:01.807
I'm gonna tag onto that for a second.
00:19:01.807 --> 00:19:02.376
Same client.
00:19:02.376 --> 00:19:06.096
I saw our prospect, I saw yesterday, big boom in in Covid.
00:19:06.096 --> 00:19:10.957
They're actually, um, they sell height adjustable desks and had a crazy covid boom.
00:19:11.227 --> 00:19:11.946
And since then
00:19:12.037 --> 00:19:12.487
Yeah.
00:19:12.696 --> 00:19:15.426
but it's slightly falling a little bit and not
00:19:15.531 --> 00:19:15.821
Yeah.
00:19:16.027 --> 00:19:17.047
They're still making good money.
00:19:17.047 --> 00:19:18.787
They're big company, big employees.
00:19:19.527 --> 00:19:28.737
But they're, they're watching that metric slide and they're doing everything that they can, everything, including, I mean, they've got a 12 to 15 million marketing budget, big business.
00:19:29.396 --> 00:19:29.787
They just
00:19:29.821 --> 00:19:30.112
Nice.
00:19:30.221 --> 00:19:30.511
Yeah.
00:19:30.567 --> 00:19:31.886
get back to where it was.
00:19:32.436 --> 00:19:32.527
Mm-hmm.
00:19:32.727 --> 00:19:41.817
It's like, do, do we readjust that metric to where it's is currently and try to stay there because you just see that red and it's demoralizing.
00:19:41.817 --> 00:19:44.186
And, and what are your, what are your thoughts?
00:19:44.991 --> 00:19:45.261
Yeah.
00:19:45.261 --> 00:19:50.751
One of the first things we talk about in EOS on the first day is hitting the ceiling and the five leadership abilities.
00:19:51.142 --> 00:19:57.531
One of those abilities is predict if you are predicting incorrectly, you're just gonna have useless data.
00:19:57.711 --> 00:20:06.021
So to answer that question more directly and tie it together, IBM once had a goal for a division to lose less than$5 million that quarter.
00:20:06.442 --> 00:20:12.382
You deal with the reality and you obsess about getting it to a number that's gonna make you feel like you have progress in the right direction.
00:20:12.531 --> 00:20:14.092
Lemme rephrase that, not make you feel.
00:20:14.737 --> 00:20:19.326
That will be genuine progress in the right direction in brutal hard times.
00:20:19.656 --> 00:20:24.096
That might be a number that we're not excited about in its own right, but it certainly beats the alternative.
00:20:25.102 --> 00:20:30.352
man, I, I am not adjusting my scorecard goals on a more, on a frequent enough basis.
00:20:30.682 --> 00:20:31.281
I, I'm not
00:20:31.386 --> 00:20:31.717
Hmm.
00:20:31.791 --> 00:20:40.801
feel like I'm, you know, all of a sudden doing a disservice by not, but now I've got an opportunity where it's like I, We, we all struggle with ways to make improvements and changes.
00:20:40.801 --> 00:20:43.201
At some point, we're supposed to have all the answers, but in reality we don't.
00:20:43.231 --> 00:20:45.182
Now this is giving me the opportunity to say, okay, great.
00:20:45.182 --> 00:20:54.256
We need to go back in and readdress these and, um, and not look at them as, shortcomings per se, but let's just get reasonable and realistic at what the actual goal is and how we're gonna measure against it.
00:20:54.306 --> 00:20:57.000
So I was talking about my brother and I wanted to close the loop.
00:20:57.500 --> 00:21:04.820
Which is the, the long, and I think you know this, but the long term medium term goal, he now runs his own company.
00:21:04.820 --> 00:21:06.830
He's running his own turnaround of a business.
00:21:07.131 --> 00:21:15.411
And we believe that kids and people like him who come from more challenging beginnings are far better entrepreneurial employees.
00:21:15.921 --> 00:21:18.546
Um, and, and, and what, what my growth.
00:21:19.046 --> 00:21:25.826
In my businesses and in his business and beyond is in service of is to replicate that model.
00:21:25.915 --> 00:21:34.135
Give other kids like him, other young adults like him who just need a chance to those entrepreneurs who need someone with some street smarts and get shit done attitude.
00:21:34.375 --> 00:21:36.146
So that's where we're driving this whole thing.
00:21:36.215 --> 00:21:36.756
love that.
00:21:36.756 --> 00:21:38.016
I love, love, love that.
00:21:38.016 --> 00:21:55.266
And I love the connection between hardship and entrepreneurship and, and understanding that because people came from a rough, a rough place in life and have gotten somewhere, their ability to influence people based on their successes and the mentorship they can provide to others is, infinite.
00:21:55.986 --> 00:21:56.691
truly incredible.
00:21:56.901 --> 00:21:57.570
Incredible.
00:21:57.875 --> 00:21:58.385
Indeed.
00:21:58.415 --> 00:22:03.246
And I was just text, I was just telling my wife that I'm not gonna be any quieter for the next four minutes'cause we're on this.
00:22:03.996 --> 00:22:04.655
Sorry, honey.
00:22:04.655 --> 00:22:05.226
I love you.
00:22:05.286 --> 00:22:06.125
I'll be there in a minute.
00:22:06.125 --> 00:22:08.195
Thank you for listening to The Scalability Code.
00:22:08.226 --> 00:22:13.715
If you made it this far, please follow the show on Apple, Spotify, YouTube, or wherever you get your podcasts.
00:22:13.818 --> 00:22:15.558
Let's get out of the sh*t show together.
00:22:15.588 --> 00:22:18.048
We'll see you next time on The Scalability Code.
