Systems That Scale

WEBVTT
00:00:20.800 --> 00:00:23.600
Welcome to the Leader Mentality Show with Rob Clemens.
00:00:23.760 --> 00:00:25.280
We are back in the studio today.
00:00:25.440 --> 00:00:29.839
We have with us none other than the one and only Nick DiStefano.
00:00:29.920 --> 00:00:30.559
Nick, what's up, bud?
00:00:30.879 --> 00:00:31.280
Who's that?
00:00:31.440 --> 00:00:31.679
Hey.
00:00:32.399 --> 00:00:34.079
I'm happy to be here, man.
00:00:34.320 --> 00:00:36.399
It's a thought I might catch you off guard there for a second.
00:00:36.560 --> 00:00:36.880
Yeah, I know.
00:00:37.039 --> 00:00:38.000
I was like, where am I?
00:00:38.079 --> 00:00:40.399
I'm having an existential crisis here.
00:00:40.799 --> 00:00:41.439
Here we are.
00:00:42.079 --> 00:01:03.119
Well, look, Nick, you know, one one of the things I like about having you on the show is you've been doing business training for many years, you know, helping people build the business, motivate their business, all kinds of seminars and and you know, uh, even at Coastal Carolina, correct me if I'm mistaken, but you are um kind of involved with uh leadership training as a as a course, right?
00:01:03.359 --> 00:01:03.600
Absolutely.
00:01:03.920 --> 00:01:07.200
Which I think is amazing that Coastal Carolina invested in leadership training.
00:01:07.359 --> 00:01:08.719
Like when did they start doing that?
00:01:08.799 --> 00:01:09.120
Do you know?
00:01:09.359 --> 00:01:13.920
Oh man, there's been a need for it and discussion around it for a long time.
00:01:14.079 --> 00:01:14.159
Yeah.
00:01:14.319 --> 00:01:19.519
And there's been different areas of the the university that are doing certain coursework around leadership.
00:01:19.680 --> 00:01:22.640
Probably like at least the past 10 years, they've been doing something.
00:01:22.799 --> 00:01:35.680
Um, there's a lot of extracurricular things around leadership, but to have it part of actual the curriculum and right discussion around what does it look like in a course, not just in business, but everywhere, it's it's exciting to be there and do it.
00:01:35.760 --> 00:01:38.879
And it it it's cool because it ties into all things business.
00:01:39.280 --> 00:01:40.560
You know, we are gonna talk.
00:01:40.799 --> 00:01:45.760
Guys, we have a topic for today, but before we get into the topic as we like to do, we're gonna banter for just a moment.
00:01:46.000 --> 00:01:46.319
Of course.
00:01:46.480 --> 00:01:57.120
Uh, because uh so last week I and look, if you're if you have teenage children, college children, anybody did you no you didn't, Nick.
00:01:57.359 --> 00:02:00.159
Mine are not there yet, so I've I've only heard heard from others what they're doing.
00:02:00.319 --> 00:02:04.640
Send send your hate mail care of Nick D.Stefano at coastal.edu.
00:02:05.439 --> 00:02:13.759
No, but seriously, so uh Coastal Carolina, I I got asked by one of the professors, as they yearly do, to come in and speak to students at the law school.
00:02:13.919 --> 00:02:21.599
And uh, you know, I talk to people about team building, professional development in uh professional settings quite a bit, Nick.
00:02:22.000 --> 00:02:26.240
Um, but I and and people are paying to hear me talk in a lot of cases.
00:02:26.479 --> 00:02:30.400
So you have this engaged audience and you you kind of get you want to be there, they're motivated.
00:02:30.719 --> 00:02:31.039
Right, right.
00:02:31.120 --> 00:02:32.719
You start to feel like, man, this is really good.
00:02:32.800 --> 00:02:34.400
And and I guess get overconfident.
00:02:34.560 --> 00:02:37.520
My overconfidence was completely shot by talking to a bunch of college students.
00:02:37.759 --> 00:02:39.439
Oh, welcome to my daily existence.
00:02:40.319 --> 00:02:41.599
Monday, Wednesday, and Friday.
00:02:41.680 --> 00:02:45.520
I talked to probably 150 different college students across five different times.
00:02:45.599 --> 00:02:48.159
And but what what why why do you say that?
00:02:48.240 --> 00:02:49.680
What what caused you to feel like that?
00:02:49.759 --> 00:02:55.759
Because I know you and I were texting about and talking a little, but I'd love for others to hear like what's the reason that your confidence was kind of shot.
00:02:55.919 --> 00:02:56.240
Yeah, yeah.
00:02:56.319 --> 00:03:07.120
I I mean I gotta say, and and I'm probably over-exaggerating a little with my confidence being shot, but but what I mean is that you know, I'm used to getting in front of a crowd and these people are like ready to soak up everything I'm about to tell them.
00:03:07.280 --> 00:03:13.120
They're trying to, you know, hey, look, I want to grow my business, I want to be a better leader, I want to all these things, right?
00:03:13.360 --> 00:03:20.879
And then when you go in front of a group of college kids, you realize their goals of coming to this meeting are way different than what I am used to.
00:03:21.199 --> 00:03:24.159
You're telling me they weren't like, oh my gosh, Rob, tell me Rob clean this.
00:03:24.400 --> 00:03:24.960
I need to know more.
00:03:25.039 --> 00:03:26.800
Tell me they weren't hanging on every word.
00:03:27.280 --> 00:03:29.439
Trust me, I will tell you that's not a you problem.
00:03:29.680 --> 00:03:32.319
Um, sometimes we find, and it's it's different.
00:03:32.639 --> 00:03:36.719
Every student is motivated differently, just like every employee is motivated differently.
00:03:37.039 --> 00:03:46.719
However, some of it depends on right where they're at, you know, maturity-wise level, where they're at in terms of their journey and their career.
00:03:46.800 --> 00:04:03.520
What you know, were you talking to first year students or juniors and seniors, and it depends, and I say that because I talk to all of them at different ages every day, and you know, some of them are super engaged, and they are hanging on everywhere, and some of them I feel like I'm pulling teeth to even get them to just look at me.
00:04:03.840 --> 00:04:04.319
Yeah, yeah, yeah.
00:04:04.800 --> 00:04:13.680
And it's it's I I never take it personally, but I also am always trying to think of creative ways in the classroom every day to make sure they're engaged and learning.
00:04:13.759 --> 00:04:16.319
And it's been fun, it's been a challenge, but a lot of fun.
00:04:16.639 --> 00:04:16.959
I love that.
00:04:17.040 --> 00:04:22.560
You know, the goal of any public speaker is you're just trying to get through to your audience and not just one or two people.
00:04:22.639 --> 00:04:26.079
You you want to get the max group of your audience to come away with something.
00:04:26.240 --> 00:04:30.639
And so, my last speaking appearance of the day, I I had a little clicker in a presentation.
00:04:30.720 --> 00:04:32.079
I I put that thing right down.
00:04:32.240 --> 00:04:35.839
I I had Yeah, yeah, I did I went off the cuff, man.
00:04:35.920 --> 00:04:39.439
And um, I don't know if they learned anything, but they sure were paying attention to the last one.
00:04:40.319 --> 00:04:41.120
That's not a bad thing.
00:04:41.439 --> 00:04:46.399
Sometimes that's not a bad thing, and it and again, it depends on on who they are, where they come from.
00:04:46.480 --> 00:04:47.279
But I agree.
00:04:47.680 --> 00:04:49.040
Well, yeah, I was fun.
00:04:49.279 --> 00:04:56.000
I will tell you this, something I learned years ago, and uh and I don't have an exact statistic because this is just something more that I've observed.
00:04:56.160 --> 00:05:02.399
I've absorbed uh observed it across multiple domains, businesses, teams, everywhere.
00:05:02.560 --> 00:05:05.279
Um, might even be at your local church, people who are volunteering.
00:05:05.759 --> 00:05:12.319
But there is this thing that like two to three percent of the people within any domain are what you might call a superstar.
00:05:12.560 --> 00:05:23.439
I mean somebody who is they they get it, they're engaged, they're motivated, they're lifting up others, and then the other um maybe like 70% of the people are just there, you know, they're just here for the day.
00:05:23.759 --> 00:05:32.079
Uh unfortunately you have a danger zone, which is there's like another 20 or third, 25 percent of people who are absolutely unengaged and they're not doing anything.
00:05:32.399 --> 00:05:33.759
And and and that's a shame.
00:05:33.920 --> 00:05:39.040
So we as as leaders and and managers, we need to find ways to try to get to everybody.
00:05:39.120 --> 00:05:40.240
It's not always possible.
00:05:40.879 --> 00:05:41.600
No, you know what?
00:05:41.759 --> 00:05:46.720
I don't know if there's actually an a statistic about it because you know 60% of statistics are made up.
00:05:46.879 --> 00:05:48.399
Um that's obviously made up.
00:05:48.639 --> 00:05:49.040
Is that true?
00:05:49.759 --> 00:05:50.959
That's obviously made up too.
00:05:51.199 --> 00:05:59.279
But uh when you talk about that, Rob, it reminds me of um one of a speaker who I used to uh work with more in my in my in a past life.
00:05:59.360 --> 00:06:01.040
He wrote a book called Motivating the Middle.
00:06:01.199 --> 00:06:03.680
So shout out TJ Sullivan if he ever listens to this.
00:06:03.759 --> 00:06:04.879
But it's this exact idea.
00:06:04.959 --> 00:06:26.399
And we talk about it, he wrote it initially for college student organizations, and it's this idea that there's the top third of organizations that are your superstars, okay, your bottom third that cause you all sorts of problems, and then the middle third, who are the ones that often are forgotten about because we focus on the bottom or we do we promote and we work with the people that are in the top third.
00:06:26.480 --> 00:06:26.720
Yeah.
00:06:26.879 --> 00:06:39.680
And we need to rather than worry about so much about the bottom third of the organization, maybe we need to move forward from them, or the the group, or the church, or the whatever it is, the business, we should work on how do we motivate the middle third.
00:06:39.839 --> 00:06:42.639
So the book's called Motivating the Middle, but it's exactly what you're talking about.
00:06:42.879 --> 00:06:49.519
I I I like the whole concept of motivating the middle, and I thought you were gonna go a different direction, but but I think they're both powerful things to remember.
00:06:49.680 --> 00:06:59.920
I I think we as uh people that are uh and I'm gonna say manager specifically, and again, I'm using the term manager because a manager can make the final decision on hiring and firing and things like that.
00:07:00.079 --> 00:07:03.279
So now I'm I'm shifting away from leader talk to manager talk.
00:07:03.839 --> 00:07:10.079
But um I one thing I really hate that organizations do is we cater to the squeaky will.
00:07:10.399 --> 00:07:10.800
All the time.
00:07:11.040 --> 00:07:24.240
And we do not like so you have that loyal like person that's just busting their butt every day, not causing any trouble, they're doing their thing, and and we don't even hardly I don't mean we as in you and I, I mean it's it's natural to be like, oh yeah, they're doing their thing.
00:07:24.319 --> 00:07:26.319
And it's not that you are taking it for granted.
00:07:26.399 --> 00:07:29.680
You literally just because they are doing their job, you don't notice it.
00:07:29.759 --> 00:07:32.399
It's like an NFL tackle on an offensive line.
00:07:32.480 --> 00:07:34.560
If they're doing your job, you won't hear their name all game long, right?
00:07:34.720 --> 00:07:35.120
Absolutely.
00:07:35.360 --> 00:07:46.000
So uh so we need to actively look at our whole group and say, superstar performer, they need to be recognized, and uh, and and you know, sometimes you got to prod them a little bit.
00:07:46.079 --> 00:07:46.720
What what do you need?
00:07:46.959 --> 00:07:47.279
Absolutely.
00:07:47.360 --> 00:08:05.360
And and and superstar performer in whatever it is they do, because you know, to take the example of a football team, when you do your job and you follow the procedure and do what is expected of you as an offensive lineman, that's not the sexy, exciting thing that people are like, oh my gosh, look at this person.
00:08:05.519 --> 00:08:16.480
Yeah, but they're still following it, like the organization, the team is not successful without that individual following what is expected of them because if they don't do their job, it impacts the rest of the team.
00:08:16.720 --> 00:08:30.399
But yet we oftentimes it's let's recognize the person who has the most sales because they're out front and everyone sees that person and or they're the loudest and they are the most right, I think that's ambitious, so to speak, and that's just teams in general.
00:08:30.639 --> 00:08:32.720
Yeah, and I think that's a team killer too, you know.
00:08:32.799 --> 00:08:46.720
Like when there's that person is really vocal about things, and sometimes that's a team killer because you're like uh this person's getting like commanding so much attention, you're going, well, now if I'm commanding all that attention with this one person, and what about everybody else?
00:08:47.039 --> 00:08:52.000
If if I have ten people, I'm gonna give the exact same amount, 10% to each person if I could or whatnot.
00:08:52.080 --> 00:09:00.879
But but you know, hey, that that's a great saveway because I I just made a statement about I'd like to give 10% to each person, but we know that's not exactly how it works.
00:09:00.960 --> 00:09:01.759
I can't manage a team.
00:09:02.320 --> 00:09:03.039
Yeah, yeah, right.
00:09:03.200 --> 00:09:04.799
You get 10%, you get 10%.
00:09:05.440 --> 00:09:08.080
But here's what really we're talking about today.
00:09:08.240 --> 00:09:16.559
We're we're talking all about how to build a consistent workforce within our organization, our team.
00:09:16.799 --> 00:09:18.639
And here's why that's important.
00:09:19.200 --> 00:09:24.720
All right, so when's the last time, Nick, that you went to Kentucky Fried Chicken?
00:09:25.039 --> 00:09:26.320
I could not tell you.
00:09:26.399 --> 00:09:27.919
It's been a long time.
00:09:28.000 --> 00:09:31.759
And I feel like you should want if we're like improving, I should say I was there yesterday.
00:09:33.039 --> 00:09:34.000
It's been a long time.
00:09:34.159 --> 00:09:37.840
Um I don't know, probably a year or so ago, if I had to take a guess.
00:09:38.080 --> 00:09:39.039
It's finger-looking good.
00:09:39.200 --> 00:09:41.279
Anyway, this has been brought to you by KFC.
00:09:41.440 --> 00:09:53.200
No, no, no, I'll no, the the truth of the matter is uh where I was going with that is when I lived in England, we actually had a KFC in the middle of a little town um called Newmarket, which is crazy.
00:09:53.279 --> 00:09:57.279
Um in fact, uh it was a little close to Newmarket.
00:09:57.360 --> 00:10:03.519
It was actually in Milton Hall, but but regardless, here I am in the middle of another country, and I'm I'm a little American kid.
00:10:03.600 --> 00:10:06.080
I'm just like, I just want something that's a fried chicken.
00:10:06.559 --> 00:10:08.159
Yeah, give me some fried chicken.
00:10:08.399 --> 00:10:12.879
So I go in there and and it's the Colonel's original spices, man.
00:10:12.960 --> 00:10:16.000
I mean, it's exactly what you get when you're over here in the United States.
00:10:16.159 --> 00:10:18.879
So if I walked in there that day and they said, Oh, we don't do that over here.
00:10:19.120 --> 00:10:23.840
Over here, we have fish and chips and all the other weird things.
00:10:23.919 --> 00:10:25.519
Uh, you know, Kentucky fried fish.
00:10:25.679 --> 00:10:26.240
Yeah, yeah, yeah.
00:10:26.320 --> 00:10:26.399
Right.
00:10:26.559 --> 00:10:28.080
So, so, but what's happening there?
00:10:28.159 --> 00:10:31.519
Well, they've created a consistency that brings comfort to the buyer.
00:10:31.600 --> 00:10:36.080
Um, that can be translated across multiple locations, and how do you do that, right?
00:10:36.639 --> 00:10:38.960
So we're talking about how you do that.
00:10:39.039 --> 00:10:41.039
Well, what do you do that you're expanding your business?
00:10:41.200 --> 00:10:44.240
Maybe you went from one person to 10 people to 100 people.
00:10:44.399 --> 00:10:45.679
How do you keep it going?
00:10:45.919 --> 00:10:48.720
So we're we're talking a little bit about the ways to do that.
00:10:48.879 --> 00:10:54.639
What are your, you know, your hierarchies of a company who's struggling with the scaling up process and what they should be doing?
00:10:54.960 --> 00:11:08.159
Yeah, I think one of the biggest things that gets in the way of scaling up processes and organizations like Kentucky Fried Chicken and places that are franchises, they have like a franchise only exists because of those standard operating procedures, right?
00:11:08.240 --> 00:11:13.440
I I'm not the owner of them, I'm buying into their standard operating procedures and their brand.
00:11:13.919 --> 00:11:19.600
That didn't happen if there wasn't someone who set their ego aside way back when.
00:11:19.759 --> 00:11:25.759
And so anyone that's struggling with figuring out how to scale, I would ask you to set your ego aside.
00:11:25.840 --> 00:11:38.799
And what I mean by that, so here I want you to hear me out, is that oftentimes as entrepreneurs and as business people who are trying to grow an organization, we are the process, right?
00:11:38.960 --> 00:11:42.240
And so if the process is in your head, that's a problem.
00:11:42.639 --> 00:11:52.960
You can't grow anywhere if the process exists up here, if it is not written down, if you think, well, it's easier for me to do it, or I can't have this person do it.
00:11:53.120 --> 00:11:59.840
So we we have to set our own ego aside and create these standards of how something gets done.
00:12:00.000 --> 00:12:06.320
And oftentimes that starts with the person who's running the business setting their own ego aside and saying, huh, am I the process here?
00:12:06.399 --> 00:12:10.879
Like if I got hit by a bus tomorrow, God forbid, what happens to this organization?
00:12:11.039 --> 00:12:12.480
Is there things written down?
00:12:12.559 --> 00:12:13.600
Uh what what do we do?
00:12:13.759 --> 00:12:15.440
Do they know what to do without me?
00:12:15.759 --> 00:12:21.840
Uh well, it's it's a great point, man, because I'm there, you know, and and really what happens is I'm that guy.
00:12:22.000 --> 00:12:28.159
But but you you understand it too, because I've got an organizational chart at my company, and um I believe in this.
00:12:28.240 --> 00:12:32.559
And by the way, even if you only have two people at your company or one person, make an organizational chart.
00:12:32.720 --> 00:12:34.399
This is a visual thing I'd like you to do.
00:12:34.480 --> 00:12:35.759
And and I'm I'm being dead serious.
00:12:35.840 --> 00:12:41.600
If you're listening to this show right now, go home, take an organizational chart, put CEO up at the top and put your name in it.
00:12:41.759 --> 00:12:49.440
And then underneath it, you might put things like um production team and marketing team and sales and accounting and put your name in all those too.
00:12:49.679 --> 00:12:57.679
And what I'd like you to do is as you're building out and you're growing your team, uh, sales manager, and then write sales up underneath sales manager, write your name in all those slots.
00:12:57.919 --> 00:13:03.039
And as you're growing, you want to start filling other names into those slots.
00:13:03.120 --> 00:13:04.480
And it's something I actually do.
00:13:04.559 --> 00:13:14.080
You can go in my office right now and look on the wall, and it's start off with Rob, Rob, Rob, Rob, Rob, and now it says Rob, and now and then it says Lauren, and then it says Jeremy, and we have different names on there.
00:13:14.399 --> 00:13:16.159
And so, so yeah, exactly.
00:13:16.240 --> 00:13:17.279
That's what Nick just did.
00:13:17.519 --> 00:13:21.039
And there's a Nick, Nick, but but there's a visual to that, right?
00:13:21.279 --> 00:13:22.080
But but Nick, right.
00:13:22.240 --> 00:13:29.440
There is a visual because what it's doing is it's saying, I'm a real company, I'm not just gonna be one guy forever doing this, and I'm going to have people working under me.
00:13:29.600 --> 00:13:35.200
So I I love this process of just even creating the structure of here's who we want to be.
00:13:35.360 --> 00:13:38.799
But now I'm wearing all those hats, so how do I know to take them off?
00:13:38.879 --> 00:13:46.000
And when I'm serving like six different spots, how do I know to hey, this is sales, Rob talking to production Rob, bringing in marketing, Lauren?
00:13:46.240 --> 00:13:51.840
Yeah, we got to be able to make sure not only are we differentiating between positions, yeah, but who I'm playing within that role.
00:13:52.080 --> 00:13:52.240
Yeah.
00:13:52.320 --> 00:13:55.039
Well, and and then what are you doing within that role?
00:13:55.120 --> 00:13:57.120
If it's just you, what are you doing?
00:13:57.279 --> 00:14:06.480
Like if I know that my greatest opportunity to grow my business is in marketing, well then I should be writing down the things that I do in marketing.
00:14:06.559 --> 00:14:08.080
What are my operating procedures?
00:14:08.159 --> 00:14:16.080
What are the things that I'm doing, the tasks that I do regularly, on a daily basis, on a weekly basis, on a monthly basis, on a yearly basis?
00:14:16.240 --> 00:14:18.879
And and what does that look like?
00:14:19.200 --> 00:14:29.759
And I would say also with that, too, if you're looking at creating those operating procedures, does it have to be just the way you done you've done it, or are there other ways to do it?
00:14:30.000 --> 00:14:40.159
Right now, when we talk about op standard operating procedures from a large-scale company, it didn't just we can't just say, well, this KFC can do it this way and they can do it that way.
00:14:40.320 --> 00:14:42.240
Obviously, it it doesn't work like that.
00:14:42.559 --> 00:14:51.600
But if you're trying to scale your business and you're the one that has all the things up in your head, you should write down what you do, but also what pieces of that are non-negotiable.
00:14:51.840 --> 00:15:10.960
What has to stay there because it relates to our values, we've talked about this in past shows, but what's this necessary because we say that we are customers first, and so you have to do this piece of it, but you have the option to do this task or that task, whichever is more comfortable with you.
00:15:11.200 --> 00:15:15.840
So what you're saying, and I agree with it, I'm gonna go that next step down then.
00:15:16.000 --> 00:15:20.480
So within that organizational or organizational chart, you said writing down what you're doing.
00:15:20.639 --> 00:15:23.200
I'm gonna give you an example of how I did that the other day with something.
00:15:23.600 --> 00:15:31.840
But before I get to it, I want to tell you one of my things I love about being at a small business that's growing and also knowing how to grow a small business.
00:15:31.919 --> 00:15:36.399
Like some people, this might be your first time, and you're like maybe a first-time parent or a first-time riding a bike.
00:15:36.480 --> 00:15:37.279
You're what are we doing?
00:15:37.759 --> 00:15:38.000
Right.
00:15:38.080 --> 00:15:42.960
You know, I'm like a person who's, you know, metaphorically had a kid and now I'm raising my second kid.
00:15:43.120 --> 00:15:45.840
I kind of have a little guidelines of what I'm doing, or my third kid.
00:15:46.159 --> 00:15:57.200
So I'm I'm doing this part today where I go into my one of my other people, he's my project manager at my company, and I said to him, I said, Listen, man, you know, I I we just had this cost come in.
00:15:57.360 --> 00:15:59.120
I saw it come across my desk.
00:15:59.360 --> 00:16:04.159
And how do we prevent this cost, which should be paid for by the customer?
00:16:04.240 --> 00:16:05.679
How do we prevent it from getting missed?
00:16:05.840 --> 00:16:15.360
I don't want to get too deep in the weeds with it, but what I'm saying is it's the kind of thing that if a guy like me is not all over it, we're gonna miss it and we'll end up paying the cost, but not billing the customer, right?
00:16:15.600 --> 00:16:20.000
Um it's a little more complicated than what some, you know, some people are like, well, you just invoice the customer.
00:16:20.080 --> 00:16:21.600
I'm going, no, it's it's deeper than that.
00:16:21.679 --> 00:16:22.720
Yeah, so let's do it.
00:16:22.879 --> 00:16:24.320
You get that though, from your perspective.
00:16:24.559 --> 00:16:24.879
Correct.
00:16:24.960 --> 00:16:26.320
And I knew it was a confusing thing.
00:16:26.399 --> 00:16:31.279
And so I'm sitting here talking to him, and I said, Look, when I'm in the middle of everything, I can catch this stuff.
00:16:31.440 --> 00:16:35.600
My fear is when I bring in somebody else who's gonna be in the in this role, somebody else.
00:16:35.840 --> 00:16:36.720
So we sat down.
00:16:36.879 --> 00:16:40.240
What you just said, I literally sat down, I went through it step by step.
00:16:40.320 --> 00:16:41.840
How can we prevent this from happening?
00:16:42.000 --> 00:16:44.320
And at the end, you know what I came down to?
00:16:44.639 --> 00:16:46.799
I said, This is the job.
00:16:46.960 --> 00:16:50.000
I'm trying to create a process where multiple people can do it.
00:16:50.159 --> 00:16:51.759
I was like, this is the job.
00:16:51.919 --> 00:16:57.200
I am playing the production manager role right now, and I've got to catch this so I can make sure it gets tabulated.
00:16:57.360 --> 00:16:57.679
Absolutely.
00:16:57.840 --> 00:16:58.240
It's crazy.
00:16:58.480 --> 00:17:02.000
But it but it goes back to when we're talking about like standard operating procedures, yeah.
00:17:02.159 --> 00:17:07.359
It it has to be tied to like each step of it, whatever the tasks are.
00:17:07.519 --> 00:17:09.440
It's tied to people's job descriptions.
00:17:09.519 --> 00:17:09.759
Yeah.
00:17:09.839 --> 00:17:10.079
Right?
00:17:10.160 --> 00:17:12.960
It's having the right people in those roles, right?
00:17:13.039 --> 00:17:19.839
And you can create better standard operating procedures, more efficient procedures when you've had people in those roles.
00:17:19.920 --> 00:17:26.000
Like if you've had multiple production managers in that role, you would figure out what works and what doesn't work, and it wouldn't all just be up here.
00:17:26.240 --> 00:17:34.880
It would be things that you've learned over time so that then you hire the person into that role that can easily jump in and follow the steps, yeah, right.
00:17:35.200 --> 00:17:38.079
And then take those steps and improve them.
00:17:38.240 --> 00:17:41.119
Like KFC, Chick-fil-A, pick the the franchise.
00:17:41.279 --> 00:17:50.720
It didn't get to where it is in creating the efficient SOPs that they have without mm constantly changing them and adjusting them.
00:17:50.960 --> 00:17:51.119
Yeah.
00:17:51.440 --> 00:17:54.319
It didn't just like you know, let's just make Chick-fil-A like this.
00:17:54.400 --> 00:17:56.000
It didn't just get like that overnight.
00:17:56.319 --> 00:17:58.240
Well, and and and even that's what I'm going into.
00:17:58.319 --> 00:18:02.960
You know, it's like you don't want somebody to come in and uh hey, I make I make chicken.
00:18:03.039 --> 00:18:09.680
Maybe it's not even Kentucky fried chicken, but all of a sudden again you cook, and the cook comes in and says, you know, I got this idea for how we can do this chicken differently.
00:18:09.920 --> 00:18:17.119
Well, you know, we we want to embrace ideas, but that's not what we're doing here, and you might totally change our standards of excellence here by doing it.
00:18:17.440 --> 00:18:17.839
Absolutely.
00:18:18.000 --> 00:18:21.920
Um there's another layer to this that that I would tell you though.
00:18:22.160 --> 00:18:26.240
Sometimes in doing that, I'll find out this is a process that should be distributed to people.
00:18:26.319 --> 00:18:28.960
Sometimes I'll find out it's a process of a job.
00:18:29.279 --> 00:18:35.680
Where we came out with that was very clearly, so this person's gonna review this report and this is how we're gonna prevent it.
00:18:35.920 --> 00:18:46.160
But there's another thing, and that is that you have to look at your organization and figure out do you just want to be working in the business for the rest of your career?
00:18:46.559 --> 00:18:49.680
Listen to me if you're at home, and I really want you to think about that.
00:18:50.079 --> 00:18:52.720
Do I want to work in this business for the rest of my career?
00:18:52.880 --> 00:19:02.000
Like, so using a terrible example, but if I'm a painter and I just love painting one painting at a time, that might be a business I want to be in the rest of my career, and there's nothing wrong with that.
00:19:02.160 --> 00:19:10.720
But maybe I want to sell paintings in a store, and therefore I need to, you know, cultivate other skills within myself, and it's not gonna be that.
00:19:11.039 --> 00:19:16.720
I think as you start to embrace that you're gonna be one or the other, then you gotta be prepared for the results.
00:19:17.200 --> 00:19:47.759
Yeah, you do have to be prepared for the results and also the uncomfortable piece of it too, because and I say the uncomfortable piece of it because if you don't want to be the painter anymore and you're going to bring in other painters so that you can sell their art plus your art and grow this store, you're gonna step into the business side of things and the employee management side and the all the operational pieces of running a storefront, the marketing, there's a lot of other things that you're gonna need to take on, which is uncomfortable, one, because you have to learn them.
00:19:48.160 --> 00:20:15.279
But two, it's uncomfortable because now the thing that you did so well as a painter and the thing that brought you joy if your goal is to move forward with this store, you have to trust other people to do the thing that you did, which is one of the hardest pieces about creating SOPs, is I now have to trust somebody else to go out there and be the speaker or the consultant when for years I'm the one that's done that, and now I have to let somebody else teach my content.
00:20:15.359 --> 00:20:16.400
I'm literally doing this right now.
00:20:16.480 --> 00:20:26.559
I'm I'm just I'm doing a train the trainer with three different healthcare facilities, and I've put together all the content and I've given them on every slide the things that they should say, the things they should ask.
00:20:26.720 --> 00:20:30.240
But at the end of the day, I'm not gonna be the one delivering the content.
00:20:30.480 --> 00:20:35.759
I'll see the results of it at the end, but they're the ones who are gonna be delivering it.
00:20:36.000 --> 00:20:36.480
Interesting.
00:20:36.640 --> 00:20:38.559
Uh so it interesting.
00:20:38.720 --> 00:20:44.400
I had a guy come in the other day and he wanted to uh talk to me about starting his own business.
00:20:44.799 --> 00:20:46.160
And it was interesting, man.
00:20:46.240 --> 00:20:52.160
I mean, I'm telling you, this is an authentic story that happened right here in this conference room uh about three days ago.
00:20:52.319 --> 00:20:54.319
He comes in, really great guy, great personality.
00:20:54.400 --> 00:20:56.160
I think he's gonna be a good business owner.
00:20:56.319 --> 00:21:01.680
But um, you know, we were talking, he goes, Man, Rob, he goes, I just want to be, you know, I want to have success like you had.
00:21:01.839 --> 00:21:02.559
This is what he really said.
00:21:02.880 --> 00:21:07.200
He goes, I want to I want to have success like because I don't I want to just have to work all day all the time.
00:21:07.680 --> 00:21:10.160
And he said something along those lines, I'm paraphrasing a little bit.
00:21:10.240 --> 00:21:12.559
And I said, Listen, man, I'm gonna tell you one thing.
00:21:12.799 --> 00:21:15.680
That is not the one goal that you're walking in with.
00:21:16.160 --> 00:21:16.960
That's not how I operate.
00:21:17.440 --> 00:21:22.000
I said, I'm gonna tell you, if anything, I worked hard when I started it, and I'm working way harder now.
00:21:22.160 --> 00:21:24.640
You know, success breeds hard work.
00:21:25.039 --> 00:21:25.519
Absolutely.
00:21:25.759 --> 00:21:36.640
And um, and and my tip to him was I said, you know, just find something you're passionate about, and so when the grind happens and the grind will happen, that you're passionate about it, so you'll dive through it and you'll continue to go through it.
00:21:36.799 --> 00:21:36.960
Yeah.
00:21:37.119 --> 00:21:38.799
Um but so important.
00:21:39.039 --> 00:21:46.640
With that being said, I I want to talk about I want to start from the beginning, and then we're gonna take some takeaways for you at home if you're trying to standardize your business.
00:21:47.119 --> 00:21:48.000
How do we how do we do this?
00:21:48.160 --> 00:21:50.240
Okay, so let's start off with the top.
00:21:50.480 --> 00:21:57.200
If you want to uh standardize your operations, here's what you're gonna be able to do you're gonna be able to grow your business more effectively.
00:21:57.440 --> 00:21:57.680
Absolutely.
00:21:57.839 --> 00:21:59.759
Uh, you can't do it if you're the one in.
00:22:00.319 --> 00:22:00.720
In your business.
00:22:00.799 --> 00:22:03.279
So you're going to grow your in your business much more effectively.
00:22:03.440 --> 00:22:14.640
You're also going to find ways to do more profitability, more profitable work, because through your processes, you're going to make sure you're not hemorrhaging money and those little things you tend to hemorrhage money on when you're not paying attention.
00:22:14.880 --> 00:22:16.960
You're going to be able to make a bigger community impact.
00:22:17.119 --> 00:22:24.240
And I mean both uh philanthropically and also in a method of just getting your own exposure out there.
00:22:24.480 --> 00:22:29.920
What I mean by that is sometimes we have a message to the public and um we want them to know what that message is.
00:22:30.079 --> 00:22:32.400
The bigger we are, the more we're able to get that out there.
00:22:32.480 --> 00:22:38.640
So if I believe I'm the best home builder, sunroom contractor in town, my growth allows me to get a bigger platform to be able to do that.
00:22:38.799 --> 00:22:39.680
We need more people to know that.
00:22:40.079 --> 00:22:40.480
Absolutely.
00:22:40.640 --> 00:22:40.960
Absolutely.
00:22:41.200 --> 00:22:46.559
But also the more you're you're standardizing, the more money you have, the more profit you have, the more you can affect your community.
00:22:46.720 --> 00:22:50.079
You know, give money to charity, reach out to others, help others.
00:22:50.160 --> 00:22:51.440
So I think there's a power to it.
00:22:51.680 --> 00:22:53.119
So now you're bought in.
00:22:53.200 --> 00:22:56.160
I want to standardize my business, I want to grow my business.
00:22:56.319 --> 00:23:04.160
Uh let's do, you know, two or three takeaways that somebody can start with today to get their business growing in a very standardized way.
00:23:04.400 --> 00:23:04.799
Love it.
00:23:04.960 --> 00:23:08.400
So a couple things I would say right off the bat, someone can do.
00:23:08.559 --> 00:23:14.319
So the first thing I would do is literally just if you're not sure where to start, just write down what you do for the week.
00:23:14.480 --> 00:23:16.000
Just one week worth of time.
00:23:16.160 --> 00:23:17.440
What did you do every day?
00:23:17.599 --> 00:23:20.079
At the end of the day, just make a list of some of the things you did.
00:23:20.160 --> 00:23:27.599
So you can start to, to Rob's point, look at if you're a one-person show or a two people organization, what are we doing?
00:23:27.759 --> 00:23:29.359
Where are we spending our time?
00:23:29.519 --> 00:23:31.519
And where what is the biggest use of our time?
00:23:31.680 --> 00:23:32.960
Maybe where are we wasting our time?
00:23:33.039 --> 00:23:36.079
You need to actually be able to see it, observe it, put it on paper.
00:23:36.319 --> 00:23:38.400
Rob said, write down an organizational chart.
00:23:38.480 --> 00:23:41.200
You can start with that and then start writing down what you do.
00:23:41.279 --> 00:23:44.880
I think that's an easy way for someone to just figure out where are we?
00:23:45.039 --> 00:23:50.880
And then maybe from that you can reflect on what's the area where we can make the largest impact?
00:23:51.039 --> 00:23:55.519
What's the area where we could cut some waste, where we could be more efficient?
00:23:55.759 --> 00:24:00.079
How do we start to actually figure out what are the things that we're doing regularly?
00:24:00.240 --> 00:24:00.400
Right.
00:24:00.559 --> 00:24:01.279
You're gonna see it.
00:24:01.359 --> 00:24:13.519
So when you start to visualize it, create your own actual like chart of your organization and then also what you're doing, if it's just a small team, or even if it's a multiple people on your team, have everybody do that.
00:24:13.680 --> 00:24:14.960
Where are they spending their time?
00:24:15.119 --> 00:24:16.799
And could we be more efficient?
00:24:16.960 --> 00:24:21.200
At the end of the day, standard operating procedures make your business more efficient.
00:24:21.279 --> 00:24:28.960
They allow you to grow because you can bring someone in, and that person doesn't have to spend six months learning how Rob does what he does because it's already here.
00:24:29.039 --> 00:24:30.720
It's written down, it's not just in your head.
00:24:30.880 --> 00:24:36.640
You you I so I'm gonna do a quick uh if I can jump in now, I'm gonna do a quick, like just basically.
00:24:36.799 --> 00:24:38.000
Just gonna summarize what I said.
00:24:38.240 --> 00:24:38.880
No, no, yeah, yeah.
00:24:39.039 --> 00:24:40.480
Let me just say what you said also.
00:24:40.640 --> 00:24:41.359
Uh I agree.
00:24:41.599 --> 00:24:45.440
No, what I was gonna say is write your mission statement out, make sure you understand it.
00:24:45.599 --> 00:24:45.839
Amen.
00:24:46.160 --> 00:24:48.319
Write your vision statement, make sure you understand it.
00:24:48.480 --> 00:24:51.279
Vision is who we want to be, who we see ourselves being.
00:24:51.440 --> 00:24:53.279
Um, there's a great book called Traction.
00:24:53.359 --> 00:24:56.079
I was trying to look that up while reading traction.
00:24:56.319 --> 00:24:57.119
That's a great book.
00:24:57.279 --> 00:25:00.319
I I know one of my friends, uh, he he runs a great business in town.
00:25:00.400 --> 00:25:02.319
He said traction changed his whole business.
00:25:02.720 --> 00:25:02.960
Absolutely.
00:25:03.200 --> 00:25:04.559
So if you're a reader, do that.
00:25:04.720 --> 00:25:15.519
But there was something I was gonna say, and uh so when we get past the vision statement and you know, our quarterly goals and things like that, here's the one that I think is is really important about standards.
00:25:15.759 --> 00:25:19.759
I believe, Nick, and you're not gonna like what I'm gonna say at first, but then you'll understand what I'm gonna say.
00:25:19.839 --> 00:25:20.079
All right.
00:25:20.319 --> 00:25:24.799
I believe we we need to make rules be where we don't talk too much.
00:25:24.960 --> 00:25:27.440
Now, here's here's Were you trying to say I talk too much?
00:25:28.000 --> 00:25:29.839
That's exactly I didn't know how to say it, but here we are.
00:25:30.559 --> 00:25:31.039
I mean the truth.
00:25:31.279 --> 00:25:40.640
No, no, when I when I say we talk too much, any rule, any system you build which involves a whole lot of old school talking is probably not that great of a system.
00:25:40.799 --> 00:25:41.440
Let me explain.
00:25:41.920 --> 00:25:43.759
Sports fans out there, can you hear me?
00:25:43.920 --> 00:25:48.079
Uh all right, so you're in the NFL, you're in your high school football team.
00:25:48.240 --> 00:25:52.799
Do you go into the huddle and go, hey, you're gonna run this way, you're gonna run this way, you're gonna block this guy, you're gonna block?
00:25:53.599 --> 00:25:57.119
No, we we have one play call, and everybody knows what to do within that play call.
00:25:57.279 --> 00:26:03.359
And it should not be a whole bunch of explaining and things, but that's the standard in practice, guys.
00:26:03.680 --> 00:26:07.759
We create uh uh structures so that we know what to do when the things happen.
00:26:07.839 --> 00:26:15.200
So I would say try to create more processes where you understand, hey, look, if the building is burning, run through the sign with the exit on it, right?
00:26:15.359 --> 00:26:19.200
And you're gonna grab the fire extinguisher and you're gonna call the fire department.
00:26:19.359 --> 00:26:21.920
That is the way we do it, but we don't we shouldn't have to say it.
00:26:22.079 --> 00:26:23.599
We should know it through our processes.
00:26:23.839 --> 00:26:24.000
Yeah.
00:26:24.160 --> 00:26:25.680
But that that then becomes a habit.
00:26:26.000 --> 00:26:33.920
Like when you know what it is and you know what to do, and people don't rise to like the like their training level, it's it's it's you rise to like whatever your your standard is.
00:26:34.079 --> 00:26:35.920
Like this is the standard of what we do.
00:26:36.079 --> 00:26:40.559
And so if I know this is what's supposed to happen, it's why you know that the exit time's there.
00:26:40.720 --> 00:26:42.640
That's why I go leave when the building's learning.
00:26:42.960 --> 00:26:47.680
Because it's it's known, it's the standard, it's it's expected across the board in the building.
00:26:47.759 --> 00:26:48.400
Yeah, yeah, yeah.
00:26:48.640 --> 00:26:56.400
But if you don't have a standard of what you do when this contract comes in, it goes to this person, then what happens with it?
00:26:56.559 --> 00:26:58.000
Well, I think it should go to the other person.
00:26:58.319 --> 00:27:23.039
Well, now it's it's it's left up to your judgment, and that's why entrepreneurs struggle with this because I can trust what I know is the right thing to do, but for me to trust someone else to do it is really difficult if I don't say you need to do this when this happens, but then still there's a level of judgment that comes with this, and standard operating procedures generally take that out of the mix and give us the grips of what to do.
00:27:23.279 --> 00:27:24.160
Yeah, yeah, you know it.
00:27:24.240 --> 00:27:29.519
And then, like you said, it starts off as a training manual and it becomes habitual, and now we're all doing the same thing, hopefully.
00:27:30.160 --> 00:27:30.640
That's the goal.
00:27:30.880 --> 00:27:37.519
Okay, so so you said write down what you're doing, in other words, create your job description in a sense through the processes of what you're doing.
00:27:37.759 --> 00:27:39.039
I think that's a great place to go.
00:27:39.200 --> 00:27:42.480
We talked about doing a vision statement, a mission, a mission statement.
00:27:42.640 --> 00:27:45.039
Uh, I love a company manual.
00:27:45.279 --> 00:27:48.319
I was out at the we have one of the great Chamber of Commerce.
00:27:48.480 --> 00:27:51.039
We actually have a lot of great Chamber of Commerces in our area.
00:27:51.200 --> 00:27:53.279
We're in the Myrtle Beach area, but Conway has a great one.
00:27:53.359 --> 00:27:54.400
North Myrtle has a great one.
00:27:54.480 --> 00:27:56.480
I don't want to name them all because they all have great ones.
00:27:56.640 --> 00:28:01.839
But over in Myrtle Beach uh Chamber of Commerce, and and I uh they have Visit Myrtle Beach and the Greater Collaborative.
00:28:02.160 --> 00:28:02.720
The Greater Collaborative.
00:28:03.119 --> 00:28:03.279
Right.
00:28:03.359 --> 00:28:09.279
And uh but one of the things is they have a business uh section where they're they help young businesses get going.
00:28:09.599 --> 00:28:13.680
They said one of the first things that they tell people is write your company manual up.
00:28:14.000 --> 00:28:17.680
It has what's important to you, some of these things we just mentioned.
00:28:17.920 --> 00:28:21.599
And it's amazing to see because one of I heard a business owner talking.
00:28:21.680 --> 00:28:28.960
He said he had been business like three or four years, and he said when he started writing his company manual, he started realizing gaps in what he wasn't doing.
00:28:29.119 --> 00:28:37.200
Yeah, and it it and he said it was a real epiphany moment for him because he said, as I'm sitting here trying to fill out like what are my processes here, what do I do with this?
00:28:37.279 --> 00:28:39.359
He said, I realized I didn't have anything there.
00:28:39.440 --> 00:28:41.039
And he goes, So I'm always winging it.
00:28:41.279 --> 00:28:42.079
Just figure it out as we go.
00:28:43.599 --> 00:28:45.440
Winging it is to go back to the sports analogy.
00:28:45.519 --> 00:28:48.000
That's like the the quarterback going out and just saying, I'm gonna wing it every time.
00:28:49.039 --> 00:28:49.519
Yeah, yeah, yeah.
00:28:50.559 --> 00:28:52.400
Bring Peyton Manning in and talk about it.
00:28:52.640 --> 00:28:57.519
But you know, I I love that you say that because I think a lot of times businesses create a business plan to bring it back.
00:28:57.599 --> 00:29:04.160
Like when I'm talking to my students right now, I have two different courses where I they literally are as teams creating business plans.
00:29:04.240 --> 00:29:10.799
And for them to realize all of the different operations that go into business and to put it down on paper, it's extremely eye-opening for them.
00:29:10.880 --> 00:29:20.880
They're not actually running real businesses, but they're creating a solution to a problem where they're then having to say, rather than just, well, we think this would fix it, well, how the heck do you do that?
00:29:21.039 --> 00:29:23.200
What is that gonna look like from day to day?
00:29:23.440 --> 00:29:27.680
You want to, you know, offer tailgate running rental services at this many of them.
00:29:27.839 --> 00:29:29.039
What how are you gonna do that?
00:29:29.200 --> 00:29:31.359
What is that, what's required to do that?
00:29:31.599 --> 00:29:37.599
And so, like you're saying, the company manual is if you don't even know where to start with that, go back and look at your business plan.
00:29:37.680 --> 00:29:40.480
If you don't have a business plan, go create a business plan.
00:29:40.720 --> 00:29:46.400
And if you have one, use it to fully flesh it out and create a company manual out of it.
00:29:46.640 --> 00:29:48.319
Yeah, that that's interesting stuff, man.
00:29:48.480 --> 00:29:50.720
Well, I I think those are some good takeaways for today.
00:29:50.880 --> 00:29:56.160
Um, you know, because I I do like what these are, but I'm gonna do one last thing with you, and then we're gonna sign offer today, okay?
00:29:56.400 --> 00:29:56.720
Sounds good.
00:29:56.880 --> 00:30:00.240
And I don't mean to put you on the spot, but it's but I'm going to it's okay.
00:30:00.480 --> 00:30:01.359
I'm used to it by now.
00:30:01.519 --> 00:30:01.759
All right.
00:30:01.839 --> 00:30:09.920
So if you're in the first year of your business, you just started, you've got maybe yourself and maybe your wife working with you, nobody else, what would you do for a standard operating procedure?
00:30:10.000 --> 00:30:11.359
Like, what's the biggest one for you?
00:30:12.160 --> 00:30:14.880
The the standard operating procedure I would have for myself.
00:30:15.039 --> 00:30:18.559
It would, I think it would depend on the business I had.
00:30:18.720 --> 00:30:30.640
But if it was a sales-driven business, I would have a standard operating procedure for how often I am pitching clients or marketing myself in terms of like outreach.
00:30:30.720 --> 00:30:40.559
I would have a standard and if the standard operating procedure could simply be every day at this time, I spend one hour doing this process, right?
00:30:40.799 --> 00:30:46.000
I have my leads that I've I've generated via however you do it, right?
00:30:46.079 --> 00:30:48.079
Whatever the process is for that, wherever they come from.
00:30:48.160 --> 00:30:57.359
And then my standard operating procedure is every day at 12 o'clock from 12 to 1, I'm gonna pick up the phone and I'm gonna make 12 phone calls.
00:30:57.519 --> 00:30:58.000
Okay, okay.
00:30:58.240 --> 00:31:09.759
And then from that, I'm gonna so it it is it is a a process of how I'm going to generate leads, pitch leads, follow-up on leads, whatever that looks like.
00:31:09.839 --> 00:31:20.559
That's like if you're trying to grow your business, one of the best ways to do it, I think, is is actually the way you're marketing and generating leads and bringing people into your business and people learning what your business is.
00:31:20.799 --> 00:31:28.640
That is where I would start a standard operating procedure if it was just me, myself, and I, or me and one other person, is and it could just be a daily thing.
00:31:28.880 --> 00:31:29.039
Okay.
00:31:29.119 --> 00:31:29.839
All right, I got you.
00:31:29.920 --> 00:31:34.160
Well, and and and again, we're doing this under the presumption somebody actually does want to grow their business.
00:31:34.799 --> 00:31:37.359
And and I don't think you have to go into this thinking you're gonna grow.
00:31:37.599 --> 00:31:41.119
I mean, I will kind of wrap up with my thoughts on it, and I would make it very, very quick.
00:31:41.200 --> 00:31:42.720
And I'm gonna cheat a little bit because I'm gonna do two.
00:31:42.799 --> 00:31:44.880
I'm gonna say, number one, make your mission statement.
00:31:45.039 --> 00:31:48.480
It should be your mission statement that's true to you that you think will always stay true to you.
00:31:48.559 --> 00:31:53.599
Now, mission statements do change over time, but that's probably the clearest operating procedure you can make.
00:31:53.680 --> 00:31:59.599
So, young person that just got into real estate, just got into life insurance sales, I don't care what you're doing, make a mission statement.
00:31:59.759 --> 00:32:01.519
Figure out what that core thing is.
00:32:01.680 --> 00:32:04.799
This is what makes me special, this is why I'm in existence.
00:32:04.960 --> 00:32:06.160
Okay, so that's the big one.
00:32:06.319 --> 00:32:09.599
You can build off of that whether you got one person or a hundred people in my mind.
00:32:09.759 --> 00:32:10.160
Absolutely.
00:32:10.400 --> 00:32:13.920
The second part is I love what you said there, sales procedure.
00:32:14.079 --> 00:32:14.319
Okay.
00:32:14.640 --> 00:32:17.200
I would start off with, what's the biggest challenge for a new business?
00:32:17.279 --> 00:32:18.720
I don't have any people to sell to usually.
00:32:18.799 --> 00:32:20.160
I mean, nobody knows who we are.
00:32:20.319 --> 00:32:23.119
So we start off with what do we do when we get the first customer?
00:32:23.200 --> 00:32:27.119
Um, so I would do my sales procedure would be how do I handle a new customer?
00:32:27.279 --> 00:32:36.960
And uh at Carolina Base, of course, the company I own, one of the things, well, in addition to leader mentality, but I believe every single person here has to answer the phone the same way.
00:32:37.039 --> 00:32:38.720
And I don't mean a little bit the same way.
00:32:38.880 --> 00:32:43.599
Um well, it seems simple, but I guarantee you you go to companies all over America, it's not happening.
00:32:43.920 --> 00:32:45.039
That's one of my biggest pet peeps.
00:32:45.440 --> 00:32:53.519
If your if your answer should be thank you for calling BJ Enterprises, then thank you for calling BJA Enterprises for everybody.
00:32:53.599 --> 00:32:56.640
It shouldn't be one person's like, hi, good morning, whatever.
00:32:56.799 --> 00:33:01.359
And I know that seems very robotic, but you need to create that standard early on.
00:33:01.440 --> 00:33:06.079
So anyway, with that being said, we're a little light on time now, but we do want to thank everybody.
00:33:06.160 --> 00:33:13.759
Uh, if you're out there trying to standardize your business, you've got great tips, you have anything you'd like to add, feel free to write us mentalityleader at gmail.com.
00:33:13.839 --> 00:33:14.640
That's the easy way.
00:33:14.720 --> 00:33:15.759
Go to our social media.
00:33:15.839 --> 00:33:19.440
Uh, we'd love to have you on the show if you're an expert on the subject by any means.
00:33:19.759 --> 00:33:29.680
And make sure to like and share us all of your social media preferences online, and we'll look forward to seeing you next time on the Leader Mentality show with Rob Clemens and guest speaker, Nick D.Stefano.