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0:00the single most valuable skill set you
0:01can have is getting other people to do
0:03things for you because fundamentally if
0:04you know how to do that then you can get
0:05somebody else to do every other portion
0:07of the business and they can build it on
0:08your behalf and so in this video I'll
0:10walk through an in-depth process of how
0:12I think about managing people to get the
0:15desired outcome on a consistent basis
0:17and how to have some of the hardest
0:19conversations you have to have and make
0:20it feel easy so let me show you
0:22something that I haven't done in any
0:23other school days but I'll I'll walk you
0:24through it so I just call this like my
0:26Management
0:27Diamond so fundamentally if you ask
0:30someone to do something you want them to
0:31do it if they're not doing it then comes
0:34the problem solving right which is
0:38what
0:40how when
0:51oops okay so if someone doesn't do what
0:54you want them to do the first and
0:56obvious reason they didn't know what you
0:57wanted them to do and so you fix this
0:59one communication this is by the way a
1:01really good framework for having hard
1:03conversations when someone's not doing a
1:05good job so you say hey
1:07Carly I wanted you to do this and you
1:09haven't done it so I just want to figure
1:10out what the reason was so we can solve
1:12it or make it less likely to happen in
1:13the future so I figured the first was
1:15that you didn't know that I wanted you
1:16to do that did you know that I wanted
1:17you to do that if they say no I didn't
1:19know then you're like great now you
1:22know right now if they're like I did
1:25know that you wanted me to do that then
1:26you're like oh did you not know how to
1:27do it which you solve with
1:31training which we'll dovetail into the
1:33whole teaching thing in a second but
1:36okay yes I did know that you wanted me
1:38to do it and I know how to do it but I
1:41didn't know you wanted it by now or by
1:43tomorrow and so I didn't have a deadline
1:45here so we assign deadlines when we tell
1:47people to do
1:48things and that's just again to hold
1:50them responsible now if someone knows
1:51what you want them to do they know how
1:52to do it and there's a deadline
1:53associate and they still don't do it
1:55then the question is do they need some
1:57sort of incentive were they not
1:58motivated to do it or was something
2:00blocking them I could have the best chef
2:01in the world who's the most motivated
2:03know that I want to make an omelet knows
2:04how to do it knows I want it in the next
2:05five minutes he's like bro I don't have
2:07eggs doesn't matter how much I do like
2:10sometimes people don't have like we
2:11actually had this issue with my editing
2:14team was I was like why don't you all
2:15edit in the building and they're
2:16like the upload speed they're like my
2:19upload speed at home is faster than here
2:20and so it actually just takes me more
2:21time and so we paid Google Fiber to
2:24drill a hole into the wall and
2:25here we are now they can up it's faster
2:27here now right but it's fundamentally
2:29like if there are blockers then it's
2:30like okay well can I just solve whatever
2:32that blocker is can I remove that
2:33impediment and so walking through this
2:37has helped me have a lot of hard
2:38conversations with people and not make
2:40them hard it's like there's five reasons
2:43that you didn't do it you didn't know
2:44what it was how to do it when I wanted
2:46it you were't incentivize or something's
2:47blocking you any of these sound familiar
2:49and if there's more than one then you
2:50got to fix more than one and often times
2:52if you
2:53delegate if you basically you hand
2:55something off to somebody and it gets
2:57worse after you hand it off it's because
2:59you didn't delegate it advocated it you
3:00just said here you go good
3:03luck and so that's a very easy litmus
3:05test if you hand it off and it gets
3:06better or it's neutral then you actually
3:08delegated it and so what happens is most
3:10entrepreneurs just find a human being
3:11that has a pulse say they have a meeting
3:14like this and just say a lot of things
3:15at them expect the person to have 100%
3:17retention and know exactly what to do
3:19when they want to do it how they want it
3:20done with no blockages the person's not
3:23aware of and then be done be like oh
3:27yeah I already I told him once it's like
3:30yeah once not in a written format in no
3:33structured form like and then you're
3:34just yelling at them on a zoom call and
3:36then two weeks later you're surprised
3:37that they're not doing as well as you
3:39after having done it for years
3:41you know what I mean so we we think
3:44through this and this is how I think
3:45through um trying to figure out um
3:47employee issues so this one's fairly
3:50straightforward I my opinion this one's
3:53fairly straightforward the two hard ones
3:55are these guys so from a training
3:58perspective I'll give you I'll give you
3:59an example I had to do recently with um
4:02a teammate or an employee here um I'll
4:05just give
4:06a so let's say there's somebody on your
4:08team who's a dick right you're like hey
4:11Caroline you're being a
4:13dick um the thing is is that stop being
4:17a dick is actually a pretty terrible
4:19directive and the reason is because they
4:20don't know what they're doing because
4:21they're dicks they're like you just want
4:23me to not be me and you're like kind of
4:26and so what we have to do is so I call
4:28it bundling and un bundling terms and
4:30this is fundamentally why I think my
4:32content does better than most people's
4:34is
4:36that like you've heard me to find terms
4:38it's like okay patience is figuring out
4:40what to do in the meantime so if I told
4:41someone be patient it doesn't mean
4:43anything if I say be
4:45charismatic how do I be charismatic it's
4:48like okay I need you to have more uh
4:50vocal ranges when you're talking I need
4:52you to pause for emphasis I need you to
4:55say people's name I need you to look
4:56them in the eyes I need you to nod when
4:57they're talking like these are a series
4:58of activities that when someone does all
5:00of them we bundle them together and say
5:02this person's charismatic and so rather
5:05than saying be charismatic say I need
5:06you do these six
5:08things or stop doing these six things
5:10that you are
5:11doing and by doing that then people will
5:13stop describing you as a dick and so we
5:16had um so a teammate who's really high
5:19potential like really smart hardworking
5:21did all that stuff but something started
5:24happening and it started acting a little
5:25bit dickish and we had four leaders in
5:28my company have like sit down talks
5:30which normally wouldn't do but the
5:31person was really good at their job like
5:33I don't really want to lose the
5:34productivity and so I was the last stop
5:36I was like it's me or you're out so we
5:39got to figure something out here and
5:41he'd already been given a lot of
5:42instruction a lot of don't be a dick be
5:44nicer things like that but that doesn't
5:46help anyone change their behavior and so
5:49fundamentally giving someone a frame of
5:50what I want to have happen as a result
5:52of this conversation helps fil or what
5:54you're actually talking to them about
5:55and so like me insulting them or making
5:57them feel bad doesn't actually do
5:58anything for increasing the likelihood
6:00that they behave in a certain way most
6:01of the time it's just Clarity just like
6:03when you hop on the call and you tell
6:06people to do this stuff immediately they
6:08will not like you and if they don't like
6:09you they'll complain more which makes it
6:11more like you get fired you don't want
6:12to get fired great so all you have to do
6:14is not do that at the beginning of the
6:15calls people stop describing you that
6:17way he's like this is so eye opening I
6:19didn't even know and there was like four
6:20or five other items that I'd asked for
6:22specific examples so that I could say
6:23like stop doing these things and people
6:25stop calling you a dick and within a
6:27month people were people were like dude
6:29he's completely turned around it's like
6:30he just actually had Specific
6:31Instructions and so most of us aren't
6:33willing to do the hard work of saying
6:35like what is this person doing or what
6:37does this person need to do which is why
6:39I'm a big fan of checklist because it's
6:40like this is what you have to do when
6:43you onboard someone like check your hair
6:45make sure that there's not a bed in the
6:47background like I'm like yeah you're
6:51onboarding a customer and it's got like
6:52you know a pink bunny poster behind you
6:53and it's like that's probably not the
6:54first impression I'm really looking for
6:56right so it's like these are the
6:58checklists that you go through it's like
6:59first you greet them by name second you
7:00look at the notes and you tell them
7:02about the goal and then when you took a
7:04recording of the onboarding call it's
7:05like why does Sarah suck and Caroline's
7:07great just say well Sarah here's the
7:09checklist you did three there's 11 items
7:12Sarah consistently or Caroline does you
7:14know nine out of 11 and hers
7:15consistently get higher scores now if
7:18she if Sarah follows the checklist and
7:21she does all 11 and her scores are way
7:24below the other girls then it means the
7:27checklist is wrong which means that's on
7:28you not on her and so it means that
7:30you're incomplete in terms of what
7:31you're trying to train them on and so
7:32sometimes it's useful to know that so if
7:34both people do the checklist and they
7:35objectively meet the things then there's
7:36other things that you don't know about
7:38and so
7:39fundamentally soft skills and hard
7:41skills are all just skills it's just
7:44that soft skills people just have a
7:45harder time teaching because it's
7:47bundled language and I think that's why
7:50so many people struggle teaching
7:52them so in training the team to loop
7:56back to your question I want to figure
7:58out what the problem is with the person
7:59so I can try and loop to these things if
8:01it's a training issue I try and break it
8:03down as much as I humanly can if it's a
8:05motivation issue um it really comes down
8:08to reinforcing stimuli so either people
8:10do things that uh because they get stuff
8:12that they like or they avoid things they
8:14hate getting fired is usually a pretty
8:16aversive stimulus so a lot of people
8:17will do things to just not get fired so
8:20it's fairly strong um but the best
8:23performers do it do things because they
8:25just like doing them like the best
8:26employees the best teammates they just
8:27work all the time because the actual
8:29conditions of work are more reinforcing
8:31than any boss can be right which is why
8:33a lot of people like on my team for
8:34example with like a lot of editors and
8:36whatnot they just edit in their free
8:37time they picked up editing because
8:38editing itself is a reinforcing thing no
8:40one call cold calls in their free time
8:43oh yeah I just picked up cold calling on
8:44the side yeah I just cold call like on
8:47my days off just because I just like it
8:48like no one says that uh but the thing
8:51is is that sales and editing have very
8:52fast feedback loops and so you can
8:54immediately get off the call and get a
8:56reward you immediately get you see an
8:57edit and or you catch a moment and
8:59there's there's this F A lot of feedback
9:00loops that are really tight and good
9:02other roles have slower and longer
9:04feedback cycles and so as a manager you
9:08have to basically artificially input
9:10more feedback loops into longer project
9:13timelines or jobs that require more
9:15complex tasks
9:17um that motivate people through
9:21reinforcement and so a lot of people I
9:22think in culture say oh someone did
9:25something crazy and so what we do is we
9:27say what happened that caused them to do
9:29it
9:30but we actually invert how Behavior
9:31Works which is people do things because
9:34of what happens after they do them not
9:36because what happened
9:37before and so that's like what happens
9:41after you do stuff is the latency of
9:42training and that's how you train people
9:44and so anyways I I I ge out on human
9:46behavior stuff a lot but um motivation
9:49fundamentally comes from deprivation
9:51which is what are you most deprived of
9:53so if someone who's very deprived of
9:55Praise which many people are giving
9:57praise motivates them if someone gets
10:00praise all the time praise might not
10:02motivate them just depends on the person
10:04and so this is figuring out what are the
10:06reinforcing stimuli from someone's past
10:09that's getting to know your employees
10:10better so you can do the things that
10:12motivate
10:13them money by the way has been
10:16conditioned as a universal uh reinforcer
10:19we've learned at an early age that this
10:20thing equals whatever we want so it's
10:22just a generalized reinforcer but there
10:24are more specific reinforc that you can
10:25give to individual
10:27people so yeah that's that's that and
10:29then block you just unblock the thing if
10:31you can afford it whatever the problem
10:32is so um that's my little Manifesto on
10:36management if that helped out okay cool
10:40oh great Where do you um where do you
10:43find like more information to better
10:46understand these Concepts because we're
10:47in a very in like human capital
10:49intensive industry management is the the
10:52big piece that's missing for like every
10:54company and that's why so many people
10:56fail where would I find like this in
11:00more depth and in more volume so that I
11:02can understand these Concepts better so
11:04I've got a special CTA for you today uh
11:06this exerpt was from a school day so
11:08this is from the school winners who came
11:11out they were the top 10 and they asked
11:13me about managing team and so I answered
11:14that question but if you don't have a
11:17business then none of that matters and
11:19so to start a business you can go to
11:21school.com we run the school games it's
11:22for people who are just getting started
11:24in business and that's what that's for
11:27if you already have a business and you
11:28have a big team and you want to scale
11:30your team we run workshops occasionally
11:32at acquisition. at our headquarters here
11:34in Vegas and so if you'd like to partake
11:36in one of our workshops you can go there
11:38and click the scale button and uh
11:39hopefully we'll see you soon so most of
11:41these Concepts were derived from the
11:42ground up from just like rat studies
11:44with Dr cashy Who Sam Sam knows my my
11:47good buddy and so um I think most
11:50people just do a lot of things and just
11:53like see what happens like it's very
11:55halfhazard I think almost no one knows
11:57how to train period I feel I feel like
12:01understanding human psychology like that
12:03was always my found even ignore
12:04psychology really I completely ignore it
12:06I I would say that you talk a lot about
12:08it like you probably never heard me say
12:10the word psychology not the word
12:12psychology but what you're maybe I'm
12:13blanking it right so so to get no I
12:16don't want to get too far into that
12:17because I will go there but um so this
12:20is this is like for everyone like if you
12:22want to basically have your
12:24ometer always turned on it's separating
12:27out when people give reasons because
12:30statements or just blank statements of
12:33like the other day somebody was like
12:34there's only three ways that you can you
12:36know make a customer worth more and then
12:37they and then they continue the sentence
12:38I was like that's just false they just
12:40started the statement that way and a lot
12:42of people make statements that are just
12:43false they have no idea what they're
12:45saying and so we walk through a
12:47framework when we're trying to basically
12:48detect
12:55which is logic evidence utility
12:58which is what does this mean
13:02how do you
13:05know and then so
13:08what so I'll give you an example so I
13:12had um I had someone the other day say
13:15I'm stressed because I'm lonely and I
13:18was
13:19like okay I was
13:22like what does lonely mean to you it's a
13:25bucketed term right it's a bundled
13:27term he was like well I was like that on
13:30Friday night you have known to text or
13:32that people don't respond back to you or
13:34like what what is the what what does
13:36that mean to you because it's there's a
13:38thing there's an activity that occurred
13:40and then they described it they chunk it
13:41up as loneliness but when you get two
13:43steps below that of to like what
13:44occurred what was the action that got
13:46stunted or something that you wanted
13:48that you didn't get then you can get a
13:50lot more specific we're like okay so
13:52then I say all right so that was the
13:54lonely occurrence now have you been
13:57stressed before when that wasn't
14:00happening yes okay so then how do you
14:03know that that thing has anything to do
14:05with your stress they're completely
14:07decoupled right it's like all right
14:11and who cares you're stressed have you
14:14been stressed when things are going well
14:16yes have you been stressed when things
14:17are not going well yes so in general
14:19you're stressed when you're alive noted
14:22what's your point right and so we like
14:25breaking this down allows you to just be
14:26less confused about what other people
14:28say and so the reason I'm going here is
14:31because most people are full of not
14:34purposefully not maliciously they just
14:36don't know any better and so they just
14:37like paired out other things they talk
14:39about pop psychology whatever and I for
14:42the most part have just erased feelings
14:45intentions beliefs all of these words
14:47from my vocabulary in terms of what
14:49influenc his behavior because I just
14:51only focus on what can we observe
14:53because if I were to say this guy is
14:54really motivated I'd say how do you know
14:56what does motivation mean to you I said
14:59can you motivate me I was like Define
15:00motivation and she just like stood there
15:01and melted and I was like right so you
15:03want me to answer a question that you
15:04can't Define the word for so what's the
15:06likely that you get what you want really
15:08low and so the thing is is we ask
15:10questions about stuff all the time we
15:11can't Define which means maybe we need
15:13to ask better questions or at least know
15:14what the we're talking about and so
15:17anyways I bring this up
15:19because if you going back to the
15:22motivation thing if I say this person's
15:24really motivated you'd say how do you
15:26know it's like well they do all the
15:27stuff it's like great then forget about
15:29concept or label of motivation and just
15:30say this person does these things great
15:33and so I don't care if you feel
15:35motivated or not if you do these
15:37activities people describe you that way
15:39and if you do these activities when I
15:41had the conversation with the the dick
15:43in particular right I said I want to be
15:45clear I don't care if you're a dick I
15:47don't care if you hate everyone as long
15:49as you behave this way doesn't matter to
15:51me and so a lot of people spend all this
15:53time trying to be like there's these
15:54seven stages of awareness I'm like how
15:56do you know
15:59how do you know that what's your
16:00evidence for that and so what like what
16:03are the activities someone has to do
16:04okay they have to see your ad great then
16:07they have to interact with it in some
16:09way they have to take an action so if
16:10you go through the leads book I walk
16:11through the lead stages in the book and
16:13it's only based on the observable they
16:15took a step then they give you their
16:17information they give you means to
16:18contact them then after you have means
16:20to contact like you these are the things
16:21that like no one can like fight me like
16:23these are the things that have to occur
16:25and so if you if you reason up from what
16:28can I observe with with my eyes it makes
16:29life a lot
16:30easier even when you're talking to like
16:34a spouse you're like okay I'm really
16:36upset like okay what does that mean
16:39right now how do you know you're upset
16:41and so what what do you want me to do
16:44about it and so then you say like when
16:47you say this what do you want me to do
16:49when you say like if someone says like
16:52you should know it's like oh I'll play
16:53that game I'm hungry either means you
16:57would like me to go get you food you
16:59would like us to go get food together it
17:01could mean that you want space it could
17:03mean you're in a bad mood I was like but
17:05I won't take one Q for six behaviors
17:07pick and then it makes things a lot
17:09easier and so you can start training
17:12real realistically like anyone in your
17:14company to behave a certain way by just
17:16saying when you say this what do you
17:17want to have
17:18happen and also when you're having the
17:20conversation with staff or employees or
17:22whatever like sometimes we in in the
17:24moment like someone disrespects you you
17:26want to like immediately insult them or
17:27whatever right but you're like okay
17:29well what do I want to have happen well
17:31if I insult them they're going to be
17:34more resistant to me in the future but I
17:36need to have more influence over them
17:37not less so me counter punishing to
17:40prevent their their thing in the future
17:42it's probably going to be
17:43counterproductive and so what can I say
17:45that increases the likelihood that what
17:46I want to have happen happens and so
17:48it's like taking a second step forward
17:50and me back to think what's two the
17:52second order of magnitude effect on
17:54their behavior rather than what I feel
17:55like doing in the moment um and so when
17:59you're trying to look for okay how do I
18:01manage people better or how do I train
18:04people better most training is just not
18:07chunk down far enough and so the people
18:10who are successful in whatever your
18:11education thing is come in more
18:15qualified than other people like have
18:17you ever had a student or a customer who
18:19you're like this guy's going to win no
18:20matter what right it's not you it's
18:22because of them because they have a
18:23history of skill they have a larger
18:25skill set um that they bring to the
18:27table and so fundamental
18:29the people who are successful with your
18:31program are lacking the things you teach
18:33the people who are not successful lack
18:35those things and other things and so to
18:38have the most comprehensive training you
18:40would have to start with here's how you
18:43write words here's how you type here's
18:45how the internet works of course you're
18:47not going to do that because there's a
18:48base assumption which is what qualifies
18:49someone to be a customer of a certain
18:51level of skills it also works the same
18:53way with an employee there's certain
18:54level of skills that are required to
18:56work for this role and so if someone
18:59does have a deficiency then the question
19:00is what's the return on effort I think I
19:02could teach someone who has Down
19:03syndrome to be a neuros a neurosurgeon
19:05well I could but somebody could right it
19:07just might take 30 years it's probably
19:09not worth it because for the same
19:10resources we get 2,000 other
19:12neurosurgeons who don't have Down
19:13syndrome right and so if you think about
19:17your customers that way it's like and
19:18simply thinking about like take out
19:20character traits take out beliefs
19:22whatever it's just I need them to behave
19:24this way that's it just break it down to
19:27the activities and it makes a lot easier
19:28and so fundamentally it's like I wish I
19:30were more charismatic I wish more
19:32patient I wish I were more confident if
19:34you just debundled those things and just
19:37say how do I break this down to the
19:39smallest level and how do I just do
19:41those activities it makes it a lot
19:42easier and so usually when training does
19:44not work it's because we made an
19:46assumption of a skill set that they
19:48didn't have and so the more advanced
19:50someone is the vager the instruction can
19:51be so I can say or Sam can say hey man
19:55you think you just Market school I say
19:57sure
19:58that's it that's the directive it's not
20:00like okay do you think you can make this
20:02many pieces of content you think you
20:03could run this many pieces of AD or like
20:05whatever it is right and if I'm like hey
20:07think you make an amazing product keep
20:08making he's like sure like it's not like
20:11do you think you'd have an activation
20:12sequence an onboarding are we're going
20:13to do these things I like I trust that
20:15he's to do it because he has the skill
20:16set you trust that I can do it because I
20:17have the skill set and so fundamentally
20:19the more skilled the person is the
20:20bigger the instruction can
20:22be and so if you have lowl people you
20:25don't have a lot of room for vagueness
20:26so you have to be more specifically your
20:27instruction as people get higher and
20:29higher up in your organization you can
20:30be vager and vager with the instruction
20:31because they have more
20:33skills and so experts fundamentally just
20:36have more ways to be rewarded within the
20:39same
20:41context like if you're really good at
20:42editing video then you have many things
20:44that reward you because you have more
20:45skills if you're really bad at it
20:47there's very few things that reward you
20:49and so that's what Mastery development
20:51is

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