"Why Does Everything Fall Apart When I Leave?" — Transcript

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1. 0:00My name's Christina, I'm from Austin,
2. 0:01and
3. 0:02I sell high-end ranch events and
4. 0:04excursions to Fortune 500 companies. And
5. 0:07so, almost like a dude ranch without
6. 0:08lodging.
7. 0:10We do anywhere from 3.8 to 4.5 annually.
8. 0:14And I'd like to be
9. 0:15around eight. Um and we're on track to
10. 0:18do that.
11. 0:20But what's stopping me is a people
12. 0:22problem.
13. 0:23>> Okay. What Give me Give me more. Is it
14. 0:25you don't have enough people? What is
15. 0:27it?
16. 0:27>> Well, as Austin's grown, it's been
17. 0:29harder to find cowboys and cowgirls cuz
18. 0:31it's all metro now.
19. 0:32>> Yeah.
20. 0:33>> But we're solving that by growing our
21. 0:34own now and training our own.
22. 0:37But a bigger problem is
23. 0:39that
24. 0:41I've got some answers from this, but I
25. 0:42would love to know as I've grown the
26. 0:44company and I'm not able to be in all
27. 0:47the different areas, and as we've hired
28. 0:49more manpower, I feel like I work on one
29. 0:52part of the business, I get the SOPs
30. 0:54dialed in, have it all ready to go, go
31. 0:56work on another department, and then
32. 0:57that one gets unwound before I can get
33. 0:59back to it. And it's just a reoccurring
34. 1:02problem in all my companies.
35. 1:05>> So, two issues.
36. 1:06Um
37. 1:08Well, it's the same core issue. It could
38. 1:09be two different reasons for it. And
39. 1:10they could be both at the same time.
40. 1:13The leaders you have have skill
41. 1:14deficiencies.
42. 1:16And so, either it means that you're
43. 1:17hiring with too low of a bar, you're not
44. 1:19hiring smart enough people that have
45. 1:20enough batteries and GPS included.
46. 1:22Option one.
47. 1:23>> Okay.
48. 1:23>> Option two is that you're not good
49. 1:24enough at training people.
50. 1:26>> Okay.
51. 1:26>> Either way, the end result is that they
52. 1:27do not have the skills in order to
53. 1:29continue to do the activities that you
54. 1:31do. I'm going to bet that when you turn
55. 1:32it go into departments, you probably
56. 1:34turn them around pretty quick.
57. 1:36>> When what?
58. 1:36>> You probably turn it When you show up,
59. 1:38things work. And then when you
60. 1:39disappear, it stops working, right?
61. 1:41>> Pretty much, yes.
62. 1:43>> And so, what that means is that
63. 1:44>> it doesn't work as well, and it's slow.
64. 1:47>> What have What mean What that means is
65. 1:49that you are the
66. 1:50You
67. 1:51Trying not to get too behaviorally here,
68. 1:52but like you are the discriminating
69. 1:54stimulus for reinforcement. Meaning, you
70. 1:56are the totem that people look to to say
71. 1:58good job.
72. 1:59And what this means is that you have to
73. 2:00install that um into the leaders who you
74. 2:04leave behind.
75. 2:05So, either
76. 2:07So, what happens is first you define
77. 2:09what you know success looks like. You
78. 2:10say this is what good is. Then you
79. 2:11demonstrate it cuz you're the leader,
80. 2:13right? And then you get them to try to
81. 2:15do it, right? And then they do it in
82. 2:17front of you. And then uh you watch what
83. 2:19they do. And then you say great job or
84. 2:22that sucked and here's what you need to
85. 2:24do to fix it. And then you keep
86. 2:26repeating that until eventually it
87. 2:28sticks and it becomes a cultural norm,
88. 2:30which then goes from you giving people
89. 2:32kudos. And if you do that enough times,
90. 2:34they start giving each other kudos. And
91. 2:36then if that happens long enough, they
92. 2:37start correcting each other in private.
93. 2:39>> Okay.
94. 2:39>> That's the process. And so, what's
95. 2:41happening likely is that you're getting
96. 2:42to step five of that. You're doing good
97. 2:44job, bad job, do it this way next time.
98. 2:46But in the next step, which is repeated
99. 2:48until it sticks, that's the part you're
100. 2:50missing.
101. 2:52>> Totally.
102. 2:52>> Yeah.
103. 2:53>> I think the problem
104. 2:55is what when I'm time blocking what when
105. 2:58you start adding that on the plate of
106. 2:59all the other things that we're doing it
107. 3:02that takes a lot of time to go back and
108. 3:04do that.
109. 3:05>> And so, the the step that happens in
110. 3:07order to transfer
111. 3:09reinforcement from a person to the rest
112. 3:11of the organization, which is what we
113. 3:12want to have happen. Functionally, that
114. 3:14is what culture is, right? You build a
115. 3:15culture, it means that you're
116. 3:16establishing rules of reinforcement in
117. 3:18an organization. And so, the people who
118. 3:20are there do not reinforce each other.
119. 3:23And so, that means that you need to give
120. 3:24other people kudos for giving kudos.
121. 3:27>> Okay.
122. 3:28>> That's the leave behind. Is that if you
123. 3:29can get them basically your signal of
124. 3:32like I have done my work here is when
125. 3:33they start giving each other kudos for
126. 3:35doing at the job right. And when someone
127. 3:37new comes in, they're like, "Oh, why do
128. 3:39you guys do it?" It's like this is how
129. 3:40we've always done it. That's how And
130. 3:41then because that's when it becomes a
131. 3:42norm. When they don't actually have to
132. 3:44witness you doing the reinforcement,
133. 3:45it's just how everyone behaves here.
134. 3:47Because it's socially safer to model the
135. 3:49behavior of the group when you're new in
136. 3:51any environment. And so that's what
137. 3:52happens when the companies have strong
138. 3:54cultures. But it starts at the leader,
139. 3:56they reinforce the leaders for doing
140. 3:58good stuff. Those leaders then have to
141. 4:00pass it on. That's the That's the That's
142. 4:02the behavioral piece that's piece that's
143. 4:03missing in your leadership style right
144. 4:05now which will allow you to scale.
145. 4:06>> And so when you've been in business 15
146. 4:08years and that I I don't have any
147. 4:10culture cancer right now. I have a lot
148. 4:12of great people that maybe missing those
149. 4:13skills.
150. 4:14Do you
151. 4:16start by bringing somebody in that
152. 4:17already knows how to help you create
153. 4:19that or do you start grassroots the
154. 4:21people you already have?
155. 4:22>> If you like the people you have, it
156. 4:24means that they just lack leadership
157. 4:25skills.
158. 4:26Which
159. 4:27if we're following through that same
160. 4:28framework that I just walked through,
161. 4:30it's like are they defining or restating
162. 4:33what you said is good? Is your are your
163. 4:35standards what their standards? We have
164. 4:36to make sure they're aligned. If we know
165. 4:38that their standards are your standards,
166. 4:40are they living those standards? Which
167. 4:41is one of the biggest misses that
168. 4:42happens with small managers. Like, well,
169. 4:45you know,
170. 4:46uh you know, boss said XYZ, but you
171. 4:48know, boss is a little aggressive. You
172. 4:49know, they're not here right now. We can
173. 4:50take it easy.
174. 4:52They're not leading by example. And so
175. 4:54this is where like your eyes and this is
176. 4:55like to be fair, this is probably
177. 4:56affects everybody who who has employees.
178. 4:58Like these are the tactical things. If
179. 5:00they are not doing those behaviors, if
180. 5:03you want everyone to show up early and
181. 5:04they're not showing up early, you start
182. 5:05with the leader.
183. 5:06Why are you not showing up early? Well,
184. 5:08I mean, it's right. You have to be
185. 5:10whatever the line is more.
186. 5:12>> Okay.
187. 5:13>> And it starts the most extreme with you.
188. 5:15And then we know the first level's going
189. 5:16to be a little bit less extreme. And
190. 5:18they're going to It's always going to
191. 5:18get diluted down, which is why founders
192. 5:20tend to be these extren- eccentric crazy
193. 5:22people. But part of that is because you
194. 5:23have to be because you know that you're
195. 5:25going to You have to be the most
196. 5:26concentrated version of what your values
197. 5:28are, which is just you know, boiled down
198. 5:30words that are just behaviors. It's all
199. 5:33it is.
200. 5:33>> Okay.
201. 5:34So helpful.
202. 5:35>> Okay, good.
203. 5:36>> Thank you very much.
204. 5:37>> But it's it's that's that's how we're
205. 5:38opera- like you have an ops issue, is
206. 5:40what it sounds like. And so I'm giving
207. 5:41you ops
208. 5:42feedback. But that's what it Those are
209. 5:43the things you have to do is that the
210. 5:45beha- the the leaders you have have to
211. 5:47lead by example. They have to make sure
212. 5:48that their definitions of what you think
213. 5:50good is are the same as what they have.
214. 5:52They have to have the same reinforcement
215. 5:53cycles of great job, bad job, right? And
216. 5:56they have to keep repeating it until the
217. 5:58behavior sticks. Period. And if they're
218. 6:00not doing that, that's a you cycle with
219. 6:02them to to teach them that leadership
220. 6:04set of skills so that they can do it.
221. 6:07>> Awesome. Thank you.
222. 6:09>> Cool. Thank you. I appreciate that. So,
223. 6:10you just saw a compressed version of me
224. 6:11going back and forth with the business
225. 6:13owner to help them find the constraint
226. 6:14and then ideally give one or two tap
227. 6:15steps on what to do next to help
228. 6:17de-constrain it. That being said, if you
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