One of the greatest failures to execute is the lack of follow-up in the workplace. In this series, you will learn the importance steps for delegating effectively and achieve follow-up that produce results in your business.Sign Up to Watch
- Thrivers, welcome back. We are here live broadcasting to 44 countries now, worldwide. - Worldwide. - Yeah, worldwide. We are joined today with Clay Clark and Jose Miranda. - Miranda. - And we are excited to be getting into the followup factor, the three steps for delegating effectively. Now Clay, as we get into this, why is this training so important for all of the Thrivers and people watching here today? - Cause it's all about getting stuff done. It's not about the amount of stuff you've learned, it's about the stuff you get done. Now, you get paid for results, you don't get paid for what you know. It's about getting stuff done, and your ability to get stuff done is what's going to ultimately pay you. You're gonna get paid for what you get done. And so today we are talking about that topic that so many people struggle with, is it's how do you go from knowing all this stuff to actually getting it done? And I could not be more excited about this topic because it can be totally game changing and life changing for people who know a lot but struggle to get a lot done. - Okay, and so, to kick this off I'm going to read a notable quotable that just blows my mind, okay? - Okay. - It says, it's from David Novak, he's the CEO of Yum! Brands, so he says, "One of the greatest "failures to execute is the lack of follow up." This seems so obvious, yet very few companies place as much emphasis on accountability as they do on figuring out what they want to get done. Steve Reinemund, who was the president of Pizza Hut when I was head of marketing there, is the best ever I've seen on this front. He always carried a three by five note card in his shirt pocket, and when he saw something that needed to be done, he'd pull out the card, write it down. Like everyone else who witnessed this, I quickly realized that I had better write down the same things because he'd surely be on me until they got done. So he got results everywhere he went, whether it was the president of Pizza Hut or Frito-Lay or chairman of PepsiCo because he made a point of following up. People often lose track of what they've talked about in meetings and what they promised to do, but when you write it down you won't forget it. Clay, begin getting into this. Why is it so important that you write things down and follow up on things? - I think everybody should go ahead and hit the rewind button and watch that again. - Let's just rewind that back and just do it all again. - I'm not kidding, that guy should be almost like a subliminal, you turn that into a meditative prayer right there, that thing is awesome. Now David Novak, I mean this is a guy who, we're talking about KFC, we're talking about Pepsi, we're talking about Taco Bell, we're talking about Pizza Hut, we're talking about the fast food champion of the world here. This is the CEO, and he's talking about this. And there's a couple nuggets I wanna make sure you're getting out of this. One is he says, "They don't place emphasis "on accountability." Most people are not placing emphasis on accountability. You have to have an emphasis on accountability, emphasis, meaning what? Well, if I said the word syllable, if I put the wrong emphasis, right? The wrong emphasis on the wrong syllable, it sounds weird. So you do, you put the right emphasis on the right syllable, it sounds right. But in business you have to get stuff done, you have to emphasize getting it done. Accountability is just saying, "You said you would do this, "did you do it?" That's all it is, it's accountability. People get all worked up about it. "I don't want to throw somebody under the bus like that," if they didn't do it, and they said they would, they're not a bad person, per se, they just didn't get it done. And if you let it not get done over and over, you are perpetuating, you are creating a cycle of failure, you're creating this culture where people talk about things, but nothing gets done. That is why, and you see it, that's why I hate, hate when people bring up new ideas, and I know they're lazy, it makes me insane. Because I know, and in a group setting, I don't wanna say, "That's a bad idea because you're lazy." But in my mind, when they bring up an idea, a lot of people put a bias on ideas like the idea matters, it's getting it done. So I realize, "This person won't get that thing done." So I just watch, and I'm like, you've probably seen my face, right? So accountability is huge, the emphasis, accountability. Next is he talks about three by five note card, homie's carrying around this note card where he writes down stuff. And anybody who's worked with me for any amount of time, I don't know, like an hour or more, sees my to-do list. I'm always running around with my to-do list. I get physically stressed out when I hear people talk and not write things down. It physically stresses me out. Just this weekend I was at my brother's wedding and I watched somebody talk, and I knew what they were saying, at no point were they gonna do it, because they were laying out this very complicated idea, and you're meeting the family from all over the world, and you're talking to them and you're trying to fellowship and celebrate my brother's wedding. But they're talking, and you realize they're not gonna do anything with that idea. And I realize like, "This conversation is pointless "because you're not writing down "anything that we're talking about." The next thing is, you have to write it down, like you said, so you carry about that note card or carry around that to-do list, but third is you have to actually write stuff down. The fourth thing he talks about is following up. I mean, that's a powerful quote right there, should watch that thing at least two to 15 times.
- [Marshall] One of the things he talks about in here is he quickly realized that he better write down the same things because he knew that he was going to be followed up on. Because they kind of operated from the same to do list, the same action items so they always knew what was going to be expected of them. - [Clay] Now you're getting me going. See this is where you're getting me going. This is not what we wanted to do here. Here's the thing, if you work for somebody, do what they do. I mean, it makes me nuts. If you work for somebody that has a bigger bank account than you and you want a bigger bank account, just do what they do. It's ridiculous, like example, like clockwork, do I not. Every single day, I get up, I make my to do list. Do I not, every single day? I get all of my emails down to zero. I always have my inbox at zero. Everyday my inbox has been at zero for like twenty years, it's always at zero, it's always at zero, it's always at zero and I always have one to do list. And I write stuff down and I schedule times for it. And I have one calendar and I'm very good at delegating. And you know why? Because I went to people who are more successful than me and I said how did you do it, and I did that. Then I see these young guys, mostly guys. I'm sure the girls don't ever do it. You see these young guys and I'm like, what are you doing here? Oh, I've got this new time management system I'm using. Really? Yeah. Is it working well? No. You know, why would you try to go out and do a new thing if you work with somebody? So like, Dr. Z., he's one of the most successful, he's like the Donald Trump of small business. This guy just gets stuff done. If I want to be successful in a certain area, I just look to him as a source of wisdom because he knows. If I want to learn about time management, I go to Lee Cockerell, because he managed Disney World. I mean, if I want to learn about PR, I go to Michael Levine. We don't want to reinvent the wheel here. So I'm just saying if you work with somebody right now and you want to be the head of the company, be smart like this guy and look at people who are ahead of you, who are better than you and go wow, that persons very good. This is the CEO saying he's learning from somebody. He goes, this guy is awesome. He's the most effective guy he's ever seen so he goes, wait a minute, I should probably do what they do. It's amazing, final rant and I'm done here. I'll see young people who say I really want to be in charge of this company. I want to run the company. Well look what time the person, look what time your boss is sending you emails and what time they get to work and try to beat them. If your boss is sending you emails at 4 a.m. and getting to work at 6 a.m., you should probably beat them to work if you ever want to one, meet them. There was a guy, years ago, he goes, I want to meet my boss, how do I do it? I said, beat him to work because when you beat the boss to work, I guarantee you're the only car in the parking lot. And then you're going to meet each other and he goes why are you here 4 hours early. Because I wanted to meet you. I mean, let's make sure we don't overthink this. Let's make sure that we follow a best practice. We're teaching you specific systems that are proven to work. - [Marshall] Clay, I have a shameless confession. - [Clay] Yes, - [Marshall] I've been using your to do list as my own for about, you know, 8 months now. - [Clay] Is it effective? - [Marshall] Well, I know exactly what you expect of me all the time because we operate not from our own individual to do lists, but from the same one. - [Clay] Exactly, that's the move though. That's how you do it, I'm just telling you. - [Marshall] Go Marshall. - [Clay] No, that's a move. I'm just telling you, that's the thing. When you see young people like, I'm struggling to find a way to organize my time and you've told them the system. This is the system, we're teaching you the system. We're unlocking the universe here, let's go. - [Marshall] So, we're talking about the follow up factor here and we're getting started with the to do lists and we have a training on how to effectively create a to do list, use a day planner. So, if you need to go check out that training, definitely go do that on Thrive15.com. So as we get into it, we're talking about follow up. I'm going to read the definition of follow up here. This is the Webster's, okay so I'm going to read it. I'm going to give us a little backing, just make this a little more interesting. So follow up, something that continues or completes a process or activity. Clay, what is this defnition of follow up from your experience, from your experience, what is this definition of follow up? - [Clay] There's a certain romance there when you bring in that Wham. Okay, what you're doing as the follow up is you want to assume that nothing was done. If you assume, something was done, it makes and ass our of you and me. The word assume, let's break it apart. Ass, you, me, ass, you, me. When you assume, it makes an ass out of you and me but when you assume, when you say I know, I assume it wasn't done. When you do what Ronald Reagan said. Ronald Reagan said, "Trust but verify." Other leaders say you can only expect what you inspect or you can only, you can only. you can only expect what you accept. So if you accept something then you have to expect that to be the normal. You just have to make sure you follow up. In the Marriott book, it's the book written by the founder of Marriott, we can put that on the screen, the founder of Marriott. He wrote his book about how to be a customer service wizard, how he built Marriott. The first page of the book, you open it up and it has the Chinese Proverb that says, "Don't hear, go see." Like if you're going to verify that the hotel room is clean as a manager, you have to actually go in and verify it. You've got to have that mindset. And then so many people say well I just want my people to know I can trust them. Because you're weird, stop. If you assign me something and you don't follow up I think you don't care and furthermore, I'm going to not even do it over time. If I know that you'll never follow up, pretty soon, almost everybody in the world without accountability starts to slip. That's why you see huge, very successful, let's say pastors, managers, coaches, musicians, they have unbelievable success and then they get to a certain status and they start to block out accountability, and then they fail. It's not about a hypocrisy and religion thing. It's not about a hypocrisy, you know, baseball manager gone bad. It's not that the pop singer is a bad person, it's there's no accountability. Where there is no accountability, things don't happen. You have to follow up, follow up. - [Marshall] Okay, so follow up and we have 3 steps for following up effectively and Clay, we're going to get into them. Step number one, you must verify that communication has occurred. Step number two, you must teach why and how the task must be completed. And step number three, you must relentlessly inspect and follow up on what you expect. Okay, so we're going to get into these three. - [Clay] Let's do it.
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