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This business coaching episode explains why you must always follow up with your employees.

Results-Focused Training, Tools, and Workshops from Expert Business Coaches.

Featured Coaching Excerpt - Notes & Transcript, Part 1
  • Editor's Note: If you're happy and you know it...notify your face!
  • Fun Factoid: Rockin’ Z Ranch is home away from home for the successful businessman, Robert Zoellner. Horses have been a life long love for Robert. He began by claiming horses and running them at Midwest tracks, most frequently captivating crowds at Remington Park, Lone Star, and Oaklawn. Robert Zoellner purchased Rockin’ Z Ranch February 14, 2006.
  • Fun Factoid: Far Right
    (Turned in a solid race in his last outing, rallying to place second to now-Derby-favorite American Pharoah thanks to a strong kick. It was one of the Kentucky-bred colt's best performances- NJ Advanced Media)
  • Principle 6: Most managers don’t follow-up with anybody after meetings | Follow-up Fastidiously
  • Lesson Nugget: The only way to know things get done is by following up.
  • Notable Quotable: “Nevertheless, in the first years of Standard Oil, Rockefeller regularly toured his facilities and was extremely inquisitive and observant, soaking up information and assiduously quizzing plant superintendants. In his pocket, he carried a little red notebook in which he jotted suggestions or improvements and always followed up on them. He knew the terror inspired by the “little red book.” “More than once I have gone to luncheon with a number of our heads of departments and have seen the sweat out of on the foreheads for some of them when that little red notebook was pulled out.”
    -Ron Chernow
    (American writer, journalist, historian, and biographer. He has written bestselling and award-winning biographies of historical figures from the world of business, finance, and American politics.)
  • Principle 7: Most people in meetings are not writing down their action steps | Assign Action Items
  • Lesson Nugget: Assign people their accountability action steps because most are not writing them during your meeting.
  • Editor's Note: She's All In won a record fourth consecutive edition of the Oklahoma Classics Distaff and closed the curtain on a stellar racing career Oct. 18...

Dr. Zoellner: If I come in and I'm in a great mood, and I'm smiling and I'm looking people in the eye and I'm saying, "Hey, great day, get after it. Man, great job, well just go, let's go," it's not a meeting, but it's still yet that motivational little pinch you give them, and so people see that and they just respond off of that. They feed off the energy from the top down. You don't have to have a meeting to do that, you just have to be present, and then when you're there you have to really be happy, even though you may not ... Find a reason to be happy right then. Clay: That one meaning that I heard ... Rumor has it that you had a meeting where at the end of the meeting you slam the door, you go into your office, and it sounds like a gunshot went off and then it sounds like a horse fell on the ground? Dr. Zoellner: Yeah. Clay: It really killed the morale in the office there. Dr. Zoellner: Yeah, it did. It was tough to get that horse out of there, too. It wasn't you, baby, it wasn't you, it wasn't. It's okay, it's all right. Clay: This horse is ... Can you explain to them what this horse is all about real quick for those who can see this horse? Dr. Zoellner: Well, this is a trophy, this is my big-time thoroughbred horse called She's All In. She won over $1.1 million, and she was named a champion, and this is the trophy they gave me, and it's kind of nice to know that [crosstalk 00:01:01] champion. Clay: That's a real-deal trophy. Marshall: For all the Thrivers that are just listening here, Dr. Zoellner, he has this huge horse head trophy on his desk. It's silver, silver-plated- Dr. Zoellner: Silver, yes, mm-hmm (affirmative). Marshall: -but it's gigantic. Dr. Zoellner: The caption reads, on the bottom of it it reads, "Horse of the Year, She's All In, Oklahoma Horse Racing Commission, 2010 Oklahoma-Bred Champion, Horse of the Year, She's All In, by [inaudible 00:01:25] out of [inaudible 00:01:26], Owner, Robert H. Zoellner, Breeder, Robert H. Zoellner, Tulsa, Oklahoma," so there you go. Clay: What's the name of your, for those who don't know, what's the name of your ranch, your ... ? Dr. Zoellner: Rockin' Z Ranch. Clay: Rockin' Z Ranch, and you raise, have you raised thoroughbreds? Dr. Zoellner: Thoroughbreds, we raise them and race them, and love it. Clay: Final rabbit trail before our program observer makes us get back on track, because I want to mention this. Because last year, I watched the Kentucky Derby, and I was just cheering, I'd never done it before, because there was a horse that's sort of a derivative of a horse of yours, or what was the lineage there for Far Right, how was Far Right related to your ... ? Dr. Zoellner: Well, I stand stallions at Rockin Z Ranch, you can get on our website, rockinzranchok.com, and one of our stallions is called Notional, and his son, Far Right, ran in the Kentucky Derby last year, so that's kind of a big deal. Clay: We were excited. It's the first time I've ever watched, and I'm just tearing, I'm cheering, I felt like I might go at one point I [crosstalk 00:02:14]. Dr. Zoellner: Yeah, your daughter drew me a nice Far Right cartoon, so that was nice of her. Clay: Awesome, awesome. Okay, so here's the next thing, okay, the Principle #6 here, Principle #6. "Most managers don't follow up with anybody after the meetings." Z, what are we talking about? Dr. Zoellner: Well, in a meeting, you have it matters, you have your agenda, you have your goals, so in other words, if you have goals, that means you have things you want people to do. If you have things you want people to do, the only way you know if those things get done is by following up. I mean just following up with a GI Joe grip on your hand, you just got to follow up on them. Clay: You, and this is, I would say this is kind of the difference in my career and your career at this point, you have built such a wonderful team of people who are follow-uper's that your job is to make sure that you have the follow-uper follow up. Dr. Zoellner: Well, you get to that point, but- Clay: You built that over years. Dr. Zoellner: -day one, day one it was me and another person. Clay: That's what I'm saying, is now people might have the impression that you're not Captain Follow Up, but you have follow-uper's who work with you. Dr. Zoellner: Correct. Clay: Because my entire day is spent following up, and as your partner, that's what I do, and I know the people who work with your optemetrists, they do, they follow up. We're talking about ... I'm not exaggerating, I'll be happy to share with Thrivers who are on my list, but yeah, right now my to-do list is like 1400 items that are delegated to all these people, and I'm just constantly following up, "Is that done, did it get done, did it get done," and that's just a huge thing. Dr. Zoellner: It is. Clay: Yeah. I want to read this notable quotable, because this is one that really just blew my mind here. This is from the book, the life of John D. Rockefeller, called "Titan". I just love this book, and I'm going to read it to you. He says, "Nevertheless, in the first years of Standard Oil, Rockefeller regularly toured his facilities, and was extremely inquisitive and observant, soaking up information and quizzing plant superintendents. In his pocket he carried a little red notebook in which he jotted down notes or improvements, and always followed up on them." Followed up on them. "He knew the terror inspired by the little red book. More than once I've gone to lunch with a number of the heads of departments and have seen the sweat on their foreheads for some of them when that little red notebook was pulled out." Dr. Zoellner: Yeah. I used to back in the day, mine was yellow Post-It notes. Clay: Oh, boy. Dr. Zoellner: Yeah, and people would be like, "Oh, God, did you get a yellow Post-It note today?" They'd be like, "Yeah, I did." "How many did you get?" "Well, I got two. How many did you get?" "I got one." Then the day that they don't get yellow Post-It notes, they're kind of going, "Haa, hallelujah." Clay: Yeah. It's a deal. I will say this, like I know for me, the follow up thing, I wish, this could be almost a whole training just on the follow-up, but the follow-up is so, so important. Dr. Zoellner: It is. Clay: Now we're moving on to Principle #7 here, Principle #7. "Most people in the meetings are not writing down their action steps, most people in the meetings are not writing down their action steps." Z? Dr. Zoellner: Well, you have to make it a point to look at them and say, whatever their name is, "This is what you have to do." You assign that action step, you assign something to them. You don't just say to them, "Hey, let's do this as an organization," because [inaudible 00:05:13] goes, "Okay, I guess [inaudible 00:05:14]," everybody else is going to do it. You look at each person and assign them accountability action steps. In other words, they're going to be accountable for that action step, and then you follow up to make sure that they did it.

Featured Coaching Excerpt - Notes & Transcript, Part 2
  • Lesson Nugget: Successful leaders give their people specific action steps.
  • Editor's Note: All downloads available at info@thrive15.com
  • Action Steps : If you have a meeting follow these 7 Principles: 1. Make it matter 2. Have a point 3. Create an agenda 4. Know who needs to be in the meeting 5. Have a goal in mind 6. Follow up 7. Assign action items
  • Mystic Statistic: “On average, senior executives devote more than two days every week to meetings involving three or more coworkers, and 15% of an organization’s collective time is spent in meetings—a percentage that has increased every year since 2008.”
    -Michael C. Mankins, Chris Brahm & Gregory Caimi
    (Scarcest Resource - Harvard Business Review )
  • Lesson Nugget: The goal is to have the least amount of meetings for effective productivity in the workplace.
  • Editor's Note: If you want to know when the next weekend workshop at the Thrive15.com Headquarters is, email us at info@thrive15.com.

Clay: I want to give it as a very specific example ... I won't mention the client's name. I'll just say that it's a client that I have worked with that is not in Oklahoma. I don't want to throw anybody under the bus, but this is an example. He was in the meeting. He's trying to grow his business. He's a new entrepreneur, and as an entrepreneur, you have to be resourceful. It's not about resources. It's about resourcefulness. You just figure it out. He tells his team, "All right, what I want you guys to do is I want you to make a call list and get on the phone." Leaving this meeting, I want you guys to make a call list and get on the phone. He finishes, and I see the look on their faces where no one knows where to get the list, what list to make, who to call, what to ... He just had left out. I don't think anybody realized how are we going to do this? I had to pull the guy aside, and I said, "I think that no one on your team knows where to find a list of these women who are these ideal and likely buyers that you just referenced. You're going to have to educate them." I think as an entrepreneur we have a big general ... Entrepreneurs tend to be big, generalists or big idea people. We've got to make sure people leave with specific action steps. It has to happen. Dr. Z: It has to because otherwise if you just give them the big picture, they don't know who's in charge of what and what's step one, and what's my part in it, and then it doesn't happen. Then you follow up on it. You're kind of frustrated because why didn't this happen? They all look at you and go, "We didn't know what to do!" Clay: Marshall, it's time now to unleash the beast that is ... Marshall: Oh, my. Clay: ... Dr. Z here. Marshall, you ready? Marshall: Yes. I'm ready. Remember, Thrivers, as we're going through all of these different principles, I want you to know that you can get the video version, all the downloadables, a recap of all the principles that we're going over today on Thrive15.com. It's awesome. We provide you with all the notable, quotables, and statistics that we're getting into. Clay: You can also, if you want to hear about a specific topic, you can go on the Thrive15.com and click the Ask the Mentors button. We'll answer your questions. If you want to send Marshall dating tips, you just send that one to info@thrive15.com, and he just reads them all. There you go. Marshall: Yes. That's primarily what we do with the dating tips. Z, break it down for me. Let's get real and raw for here. Clay: Oh, yeah. Ladies and Gentlemen, it's now time to get real and raw with Dr. Z. Dr. Z: I would challenge you out there to not have any meetings. No meetings. But, if you've got to have a meeting, make sure you can check all seven of these items. You've got to make it matter. You've got to have a point. You have to create an agenda. You have to know who needs to be in the meeting of your employees. You have to have a goal in mind. You have to follow up like a Ninja, and you have to assign action items. If you're not doing those things, then don't have a meeting. Don't waste your time. You'd rather spend your time and the money that you're paying those people to work for you doing other things. That's raw and ready, and that's just down and dirty. You've got to force yourself to want to have a meeting. You've got to say, listen, I want to bring something new in. I've got to correct something. I've got to celebrate something, or I've got to ... Don't have that meeting. Clay: Marshall, I know that you and the research team, you guys work fastidiously. You work hard. Marshall: Honey badgers. Clay: Honey badgers ... to give us some of the best mystic statistics on the planet. This next one, I'm ready for it. Here we go. Marshall: All right, here we go. Thrivers, on average ... This is coming from Harvard Business Review. On average ... Clay: Oh, they're smart. Marshall: ... senior executives devote more than two days every week to meetings involving three or more coworkers, and 15% of an organization's collective time is spent in meetings, a percentage that has increased every year since 2008. This is from Your Scarcest Resource. You can find it. It's Harvard Business Review. A number of different authors on that. Mankins, Brahm, Caimi. Dr. Zoellner, Clay, can you help me out with this? 15% of an organization's collective time is spent in meetings? What is that? Dr. Z: Aaah! Clay: I want to say this because I have been guilty of this. What you do is, if you're not careful, it becomes the rhythm. To pile on what you just said, ... Dr. Z: I know. Clay: ... you want to make it the goal to not have a meeting. Try to not have a meeting this week, or try to have just one meeting a week. Nothing wrong with having a daily huddle to see your team. That's different from a meeting. It's called a standing meeting where you just meet, and you go, real quick, you do this. You do that. Boom, boom, boom. Dr. Z: Sure, but they should know what to do. Clay: Yes, but if you're going to have ... I'm just saying, you can have a little standing touch point like, hey, Clay do this. Marshall do this. Dr. Z: Yes. That stuff's throughout the day. Clay: But you don't want to have ... We're talking about that hour-long, sit down around the table. This should not be happening. Dr. Z: Most companies out there, their folks are working 40 hours a week. If you're 15% of the time in meetings, do the math on it. How much of your payroll is going to just people sitting around doing nothing? They're not selling. They're not calling. They're not packaging. They're not creating. They're sitting in a meeting. That's my down ... let's get raw. No meetings! Clay: I'm going to say this, Thrivers. One thing that's really, really cool that you get to do is, if you score the most points, you can win this Thriver-of-the-Month package where you get to come to Tulsa. You get a chance to potentially meet Dr. Z, some of the different mentors. We also have workshops you can come out to. Our workshops are awesome. You can come here, and you can see how we do things. We've got to get that hustle. We've got to get that speed going, that energy going. The meeting will just slow you down. You've got to get going. Keep that hustle going because it's so hard to have a successful company when you're stuck in these meetings.

Featured Coaching Excerpt - Notes & Transcript, Part 3
  • Ask Yourself: "When is my next meeting & why am I having it?"
  • Musical Extraordinaire: TL O'Dell
    ( Singer/Songwriter)
  • Next Topic: The Proper Purposes for Meetings (Avoiding the Death by Meetings)
  • Editor's Note: For all downloads email us at: info@thrive15.com

Clay: Now Dr. Z, we're going to get into some action steps here, we're going to get into some action steps, so you could you, now Z, we've talked about don't have a meeting unless you do these seven principles here. Is there any other action steps that thrivers should be doing right now, anything they should be writing down, anything they should be doing right now, immediately, as soon as they finish listening, what should they be doing? Dr. Z: What they should be doing is saying, "When is my next meeting, and why am I having it?" and going through each of those seven things and if there's any of those that they say "No" to, cancel that meeting. Work, work, work, work. For me it's kind of one of those things, meetings wear me out, because like you said and like we've said before, so many of them are so unproductive. Try your best not to have one. Now, if people need encouragement, encourage them one-on-one. If people need direction, give them direction one-on-one. That's okay, but if they don't know what they're supposed to be doing this week, if they don't know what they're supposed be doing that day, that's because you've done a poor job, the management's been doing a poor job in directing them. Clay: Thrivers, to put a cherry on top of this incredible training today, in my most humble opinion, incredible training today on how to lead meetings and how to do the meetings. We have a musical performance that I am excited about. Dr. Z: A little treat. Clay: A lot of thrivers, we have thrivers all across the world and I know a lot of them are listening on the audio only, so they don't know that this isn't just some sort of voice modulation trick that you've been able to pull off. Dr. Z: Voice modulation trick. Clay: Total voice modulation. Dr. Z: I am modulating. Clay: But we have a musical guest, Mr. TL O'Dell, he is ready to rock. Now, T L, we call him the Timber Lake of Tulsa. He's sort of a big deal. Oklahoma's not exactly the top tour city in the world. Dr. Z: He's T-L-O-T. Clay: It's a deal where people come here just to see him. We're excited, now TL, are you ready? Do you have something fabulous ready for us, my friend? TL O’Dell: Yes, sir. Clay: Okay, here we go. Dr. Z: I like that color of the tie. TL O’Dell: I'm colorblind, but, thank you. Clay: Oh, man, I'm going to shut up and let you do it. Dr. Z: I like you even more TL. TL O’Dell: (music) Clay: Sing along everybody. If you're in your car right now. This is really happening it's so good. Oh yes. Everybody now. If your in a shower, that's kind of weird, but sing along, oh yes, if you're in an airplane. Oh, yes. That was awesome, I want to clap right there. That was incredible. Dr. Z: That was incredible. Clay: That broke my brain. I might just want to have this training over and over. Dr. Z: Wow. Clay: I guess we're not going to have a meeting about this, but we'll see you next time thrivers. What's our next training about, Dr. Z? Dr. Z: The next training is about the the proper way, the proper topics, proper purposes for meetings, and so we're going to get into that. Marshall: Proper. Dr. Z: How to avoid the death by meetings. We're going to get into it in our meetings series. Marshall: Proper? Are you saying proper? Clay: He is saying proper. Marshall: Are you saying that properly? Clay: Good job Dr. Z, we'll see you next time. Marshall: Fine job. Literally, he's saying proper.

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