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-Your day gets away from you. And you become successful not in the big chunks of your time. You become successful in how you manage those minutes.
-Claytron, my brother, how are you?
-I woke up this morning, I'll be honest with you. I woke up this morning and I put on my Orlando Magic jersey.
-Did you? Are you wearing it right now?
-Yeah. I put on Horace Grant. Back in the day he was wearing number 54. I put it on there. It's 54. And I put it on there and I thought, man, Horace Grant got a huge contract by being an excellent rebounder.
-He was good at managing his minutes. He came in to the game and he just--
-For anybody that doesn't know, every single day you see Clay Clark wearing a suit, he has some kind of sports jersey under said suit. So that's just a little fun fact there about our pale leader.
-And here's the deal. We're trying to drive down the cost of education by 99%. Most people spend $50,000 a year going to business school. We're trying to drive that down to $50 a month. You're helping us work as as a team to do this. We want to make the best education [INAUDIBLE] on the planet. And here's the deal, a little goal that I have is Dr. Zoellner, our CEO, he has done well.
-He has been blessed. And so, therefore, he always wears a soccer jersey on the outside. He wears a soccer jersey all day.
-Now, when you say always he's going to a powerful business meeting, big time businessman--
-What's he wearing?
-He's like on the bank board. He's going to a speaking event. He's wearing a soccer jersey.
-That's what he wears.
-That's what he wears, seriously. So once we as a Thrive nation reach a certain worldwide status-- I mean, right now we have people in 39 countries. There's thousands of you guys. We have a little goal. And you can help us. And it's kind of like a telethon. Once we get to that level, I'm wearing a jersey all the time.
-See, I don't know if that's motivating or demotivating, honestly.
-That demotivates you, but it motivates me.
-Here's the deal, we're talking about managing your minutes today. And is this specifically like the old phones you used to have and you're just teaching us how you manage those minutes. Because I know you run out of minutes on your phone and that was a bad deal. Are you just teaching us how to go back in time and manage those minutes? Or how does that work?
-Well, the thing about managing your minutes is that any time that you manage something, you're going to be aware of it. So, as an example, I had friends back in the day who had the phone-- the minutes you're referring to. I had a phone through a company called Cingular. And they say you have 600 minutes.
-So you have 600 minutes where you can call somebody. However, unlimited when they call you. Well, for some reason I never had a bill that was like $4,000, but I ran a business. But I had numerous of my friends who would get like a $400 bill every month. And they're like, how come you never have a huge bill. And I'm like, well, if you call me I always say, hey, call me back. Every time a friend called me I'd say, call me back because I was very aware of my minutes. And I would check to make sure that I never went over because I couldn't afford it.
Now, if you don't manage it, if you just abdicated it-- abdicate is the opposite of basically delegating. Delegating means you follow up. Abdicate means you just neglect. You're just kind of denouncing your throne, if you will. What it is is that you're just saying, just whatever. We'll see where the chips fall. We'll just see what happens. If you don't manage, if you're not fastidious about those minutes, your day gets away from you. And you become successful not in the big chunks of your time, you become successful in how you manage those minutes.
So, like today when I leave here and I drive from A to B, I have on my list three things I have to get done in that next hour. I'm not going to just get to the office and go what should I do? I mean, I already have specific outcomes written down.
-That's huge. So here's the deal. I've got some mystic statistics here from Forbes. Because this is a huge issue. If you're wanting to manage people or you do manage people, you manage a team, you've got to be able to manage every minute of your day and manage the people. So here's what we're talking about. Forbes says 64% of employees visit non-work related websites every day at work. What?... Management Training.
-Every day. Every day. Yeah. I'm just saying, people, that's what they do. They're doing that. And it's kind of frustrating because if you're a boss and you're paying somebody, you want to be a good steward of your finances. One, because you're getting paid from the boss boss to manage people. And the customer is the ultimate boss. Underneath that is like the CEO or the owner or the founder, whatever. And underneath that is the manager. And you have to be a good steward of those
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-And again, from Forbes they say, of "Employees between the ages of 18 and 35, approximately 73% reported spending time inappropriately at work on a daily basis."
-What we're talking about is there's people at work--
-This is huge.
-There's people at work-- and you've probably worked in an office where a guy, you know, took off his pants and made a photocopy of his butt.
-I have not. Nope.
-You've probably worked in an office where a guy came to work, and instead of working, he played video games.
-Probably been in an office where employees watching ESPN.com instead of working. You've probably been to an office where you see somebody face-timing or emailing or texting people when they're supposed to be working.
-You've probably been to an office where you've seen somebody who's really supposed to be working, they're playing solitaire.
-That can't happen.
-Because if it happens, I'm telling you, it just sucks productivity. It sucks performance. It just sucks like a Hoover vacuum.
-Here's what we're talking about today. We've got a few principles. The first one is identify what your team members need to be doing.
-Come on now.
-Second principle. Identify what your team members are doing.
-Principle number 3. Eliminate unneeded tasks. And then principle number 4, focus on making sure that each team member is working on the highest and best use.
So let's jump on in here.
-Jump on in.
-Jump on it.
-Principle number 1. Identify what your team members need to be doing. Notable quotable. This one if from Peter Drucker. He's the one that wrote The Effective Executive. Known as kind of the founder of modern management today.
He says, "Managment by objective works-- if you know the objectives. 90% of the time, you don't." So he's saying you actually have to know what that objective is if you're going to manage with objectives. Kind of dive into this a little bit further for us, and unpack it.
-I'm going to pick on you for a second.
-One of the things that you do really well is that you do a great job on camera. You do a great job connecting with Thrivers. When they have questions, I mean, you're awesome connecting.
And it's fun, because people just like you will call in. And we actually-- people are like, you mean the founder of Thrive called me back? Or you mean that Caleb called me? You understand, our number one objective is to help you be successful.
-And so your highest and best use is doing that.
-We have other wonderful people who work on our team who for whatever reason, fear human contact.
-They just would prefer to look at maybe numbers.
-Or they would prefer to do analytics. Things that matter. They do matter.
-And for some reason, that makes you crazy.
-Looking at a spreadsheet all day.
-Can't do it.
-You're just [INAUDIBLE]. Poof!
-If you ever put him on the search engine trade, or put him on the-- if you watch me work on a spreadsheet for a day, our brains will explode. It doesn't mean we're bad people or that you're a bad person if you want to do that. You just want to focus on your highest and best use. You don't want to get stuck doing something you're not good at.
-That's huge. And so when he's talking about managing by the objective, and how that works if you know what the objective is, what's an action item now for the Thrivers watching that matches with this principle-- identify what your team members need to be doing?
-Ask your boss, what is the one thing-- or five things-- what are the things I need to get done today in order for you to think I'm doing a good job?
-So OK. This is the action item. You gotta ask your boss what are the things I need to be doing today.
-What are the results I need to achieve today in order for you to believe that I'm doing a good job? Now action item number 2 here. You say, what in your mind do I have to do for you to think I'm doing a great job?
-Hm. Good job and great job.
-I'm saying this because nobody asks the second question. But you want to ask the second question.
-Literally, when you finish your job, you want to go your boss and say, what else can I do? Just to give you an example. We've got one guy on our team I'm so proud of right now. But he has a job he has to do. But he knows the objectives that we as a department need to do.
So he finished his work and then came back in over the weekend to do a whole other series of things, because he wanted to get the objective done. So even though it wasn't necessarily his responsibility, he decided to go the next level, which is why you want to pay him more... Management Training.
-That's how it works.
-And so you've given us the action items for somebody who's trying to move up the ladder here. What if on the Thrive Watch right now, the Thrivers watching-- they've got a team that they manage. What action item do they need to do that matches with this first principle-- identify what your team needs to be doing?
-Make sure everyone on your team knows their objective. Make sure they know what they need to do to do a good job. Make sure they know what they need to do if they want to do a great job.
I'll give you an example. In my office, if you don't read self-help books, I'm not going to promote you ever. Ever. Ever.
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-So if you are saying, well, I did my job, but I didn't get my reading done, well, you're done. I'm not going to promote you ever. But if you read them and you come to me and go hey, by the way, I'm reading the assigned reading, but by the way, I just read this awesome book by the founder of Four Seasons, and he says this is a great idea. And I'm going, you mean you read another book in addition to the book that you're supposed to read, and you came to me with new ideas? What! That's like a promotion-- that sets the promotion in motion.
-That's huge. I love it. So those are the actions items for you, one, if you're trying to advance in your career, or two, if you're already managing people right now.
-You can do both of those. OK, let's go on then to principle number 2. Identify what your team members are doing. Identify what your team members are doing now. This is a notable quotable again, from Peter Drucker. He says, "The productivity of work is not the responsibility of the worker, but of the manager." The productivity of the work is not the responsibility of the worker, but of the manager?
-Yeah. What is he talking about?
-Well, first off, this is a great pirate idea.
-You want to identify what the employees "arr" doing.
-Oh, "arr" doing. That is wonderful.
-"Arrby's", the pirate's favorite restaurant.
-Arby's, ha ha.
-Anyway, the thing is, you want to make sure that you know what they "arr" doing. You've got to do that. Because if you don't know what they "arr" doing, what happens is, you begin to go off the assumption that this is what they should be doing right. And you start to go, oh, this is what they're doing, this is what they should be doing. Because what they're doing as they should be.
MAN 1: There might be disconnect.
-Well, let's talk about it for a second, before we start getting on Mount Judgemore here. Let's get into it.
MAN 1: Get off that.
-What happens is, is that we look at, like, the USPS. We can beep that out. But the point is, you go to the USPS and you look at those guys at the USPS and you say, you guys lost over a billion dollars last year? How is it possible? How could you have lose a billion dollars? Then you go and you say, well, those guys are stupid. Well, then you go look at the IRS, and you say, how could you guys have lost over a billion dollars? Stupid. Then you go look at your checkbook and you're like, how did I spend?
-I'm not stupid. I just have certain circumstances. So what happens is we all want to judge other people, we all do. But we don't look at ourselves. So I'm talking about you right now. If you're the manager, you've got to realize if your team is not getting stuff done, it's your deal.
MAN 1: It's your fault, you're saying.
-It's your job. You don't blame the other people. You blame yourself. You've got to take ownership. If not, you have an entitlement mentality, and if you have an entitlement mentality, you are going down to the bottom.
-Wow. This is already-- you've already kind of rolled out the truth cannon, here, but come on, bring it out here again. How often do you see managers that don't take responsibility for everybody else's productivity?
-I'd say nine out of 10 people I meet. I'll give you an example. I went to a gas station. You know those gas stations where you want to go to the bathroom, and you can walk in, and you're like--
MAN 1: Oh gosh.
-You walk in, you're like, hey, can I get a key? They're like yeah, sure. And the key is somehow attached to like a keyboard. So you're running around now with, like, a keyboard. They're like yeah, just go to the bathroom with this keyboard. So you're running around trying to get in. And you get in there, and you're carrying a tire, you're carrying, like, a tire in or a keyboard.
-Oh, yeah, yeah.
-You're carrying this chair.
MAN 1: Right, it's like oh, I've got the key.
-And you're like, yeah, I'm just trying to use the bathroom here. And you're like, trying to jiggle it while carrying it. And you get in and you sit, you go in there, and you kind of want to-- then you go, oh. So you go back to your car, and you look for those radioactive suits. Because you normally just keep one naturally around. And you're like, do I have my Lysol and my Hazmat suit, do I have that nuclear suit? Do I have-- and you go, I don't have that. I think I'll go somewhere else. I don't want to an incurable disease.
MAN 1: I no longer have to go to the bathroom.
-No, I don't have to go anymore, it's amazing, my bladder's fine. No matter, my bladder's fine here.
MAN 1: Oh, that's so good.
-The reason why I say that is because I talked-- it was one of these situations, I actually made the mistake of asking somebody a question that they were not mentally equipped to answer. And I said to the guy, I said, hey dude, your bathrooms are kind of a little bit, you know. What-- what's going on there? And he was like, I don't know man, I just work here.
And I just thought for a second, how true is that of so many businesses? Just a disgusting bathroom. I don't know, I just work here. But I notice at Starbucks, their bathrooms are always clean. And if you're watching this, you're like, well, no, actually, one time I went there-- get off it. You know what I'm saying. They're clean more often than not. Chick-fil-A, my wife and I literally-- sometimes we're like, I got to go to the bathroom. Let's go to Chick-fil-A. I mean, we just go there because of the clean bathrooms.
If our kids, we have an hour of downtime between hockey games, let's go to Chick-fil-A, they have a fun play center. But the thing is, the management of Chick-fil-A has decided, we are going to have a clean restroom. We're going to do it. This is what's going to happen.
But the people who are running the other companies over across the world with a level of jackassery that's unbelievable-- which is a good thing, though, otherwise you couldn't stand out if you're doing it the right way. But they're just saying, well, employees today just don't want to keep bathrooms clean. And they've been saying that stupid line... Management Training.
They would say, back in the day, well, baby boomers. I'll tell you what, these baby boomers, they think they're entitled to something just because they're baby boomers, they're just booming around, booming, boom boom boom, just because there's so many of them they act like they don't care. Now people go, millennials. You know, millennials, all they want to do is get tattoos and run around and keep dirty bathrooms. Hipsters. You know what I mean?
-But it's actually the manager's responsibility, the productivity of the employees, that's completely up to the
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