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This episode is a business coaching course that explains how important it is to believe in your people.

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Featured Coaching Excerpt - Notes & Transcript, Part 1
  • Notable Quotable: "The best army is made of an army that cares, that's diligent, that will sacrifice. In return, they have to be empowered."
  • Lesson Nugget: Don't look at culture as a task to be completed. Look at culture as an opportunity to build team members.
  • Lesson Nugget: To truly care, team members must be committed to their growth, as well as the growth of the company.
  • Definition Magician: Diligence - Earnest and persistent application; steady effort.
  • Lesson Nugget: How you take ownership over a task or your job is a reflection of your character.

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-And so the people, for me, has always been the culture, and the culture has always been the most fun part to build.

-Johnny, we are talking about a subject that I know you're passionate about. It's one step-- kind of building upon the idea of believing in yourself, but it's believing in your people. Believing in the people. My friend, when you say it's important to believe in your people, what do you mean by that?

-Ooh. No people, no dream. The people carry us forward. The best army is made of an army that cares, that's diligent, that will sacrifice. So in return, they have to be empowered. Because without the people, there is no game.

It's like soccer. You have a ball. Then you have two players that start kicking the ball to each other. And then you get three players, and you start making some rules, but you only have one side playing. So now you need somebody that wants to compete against that team.


-So you get the other side. But then you want a game to happen in an industry, so now you have to get creative, like, popcorn, and you have to have parking, and you have to have soda, and you want an industry to happen. So it's sort of like this animal with tentacles. And it's the tentacles that are really the important part. And this is all run independently by different departments, or different ambassadors. So the people, for me, has always been the culture, and the culture has always been the most fun part to build.

-Let me ask you this, because you mentioned there's three parts here. You said, someone who cares.


-You said someone who's diligent.


-And someone who can sacrifice.


-So talk to me. When you say care, what kind of caring are we-- a lot of times-- I'm not saying that you, as a fitness expert, would ever go to Subway sandwich to buy food, but maybe you do. But if you go there, you might see an employee who might not seem to care. Or you might go into your local big retail store, and you see people who don't seem to care. So when you say care, I mean, what kind of caring are you talking about?

-Two parts. One who's committed to their family, to their own growth, and then committed to the project. So if they're not committed to themselves, it's weak.


-Weak. Very weak. You have to be committed to yourself. So it goes back to this practicing what you preach, or preaching what you practice. So the employee that's not on the path is not going to reflect the company or the business structure. So we all go through weaknesses. I'm eating chocolate. Difficult to sell somebody not to eat chocolate while I'm eating the chocolate.


-So I never talk about weight loss while I'm eating the chocolate.


-So the employee that I find, and my gravitation, is for somebody who's committed to the game, passionate about the game, who wakes up breathing and smelling the game.

-Well, you know, you talk about diligence too. Now the dictionary definition of diligence refers to the steady application of effort. The steady, continual application of effort. When you say you're looking for diligence in a team member that you believe in, what do you mean by that?

-Responsive. Really responsive. Their work ethic needs to be pride of ownership, taking into account that the pride of ownership is a direct reflection on who I am. I'm a lousy speller.




-I use spell check.


-I'm dyslexic.


-My brain is going quite fast. I need to slow down. I have somebody there to check my emails and my correspondence before it goes out. I send out a correspondence, I'll ask my employee, draft. Give me feedback back. The feedback comes back perfect. Not perfect. Spelling mistake. Grammatical mistake. Where's pride of ownership? Pride of ownership now reflects on me. Can't return it, can't replace it. That is grounds for disqualification... Workforce Education Tulsa Community College.

-OK. So someone has to really, really care.

-Really care. Care so strongly that it's their own work, but better than their own expectation could be.

-What about sacrifice? You talk about an employee who can sacrifice. What do you mean by that?

-Well, sacrifice is a-- is it sacrifice by leaving your family? Is it sacrifice by waking up at 6:00 in the morning? Sacrifice is really


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Featured Coaching Excerpt - Notes & Transcript, Part 2
  • Lesson Nugget: You can't create traits that aren't there; the person has to want success.
  • Notable Quotable: "if you're willing to work hard but don't know where to start, just look around you. Go out on the block and find a store with a dirty sidewalk and start sweeping it. Don't worry about whether the owner is going to pay you or not. Just start sweeping." - Russell Simmons (cofounder of Def Jam Records)
  • Lesson Nugget: To get the most our of your workplace or business, buy into it's philosophy.

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-So we, as a business owner, or a manager, or leader, someone watching this, you talk about empowerment. We're supposed to empower people who do these three things? Or do we empower them before they do these three things? I mean, do we wait for someone to be-- to look for someone who's caring and diligent and can sacrifice? And then we empower them? Or do we empower people, and then they'll sort of take on those traits?

-No, they have to have those traits there. We can mentor and nurture, but they need to have some of these traits highly churned as they enter in. Because you can't create what's not there.

-John, you had mentioned, the very beginning, you had mentioned that if you don't believe in people, if you don't have people, then your dream can't grow. It just can't happen. Walk me through what you mean by that.

-I've been around a team, and the teams come in to get paid. And the team that comes in to get paid is not as diligent as the team that comes in to do the task and has the value of what that task is worth very clearly defined. If I feel that a team member is coming in as an employment opportunity, to make some of the money, get the check at the end of the month, and they perform their basic tasks, this doesn't work for me in my structure.

My structure is a bit different. What I like to motivate within my team is a commitment that goes deeper because it's fitness, that the benefits of them training-- maybe in the beginning, it started as an internship. So you intern. You go back to the old martial arts philosophy, you carry the buckets of water. You polish the floor. You take care of the dojo. You are committed to cleaning the shop.

It starts off there. Starts off in the mail room, and from the mail room, we sort of go to the boiler room. And from the boiler room, we start making the appearance. It's like the monk who goes to the bamboo grove, and he sits for five years, and comes back with the logo and the business card. He gets the essence of the business first.... Workforce Education Tulsa Community College.

The individual that will take the time to get the essence of the business, and the essence of the concept, and the philosophy is the individual that I will put all my resources, all my time, all my energy, and never quibble about what their expectation is as their salary. If somebody asked me for $4,000 a month, and their expectation is $4,000 a month, and their self worth is $4,000 a month, I will-- I don't think I've ever done it. I don't think I've ever negotiated with somebody that I've ever taken their expectation


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Featured Coaching Excerpt - Notes & Transcript, Part 3
  • Lesson Nugget: In order for people to buy into a brand, it has to stand for and mean something to them outside of the workplace. Example: Starbucks, Harley-Davidson, Disney.

-So you're willing to pay people as long as they believe in your company-- in your brand, in your product-- as long as they're diligent, as long as they're caring, as long as they sacrifice. But you're saying from the employer's side, you're going to have to empower your people, and you're going to have to invest in your people for them to want to care.

-I'm brand conscious. I have stick-on tattoos. I have stick-on tattoos that I give my trainers when they go out representing the brand. I have trainers that have tattooed the brand on their bodies. I have trainers that represent the brand because they smell it, they breathe it, they've internalized it, and they've made it their own. That's commitment.

Unless you are getting paid by Nike, you possibly won't have a Nike swoosh tattooed on your arm. And Nike is a great brand. You may wear a Nike t-shirt and you'll wear Nike shoes, but you possibly won't tattoo it on your body.

Why would someone-- hundreds of people around the world-- go to the Spinning Internet, go have a look at spinning logos tattooed on people's body? What would make somebody tattoo a corporate logo onto their body?

-Well, I'm assuming you didn't pay them vast sums of money to do it. So they've got to be passionate, right?

-OK. So to believe in someone who would actually go as far as tattooing your brand on their body, the brand needs to cellularly mean something outside the corporate structure of the logo.

So let's talk about believing in the people. Somebody shows up at a trade show, and they have a tattoo-- let's say my director of operations-- of the immortality symbol on their arm. I turn around to my Director of Operations, and I ask her, why do you have this logo tattooed on your arm? And she turns on and says, it's what it represents and what it means to me.

And what does it mean to the employee? When I came up with the immortality symbol, I said, this is Jing, this is Shen, and this is Qi-- the three treasures. When all three treasures are in balance, you will find optimal health. I'll put it on my own arm.

This appealed to my employee, the philosophy. How can you believe in someone who believes in your philosophy? It's simple. So th philosophy of the employee needs to embrace the philosophy of the business. The philosophy of the business is a reflection of yourself.

-You're bringing a lot of clarity to the subject. And I want to encourage the Thrivers who really buy into what you're saying to learn more about you. What's the best way if somebody wants to learn more about your philosophy outside of the Thrive platform? Where can people find more information about you and these sorts of philosophies that you've been teaching over the years?

-That's a great question. The In-Trinity website is a platform where it shows people working out on a piece of equipment. The Spinning platform is a commercial platform which teaches people how to purchase a piece of equipment, a jersey, and take classes.

My philosophy was developed on the road in classes and training programs. Many years ago, you would have to show up live to get a little journey experience. In the years later, there have been some articles-- they just had a great article written in LA Yoga last month with the Dalai Lama on the front page. And this was Johnny G strikes again.

But with this question, if you want to learn a little bit about Johnny G's philosophy today, I think there's only one place.

-Thrive15.com. All right. Thank you.

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