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-Walt Disney, when he was deciding to build the movie Bambi-- you know, Bambi, perhaps you've heard of Bambi-- but he's building the movie Bambi. Well, to make the movie Bambi, somebody has to draw a picture of a deer, and then once they finish, they have to draw the exact picture of the deer again, but slightly different. And then when they're done with that, they have to do it again, slightly different. And then when they're done, they have to do it again, slightly different. And they all have to follow the template of what Bambi should look like.
So each artist, each animator-- people don't think about this-- each animator, each artist who worked for Disney, had zero autonomy. They could not make their own version of Bambi. One couldn't have big eyes, one couldn't have small eyes. One couldn't be angry, one couldn't be happy. Bambi had to be the same Bambi all the time, but yet a team of animators all had to work together to make Bambi.
We're talking about thousands upon thousands of drawings that would go into making a movie. I mean, to make a minute of film-- I don't want to make up the number-- but it was, like, hundreds of renderings. Hundreds of actual drawings needed to make one second of animation for Bambi. It's crazy. So Walt Disney was known-- if you Google it, if you watch the autobiography on this, he was known-- people thought he was a tyrant, and he was shunned by a lot of people, because he made animators draw Bambi the same way. Well, for our benefit, I'm glad he did, right? I mean, Bambi was a good movie.
I'm glad he didn't sit down and say, Greg, do you want to make Bambi this way? No, I actually want to make Bambi a little more aggressive. OK, Greg, let's make Bambi more aggressive. Now what about you, Carl? I think Bambi should have kind of a limp. Well, why? Because other people have limps, and people-- by making Bambi not have a limp, it excludes people that don't have a limp. What about you? What about you, Sarah? I feel like Bambi-- I don't even like the name Bambi. I want to call him Bambo. Oh, Bambo? Yeah, and I don't like to draw during the day. I kind of want to work from my house. And I don't like these pencils. And I just feel like if I was more appreciated, I could draw more Bambos.
It's Bambi. Bambo. It's Bambo, I always felt like it should be Bambo. That's how organizations are doing things. Stop doing it. You just get back to Jack Welch's point. Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while. When you decide, everyone, we're going to start drawing Bambi, people are like, what's this Bambi thing? And it confuses people. But you have to have a game plan and stick to it. Can I have some more airhorn?
-You want some more airhorn?
CLAY CLARK: I just need a little more airhorn.
[SOUND OF AIRHORN]
-Yes! OK, so we have another notable quotable here from Jack Welch, the man. He says, "good business leaders create a vision, articulate the vision, passionately own the vision and then relentlessly drive it to completion." OK, let's break it into those steps. He says you need to blank a vision, blank a vision, and so let's go with each part.
-Yeah, so Robert's asking, how do I communicate this across the entire organization? What are the steps? And there's no better person to learn from that Jack Welch in communicating this vision. So he first says, you have to create a vision, OK?
-So first off, you have to have a vision. You can't be like, hey Moses, where are we headed? Moses, where are we going? Uh, we're going to-- I'm not sure. Let me make a committee and form a team and a board and we'll all vote on it next Tuesday. Stay motivated, though. But it's the holidays, so I guess we'll have to meet the Tuesday after-- well, next week's a holiday too, so we'll meet in three-- OK, next month, we'll meet, Aaron. Everybody follow this? Just stand still. Don't follow me, just stand still. That can't be your vision. You have to have a vision, step one. Step two.
-Step two is articulate the vision.
CLAY CLARK: You have to put it on paper.
-OK, so that's maybe something that these Thrivers don't quite understand, is, I have a vision, do I just tell the next guy, or do I put it on paper? Do I email a memo, or what do I do?
-My goal is to mentor millions with Thrive. That's our vision, is to mentor millions, OK? Mentor means a mentorship, means it's like a coaching relationship, where we go through the ups and downs of business together. Your business is in the toilet right now. Someone else's business is at the top. I am not interested in answering your quick question and helping you have a short-term excitement-- oh, yeah, I got my question answered-- and then just be left out to dry.
I'm here to mentor you. We're here to help you, coach you along that path, and lead you to success. Mentorship. The word "mentor" is entirely different from lightning-round quick answer to the question. So not only are we going to answer your question today here, Robert, but we want to be your business partner for the next 40 years. We're here to mentor millions. That's what we believe in.
-The next is articulating the vision. OK. So you got to write it down.
CLAY CLARK: Yep.
-You got to then post it up in the office, or do you send it out to everybody, or what do you do with this?
CLAY CLARK: All the above.
CLAY CLARK: Right away. You write it down. Then you tell everybody. Then you put up in the bathroom. You put up on the stalls. You put it up on the walls. You put it up in the meetings. You put it on the top of memos. You just don't stop talking about it. Because people will want to say stuff.
Like, we had a call the other day from a company that calls us and says, could you make training videos for us? You know, we love your training. Because you could make training videos for us. And then we can just sign a 12 month agreement for you guys to make, you know, content. Well, if we're making content for this company that's exclusive to them, and that takes 95% of our work week, that's not moving towards our goal.
Our goal is to mentor millions, not to make millions by recording exclusive content that only elite people can watch. Right? So you've got to know what your goal is, and tell everybody about it. Tell everybody about your vision.
-Sure OK. So then the third is passionately own the vision.
CLAY CLARK: Passionately-- passion-- the word passion. Look up the definition of the word passion real quick.
-OK. We're going to get Webster here.
-Yeah. Now the word passion-- I'm just trying to explain to you guys-- to be passionate-- you're bringing some emotion to it. You're bringing some energy, some positive enthusiasm, some energy, some enthusiasm. You're bringing something beyond just a factual look at something. Marshall, what's the definition?
-OK. Passion is an intense emotion, a compelling enthusiasm or desire for something.
-You feel me? So there's a word called ardor, A-R-D-O-R. It's a fiery passion for something. A fiery passion-- it's a fiery excitement for something. There's the word alacrity, which is an eagerness to learn. It's an eagerness or an excitement to learn. That's the kind of thing I'm talking about. You've got to have some passion. You've got to have some ardor. You've got to have some alacrity. Try using the word alacrity. Just use the word alacrity on your friends. You'll wow them.
-Alacrity. OK. And then the lastly is relentlessly drive it to completion.
-Wow. Relentlessly drive it to completion. Here's the thing. Is it relentless-- it means that you do not-- it's like without ceasing. You just keep coming back, over and over-- you're like the bamboo of entrepreneurs. If you grow bamboo-- have you ever tried to grow bamboo? Have you ever seen bamboo?
MARSHALL: I've grown some bamboo before.
-Do you notice that you just can't, like get rid of it?
MARSHALL: No, once you start, it can't stop. It just keeps going.
-Once you start the party, the bamboo party, it just won't stop. You're going, hey guys, guys, the party's over. It's 4:00 a.m. And there-- we're bamboo, we're bamboo. And you're going, hey, bamboo, it's like noon the next day, can we stop? You could burn bamboo. You could set bamboo on fire. You really have to dig it out from the bottom. And the problem is it grows down as it grows up, so the root system can get 20 feet in the ground. I mean, bamboo-- you plant some bamboo, you're in for something.
MARSHALL: OK. And so you know we're talking about creating the vision, articulating it--
CLAY CLARK: Yep.
-Owning the vision. OK. Passionately owning it, letting it consume everything about you. A burning fire, ardor inside you. And then relentlessly drive it to completion. Those are kind of like the key steps here.
-Yeah, none of this passive-- I hope everyone agrees, sort of, you have to think about it. Get all-- do your research, get all the facts, and then act. But don't worry about like making every single person happy.
I mean, my favorite team is the Patriots. And they frustrate me about every week because Bill Belichick is smarter than I am. And so what he does is he's like, well, that guy's got to be cut. We're talking about Vince Wilfork. He was like the all-star defensive guy on the team for years. And he's like, well, it's time to cut him.
I mean if you're a Patriots fan, you're used to seeing your star-- your favorite players get cut. Because he knows when a player's kind of reaching his expiration date. They're starting to get a little moldy. And he'll just make the cut before-- you know-- like the milk in the fridge, and you're like, well, it hit the expiration date, but I could probably get a couple-- I could probably drink it tomorrow.
Some of you are going-- come on, you don't do that, really? I mean there's people that do that though. You're like, you know, you're a single guy. You've got some milk in the fridge, and you're like, you know, I'll go ahead and risk it. I'll have a-- drink that milk tomorrow. Well, that how the Patriots-- you know, they go, nah, well, we're not going to risk it. We're cutting you. If you're in business, you've got to do that sometimes. You just got to make those tough decisions. You just can't feel bad about it.
-So we've talked about how to do this. Let's talk about how big of a problem this really is-- communicating among the entire organization, giving direction, giving clarity.
-I don't have a statistic that I can give you. We have a great statistic coming up next. But I can tell you a statistic that I've seen just anecdotally from my own life experiences.
-I would say 95% of businesses are completely unable to do what Robert's asking about here. They're just completely unable to communicate change across the organization. They're just completely unable to make changes, because they put the needs of the individual people over the needs of the organization or the needs of the customer.
-Can you cue up our music for our mystic statistic?
-Yeah, we got one here. We got one here.
-I'm excited about this Thrivers. HR magazine reports that 46% of employees said they routinely receive confusing or unclear directions. 36% these employees reporting it happening up to three times each day. Participants in this study estimated they wasted about 40 minutes of productivity-- 40 minutes of productivity each day trying to interpret unclear or confusing directions.
-Why is that so crazy? I mean, three times a day that they're receiving instructions that are either confounding, or complicated, or they don't know what direction they're supposed to be going in? How does that relate to communicating this change across the organization?
-I'll give you an example. My wife, she wrote a book called Now I See. Our son was born blind, and he's no longer blind. It's an awesome story. And she wrote the book. It's called Now I See. It's on Amazon. And she wrote that book. And the guy who's supposed to be giving us like financial reports about how they're selling--
- -- just cannot ever give us a number. Seven might have sold. 700. We don't know. And then whenever we call, and like, hey, we haven't got a report again. Then he's like, let me write you a check for $802 for sales. Like what is that based on? Like it's just so frustrating. So we're in the process of switching over to a different kind of a self-publishing team.
And so to do that-- step one, we have to get the manuscript. We have it, but we have to make sure we have the right documented manuscript. Step two, we have to then reach out to form a new Amazon account for this thing. Step three, we have to reach out to this company that does the self-publishing print-on-demand stuff. Step four, we have to-- there's all these steps. And when it's all said and done, there's like 20 steps.
So the email I had to send to the guy about what to do is like a 20-step process. Though my temptation is just to, hey, get my wife's book set up with the new publisher on Amazon. That's just so many steps. I mean, they guy doesn't know where to start probably. But by breaking it into the succinct, linear line item, step by step, stuff, he's able to execute it and get done. So that's just an example.
So one, is that philosophically, people are screwed up, because they're not being pigheaded enough to drive the change home. But two, on a practical level, people are not breaking it up into a linear, specific granular, very detailed list of things to do.
-So what would be the action step for all the Thrivers that are watching right now, and are going to be reviewing this training on thrive15.com. We have a lot of other great trainings on management, talking about how to communicate among the organization. What would be the action steps specifically for somebody looking to implement change?
-I'm going to just give it to Robert. So Robert, this is what you need to do, man. The action step one-- you need to go ahead right now and write out your vision, or whatever the change is. Get it on paper. Write it down. Put it on the tablet. Cool.
Two, put it everywhere. Put it in the email tag. Put it on the website. Put it on the bathroom stall. Put it on the memos. Put it in your meeting agenda. Put it, first and foremost, on the top of your brain. Put it there. Put it on your mirror. Put it wherever.
Third is own it. Own it. Own it like it's your kid. I mean, like if it's your kid, your kid could make a mistake, but you care about your kid, right? I mean, so if your kid makes a mistake, you're there. You care about your kid. If someone's critical of your kid, they're critical of you. If your kid demonstrates bad behavior in public, that's you demonstrating bad behavior in public, because you own it.
I mean, you're upset-- that's your thing. You have to own it. You can't be like, if this is something else over here. No, this is you. You've got to own it. And then you have to be pigheaded about determining your deadline to see this change implemented.
And the final step is think about all the specific steps you have to do to get there, and make sure you put a deadline on each one of those, and just execute this baby. Because whatever you're doing, I know you would not have emailed us if this question didn't matter to you, so I know that this is important to you. So implement this thing.
And if you have any questions as you're trying to implement it, just click the Ask the Mentor button, and we're here making more mail bag trainings for you, as well as our other fabulous curriculum. We have some unbelievable new content coming out. But I encourage you to watch Lee Cockerell's management videos as well. They are absolutely sensational.
-OK. And so we're getting a ton of questions from Thrivers all over the world on this. And so I want to let them know that we are going to get back to them. We're going to provide some awesome statistics and facts to that. We're going to be rocking and rolling here through a couple more trainings for the Thrivers and answering their questions. But, Clay, I really do appreciate you kind of getting into Robert's core question here. I think it's awesome. And it's going to be a big change for him.
-Now here's the deal, Thrivers who are watching live right now. If you have a question that you want to ask us, my only commitment that I have here for you, is if you'll take the time to get some of your buddies to watch online with you, we will absolutely take the time to try to respond today. That's what we want to do. I mean, we want to-- but the thing is, we have a research team that fact checks everything we're saying, so we don't ever want to say something to you guys that is not accurate, vetted, that kind of thing. So if you have any questions, feel free to submit them there. Today, and if we get to today, we will. And if not, we'll make sure we put into the mail bag, and answer it for future videos.
-And we'll let you know when we're answering it.
-OK. Clay, thank you so much. And stay tuned. We've got another awesome training coming up.
-Can you give me some out music, something hot. I mean is that something we can do real quick?
-You want something super hot.
-I think the Thrivers want something hot. Just kind of-- just give me some kind of-- something-- just to kind of take us out. Do something--
-Something we can bob our head to maybe?
-There we go. All right. There you go. If you are watching right now in Canada-- I know we have a couple of Thrivers in Canada watch right now. Sonia-- Sonia in Canada-- we are believers.
Send us your email address, and our team of elite minds will get right on it.