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-Yeah, just get back to Jack Welch's point, willingness to change is a strength, even if means plunging part of the company to total confusion for awhile.
-Clay, thanks for joining us today. We are getting into another mail bag, another question from a Thriver. This Thriver his name is Robert. He's up in Ohio.
-You love Ohio.
-I do love Ohio.
-You're from Ohio?
-I'm not from Ohio. But did go to school up there.
-Parents are from Ohio.
-OK. You're from Ohio.
-Yeah, I'm from Ohio.
-So Clay, we have this Thriver. He wants to know a couple specific questions for his business. I'm just going to read the question here.
-Go for it.
-OK. Communicating a new normal to mid-level management for an entire organization. Basically he wants to know-- I want to enact some change in my organization. I've learned all of these things on Thrive15.
CLAY CLARK: Boom.
-I have this kind of new profound sense of a standard that I want to set for the organization. How do I communicate that to all the mid-level managers and across the entire organization?
-What I want to do is we have our hip hop horn. We have our hip hop horn. I think you have that. Could you kind of give us a little sample, a little blast on that real quick?
MARSHALL MORRIS: Just kind of like a little intro here for what we got going? OK, here we go.
-All right. So this is what we're going to do here, Robert. We're going to do a lightning round here. OK? So we're going to structured this way. And what's going to happen is Marshall's going to tee off the notable quotable. And I'm going to show you how to implement this thing, because we're going to teach you here. My guarantee is we're going to teach you within 10 minutes how to communicate change across your organization.
But it may require an air horn. And I'm not kidding. I want that air horn to be played. One more time.
-Because that will get people's attention. OK? We got to get people's attention. Let them know there's a new culture going on here. OK?
MARSHALL MORRIS: OK.
-So Go ahead and read the first notable global. Let's tee it off.
-OK, so this notable quotable comes from Jack Welch, his book, Winning. OK? He was the former CEO of General Electric. Grew the company by 4,000%. Percent
CLAY CLARK: He failed to meet his goal of 4001%, I shall point out.
-But 4,000%, not an easy feat. And that comes from all of his known management strategies. He wrote it in his book, Winning. This quote comes from that. "Common mission trap for companies: trying to be all things to all people at all times" Clay, what did Jack Welch mean by that?
-OK, well first off here, Robert, what's happening is that you're going to make a change, which means you don't want the status quo to happen. As a general rule, drifting is what we do by default.
So as an example, if I was in your company right now and you and I decided to make a decision. We made this decision. And we've come to the conclusion that we are now going to require all employees to dress business casual. We're no longer going to allow ties. We're no longer going to allow people to wear shorts. We're going to go business casual, polo shirts, khaki pants, brown belt, brown shoes everyday. That's we've decided.
Doing that, there's going to now make a change. That's not maybe a change that I would do, I'm just giving an example if that was a change you wanted to make. So the first thing is you have to communicate what the change is that you want to make. You have to communicate what the change is. But then as you do this, you have to understand you cannot be all things to all people.
I would be the guy lobbying on behalf of the management, let's say to who wants to wear a tie or to dress formally. You would be the guy advocating dressing informally. But you are in the decision making power here. You're the one who's decided. You're the one with the authority. And you've decided that's what you're going to do. So by doing that, you've decided you're not going to do everything else. You've decided to do this.
So what Jack Welch talks about is if you're worried at all about upsetting people, you're not going to have success. So I want to make sure you understand this. Frustrating people-- conflict, I said this before, but conflict is a prerequisite to success. Conflict is a prerequisite to change. So you cannot be all things to all people. You have to make that change knowing that it's the right thing. You've thought about it. You've planned about it. You've prayed about it. You've worked on it. Now it's time to make it happen.
Can I get some air horn?
CLAY CLARK: Next notable quotable.
-OK, so the next notable quotable, also from Jack Welch's book "Winning", it's awesome. This guy is amazing. He has such insight into management. The notable quotable goes, "Change before you have to." "Change before you have to." What does he mean by that? It's pretty succinct.
-I'll give you an example. For Thrive15.com, we've decided that we're going to get you guys more training faster. I mean more training faster. That has been my mantra. I've got that written down in my little work space there.
But more change faster. I want to get you more trainings faster. More trainings. More trainings faster, faster. Which means I have to make the change faster. Which means we have to change our workflow.
So to do that we've expanded to a bigger studio. We have awesome new equipment. Great people here. And we've made those changes. And I can tell you, I've been frustrated. There's people on the team have been frustrated.
But the Thrivers are loving the fact that we're putting out content at a record rate. And we're boom, boom, boom, boom, boom. We're answering questions faster, more succinctly, quicker, better content, faster.
So to do that you've got to make that change, and you have to change before you have to. Why? Because if you don't, you look up one day and all of a sudden the Thrivers, the thousands of people like you all across the world are like, hey, you're not getting us the answers we need. We're moving on.
So we had to make that change for you before we quote, unquote, "had to."
-So this reminds me of one of the things that we talk about here in the office is being proactive versus reactive. What is the difference between that?
-Well, proactive is today when I came in here to work with you guys, and I say work with you-- when we're talking around on the video I feel like you're here with us. But we came in here to work with you, we did show prep.
We were proactively prepping. We fact-checked everything. So I encourage-- any time I say something on this program at all, I encourage you to hold us accountable, and search it, research it. Do it.
Because if you go to a church and the pastor's talking, or you go to some sort of a place of worship, a synagogue or whatever, and you go there and the person is saying things and are quoting scripture but you don't verify what they're saying, you're going to be in a world of hurt if you run into a heretic or someone who's saying things that aren't honest or right.
I mean if I was building a nuclear rocket, I would hope someone would double check my math to make sure that we're not going to blow something up. And so you've got to work off of that trust but verify mentality.
Andy Grove, the former CEO of Intel, he says it this way. He says that only the conspiracy theorists survive. He's talking about you have to go in with that mindset that everything is wrong, and then kind of try to prove it wrong. And then if you're trying to prove it wrong and you discover it's right, that's a good thing. But you have to that mindset.
So getting back to the point here for Robert's question, we have to change before we have to, Robert. We have to change before we have to. Some people aren't going to be excited about it. They're like things are going fine the way we are. No. We're making a change because we're going to make a big transformational forward movement.
Now, can I get some air horn.
-Here we go. We got some more air horn for you, Clay.
[AIR HORN SOUND]
-Can I have one more air horn. I just need one more--
[AIR HORN SOUND]
Yes! Another notable quotable.
-Another notable quotable here. It's a point that Jack Welch gives us. He says, "Be candid with everyone." Why is being candid, having candor, why is that important when you're communicating this new change across the organization?
-All right. Somebody's going to be watching this, and this is how it works. In the Bible it talks about this a little bit, and if you don't like the Bible there's other books that talk about this.
But the point is "48 Laws of Power" is a book that discusses this, OK. But the expert, the prophet, can't be from his own village. You can't be a prophet from your own village. So people are like, I knew back when you were in middle school and you weren't that awesome then. I knew you when you were in college and you were doing crazy things.
So there's probably somebody watching who's from my village who's like, eh, whatever, buddy. [B SOUND WITH LIPS]. But here's the deal. When I go out to hang out with people or we have some-- it's Christmas. We had the Christmas, the holidays. I refer to them as the Holiplagues-- plague, you know, biblical plague-- locusts and such.
But the thing is is that there's endless parties. And I go to the party, and I'm not going to be sincere at the party because people don't want to know what I think. So people will say, "How are you?" And so I say at the party, "I'm doing great."
But the reality was one party right before we got there, I was not doing great. There were things that were not going well. But when people say, how are you in a social setting, that's code for don't tell me anything bad. Only choose the things that are going on that are good because I have enough crap going on in my own life.
So people say "How are you?" I say, "I'm doing great." And then they start talking about politics, and they're like, "I don't like Donald Trump. I do not like him. I do not like him." Someone else says, "Yeah, I don't like Donald Trump."
And so you know what I do? I'm like "Yeah, tell me more about your candidate," and I just listen, and I just take it all in because you don't want to hear my opinion, because if you want to hear my opinion, now there's conflict, right? And I don't care enough about the outcome of the party, right?
I don't care enough about being right. I'm not going to get into a debate with you about why I think Ben Carson is a great fit, or why you think Donald Trump is a good fit, or why I like Bernie Sanders, or why you don't like Bernie Sanders, or whatever. I'm not going to do that. What I'm going to do is I'm going to focus on the outcome, which is just having a conflict-free party.
Now, in business, what's the outcome? In a party, the outcome is what? To have a conflict-free party. Let's have a good time. That's what you want to do in business. Now, in the world of the party you want to have a conflict-free party. Conflict-free party. That's the goal. In the world of business the goal is to what? Generate results.
So now we have a whole different party. So here's my kind of business party. So someone will say, "How you doing in business?" And I'll say-- in my office-- "I would be doing great if you would start naming files correctly." So the nomenclature of how you name files matters to me more than the holidays. Stop doing things wrong. That's how I talk.
-A lot of times that feels like a personal attack on the person.
-I just tell them like, hey, listen. I think you're a beautiful man-- I usually say, I think you are a beautiful man, think you're a great American. But you gotta stop, dude. You've got to save files correctly. And they'll say, I'll try. No. We're done. Right now we're done. You used to save them wrong, now you save them right.
-Now I'm also the guy, when you do something well-- the other day I was having a cow. I was like literally-- I was almost-- it looked as though I was going to literally give birth to a bovine. I was just so excited. But I was telling a person great job! What you did on that search engine report, those fixes you made, that is awesome. That's awesome work.
Because I'm going to be candid. I'm going to tell you how it is, not how you wish it would be, right? So to make that change-- you've got to understand, what's the goal here? We having a social party and the goal is just to hang out and have a peaceful holiday party with no conflict? Is that the goal? Or is the goal to win?
Because if the goal is to win, you start to look at coaches that win, Jack Welch in the world of business. You look at Elon Musk in the world of business. You look at Walt Disney, you look at Oprah. Those are some intense people. Sara Blakely.
Those are people who are nice people but they're focused on results. Which is very different from focused on just having a conflict-free party. Can I get some more air horn?
-You want some more air horn?
-I do. I just give me-- I just need a little more.
MALE VOICE (ON RECORDING): Three, two--
-Oh wow, that was-- Are you doing a countdown to air horn?
-Yeah, it was a countdown to our air horn.
[AIR HORN BLASTS]
-Boom! I'm ready for the next notable quotable.
-OK. The next notable quotable here is willingness to change is a strength, even if it means plunging part of the company into total confusion for awhile. This is also from Jack Welch. So Robert's probably thinking hey, I need to make this change in my business, but I don't want to disrupt the entire foundation of the company.
-Well I'll give you an example. At Thrive15 one thing that's really cool is we have this thing called ThriveSpace, which is like our incubator. We'll call it like our super package. What happens is, is Thrivers just like you, who live within Oklahoma, they say, I would love to like office in a high energy environment. I'd like to be a part of the culture. I'd like to actually-- can I lease some space there?
And we're like, we don't lease space, but you can kind of have like an incubator. It's a big entrepreneurship incubator. You were the first one who kind of came up with the idea, but it's an entrepreneurship incubator. So people, we have entrepreneurs. I mean chiropractors, doctors, stem cell doctors. We've got pharmaceutical sales reps.
-Realtors. We've got consultants. We have podcasters. We have graphic designers.
We have-- there's something else we have. We have like the Uber of personal assistants. They have the thing called the Urban Attendant now in the office. We have a call center in the office. Cool stuff like that.
Well one of the tenets says to me-- and not tenant, but one of the super subscribers or the incubator people-- he says, hey, I would like to pay a lot more and I want that office. So I would go OK. So what's the better move? For him and his particular kind of business, for this man and his kind of business, he needs that confidentiality. He needs his own space, right? The other person doesn't.
And for the greater good of our company, and for this guy, I'm going to have to move somebody out of their office. So what I do is I inform the person that I'm moving out of their office. Hey, I'm going to be moving you and I'm moving this guy in.
But I don't care about the emotions of the person who I'm moving out of their office. I don't care. I don't care if they're happy about it. I don't care if they're not happy about it.
It's the right move to do. They're going to have a great work environment. If they choose to see it that way, it's fine. If they choose not to, it's fine.
But I'm not going to run around and do an opinion poll before I make any decision, that's stupid. You're not going to get anything done, right?
So the main thing is, I'm just trying to explain to you, the reason why our country created a democracy-- please understand this, a republic, OK? A republic. Somebody's going we're not actually democracy. We're actually a republic.
That's great. Great. I'm excited that you know that and I know that. But it's a republic.
The reason why we did it is because it's hard to make change quickly. In theory you need all three branches of government, right? You need these guys to kind of work together.
So in theory you couldn't have like a dictator who just massively changes the fundamental systems of our country by himself. He needs support of other people. He needs a consensus. He needs a majority vote. He needs at least a majority vote, right? To get something done.
In business that's not how it works. So let me give you the best example I can give you, and then we'll hit some more air horn here.
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