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This business coaching lesson teaches about the core training areas.

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

Featured Coaching Excerpt - Notes & Transcript, Part 1
  • Lesson Nugget: Core Training Areas
  • Lesson Nugget: Dress Code: Dress For Success
  • Editor's Note: This is unacceptable dress code attire!
  • Notable Quotable: "Tell me and I forget. Teach me and I remember. Involve me and I learn."
    -Benjamin Franklin
    (One of the Founding Fathers of the United States. )
  • Lesson Nugget: Why we do it How we do it What we are doing Now I want you to do it.
  • Editor's Note: Drilling with a jackhammer
  • Editor's Note: Cutting Rebar

- So you've created the operations manual and as you're putting together this handbook, you have the operations manual, that's the first and the second part that you're gonna want to include is the training programs. We're gonna walk you through the different things to include and we're gonna do it a little bit Run DMC style. Clay, can you help me out and tack some meat on these different things that we're going to include in the training manual? - I am going to do that, only for you and the millions of thrivers all around the planet. I'm not doing it for myself, just for you and the millions of thrivers around the planet. - Okay, just for me and the other million people. - Yeah, I'm no doing it for me. None of this is for me. - Okay. - Although, I do like doing it. - Okay, so the first thing you have to include is dress code and it's pretty startling. Have you seen some pretty crazy things when it comes to dress code? I have, and I'm going to give you and example. This is the nail I've drawn for us here. This is the piece of wood, this is the nail. Okay? What happens is, the operations manual is like giving an employee a nail, a piece of wood, and a hammer. You've given them these tools. You've said, "Hey listen, I am going to give you the nail, the hammer, this is what I'm giving you." Okay? And, that's what you've given them and they go, "Oh, okay. I've got it. I've got it." You give them the dress code. "I got it, I got it." Then they show up wearing insane stuff. We have a rule which says no cleavage. You've gotta tuck your shirt in. You've gotta wear these certain kind of shoes. Literally, we had a guy wearing a stocking cap beanie where it was over his glasses, like Kanye West, inside. We had a lady just showing so much cleavage, it was truly an amazing experiment. And so, it was like, how do you, you know, bridge the gap between the hammer, the nail, and the wood? You've got to go and eventually give it to somebody and say, "Hammer the nail, I want to see you do it." - Okay, so... - And they do it wrong and you go, "That's not how you hammer a nail." You just keep having them show it until they can't get it wrong. That's how you train on all this stuff. - I want to include this notable quotable here. - Yeah. - It's from Benjamin Franklin, one of our founding fathers of the United States. He says, "Tell me and I forget, teach me and I remember, involve me and I learn." How important is that, Clay? - Well again, you think about this. If you tell somebody, you say "Hey, this is our operations manual." They're like, "Okay, cool." They're not bad people, they're just not going to remember. No one remembers when you just tell somebody something. When you teach them, teaching means you're educating, both emotional and in the doing. You're saying do it, this is why we do it. This is how we do everything. This is why we do it. This is how we do it. This is what we do, I'm teaching. If you're not doing those three, it doesn't work, okay? Why we do it, how we do it, what we're doing and then you've got to say, "Now I want you to do it." Don't be surprised when they can't do it right, and don't criticize them either. When they're hammering a nail for the first time, a kid, an adult, whatever, it's weird. Over time you get better, better, better, and pretty soon you do it well. So when I worked construction the first year, I was awful doing construction. I didn't know what I was doing, but my boss was kind enough to say, "Hey, let me show you. This is how you hammer." It was called pins and wedges, we were building concrete basements. I had to hit these pins into these wedges that kept the aluminum structure, it was called a form, in place so we could pour the concrete into it and I was awful. So he said, "Well, this is why we do it. We do this because we want the house to have a foundation, a basement below the freeze-line in Minnesota." That's where we were building this. "So, how we do it, is you're going to be doing rebar, and you're going to be drilling, and you're going to be doing this. What are we doing? What specifically, you're going to be the guy who does the You're going to be drilling with the jackhammer." All I did for a summer, it seemed like, was just, just drill a jackhammer down into the ground, so they could auger down into the footing so they could put the rebar in there. He had to show me and then once he showed me, again, why I'm doing it, how am I going to do it, and what am I going to do. After we had that conversation, he had me do it. And I'm tell you, the first time I drilled it was sideways. He was like, "Dude, it has to be straight up and down." And I went, "Okay." He's like, "No, no, no, no, let me show you again." Then I did it and I remember, I did it wrong, and the thing started to spin. You can literally rip your arm out of socket, because your arm gets caught and people have lost their hands on the job, seriously, because you're like He's like, "Bro, you could kill yourself or badly injure yourself. You have to hold it firmly, stand over it, you know." and when he taught me how to cut the rebar, again, he showed me why I'm doing it, how am I gonna do it, what am I gonna do. Well then I was cutting one day, I was cutting the rebar, and I was standing over it, cutting it, I thought it was the right form. I cut it and it was spraying sparks, over a gas can. True story. So he threw a hammer at me. Hit me in the leg with a hammer, I'm not kidding. He threw a hammer from, like where Marshall is to me, and I'm like, "Oh my God!" He was like, "I'm gonna turn it off." "What's going on?" He was like, "You can't shoot sparks by the gas can!" You know, it's from like, what was the movie where he says, "Could you step away from the laser?" What is that word? - Austin Powers. - Austin Powers, you know? Where he's trying to get him to not play with the nuclear laser, or whatever. So, you've got to remember, hammer, it's not that... Any part of this operations manual, it's not that hard if you just realize, here are the nails, they could hurt you. Here's the hammer, it could hurt you. Here's the wood. What we're gonna try to do is nail these two pieces of wood together, using this nail, and you just have to let people do it, and they're gonna screw up and you have to keep training and training and training. You don't want to practice on, check it, on customers.

Featured Coaching Excerpt - Notes & Transcript, Part 2
  • Editor's Note: Jimmy's Egg
  • Notable Quotable: "After each customer interaction, notice if you gave them a “happy to see you” kind of experience."
    -Marilyn Suttle
    (President of a personal and professional growth training firm.Her client list includes Fortune 500 companies such as Ford Motor Company, Pfizer Corporation, and Visteon. )
  • Lesson Nugget: 1. I told them how to do the tasks. 2. They explained it back to me. 3. They did the tasks. 4. They mastered the tasks.
  • Lesson Nugget: When clear communication begins, frustration ends.
  • Lesson Nugget: Include these in your operations manual: 1. Dress Code - Dress to impress 2. Language - People judge by the words we use. Let's make people assume we're the best.
  • Editor's Note: "Life, Liberty and the pursuit of Happiness" is a well-known phrase in the United States Declaration of Independence.

- I encourage you to do this. I want you to do this. And if you don't want to do it it's okay but I'm just gonna tell you, this is a great idea. Jimmy's Egg is located here in Tulsa, Oklahoma. - Yep. - And what they do, for their first week of business, they give free breakfast to everybody. And they send out VIP invitations saying, "Come on out to Jimmy's Egg, "experience a breakfast like none other." That kind of thing. And it says, "Your first breakfast is on us! "We're new to the area." And you get there and they go, "Hi, I'm such and such. Have you ever been here before?" I go, "No!" They go, "Alright, well hey, the entire staff "is new, we're practicing, we're trying to get to be "the best we can possibly be. "So today's meal is free, and all we ask for you to do "is when you're done, if you could write a review "for us online and, or be so kind as to tell us "what we could do better, we would love to learn from ya." Well they generated just hundreds and hundreds of reviews and great feedback and goodwill, and guess what? We all come back. - [Voiceover] Mm hmm. - So it's a great way to mail out a VIP invitation to the whole community. - [Voiceover] Yeah. - But you have to let the team practice, and by not charging us they were able to create a situation where I wasn't upset when there were some delays in the service because the people were learning. - Sounds good. So each one of these little points that we're developing is somewhat of a reflection of the overall. You've got the vision, the value behind it, and then the strategy of each one of those points. - This is, you're exactly right and this is how you do it, this is what you'll do is. When you go through your operations manual, you're gonna say, "One, I've taught somebody how to do it." And you'll put a little check mark by their name, I taught them. Then you're gonna say, "They told me "that they could do it. "Like they explained it to me. "So I taught them, check. "They taught me." 'Cause once they have to explain it back to you, that's when you know if they got it or not. And then, they can actually do it. When they can do it, that's when you're... Now, check it out. Kinda not done here. Now they have mastery. - Mm hmm. - So again, I told them how to do it. They told me how to do it. They did it, and now they mastered it. And so I ran around their office all the time, and Dan one of our production guys right now, he's working with a new team of people growing the next crop. And we have some great people who now he's told them what to do. They've told him what to do, and two of them are doing it well, and some of them are mastering it. But he cannot stop training until they've mastered it. - [Voiceover] Mm hmm. - That's how you wanna do it. - Okay. - So, these are the things that we wanna include in the training manual that people will have to master. And you have to be specific about what you want. The outcome, the desired outcome. - [Voiceover] Yeah. - And what the undesired outcome is. What the don'ts are. - Just a while back we were dealing with a guy, I think it was his first couple days at work. And I think you know we talked about it. And it's like, the guy doesn't quite get it right now. And the feedback I had for you guys was what? I said, "Does he know that he's not doing it right?" And you guys were like, "Well, I think so." But, a lot of times we think but we don't necessarily know. And so, Marshall and the guys talked to him and told him, "Hey, this is where you should be, "and this is where you are." And you keep doing it until they master it. So I just wanna make sure, let's role-play this. The first T stands for what? - Teach them. - Okay, second? - And, they teach me? - Yep. - And, third, they do it? - Yep. - And then fourth, they master it. - You knocked it out, there it is. I just taught you something. That's how you learn. I mean, that's honestly how you do. Over and over and over, that's how you do it. So, now we're obviously working with a genius here. Do you teach on a college campus? - I do, I teach a couple of classes online. - Really? - Mm hm. - What classes do you teach? - I teach a meteorology class and a web-design class. - Really? - But don't look at my website Actually do go to look at my website. But as I tell people, I teach it, but it's a lot of work for me to design my website so I like to hire that part out when I can. - For your company, you have my commitment. - Mm hmm. We, as a little surprise gift for you, we're building it for you if you want us to. - [Voiceover] Oh, beautiful. - Done. - [Voiceover] Alright, thanks. - All the costs, paid. We're doing it. - [Voiceover] Perfect. - Boom. - Thank you. - Yep. - So these are the things that you need to include in your training program. It's gonna be awesome. Okay, dress code. Okay? Gotta include dress code. You have to include specifics about the language. The language that is used, okay? There on a daily basis, okay? - [Voiceover] - Yeah, I kinda wanna add in a extra line item. If you are the founder of a company, and you want to curse out everyone, please substitute those words with kinder words. - [Voiceover] Yeah. - 'Cause the thing is, again, I wanna make sure you're getting this because I wanna make sure people understand. The operations manual is not designed... Some people have a hard time getting this and I don't get it. But like, I don't wanna get political but let me give an example. Okay, John F. Kennedy. He was a president that many people hold in high regard. He also had a habit of having overnight relations with people he was not married to. I don't agree with it. If he was my friend I'd go, "Dude, that's totally not cool." It doesn't mean that the White House is not somehow a high office. It doesn't mean that he wasn't doing a good job in certain policy areas. It just means that he was not doing a good job in that area of his life. Does that mean it's acceptable? No. It doesn't mean that you all of a sudden have a lower view of the presidency and the White House, and all of a sudden that job's not important because... So what happens is we tend to forget in history that nothing is perfect we just, it's your ideals. So people say, "Well the Constitution says "that everybody has the right "to pursue happiness and to do this." And then they go, "But yet, at my job I can't be happy, "so therefore our country's hypocrisy!"

Featured Coaching Excerpt - Notes & Transcript, Part 3
  • Lesson Nugget: The operations manual creates a "guardrail" (ideal) for you and your team.
  • Lesson Nugget: Include in the operations manual: - Time Management - License Requirements
  • Lesson Nugget: Optimizing Your Paycheck
  • Editor's Note: To get the FREE downloads email us at: info@thrive15.com
  • Lesson Nugget: Position Expectations
  • Lesson Nugget: Stay in your "lane" when building a business.
  • Lesson Nugget: Hierarchy Example: Level 5 – Franchise Owner (Boss) Level 4 – Manager Level 3 – Assistant Manager Level 2 – Lounge Assistant Level 1 – Grooming Professional
  • Editor's Note: Dr. Robert Zoellner CEO of Thrive15.com
  • Jargonization Translation: Brisk and cheerful readiness.

- You gotta understand, you're writing this operations manual to create an ideal, a guardrail for you and your team, and if you blow it in one of these areas, as the owner, and you will, oh yeah, you will. So I'll give you an example, there's one owner I'm working with right now who for whatever freaking reason, it makes me crazy, it makes me want to violate the language policy right now, he literally can not show up within a thirty minute window of when he's supposed to be somewhere. He's just is always like 32 minutes late, and you're like "gosh man, what is the deal?" Well, you know what, he does everything else right though, he pulls the all nighter, he gets his stuff done, he pays his staff on time, he's a marketing genius, his companies growing, and so he owned it and he goes, "guys listen, our meetings are gonna start on time, "I get overwhelmed with a lot of stuff and I run behind. "So moving forward," Todd, you know, or Karen or whatever, "they're gonna lead the meeting for me, "always starting on time, "and anytime that I'm late "I am going to find myself 50 dollars "and give it to you guys to spend on whatever." So you know what I'm saying, so you don't want the hypocrisy pattern to flow, so that's how it works. - Okay, so we talked about language, you talked about time management, you have to include that in there. Any type of license requirements that are associated with the positions-- - You gotta maintain your license or your ongoing education, you know, your series six, if your a financial guy you've gotta make sure you're, are actually taking on continuing education to continue to be an optometrist or a doctor, or a lawyer or a barber, there's a lot of those licenses. This all needs to be covered in your operations manual and training program. - And so, then the next thing is optimizing your paycheck, have in there are sections specifically, and you will see this on the downloadable, just email us @infoatthrive15.com, it's a way to improve and move ahead and have the different employees rate themselves on a scale of one to ten on how they're, how they feel that they're performing. - Yeah, you wanna so people know the path to improve. They wanna learn know how to make extra money, they wanna know what do I need to do here to make more money, you know. To keep it on that kind of R Kelly theme, we're gonna keep all this on the down loadable, not the down low, but the downloadable, you see what I did right there, keep it on the down low-dable. - [Marshall] Okay. - Nobody has to know. - Then the next thing that you're gonna want to include are all of the position expectations. So, every position is gonna have different expectations and this is a place to get a little bit more specific, okay. - Yeah and that's a problem where people run in different lanes. So the way I look to explain to people in business this is how you look at it, you have lanes here, okay, and if we're racing in the Olympics, I'm supposed to stay in this lane, you're supposed to stay in that lane, they're supposed to stay in that lane, they're supposed to stay in that lane, it gets weird if we're all like into swimming, you know the swimming events in the Olympics they're swimming and they're having their big Olympic sized pool 'cause it's the Olympics, and all of a sudden if Phelps, you know what's his name-- - Michael Phelps. - Wasn't it Wilson Phillips? Michael Phelps. Okay so, that was a 90s pop reference, but anyway. So, what happens is, is that if you get out of your lane and you're like "hey bro, waters a little warmer "over here, bro. And no look over here, hey bro," it's weird, and you can't, you can't have a good race that way. And in business, I see people in costumer service who are doing an awful job running over and talking to the sales guy about, "hey, why don't you guys sell some stuff." And the sales guy's spending his time in customer service, and it gets weird. Everyone has to know their clear role, stay in your lane, when swimming in the Olympics, and when building a business. - So, you're also gonna want to include a hierarchy as part of that, a hieracrchy, and org chart, just a basic org chart, doesn't have to be everybody, but all the different positions, where that hierarchy falls, okay. - [Clay] Okay. - Then, the other thing is-- - [Clay] I wanna hit on that. - Okay. - Hierarchy is super important, okay, because I think you were, were you here when I asked Dr. Zellner to become our CEO? - [Man on the right] Yes. - You even noticed a couple changes? - [Man on the right] Yes. - Such as? 'Cause I'm the founder in COO, but what things have you noticed are different? - Well, Dr. Zellner has been brought in for the big vision-- - [Clay] Yeah. - And that's allowed you to move off of the big vision, but more towards the execution. And so, now people have changed different positions, so and so's managing this group of people, so and so's managing this group of people, and so it's been pretty helpful. - I tell you what, I mean, hierarchy, understanding who the boss is, sometimes he says stuff that I don't understand yet, but I know that I've asked him to be the CEO because he's, you can't dispute his success in optometry and banking, and the auto industry, and KIRO industry, and medical supply industry, and the horse racing, I mean, are you kidding me? So, I don't doubt his wisdom. So, when he says do something, I go "okay." And I have to respect that, and that shows, does it not Marshall, how a leader's supposed to be when I submit to his authority, then people understand, "okay, I don't get it but i'll," and I have to do it with a cheerful attitude too, like "okay, absolutely." And I have to do it with, it's called an alacrity, A-L-A-C-R-I-T-Y, it's a cheerful enthusiasm, to a cheerful willingness to learn is what alacrity is. Yeah but alacrity, "oh wow thanks, thanks for that idea, thank you." Sometimes I don't even, I don't understand what he's talking about, I'm like, "oh yeah, thank you I get it, "I appreciate that, I will do it right away. "yes sir, boom I got it," because you wanna show, people look up one level and they wanna know how you respond to your boss, so you've gotta follow that hierarchy, very, very important.

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