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This business coaching session is about the reasons why customer service is king.

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

Featured Coaching Excerpt - Notes & Transcript, Part 1
  • Lesson Nugget: Train people to do the things that don't HAVE to be done by you.
  • Notable Quotable: "People don't care how much you know until they know how much you care."- John C. Maxwell
  • Notable Quotable: "If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away 'operating.'- Peter Drucker
  • Lesson Nugget: If you are "The Boss", only do what you have unique skill set/ability to do, delegate other tasks.
  • Editor's Note: Ask us any of your business questions by clicking the "Ask our Mentors any Business Question" button.

-Business coaching question: How do you focus on the important stuff? How do you prioritize, because the bathrooms have to be clean, right?


-But there's always an emergency, isn't there?

-There is.

-So Arthur, tell us during this business coaching episode for customer service training, how do you balance being effective and getting the stuff done you need to get done versus the emergencies or these procedures--

-You're putting out all these fires.

CLAY CLARK: Putting out fires.

-So for me, what I do is I try to put people working with me to help me out. So the phrase that Arthur Greeno likes to use a lot is only do what only Arthur can do.

-Only do what only Arthur can do.

ARTHUR GREENO: That's right.


CLAY CLARK: Adding this to the board bro.

-Whoo, I made the board.

-OK. Only do what only--

ARTHUR GREENO: Arthur can do.

CLAY CLARK: --can do?




-So everything else, I'm going to train somebody to make sure that they can take care of it for me.

-That's awesome. So what are the things that only you can do? I know you're a little linguist. You're a poet. You're a singer. You're a lover. You're a sculptor. What things can only you do then?

-Well, so for an example for business coaching, on my business, my job is to set the vision.


-My job may have to be firing somebody.


-But it wouldn't be a normal situation. Like someone's coming in late, they don't need me to come, let someone go. I hate to say it, but if there's a sexual harassment, Arthur needs to be involved in that.

-Because only Arthur can resolve a sexual harassment lawsuit.

-Well, if it involves me--

-If it involves you.

-I'm sorry-- if it involves-- I'm the head of the store.

-That makes sense though.

-So that's the common thing that I'm asking about. Is this something that I have to do?

-What other things only you can do Arthur?

-Well, to be honest, my crew can pretty much do almost everything that I could do. I'm the guy who comes up with the big, crazy ideas.


-Not everybody's going to be able to make a 9 foot tall lemonade. And so I'll spend my time doing things like that.

-Now, this is what Peter Drucker writes. He's a very, very, well known management expert. He says this business coaching truth, if the executive lets the flow of events to determine what he does, and what he works on, and what he takes seriously, he will fritter himself away operating.


-So basically, he can't get anything done, because he's just reacting.

-That's exactly right.

-So I'm just going to throw it out for you, but this happened to me today. Again, I was like, someone comes up and says, hey, Dropbox isn't synching. Can you help me? I have a meeting right now. How would you respond Arthur, if someone said, hey, do you have a minute? Dropbox isn't synching. For business coaching purposes, what do you say?

-Well, in that situation, I'd probably say, is there anyone else that can handle this? And if they respond with no, then, of course, the next response is do you absolutely have to have it? I find a lot of times, employees, things that they feel are major issues really don't have to be dealt with right now.

-What about this, where the employees want to address a system issue right during the peak of lunch hour, when you have 150 customers coming through the drive-through. An employee's like, hey. I don't like our uniforms. Is there any way we can get a new uniform? Did you ever have that happen?

-Not exactly that, but I've had some interesting things happen. Normally, my response to them would be something like, were are you supposed to be? You get the job done right now. But you don't want the employees to feel like you don't care. I truly believe in this business coaching lesson that people don't care how much you know until they know how much you care.

-Well, John Maxwell actions, because people don't care until they know how much you care.

ARTHUR GREENO: That's correct. And so for me, in that situation, it'd probably be like, I appreciate your concern. But as soon as it gets slow, we'll be happy to address it.

-Now, on this board of love, let's see if I can get this working here.

-The magic board. You're not rubbing it in the right spot. It's like a lamp.


-Eventually, I'm going to get the owner's manual out.

ARTHUR GREENO: No you won't.

-Right now, it's only something that Arthur can do at this


Featured Coaching Excerpt - Notes & Transcript, Part 2
  • Mystic Statistic: "Early rising is a common trait found in many CEOs government officials, and other influential people."- Forbes.com (10/13)
  • Lesson Nugget: You have to set up your own routine, to make sure "The business serves you, you don't serve the business."
  • Lesson Nugget: Get ideas from people or companies that do certain tasks better than you, to improve in areas that aren't your strong suit.
  • Lesson Nugget: If you own a business you need to have systems in place that allow you to work ON the business, and not only IN the business.


-On a daily basis, there's a lot of stuff, a lot of craziness that happens in every small business.


-But what time do you wake up every day?

-Between 5:30 and 6:00.

-So 5:30 and 6:00 AM. And what are you doing in those first couple critical hours?

ARTHUR GREENO: I might journal a little bit.

CLAY CLARK: OK, a little journal.

-OK. For me, I'll read my Bible.


-Basically quiet time a little bit. I'll also work out and then I'll start-- well, and I'll read emails.

CLAY CLARK: And you'll read emails. And this all happens in the morning?


CLAY CLARK: OK. Now what's your next thing you do?

-Well for me, I'll start waking up the family.

CLAY CLARK: OK, you wake up the family.

ARTHUR GREENO: Yeah. We start waking up the family. So really between 7 o'clock-- between 7:00 and 8:00 it's my family time to get everybody out the door.

-And how many kids do you have?

ARTHUR GREENO: I have six wonderful kids.

CLAY CLARK: So six kids. I just want to make sure we're getting that for anybody watching this who might have one kid or zero kids, or feels kind of overwhelmed with three or four kids. You have six kids.

-Six kids.

-So you 7:00 to 8:00, you've got the family time going on. Then when you get into the office, OK, when you get in-- when you first get into the office?

-A lot of times, I'll end up getting into the office about 8:30.


-Yeah, that's about a good time.

-Now 8:30, that's when you arrive at work. Now does the manager on duty have a daily operational checklist for what he's supposed to do when he first gets there?

-They absolutely do.


-And the store opens a 6:00 AM, and so they start their checklists.

-So I want to make sure everybody sees this. Your life and the business life are different things. The business serves you. You don't serve the business. So the business-- what time does the business open again?


-So somebody gets there at 6:00?


-Somebody gets there at 5:00. And when they get there at 5 o'clock, that's when the manager checks in, right?


CLAY CLARK: And when he checks in, he goes through his daily checklist?


CLAY CLARK: OK. Now have you ever had a situation where you've had to replace this manager, and you found yourself doing that for a while?

-Yes, but my crew really doesn't like me being there early in the morning.


-So it lasts about a day.


-I mean, they will do everything they can so Arthur doesn't come here that early in the morning.

CLAY CLARK: But you have-- does this person on the Chick-fil-A systems, do they have a daily checklist of what they're doing every single day?

ARTHUR GREENO: Every single day.

-OK. So these guys have a checklist from 5:00 AM all the way until-- what time does it close?

-Then what we call an opening checklist, and we have a closing checklist, and we have a midday checklist.

-So what time does closing checklist end?

-They will get out there about 11 o'clock at night.

-11:00 PM for closing. And that's, again, another checklist?


-So you have these systems in place all the way from 5:00 in the morning till 11 o'clock at night?


-OK. So did you make these systems?

ARTHUR GREENO: I made a lot of them, or I stole them from another owner.

CLAY CLARK: OK. And then you, your job when you get there is to pretty much follow up to make sure these are being done right?

-Well, my general manager really does a lot of following up on that. My job is to really work on the business as a whole. What is the vision for them? What is our goals? I don't do as much hands-on. I mean, occasionally I'll have to go and make a chicken sandwich just because that's the time when I get to stand shoulder to shoulder with an employee and have a discussion about their family. But I don't do it because they need me.

-So you spend most your time doing vision and goals?


CLAY CLARK: OK. So what do you do if you immediately catch somebody doing something right? How do you handle that?

-I make a big deal about it. If I catching them doing something right, I'm going to make a big deal about it. In fact, a lot of times, I've been known to pull out a $100 bill and give it to them in front of everybody.

-So you celebrate anybody who you catch doing something right. When you ask them, did you do your checklist, they said yes. Anybody having success, you celebrate those people.


-And what do you do if you catch somebody doing something intentionally wrong?

-Then I will bring it up to the general manager and let the appropriate person address it.

-Do you deal with it immediately or later?

-Oh, immediately.

-OK. So you deal with it immediately.

ARTHUR GREENO: Yep. And a lot of times when times when they're dealing with it, they will pull out the training tools. We use a lot of iPads and stuff for training now. So if it's something that can be fixed or trained, an issue that can be trained, they'll pull that out and train them immediately on it.

-You make this sound so easy. Oh, I wake up at 5:30 or 6:00. I just take care of my family from 7:00 to 8:00. I get to work at 8:30. I basically have a vision and goals, and this is what I do, and these guys are doing this stuff. Where does it start to come apart? And then how do you hold it together?

-It usually starts coming apart when the systems fall apart.


-For whatever reason. That could be something like maybe the person that was supposed to do the checklist is sick that day. So they bring another person in, and maybe that person doesn't know how to do the checklist.


-So when I walk in and the parking lot's dirty, then I have to say, what's going on? Well, this is what happened. And then I don't need to really do anything other than say, what's going on? And they know that means, somebody get in the parking lot.


(DEEP VOICE) Somebody get in the parking lot.

Featured Coaching Excerpt - Notes & Transcript, Part 3
  • "Follow Them and People Will Follow You": 21 Laws Of Leadership - John Maxwell
  • "10 Common Sense Leadership Strategies From a Life at Disney": Creating Magic - Lee Cockerell


-OK, so for you-- I mean, it's a situation where it's constant course correction. Business coaching truth: It's constant. Little problem here, put it back together. A little problem here, put it back together.

-Yeah a business coaching tip, is measure it and adjust it. And measure it and adjust it.

-OK, OK. So, Arthur, I mean, management is something that Chick-fil-A does well. You could have the great sign, the great cow, the great decorations, the great logos, menus, all that. But if you're just not managed well, it doesn't matter. Is there any management book or management books that you would recommend that I would read to help with business coaching?

-Well, when I hire team members, and they come to me and they say, I want to be a leader. The very first book I give them is 21 Laws of Leadership by John Maxwell. That's entry level leadership. And so-- plus, it also gives me a glimpse on if they're serious or not. So if they read the book, they give me a report on it.

-So, 21 Laws of Leadership by John Maxwell.

-That's the very first business coaching step to take. Then if they've been with me for a little while-- then I'll get Lee Cockerell's book.

-OK, which is Making the Magic-- or Creating Magic by Lee Cockerell. Creating Magic.

-Right. And so that really talks a lot about the details of what we're doing, the experience. And so those are the standards. There's a lot of other books that we'll take a look at. Patrick Lencioni has a great one-- Five Dysfunctions of a Team. And there's many, many out there. But those are the two that we say, this is part of basic training with Arthur.

-OK, awesome. Well, Arthur, I appreciate your time. I know that time is the one thing-- even though you're a great manager-- that's the one thing you can't make more of. And I appreciate you just taking the time to share with us and to really offer this business coaching mentorship. So thank you so much for the business coaching.

-My pleasure. Thank you

-Take care.

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