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-(SINGING) I remember thinking to myself, this could be heaven or this could be hell. -You said so much there and I'm going to try to unpack this. I'm going to try to duct tape my head back together and put the knowledge back in. But you talked about organizational DNA. You talked about the mission, the vision, the values and beliefs. And I see what you're saying in the great companies. We have had a pleasure to work. I'm doing a speaking event for UPS this month and, when you see UPS, they just get things delivered on time. And you see the difference between that and, let's just say, some other large postal company. You see the difference in the way those two operate. And you see it in small business, where you'll see a small business that's thriving and quickly growing, and you see another one that's stuck. And it really comes down to that organizational DNA there. So talk to me about, if I'm watching this and I'm going, oh boy, I don't have a mission. I don't think I have a vision. I don't know that I have any values or beliefs. I've always just told my people, do that. DAVID ABNEY: Do that. -Do the checklist. For me management's not about inspiration. It's about, just do the things. -The process. Yeah. -Would you recommend that somebody deep-dives into A, one of your books, or would you recommend that they need to get to a workshop? What does somebody-- if they don't have mission, vision, values or beliefs, what do you recommend they need to do here? -I think the first thing they need to do is just write the question, why should we open our doors again tomorrow? Aside from needing money or wanting to establish ourselves as being the coolest person on the block, why, from a customer's point of view, should we bother opening our doors tomorrow? And when you can answer that well, then you're on the path. If you can't answer it well, get some other people you trust, people who care about what you're doing, and have them help you come up with an actual statement that says, this is why we exist. A person says, well we make fruit that looks so real you could almost eat it. -I tried to eat it earlier. It was kind of weird. -I noticed the tooth marks, but yeah, it really is well done artificial fruit. What possible meaning could you have from artificial fruit? Well, first off. That's good for the environment. I'm not putting a bunch of apples out here for decor and having the problem of constantly replacing the ones that have gone bad. BRYAN: Right. -You know. I could have flowers there and I'd be replacing those all the time. Once this is made, it's permanent, and as long as I keep this clean, then it's going to serve as a decoration for indefinite time frame. So that's one reason. Another reason is that you've set a standard for other people because this looks real. BRYAN: Yeah, it does. -Other people are then inspired to make their decor also look as real, and so one person doing better lifts the standards for everybody else. -I'm starting to feel bad about trying to eat these. -The reason I picked that is because that's something you wouldn't typically think of as having any meaning. -There's people, though, who are watching this, and I'm just trying to attack it right now, because I know somebody's watching this right now who's going, well that's a bunch of bunk. I mean, I'm just focused on profits. I'm focused on just making some money, and then if I go to your office and no one's motivated, this is the stuff that motivates. This is the motive-- -Yeah. - --that makes the action. This is huge. This is the heart, right? I mean, without this mission, vision, values, and beliefs, it's like a business who has a body but no soul. -And your vision is what you see coming in the future, what your dream is. Like creating the happiest place on earth was the vision, and the mission of Disneyland was to create a theme park which would allow that to be done, and they did that in an orange grove area in southern California and then grew from there. I think people, when you reference Disney, I don't think a lot of people realize. I think we know about it, but I don't think we realized that what Disney was, at the very foundation when he got it going with his brother, Roy, and it started taking off, it was a bunch of men and women who were drawing the same thing different by, what? 1%. Over, and over, and over, and over so you could flip it fast enough to make-- - --animated cartoons. -Like a second of animation took however many drawings. It was an insane-- and if you weren't motivated, if you didn't know the motive, you wouldn't have done that. He couldn't have found-- -A good way to use that analogy is the story drove the motion. So if I'm drawing a mouse, and I have to have the mouse's hand go like this, I've got to know why because that's got to fit into the story line that's going to advance this cartoon feature to get to wherever I wanted it to go.
-(SINGING) So she lit up a candle and showed me the way. -It's unbelievable to me when you're talking about this because there's so many people watching this right now who go, well-- I just heard this the other day at a speaking event, it blew my mind. [WHOOSH] I was just listening to some people talking-- [SQUEAKING AND SHATTERING GLASS] --you know in a coffee shop you hear people talk. And one manager says, you just can't manage millennials. You just, you can't. I can't do it. It was a print shop. You just can't do it. They don't care. All they want to do is get their little tattoos, and eat their granola, and recycle stuff. And I got to get them to work. And then you hear another guy talking about you can't manage baby boomers. -Sure. -These are people that are already set in their ways. You can't teach them anything. You hear these different camps. But if you think about it, Disney taught artists. Artists couldn't be-- if you're watching this and you're artistic, you know what I'm talking about. Motive matters for artists. And he had a huge facility filled with artists who were diligently drawing the same image slightly different all day. -Not computer generated. -Yeah. -It was all by hand. -But I mean if you didn't have a motive there, Disney's not possible. -Right. -So I think a lot of people, if we're being honest, if they were given the keys to Disney, if Disney says, here you go, you can take over-- -Yeah. --we might not been able to do it without the understanding of motive. I mean, it would just quickly fall apart. -Well, let's use something more down to earth for most people, and that is an auto repair shop. -Yeah. -One of my clients is the Automatic Transmission Rebuilders Association. So I work with people who own transmission rebuilding facilities, shops. And you might, if you were one of them, say, well, how does this relate to me? I fix transmissions. No, you don't. I mean, that's a function you perform, but what you do as a transmission rebuilder is you get people back to where their transportation works and they can rely on it without fear. And they don't have to worry and have backup plans for getting across the state to another city because they're not sure whether their transmission would make it. So it's not about fixing a transmission. It's about getting that person back to mobility with that vehicle at an affordable level in a short period of time. And it's about satisfying needs. -Everybody watching this right now, that's something we can all do. We can say, why should we open our doors tomorrow? Why should we do it? We really want to find that motive. And then you're casting a vision, saying this where we want to be in the future, this is how we're going to get here. Well, I want to get into this because I want the Thrivers to know you can't manage high velocity people. You can't manage moderate velocity people. You can't manage any kind of person for a sustainable time. You can't do it if you don't have your organizational DNA together. You just can't. Because people are going to go find another job where they find their "why" and they find the mission, they find the vision. -Look at the surveys that have been done about job satisfaction. There's an enormous percentage of the population that are finding their jobs meaningless. They do it because I got to work somewhere. Got to do it. And that was me years ago. I've been in that position. -And what's interesting about America, without getting on a huge rabbit trail on this, but about America, a lot of the reasons why we did things before is we're like I'm thankful for any job because I have to find a way to pay my bills. And now people have found other ways to pay their bills. And so now I'd rather go work as a barista as an entry-level job than work in a factory as an entry-level job because maybe I have more meaning in connecting with people as a barista. And all these studies are showing that the younger demographic, the millennials, really do want to know why. It really does matter. It's a huge thing. -I had more fun working in a drive-in movie-- back when they still had drive-in movies everywhere-- in the concession stand than I did when I worked in a factory one summer. Hated the factory work. -Really? -Loved the work at the drive-in movie because of the customer interaction and the variety of activities. -Will you talk now-- the next couple things you mentioned was standards and systems. Can you dive into standards, what you're talking about when you say standards? -Well, standards-- [OCEAN WAVES AND SPLASH] --this is we will do this at this quality level. So if you're producing neckties, then you want to make sure that all the neckties fit an exact size range, color pattern, texture, that you're always using the same kind of fabrics for the same kind of things and that they're sewn in exactly the same way, not approximately-- unless you're doing handmade and that's your unique thing. Then you say this was made by Maude on Tuesday the 5th of July. Then that's fine. But the standards you set are like the quality that you have committed to sustain. At the Four Seasons hotel, their standards are very high. At say, Holiday Inn, they have high standards but nothing like Four Seasons. There's a noticeable gap between the two.
-(SINGING) There were voices in the corridor. Thought I heard them say-- -I have to talk about this for a second. There's one Thriver named Andy who's a-- Andy, if you're watching-- we stayed at his La Quinta in Rochester, Minnesota. Now, I'm not dogging Minnesota. If you're watching this and you live in Minnesota, that's great. I actually grew up west of Minneapolis, a town called Cokato, with 2,038 people, right by the world's largest ball of twine, which I'm sure you've been to for vacation. -No, but I've seen a photograph of it with a motorcycle touring guy standing next to it. -It's something. Well, this guy Andy, though-- we get to the La Quinta. Now, La Quinta-- I'm not disrespecting the brand. I'm just saying I have stayed at a Four Seasons. And I have stayed at a La Quinta. -Yeah. -So my expectation level when I pulled in was a certain expectation level. -Yeah. And it's set by the company's own standards. -There you go. -Because they're not going to build a marbled foyer for a La Quinta when they can do fine with granite. -Here's what wrecked my mind. This is what happened. I'm there to speak for the Rochester Chamber of Commerce two weeks ago. [GLASS BREAKING] I'm there. And I walk in. And it is like a Disneyland fused with his La Quinta. And this guy owns a La Quinta. He bought a franchise. And he decided to take all of the elements that Lee Cockerell, one of our Thrive mentors-- he used to manage Walt Disney World-- he took all of these Thrive nuggets on management and customer service. And he implemented it. So I checked in. -Awesome. -My name is printed on an insert there on this glass thing. It says Mr. Clay Clark and then Mr. Thompson, all these different people. And they're-- are you Mr. Clark? They knew when I was flying in because of my air-- when I got there, they knew when my plane was landing. They knew who I was. They had a little note on a little pillow with the-- just unbelievable. And I just thought-- -Yeah, and things that didn't cost a lot on their part. It just took raising their own standards and agreeing to do things more fully than others do. -And I get motion sickness. And so the lady, she says, I understand you get motion sickness. I said, sure. She says, do you want something to eat? Which is, you know, boom, all of the sudden-- I didn't have to pay for it. She just gave me something from the little concession area. I just was so amazed. Well, then I get to the speaking event. And there is probably a dozen people that are talking about how great his La Quinta is They're going, would you believe that La Quinta? And it was just inspiring. And so just like that one speaker helped inspire you and changed your direction, I thought it was great to see how Andy was applying these principles that anyone can do. But it's just setting a standard that is higher. So if you're watching this right now, an action item is just ratcheting up those standards. Get them up there. It doesn't hurt anybody to offer a little more value, a little more service. -And staying in Minnesota, I've heard-- I haven't personally been there to the events-- but I've heard that the baseball games of the Saint Paul Saints are packed and always great fun, no matter what the game is like. -This is true. Now, this next thing is systems. So let's talk about the systems. Because if I have a mission and I have a vision, I've got my values, got my beliefs, I've got these great standards, but I don't have any systems, I'm just going, hey, you know, put that over there, and, try to do this, and, hey, do you have a checklist? No? What happens with a business without a system? -Well, the same thing that happens to a pilot who doesn't have a checklist. When you're getting in that plane, it's life or death if you mess it up, right? -Yeah. -So you need a system that you commit to-- every time I get in this plane, I'm going to go down this checklist. And I'm not going to just do it to get an A in checklist. I'm going to do it to make sure the flaps work, the this works, that works, that works, that works, that works. And I'm going to actually look and see every single time I fly the plane. And I'm going to do a walk around. And I'm not going to just do it so other people see me do it. I'm going to do it to see if this plane's ready to carry human life to another location through weather, right? -Right. -So that's the whole point. Systems are the tools we use to get our intentions into reality. -Can you say that one more time? It just blew my mind. -Systems are the tools we use to get our intentions into reality. Here's another way to think about them. Systems are to an organization as habits are to an individual. So a system is an organizational habit pattern. And it takes a while to develop a habit. [MUSIC PLAYING]
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