Do you sometimes wonder if your business is normal? Learn what is normal here and how to work through it in this episode.Sign Up to Watch
-With the DJ service I used to have back in the day, it's amazing, people who don't fill out surveys, you'd call them, a lot of times they're upset. CALEB: Yeah. -Well, why? Most people, not you, other people, what we do is we'll go out to eat-- We talk with this a lot on Thrive-- we'll go out to eat. A lot of times we'll go to someone's house-- Now, you've never done this-- CALEB: Oh, no. -But you'll go to someone's house, and it's dirty, and its gross, and it's disgusting, and it's nasty, or you go to a restaurant and the food is terrible. The waiter says, how is everything? And you say, oh, it's fine. CALEB: Thank you. It's great. -As soon as you get in that car though, you look at the person next to you, and you say, brosef, this was the worst -We are not going-- -We're not going back there. And then you do this new thing where you hop up on your smartphone, because you're smart, and you've got a smartphone, and you go, oh, bad review on Yelp. Ha-ha, yeah. It's just-- It's a new level of jackassery. It's an unaccountability. It's zero feedback to the owner. The owner doesn't know what's going on. The owner's not asking you what's going on. Or you go to that friend's house, it's dirty, it's cluttered, it's crazy. You leave and you go, that was cra-- CALEB: Let's not go back there. -Let's not go back to there. That's a crazy house. -But this is again, it seems like an opportunity for you, if you're a manager, and you're trying to move up, this is a way to go above and beyond, to create some kind of survey so that you can improve your systems, improve your customer service, that's huge. -Yeah, the thing is, you can't manage something if you're not measuring it. If you have no idea what's going on, you can't tell people that they should be doing it better. And all I can say is in every industry, in every job, every sport, everything, without accountability, nothing happens. CALEB: That's huge. -It doesn't matter what you're doing. If there's no accountability, it's not going to happen. CALEB: Trust, but verify. -Bam. -Here we go, principle number three, this is "Expect the best. Prepare for the worst." Now, this is again a notable quotable from Zig Ziglar. He's the one that says, "Expect the best. Prepare for the worst." CLAY: I thought that was going to be a Mitt Romney quote. -Oh no, it's not actually. We veered away from politics there, so just go ahead, and put that aside. -You've got to watch this guy. He's always trying to weave in that far, far, far right wing and he's-- -I'm pretty sneaky. -Pretty sneaky. -Right now, tell me why should we listen to Zig Ziglar? -Zig Ziglar is a best-selling author. And you go, well, what's he a best-selling author about? He's a best-selling author about sales, and about the mindset needed to be successful. He also won this thing called the Golden Gavel Award, which one of our Thrive mentors, Jim Cathcart, has won. But it's the award that goes to the best speaker on the planet. So it's like-- CALEB: King of a big deal. -Yeah. Tony Robbins has won it. Perhaps you may have heard of, I don't know, Norman Vincent Peale. He's different. If you're a big like-- let's go with-- CALEB: Did Brian Tracy? -Brian Tracy, I believe is one of the winners. Walter Cronkite, Walter Cronkite, I mean these are the big deals. -So Zig Ziglar has won this. -He's won it. -So he's the one that says, "Expect the best. Prepare for the worst." I want a little mental marination moment here. -What does he mean by, "Expect the best, but prepare for the worst," and how does that look on a daily basis for a manager. -Let me give you a personal example that I think's-- CALEB: Oh, a little story time with Clay. -Yeah, a little story time. So here we go. There's a guy back in the day who started this company called Thrive15.com, perhaps you've heard about it. CALEB: I have. -And so he starts this thing and what he does is he-- CALEB: Was this that super pale guy? -He is not me. He is just another person. It's just an example. It's imaginary. It's not, no. It sounds like it's very personal, but it's really an allegory. It's pretty complicated. It's CALEB: It's an allegory. -It's a haiku. Well, what happens is, is you have probably 50 people who say I'm going to put in VC dollars. 50. CALEB: Venture capital. -50. They say, I'm going to put in VC, you know. So whoever this man was, his name was Clay in this story. CALEB: Oh, wow. OK. -So what happens is he goes, well, OK, so I have $3 million that's been pledged, so I'm going to work off the assumption that about three actual dollars are going to come in. CALEB: OK. So you were promised $3 million-- CLAY: When people say-- -And you're going to assume that $3.00. CLAY: When people say, I'm going to, it doesn't mean they're going to. When people say, I for sure, definitely, am going to-- CALEB: 100% -Who do I write the check to? That doesn't mean they're going to. And that doesn't mean I'm bitter. I'm getting better. I'm just trying to share a story about some-- Did I say I? I meant someone else. But the point is, what happens is, is that you can't go to the bank, and you can't run the company based off the $3 million. You've got to budget off of the three. So long story short, we start doing the thing. We, as in someone else, starts doing the thing, starts working towards business, starts growing the thing, and then what happens is that people who said they weren't going to do it do put in money. So these people who were like, I'm definitely not, are calling back going, hey, you've put in that much money. Well, I want to be a part of that. I'm excited. This thing looks great. And now it's kind of in that momentum phase. But imagine that I wasn't that kind of mindset. Imagine that I was believing that people were going to put in money. You could see that's a problem. And so I find with business owners all across the country is you'll see people who let's say they're in like a cosmetic surgery industry. Let's say they're-- And these are just some examples I can give you, like a roofing. I met another guy who was a builder, and these guys, what they do, is they try to budget based off of what's coming in. So in their mind, they say, OK, income is over here. This is my, you know, this is what I'm going to be spending my money on. These are my expenses over here. And so, OK, well, I'm going to count that as a shoe-in. OK. I'm just going to be-- We'll spend-- They start spending money they don't have yet, believing that it's going to happen. The problem is you have to believe It's not going to happen. Otherwise, you're screwed all the time. Screwed like, one of those very automated, very expensive power tools, screwdriver. CALEB: Interesting. So you have to believe that it's not going to happen. -Yes. -And keep going preparing for that. -And this mindset though isn't just management. This is raising capital. This is when you're going to buy a house.
[MUSIC PLAYING] -We had an awesome story. My wife and I are trying to buy this chicken farm in the middle of nowhere. And someone says, there are no problems with the property. I have to believe there-- you mean there's no problems? None. So I'm thinking, there's probably 75 problems. STUDENT: So there's no problems, you're assuming that-- -We pry built the house on a series of, like, historical ruins. STUDENT: Wow. -It's probably contaminated with a nuclear type of leak. It's a horrible situation is my mind. So when we do the-- I said, well, that's OK. I would like for you to pay for the inspections. STUDENT: Right. -Us? Yeah, you. Us? Yeah, you know, you, because-- and I'll pay you back if they show up clear. And I'd like to choose the inspector. Ooh. Us pay for it? Well, yeah. Because you said it's good. I'm just verifying. STUDENT: There you go. -Well, we don't know about this. And it's just how it works. STUDENT: Let me ask you this then. How often do you see-- you mentioned people don't expect the worst. They expect the best. How do you live this principle out? On a daily basis, how do you expect the worst but still manage humans and keep morale high? How do you do that? -I bet you, without exaggeration, probably twice a day, someone just looks me in the face and lies me. Probably twice a day. STUDENT: Good. -Yeah. And I know that. So I look at it as like, OK, so did you get that done? Oh, yeah, I did. You did? OK, I'm gonna verify. OK. And then you discover, OK, you didn't do it. So now I don't get emotional. STUDENT: Right. -I get motional, not emotional. STUDENT: Whoa. -I focus on the motion. So then I say, hey, OK, great, well, thank you for telling me. I'm just going to verify. And they're like, oh, I forgot that one part, though. See, forgetting is a close cousin of lying. STUDENT: Right. Right. Forgetting's a close cousin. -They're very similar. So what happens is you just-- it's a good way to, oh, I forgot, which is code for I definitely didn't do it and I knew I didn't do it. "I might come over" is code for "I'm definitely not coming over." So the thing is it's just a little thing we say. "I might do it--" that's "I'm not going to do it." So what you do is you-- but I plan on them not doing it. So if I tell a client I'll have something done by Friday, I'll follow up with someone on Wednesday, because I know they're not going to have it done by Wednesday. And then when I say it's not done, they go, oh, I forgot, and then I still have time to get it done. It's a constant deal. It affects everything, everything, all the time. STUDENT: So give us an action item then. You're talking to the Thriver right now who's a manager, wants to be a manager. What's the action item for this principle-- expect the best, prepare for the worst? -Pad the date that you say something is going to be done by a few days or a few hours. STUDENT: So give yourself some wiggle room. -So if you said the bathroom's to be cleaned by 5:00 and you have to manage somebody, have them turn their checklist at noon. And give yourself time for them to have not done it, because people never do what they're supposed to do. And I say "people." I literally mean I'm talking about 85% of the human population that I've been around. Like, I bet you maybe even 90%. STUDENT: So on a deadline, give yourself room when you're managing people, so that when they don't do it, people can actually do it. -People within, not my family, but let's just say other families-- I tend to hang out with other families a lot. But people within the areas that I'm around, they forget that I own a business. And so it makes me so violently angry when I'm around these people, because it makes me crazy. But they'll go-- I get so-- my mind almost explodes. They're like, you know, I work actually at such and such, and I actually, they don't check, and I was able to bring all these little things home. STUDENT: [LAUGHS] You're like, that's my business! -And you're like, you took things from your employer? Well, yeah, it's not a big deal. I mean, it's just-- they have a ton of it anyway. And I'm like-- did you see that? You just stole stuff. Well, no, I-- and it's not stealing. I mean, technically, it's just something that you're like-- what? I mean, everyone can justify everything. If you're smart, you can justify everything. STUDENT: It's true. -So you just got to work off the assumption that people are making crap up all the time. STUDENT: OK. So here's what we've gone over. We've given you action items for each of these principles. The first principle was be the yardstick. We talk about why you have to be the yardstick of quality. Two, trust but verify. Three, expect the best, prepare for the worst. Each of these had an action item. But do you have any other little nuggets here, little golden nuggets for the person wanting to be a manager? -We're gonna have our editors kind of put the quote up on the screen here. But I want to share this. Jack Welch-- I'm paraphrasing-- he has a quote. He says, "face reality as it is, not as it was or as you wish it to be." So someone's like, oh, you're so negative. I'm not negative. I'm very positive. I do believe that this is your year to be the best year ever. And you can thrive. You're going to have an awesome year if you'll apply these principles. You can be super successful. But I'm also saying that the majority of the human population-- now, if you're managing primates, or robots, or raccoons. STUDENT: Sure, that's totally different. -I mean, if you're a raccoon wrangler-- I mean, that's very likely. If you're managing raccoons, don't worry about this. But I'm saying, the human race has a tendency to have greed, pride, vanity, all these things that they use to flavor their conversation. So if you go to your boss and say, what could I do better, most bosses will say [MUMBLES] you're great in every area. You're awesome, which is code for I really think you're terrible. So you got to make a second attempt and say, what can I do better? Now, that's a good question, but you just have to the mindset that you're not always hearing the truth. You got to get down to the bottom of it. You know what I'm saying? STUDENT: Face reality. -Yeah. So just face reality as it is, not as it was or as you wish it to be. -Beautiful. Well, Clay, my expectations were extremely low, but you exceeded them. Well done. -You came under my expectation levels. Just kind of come right under. That's where you were today. -Whoosh.
Send us your email address, and our team of elite minds will get right on it.