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This business coaching lesson teaches these three steps; identify, discuss, and solve.

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Featured Coaching Excerpt - Notes & Transcript, Part 1
  • Super Move #7: Identify. Discuss. Solve.
  • Lesson Nugget: Identify – What is the real issue (dig deep and clarify to find the real root). Discuss – Your team discusses every issue, aspect, and brainstorms solutions. Solve – Assign to-do-lists.
  • Lesson Nugget: Only have the people that NEED to be in the meeting attending it.
  • Lesson Nugget: When you are working for someone, your job is to serve them. It is important to understand hierarchy.
  • Notable Quotable: "Pissing people off is both inevitable and necessary. This doesn’t mean that the goal is pissing people off. Pissing people off doesn’t mean you’re doing the right things, but doing the right things will almost inevitably piss people off."
    -Colin Powell
    (American statesman and a retired four-star general in the United States Army. He was the 65th United States Secretary of State, serving under U.S. President George W. Bush from 2001 to 2005, the first African American to serve in that position.)
  • Notable Quotable: "Rarely do we find men who willingly engage in hard, solid thinking. There is an almost universal quest for easy answers and half-baked solutions. Nothing pains some people more than having to think."
    -Martin Luther King, Jr.
    (American Baptist minister, activist, humanitarian, and leader in the African-American Civil Rights Movement. He is best known for his role in the advancement of civil rights using nonviolent civil disobedience based on his Christian beliefs.)

- Super move number seven: Identify. Discuss. Solve. Okay? And this is where we want to spend the core amount of time for the meeting. So Clay, walk us through this. Identify. Discuss. Solve. - I.D.S. Not Independent School District. Right? It's I.D.S. Okay? Very important. Very, very important. Okay? What you want to do is you want to identify the problem, and then you want to talk about solutions, you want to find out the ... First you're gonna identify the problem, here's the problem. Then you want to discuss so you fully understand the problem, you want to know all the facts. And then you want to focus on the acts, what you have to take. And one of the things that makes me so crazy mad in these meetings, it makes me insane, like it makes me lose my mind, is when people refuse to come up with a solution in the meeting and they want to circle back. It will, you will, I mean, no. That has to stop. You can't go, "Well here's the problem, "and what I need to do is after this meeting, "I'll need to discuss it. "And then I'll come back with a solution." No! 'Cause you've just created a week that has to go by before anything will get done. This is the point of the meeting. Everyone in the room who is needed to come up with a solution should be there. Everyone who's needed to make the solution should be there. There's a lot of people that aren't action-oriented though that like to do that. And they just like to create this, "Yeah, I'll have to look at it offline "and we'll get back to ya." I hate that crap! No, we're all in the meeting. Let's talk about it freaking now. - That happens a lot, and why do you think that happens, Clay? Why do they say, by this time next week, we'll come up with a solution? Is it just because they're afraid of it? They don't have a clue what they're doing? What happens there? - [Clay] Okay. You got like your big three, okay? One is someone doesn't understand hierarchy. So Thrive15.com, whatever Dr. Zoellner wants, I want too. And I'm not joking about it. Anything he wants, I want too. If he says, "I want a replica," I've seen him with one of the guys this morning. He wants an old-school replica mike. I'm gonna get him an old-school replica mike. If the guy wants to wear soccer jerseys everyday, I want him to wear soccer jerseys everyday. If he wants to have a holiday party on this date, that's the date that I want to have it too. So one, you have to understand the hierarchy, that your job, if you're working for someone, your job is to serve them. And so, even though I've had a lot of success, and I have a lot of different businesses that I own, my job is to serve him. I understand hierarchy. So people who don't understand hierarchy can't handle it, 'cause they love to just argue and argue and argue. They can't handle if a decision's made, that whatever is not theirs. That's one. Issue number two, is some people really, really can't grasp the idea that if they make a decision and not everyone agrees with it, that they're okay with that. Like a lot of people struggle to say, so here's an example: Let's say we had a meeting today, and you suggested something that I don't agree with. I'm the COO. I'm the COO. I'm the Chief Operating Officer, you know. And you suggest something, and your idea's better than my idea. If Dr. Zoellner wants to do it, then we're gonna do it. So if you suggest an idea that I disagree with, you're one of the hosts, okay? So technically in the org chart of life, I would be ahead of you in this particular instance. If you suggested an idea and Dr. Z likes it better than my idea, then we have to go with your idea. And a lot of people, like so now that your idea was "correct," therefore helping further the company. A lot of times, people in your situation can't handle the fact that now I disagree. You hear what I'm sayin'? They can't handle the fact that anyone else in the company may disagree, leaving that meeting. So they go like, "I don't want to suggest something, "'cause I don't want to piss off somebody." It's this whole idea, like I don't want to piss somebody, I'm gonna put the quote up on the screen here by Colin Powell. But Colin talks about great leadership sometimes involves pissing people off. I mean, I'm just telling you, like I don't even care what anyone thinks, I don't even care what I think. You've seen the meetings. I don't even care what I think. If you guys suggest something, and I don't agree with it, but it's a better experience for the Thrivers, or better experience for whatever company I'm working with, for the customer. I don't care who suggested it, if it's a better idea and I don't agree with it, I don't care, let's just do it, let's come on. But there's some people who go, "I don't want to suggest an idea because if it's right, "and my boss doesn't agree with it, but it gets approved, "now there's gonna be an animosity "and I don't want to create that situation." And the third reason that people don't do this: Lazy thinking. So Martin Luther King, you can throw that up on screen, Martin Luther King talks about half-baked ideas. Half-baked ideas, and I'll put this quote up on the screen here, but he talks about how a lot people just hate solid thinking. They hate to think about something and try to solve it. They'd rather just go, "Ah, I don't know. "I'm gonna get back to you." Stupid, no. This is the time to do it. This is one meeting a week, and in this meeting we're going to identify, discuss, and solve the problems. Deal with it.

Featured Coaching Excerpt - Notes & Transcript, Part 2
  • Mystic Statistic: 800,000 veteran records are stalled in the agency's system for managing health care enrollment. Up to 307,000 veterans may have died awaiting Veterans Affairs health care.
    (www.cnn.com)
  • Lesson Nugget: Promotion usually comes with the responsibilities of more problems.

- So the solve is, once you're in the meeting, and you come up with the solution. - Yeah. - Who's gonna do the solution? And when are they gonna do it? - Oh yeah, and the thing is you have to assign it to somebody. And a lot of people do this crap and they go, "Well, I don't even want to propose something because every time I propose something, then it ends up being put on my to-do list." Well freakin' yeah, it's hard work. That's what promotion is, promotion is problems. So if you're gonna suggest something, be ready to have it put on your plate. Don't be this person who's like, "I don't ever want to suggest something cuz if I do, I have more work to do." I mean, if that's what you want, that's mediocrity okay. But if you want to get promoted, that's more problems. - And it's not gonna further the company either. - Exactly. - Because if you have a great idea. - I'm just sayin' to you guys like I love everybody listening to this so much that we have to come together today and fight against this bureaucracy, this BS. But this is the kind of stuff, I'll give you an example. When I put this on the screen, and for all of our veterans, I am sorry, but this is something you need to hear cuz it makes me insane. I was so upset about this this weekend. I just had to calm down. I almost had to go into the car and just give myself some kind of tranquilizer. But my brother's gettin' married. So we're in Waco, Texas, you know Baylor town, to go watch, go be a part of his wedding. And I'm havin' my breakfast with the kids at the hotel and on the screen it showed, remember the lines of the veterans who are waiting right now on a waiting list for healthcare, the VA hospitals. We have veterans, veterans who have served our country. Let's break it down, so you mean if I put my body, my body, in harms way and I'm not getting paid very much and I'm being shot at to protect our freedoms. You mean that what I get in return is a four month waiting list to see a doctor. That's freakin' jackassery. The most stupid thing in the world. So it became a huge scandal last year because the news came out of all these people on waiting lists, right. Well guess what, not a single person has been fired within the government, not a single person. That was a study they did. As a Fox News story, they also had it on CNN, none of the people, none of the people who are committing, in my mind, criminal acts. We're talking about keeping a veteran, saying you can't see a doctor for four months. - Wow. - None of these people have been fired. Why? Cuz it's bureaucracy. It's just stupid. That's why if you want to get a road built, don't ask the government to do it. I'm just tellin' ya don't do it. If you wanna get something done, work with a private business. And I'll tell you what, the most successful private companies, Amazon, Apple, Virgin, etc. Insert whatever, Elon Musk. Guess what, their CEO, their leadership is focused on getting stuff done, not making everybody happy. So I'm just sayin', the federal government, they're trying to keep everybody happy and not fire somebody. This part of the meeting should be confrontational. You have to have confrontation. And if I was in that meeting and I had the power to do so, this is what they said that made me so mad. They said, "Well you really can't fire the person who's in charge of the hospitals that's making the waiting lists because the law makes it impossible." So if I was in charge, this is what I would do. And I do this stuff by the way. There's companies I worked with before where I couldn't fire someone, so I came up with my moves. These are my moves. So I would say, you know if I was in charge, "I realize I can't fire you, but what day are all your kids soccer games?" "Oh, they're Tuesday nights and Thursday nights and then Saturday mornings." "Okay cool, and what day do you have to pick your kids up from school?" "Well every morning I drop them off at eight AM." "Okay, so right now you have to pick your kids up everyday at eight and you want to go to your games on Tuesdays, Thursdays, and Saturdays." "Yup." "Okay, with your new schedule you will now work from two AM to eight thirty AM, and you will now only work on Tuesday nights, Thursday nights, and Saturdays." "But that's all their games. " "That's right." And we're gonna make sure that the military gets the service that they deserve, they get the medical care they deserve. And I hope that you continue this schedule until you find a better opportunity because I can't fire you, I can make sure that you hate your life. And I would move on because I'm gonna get something done.

Featured Coaching Excerpt - Notes & Transcript, Part 3
  • Lesson Nugget: Be more concerned about getting things done than hurting someone's feelings by not trying to offend.
  • Lesson Nugget: Whenever you have a meeting, be sure to have the key people there that must be in attendance.
  • Lesson Nugget: Use standing meetings to quickly collect the few decision makers needed to make judgement on time sensitive decisions. These meetings should last no more than 10 minutes.

- But these companies that run around trying to make everybody happy, they don't get anything done. So, this is the part right here. This identify, discuss, solve. If you're doing it right, you're going to have confrontation at almost every meeting. until you begin to establish candor and getting stuff done matters more than people's feelings. And then, you'll start to create a culture where you really don't have too many fights at all, because people are just used to it. And I would say at Thrive right now, we have an awesome team of people, where we discuss stuff. And we don't agree all the time, but we're not going, "Oh geez, I can't believe that. "I never get my ideas pushed through. "I hate this." But when we start bringing candor into a meeting, watch out. When you start doing this system, I'm gonna say the first four, five, six, seven, eight, maybe 12 meetings, you're gonna irritate some people - [Jose] You are. - Who aren't used to being irritated. When you call people out? I mean, that's just the real talk. - And so, candor's such an important part of those meetings. - Yup. - And then, additionally making sure that everybody that needs to be in the meeting to discuss those problems. I mean, what you said earlier is you can't wait for the next week to have a big discussion and include those people. You need to make sure the people are in the meeting to have those. And we have trainings on that. The different meeting principles on how to really create a successful environment, an efficient environment for meetings. - I'm a master of this process. So, standing meetings. And you see me, I'll do it every day, four or five times a day. I'll grab anyone who's needed and I'll go, "Hey, uh, Marshall, Nicks, myself, Spence, let's all hop in a meeting real quick. We hop in the meeting. It's like a 10-minute meeting and I'm like, "Hey, this activity has to stop." Or, "This is going well." Or, "What do you guys think about this?" So let's get, you just get everybody together real fast. But the jack-assery that has to stop is when the meeting's, you can't have the meeting without the key people there. That's what happens a lot of times. You have a meeting and the key person's not there. So, if we're having a meeting where the issues could be solved only by you, me and Marshall, it does not make any sense to have the meeting if the three of us aren't present. That's issue one. And two is after the meeting, don't email subversive emails afterwards. You're like, "Well, actually, I kind of feel like "I got ran over in that meeting. "What do you think?" And it's just this ridiculousness. Everything that needs to be said should be said in that meeting. - [Jose] Yes. Don't bring up crap during the week. Brink it up in that meeting. - [Jose] That's excellent. - Super move number seven. "Identify, discuss and solve." - Have you guys ever seen Street Fighter? - [Marshall] Yes. - Like the video game street fighter? - [Jose] Yeah. - Street Fighter Two, Street Fighter One was kind of like,whatever. But Street Fighter Two was the one where they, they really brought the enthusiasm. You know to get the, "Hiro kick" "sonic boom"! - [Marshall] Hiro kick! - "Hiro kick," you know, that kind of thing, - So, I always wanna make sure that when we're-- - [Jose] Nintendo. - Yeah, that's kind of the mindset I wanna bring to these super moves. Every time you see a super move, I want you to mentally Hiro kick! I mean, these are super moves. This is massive. Sorry for the Street Fighter Two reference. - Back to you.

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