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This business coaching lesson explains the benefits of investing in your team.

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Featured Coaching Excerpt - Notes & Transcript, Part 1
  • Team Member Cloning: Mentoring someone with the intention of them being able to do your job in the future.
  • Lesson Nugget: Invest in your employees and they will reciprocate by investing in your business.
  • Lesson Nugget: Recruit like-minded people that have passion, a winning mindset, and a drive to succeed to multiply the growth of the business.
  • Lesson Nugget: Regardless of your business, in order to create a successful team you must clone yourself by mentoring your employees.
  • Notable Quotable: "When companies fail, or fail to grow, it's almost always because they don't invest in the people, the systems, and the processes they need." - Howard Schultz (CEO and Chairman of Starbucks)
  • Steps To Team Member Cloning: 1. Gain the trust of the people you are mentoring.

[MUSIC PLAYING] codeacademy for human resources, sales training

-What's up, guys. Daniel McKenna here. And today, Clay Clark will be sitting down with the highly intelligent and successful Bryan Smith, who'll be talking to us about team member cloning. If you don't know already about who Bryan Smith is, he's the owner of one of the nation's fastest growing and top selling insurance agencies. his agency actually won Best of the Best from 2010 all the way through 2014 from Oklahoma Magazine.

In this lesson, Bryan Smith is going to bring some knowledge about how to train your people and build processes that can consistently make people into good employees. This lesson could be immensely valuable for your company. Because good employees means less problems and happier customers. So make sure you pay attention to this lesson, take notes, and turn those notes into action items. So you can apply what you're learning here to your life or business. Let's go.


-Bryan, how are you, my friend?


-Hey, [LAUGHTER] I'm excited to talk about team member cloning. And I'm really excited to talk to you about this [INAUDIBLE] concept. Because I know a lot of business owners are struggling to grow from two, to three, to four. They kind of get stuck at one person, or two, or whatever. If there's time later, though, in addition to talking about cloning, I'd also like to discuss-- I made kind of a list of things I want to talk about today. If we have time. Black holes, chem trails, unicorns, Monsanto, time travel, oh, you know, genetically modified food, but first let's just start with cloning.

Let's just start right there. And we'll get going. So first off, what is team member cloning, my friend?

-Well, obviously, Clay, I'm not talking about making more people. I'm talking about the process of finding someone who shares a relatable passion and drive with you that you can bring into your business and begin to mentor them to buy in not only to the vision that you have and the goal you have for your business, but ultimately possibly train this person to do the very same job you do.

-OK, real talk. I want to ask you this. Because I know there's people watching this right now who are a little bit-- this is just-- I want to-- they're going to say, but you don't understand. I own a haircut business. How can I find people that share the same values as me. What do you say to that guy? Or if someone says, you don't understand. I own a bakery. It's different.

-You know, I don't think it's different at all. I think no matter what business you have, if you need a team to do it, if you need other people to support you, you can either not do what we're talking about right now and have an average business, or you can do exactly what it takes. And you can mentor these people. You can begin to clone yourself. If you're the person who's most interested in the business being successful, there needs to be more than one of you.

-OK, I'm going to read you this quote from Howard Schultz, the man who is best known for being the CEO and chairman of Starbucks. He says, when companies fail or fail to grow, it's almost always because they do not invest in the people, the systems, and the processes they need. Bryan, why do you feel that most companies don't invest in their people, systems, and processes?

-You know, I don't understand the philosophy of not doing those things. I think that your people are going to treat your clients as good as you treat them. And so I think everything starts with the employee, with the team member. When you invest in them, they're going to invest in your business. And they're going to do that in ways that you never thought of. Because you've gotten them to buy into your business. So they're just going to multiply your efforts.

-Now, Bryan. I've spoken with thousands of business owners, literally all around the country, at speaking events. I've coached many of them. And it just-- I feel like a lot of people feel completely stuck in this area of finding, training, and managing good people. How did you first discover your system that you use today for cloning?

-You know, my idea of cloning started when I realized that I was usually the best salesperson in my office, and the person who cared most about the business succeeding. I'm the one that went home thinking about it. And I started to figure out, well, what if I could get people to buy into this deal to where we want to be the most successful insurance agency in the country?

What if there were 10 or 11 of me, and not just one? And then what I started to do is started to recruit like-minded people. I started to recruit people that someday maybe wanted to sit my chair. I started to recruit people that just had a drive and passion to win and succeed. They didn't want to punch clocks.

-OK, so I'm asking you for an ample example that my brain may not be able to handle, my friend. OK, so here we go. Let's say that I own a bakery, OK. Oh, no. Let's say I'm in the automotive business. I'm in the automotive business, you know. I fix break, struts, oil gas change. I serve popcorn. I got coffee. I've got the whole thing going on here. And walk me through the step by step process of cloning myself. What do I do first?

-You know, I think you need to gain the trust of the people you're trying to mentor. And you do this by recognizing their victories. You do this by recognizing the effort that they put in. You do this by recognizing the things they're doing that they're not required to do. I like to do that in the moment. In my office, I like to carry on dialogue with you at just any time.

You don't have to do anything special. You don't have to have a traditional victory or make a sale. I'm going to hear you pick up the phone and make a good phone call. I'm going to recognize that, just as well as I did if you made a sale. Because I'm going to build rapport with you. And I'm going to start letting you know that I need you, and that you're valuable my office. And if you're valuable and you feel that value, what you're going to start to do is return that with more effort than what's required.

-OK, so step number one is you're saying gain the trust of the people that you're mentoring by recognizing the little things they're doing.


-And then they're going to reciprocate with more effort.


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Featured Coaching Excerpt - Notes & Transcript, Part 2
  • Steps To Team Member Cloning: 3. Don't break your employees' trust.
  • Steps To Team Member Cloning: 2. Teach your employees in real time.
  • Steps To Team Member Cloning: 4. Let your employees break stuff.
  • Steps To Team Member Cloning: 6. Build and maintain a relationship with your employees.
  • Steps To Team Member Cloning: 5. Hire people that believe in you and want more than a job.
  • Lesson Nugget: To build a successful organization you must have a respect-based relationship with your team members so they are motivated to exceed the minimum requirements.


-OK, now what's step two?

-I think you continue to teach them in real time. Show them respect and reward them. Show them rewards for progress, and effort, not just big victories. It's what we're talking about earlier. I think you continue to show them consistent behavior around how you feel about them and the value that they bring to your office or your team.

-So step two is I'm going to teach them in real time. And I'm going to give rewards for the effort-- you know, like actually trying-- and the progress, not just for the big wins.

-OK, what's step three?

-Step three is I think it's important once you have their trust, not to break it. I think what happens a lot of time in mentoring relationships is you get down the road, and then you do something or say something to break that trust. So I think you've got to be very consistent every day showing them exactly what you've been showing them. Continue to have a consistent relationship they can rely on so they begin to trust you as well.

-OK, so step three-- again, to review-- is you gain their trust, but you don't want to break it.


-Step four?

-Let them break some stuff. You know, I tell every person I put on the phone that I've been training that there's nothing that they can do that I can't fix. So you got to let them try.

-So it's OK to let people break some stuff. You're going to-- eventually, you got to go, hey buddy, you got to get on the phone. In the automotive business, you'd be like, hey buddy, you got to get up under there and change that oil like there's no tomorrow. You got to change that oil like it's your passion. And you just got to let them get under there and mess up some stuff?

-Well, part of being successful is being uncomfortable. And I think a lot of times you're going to end up doing things before you're really comfortable doing it.

-OK, so what's the next step?

-If you're successful in the process, there'll be more people in your organization that believe in you, less people just looking for a job. And that's what I'm looking for. I want people that aren't just looking for a job

My whole goal in this whole process of cloning myself is getting people that don't watch the clock to leave at 6 o'clock. My goal is getting people that forget what time it is because the goal. They're envisioning what they want to do. They're working just as hard as I am.

And the key here is that they're doing it, and I'm doing it with them. I never hire anyone where I don't tell them first that I'm never going to ask them to do anything I'm not already doing myself.

-So step five is I'm looking for people who aren't just looking for a job. OK, what's my next step?

-The next step is this relationship-- you got to continue to foster it. To truly clone yourself, you have to maintain the relationship, and it can't be fake. If you're just building a relationship for someone that can give you something or produce for you, it'll be a short lived deal. I think you're looking to, again, build a relationship even at times to where they're not doing anything good for you.

-So OK. OK, now, what's the next step then?

-I continue doing the same.

-OK, now, I real quick-- I want to review some steps I think you might have missed. Because I feel like, I mean, I'm looking and I'm going, I don't see this. I think a lot of business owners do this, and so I'm going to just do that. One, is I don't see it like you gave yourself a big title and then ran around showing it to the employees. Look, I'm the boss. How come you didn't put that as a step?

-We don't operate in titles, you know. That's an old fashioned way of doing business-- I think is bossing people around. I think, ultimately, people always know who the boss is. And if you have a respect-based relationship with your team-- they know who that is too. But you can get the job done that way.

But if you really want to go the extra mile, if you want to be the very best at what you do, you've got to learn how to have a relationship with that team member to where they want to do more than what their required to do. Every time I mentor somebody, I tell them in the recruiting process hey, if you want on your own business someday, you're going to do lots of things in the next couple of years that you don't get it paid a specific wage to do. You're doing it, because you believe in the next level.

-OK, so let's say one more step you might have missed. OK, let's say that-- OK, the job title thing-- we're not going to do that one. One more step that you might have missed here. What about running around telling people you don't have time to train people, because you're so busy growing the business?

-That's going to get tough. And I know people that do that. The problem is, is that you're going to be preaching one thing but not doing it. I think if you want to have a successful business-- and today we're talking to people who want to have the better business. They don't want to have just an average business.

You're going to have to find the time to train people. If you're going to want them to do something, you've got to show them how to do it first. Then let them go do it.

-Well, do you truly believe that any entrepreneur watching this right now-- any Thriver watching this who has the desire to train people-- if they just fall those six steps, they can clone their staff?



-Well, because I don't think that everyone out there is willing to risk everything to see if they can do it.

-So only if you're willing to risk everything and you have the desire can you do it.


-OK. Bryan and I-- and a lot of people have been asking, mainly it's myself and then Mr. Byrd, the videographer, here-- we want to know if we can come over and play "Street Fighter II"? You've been selling a lot of stuff. You've bought a lot of things. Could we do that?


-Can we borrow your boat?

-Yes, you can borrow the boat.

-OK, so can we bring the game on the boat?

-If we can get that game on the boat, I'm going to--

-All right, hey, thank you so much for coming here and talking about cloning. And I have one final question-- I'll be done. It's a little off-- you know, off script, off the system. So if it ends badly here, we'll just try to cut this out and forget that it happened. What are your theories on chemtrails?

-I don't know what a chemtrail is.

-I think when "denial's" not just a river in Egypt. All right, hey, appreciated it. Take care.

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