Management and growing a company is tough, yet Tim was able to grow a company from 2 employees to over 450 employees. Why? Learn about the 50 Management Maxims that Tim Redmond lived by while helping to build the massively successful TASC company which produced an outstanding $120 million of profits.Sign Up to Watch
university of phoenix like teaching for managing a team, small business management
-Now, in this small business management training, believe the best before you believe the worst. I want to talk about this real quick. I've got a client I'm working with right now. He knows in his heart-- he feels that somebody is stealing his clients. He feels it. I smell-- I smell hate in the air. Cheating.
-Betrayal. He smells it. How does that apply to him? Believe the best before you believe the worst.
-Well, when you believe the worst, you literally pull yourself out of an energetic, creative state into a victimized reactive state, and you cannot solve any problems from a victimized reactive state. So when you believe the best, even if you know somebody's just totally betrayed you, and it's not that you're living in la la land. I'm not asking you to do that. You're going you flush me down the toilet along with this idea if that were true.
You're talking about managing your own state in this small business management training, managing your own thought process, and believing the worst-- I was just talking to a client a few days ago. They had heard from another staff some negative things about this staff. They're ready to fire them. We get on our weekly call, and they're just fuming, just foaming at the mouth, just rar, just ready to just crucify this person. And I asked them a few questions and realized they're just reacting to this other employee. I had just spent some time with that other employee, and I want to build the whole business around what this guy can do. It was absolutely amazing.
When I began to tell them the process of what I talked to this guy about, they're like, man, I love this guy. It's kind of like Jekyll and Hyde going on with his personality. So when you believe the best, you enable yourself to solve problems, and many times when you come against somebody in an accusatory way, sometimes you dent or damage that relationship where it never comes back quite to-- and your growth and your prosperity is based on your ability to manage relationships [INAUDIBLE].
-I want to make sure we're getting this here. If you're watching this and you have any kind of business at all or any kind of-- any type of entrepreneurial dreams-- you're going to have to go from me, which is this-- you know me. I'm a [INAUDIBLE]. I used to be a DJ.
-We, which became a bunch of d DJs. And then from we to all of us, a big team-- and if you can't do some of these things, then you get limited. And I know it's hard. I know if you're watching this, I know you're going to feel like, man, I know what he's saying, but you don't understand how many times I've been screwed. If you start to see patterns over time, if you've ever had an employee break the non-compete contract or steal something, so you start to believe the worst if you're not diligent about forcing yourself to believe the best.
12. Point 12, chaotic systems produce poverty. Excellent, closely managed systems produce abundant.
-Right, OK so you and I have coached dozens and dozens of companies, and one of the first things we do is we assess where the business is at, Clay. And so we'll see what systems are in play, and there are systems-- although, I never say systems. There are systems in play that are de facto-- which are very chaotic and they're actually producing scarcity and producing poverty.
-I'm going to say 95 out of 100 clients that we'll work with have no systems. They say the word systems because it's a fun word to say. I have systems. I got a system. You got a system. No, no. A system is you have a checklist of items that need to be done, and there is an accountability system in place.
-And there's an order of doing those things.
-Yeah, I'll walk in-- I'll tell you an example. I work with a lot of clients that they don't have an agenda for any meetings. Everyone comes to the staff meetings. Nothing's written down, and I'm just going to role play one of these meetings real quick. Tim, how you doing?
-Well, I'm doing good, Clay.
-Hey, this week--
-Good to be in this meeting.
-Hey, did you get the stuff done? You know, the stuff this weekend?
-I'm not sure I know what you're talking about.
-I'll email you. And did you need to talk to him about the other things?
-Well, you know, I really meant to do. I really wanted to, but I didn't get to it yet.
-And this is how the meeting goes, and it's like 45 minutes of this. And then they leave, and they're like, I don't know why it's not growing. You'll see a front desk nurse, who her job every single day is she has a set task, and the task doesn't get done, and there's no accountability. There's nothing written down. And I'm telling you, if you have a system, I'm talking about writing it down, following up in an orderly process. We need to do those things.
Small Business Management with Tim Redmond
-Now, we get into this, if you have a system, how do you know if it's a system? Well, Maxim 13. Be-- it says first be fruitful, then multiply. So I guess if the system is first fruitful, then we multiply? What does that mean?
-OK, so a lot of times people want to grow, and say hey, Tim, I want to hire you as a coach, come into my business. I want to grow big. I say, let's do it. And so I will look to see if what they're currently doing is fruitful, is profitable, is working. Many times it's not working, and-- well, you know, we'll grow into scale. We'll grow out of that. And I said, now here's the really important thing.
And I want you-- if we can get the camera guys to get this on the screen here, we do this. If you don't first become fruitful, you'll multiply dysfunction and unlearned lessons. If you don't first become fruitful, you'll multiply dysfunction and unlearned lessons.
-I want to make a really quick visual on this. If we're making cookies, and the first cookie tastes terrible, and we don't test it, and then we just go ahead and make 1,000 of those cookies, you made 1,000 bad cookies. And as an example of what not to do, years ago I did not have a system for our karaoke, and we had a holiday party season coming up, where all these corporations wanted karaoke music.
And I thought, well, what we'll do is we'll buy these sets, we'll buy these CDGs, but they're CD-- basically DVD players that put the words on the screen. We'll buy these DVDs, we'll buy these CDG players. We'll buy 'em all, and then we'll buy 10 of them, and let's go do the holiday parties. So I buy the first one, and I did not test it.
Now, I asked the young man, I said, hey, when you buy this, make sure that you test it. I didn't follow up. No systems, no accountability. So I say, you test it? Oh, I tested it. Kid you not, I probably spent 10 grand on things that every single one of them at the holiday party on that Saturday, December 7th or 6th, whatever it was, all the guys were calling me on the emergency line.
Hey boss, my karaoke doesn't work, hey, my karaoke doesn't work. And 10 times I had to give customers refunds, 10 times it didn't work, and 10 times I couldn't-- you know, you can't return DVDs that are opened, and all that.
Now, all I can say is that we all-- everybody watching this, we've all been guilty at some point of doing something where we're not being fruitful, and then we decide to multiply it. And I think that the biggest concern is, again, we just have to make sure it works before we make it bigger.
-RIght. Yeah. It's got to be fruitful, and I go into a lot of detail in the book I wrote, called "The Power To Create," but it's the biggest challenge I see business people don't master, and it's the biggest mistake they make, is they begin to multiply before they've really got a fruitfulness established. Their fruitfulness is a result of well established systems.
You've tested them, you've looked at them, you've monitored them. You see that they're working and it's fruitful, and now begin to multiply that.
-And be careful here, too. If you're like myself and you're somebody who just likes to win through tenacity, sometimes, you know, your system's not working, but you're able to like, you know-- it's not working, and you're able to just will it into success.
-But it required like 90 hours of work to do it, and so you're like, well, I'll just do more of that. But you can't now work 450 hours a week.
-You're multiplying dysfunction is what you're multiplying.
-Yeah, and so even as we're building the Thrive platform, a lot of discussion's been in is what works, what doesn't, let's continue to scale what works, and let's not scale what doesn't.
-Now, this part, point 14, I had a really hard time with this up until probably 2005. I had a hard time with this until my wife and I attempted to go on a cruise, our dream cruise. We come back and the office is destroyed. Here it is. Straight talk is essential for building trust. I had a lot of not so straight talked, where it was kind of that fuzzy, warm and fuzzies. What does it mean when you say straight talk is essential for building trust?
-You talk about the issues that are there. I just had a client yesterday, they've got so many elephants in the room here they can't even see each other. And they're stinky elephants, and these elephants are flatuating. It's a stinky room.
-But they're healthy.
-Well, they're big elephants, and they're blocking progress, and they're acting like there's no elephants around. They're just talking to each other like there's-- you know, and the elephants are almost sitting on them. So straight talk is saying, listen, we're going to talk about the issues that are there, and we're not going to make up stories... Small Business Management.
Like when you and I just did this skit here, which we just flowed with it, but these are actual examples we've had with employees doing this. You know, straight talk-- well, it's going to hurt them.
OK, would you rather somebody talk to you and you can rely on what they said, or would you rather them be nice to you so they don't want to hurt your feelings, and give you delusional
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Small Business Management with Clay Clark, Tim Redmond
-I had a client I was working with on the East Coast, three or four years ago. And I just remember it was hilarious. But there was a front desk lady who was terrible at her job.
And her boss hated her. And then the manager did a terrible job. And the boss hated the manager. So the boss doesn't like either one of them. The manager thinks that she's doing great with the boss, but doesn't like the front desk person. It's this weird thing.
I remember how-- these are the elephants in the room. Every staff meeting, it would be, hey. How was your weekend? Good, good, good.
So, front desk lady, you know, this week I want to let you know, you're doing a good job. You're, uh, improving in some areas. And you could see they were trying to say positive things. And so we're just excited about this week. And then the front desk person's like, yeah. I do appreciate that.
And then the boss would start to come down on her. Hey, so, in all honesty, is it possible for you to string together even one day of being on time? And then she would say, I thought you were good? Well, we can talk about it privately.
And then it would just constantly be this constant tension. And nothing could ever get discussed. Because he was so mad about her not being on time. He kind of quit pouring time and energy into it.
TIM REDMOND: Yeah. Yeah.
-This happens all the time. Now to point 15-- manage people as individuals, not as objects. What are you talking about, Mr. Tim Redmond?
-OK. So every human being has got their own nervous system, their own emotions, their own process. And you're going to become wealthy in your business-- your business is going to grow-- not just through ideas and not just through strategies. Your business is going to primarily grow through individuals that are cooperating with you and that are contagiously passionate about what you're passionate about.
They're going to create this one plus one equals 11 kind of a mastermind, as Napoleon Hill talks about, where you really begin to flow together. You know, this whole idea here is that as you begin to look at people just on their production, you begin to speak to them as objects. You begin to speak to them like they're not human beings.
They're going to create resistance. And that resistance will always show up as revenge. And I think-- I can't help but to quote other maxims as I explain this here. You're going to drive productivity down unless you see each person that you're working with.
Like this cameraman, holding this camera here, is an individual. Hey you! You know? And so how well he does his job-- if he's just talked to as an object, as a cameraman holder, then he's not going to show up with all of his heart.
-We only hired him because of his body. He's a beautiful man. And that's why he's here.
TIM REDMOND: It's alarming. Could you take that camera and turn it around on yourself?
CLAY CLARK: It's hard not to manage him as an object.
TIM REDMOND: Yeah.
-OK. Now here we go moving on. Maxim 16-- it says, the most effective leadership is leadership one on one. It's real quick.
We were supposed to manage people as individuals. Now you're saying we need to meet with them one on one? Again, the most effective leadership is one on one.
-OK. So you're managing processes and making sure there's a uniformity. There's performance standards. Leadership is taking what's in your heart, and you're contagiously wanting to reproduce that in the heart of another person.
And you know, a leader-- you can talk to 1,000 people. And I've talk to groups of 10,000 people at one time before, at different places I've spoken. And people are moved by that. But there's nothing like-- just for instance, you and I talked this morning.
CLAY CLARK: Yeah.
-And you were actually talking to me about some aspects of what I'm doing in my coaching. It was a one-on-one interaction, where I felt like your heart was poured into mine. My heart got expanded. I feel like I connected with you. You connected with me. And it pushed me forward much more effectively.
CLAY CLARK: And as an example of this, my first speaking event. I was at the event with you. I got introduced late. I went my full time. I cut into your time.
This guy was a little bit upset.
TIM REDMOND: [INAUDIBLE]
CLAY CLARK: Because as a speaker, you don't cut into other speakers' time. And my thing as a speaker is I'm not going to let somebody else cut into my time. So it's kind of that whole deal.
So anyway, I feel like there was a little bit of hostility. Because we're both pretty much alphas. And long story short, we met up at a party. We talked a little, one on one. And I think we kind of-- but then we met for lunch. You invited me for lunch. You extended-- hey, let's meet for lunch. See what we're all about.
And there's something that happens in the heart when you look at each other in the eyes and there's that closeness there. And I just cannot stress enough, if you're somebody watching this-- we're in this digital age. And it's a huge problem.
TIM REDMOND: Right.
-Hey, I'm going to send out a Facebook message to my staff to tell them I appreciate them. Hey, guys. Could you just group-- can we all be on the same Twitter group? Or can we all be on the same LinkedIn group? Or can we send out a chain email? Or can I just text you all?... Small Business Management.
And you cannot build a relationship like that.
-You can communicate stuff, like do this. Do that. I'll see you here or see you there. But you cannot build a relationship via
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