Learn the 4 super moves that will help propel your meetings and business to the next level. In this training, Clay Clark and Dr. Zoellner teach and inspire key principles for avoiding unnecessary meetings and giving them purpose. In addition to these key points, Clay Clark and Dr. Zoellner are joined by TL O'Dell, a special musical guest.Sign Up to Watch
Clay: I'll just give you an example of how I've seen this happen. At Thrive15.com, you're not a videographer, or you're not a video production guy, but you have found a way. You're able to come into the weekly meeting, where you talk to guys who are in the trenches, and you are able to discover, "Hey, our editing time, and the time we're spending editing is just massive. Perhaps, we should ..." Then you inserted some ideas, asked some questions, and then the people who really knew the answers, unearthed those answers. They were in the trenches, so to speak, and you came in with a fresh perspective. Dr Z: Right. Clay: You've done that with your optometry clinic. Dr Z: Sure. Clay: Right now, how many patients can you see on a day at the optometry clinic? Dr Z: A hundred. Clay: A hundred. If you can see a hundred patients a day at your optometry clinic, the average optometrist is seeing, what five, six? We've talked to many of them who are seeing six or seven a day? Dr Z: Correct. Clay: You had to come in there and talk to the people on the front lines. What kind of questions would you ask them? What's taking so long, or what's making this slow? How do you begin to solve all those problems? How did you end up making it so fast? How did you deal with all those little problems to make it so fast? What did you do? Dr Z: Part of it is figuring out that you had a problem. When people come in, and then they leave because they can't get eye care, that's a problem. You say to yourself, "Problem one is, we're not seeing patients timely enough." What we did, by sitting down with the team, we decided that we needed to break it down into different stations, and then have different people do a small portion of the exam product, if you will, and they do that all day long. It's like in Ford, one guy, all he does is put this bolt in, all day long. He gets pretty fast at it, and he gets pretty good at it. We have that assembly line mentality, which some people come in and they say, "I'm not used to it like this." It's like, "That's okay, you'll still get a quality eye exam and it's going to be okay." Before they had the doctor walk them through every single step of the eye exam process. Clay: How many people touch the patient in your office? how many different positions touch the ... Dr Z: Up to ten people can. Clay: ... Can touch the same file, the same patient? Dr Z: Right. Up to ten people. Depends on a little bit what the patient's going through. That was one of the problem solving, is that, "Hey, Sally. Instead of you doing everything, let's have you just do this. You do the puff of air, and you do this exam, and you do this. That's all you do, all day long." Clay: All day, is you're doing a puff of air, in the patient's eye. Dr Z: Boom. You've got it down, you do it well, you do it quickly, you do it efficiently, you're pleasant, you know what you're doing, you can answer the questions. Guess what? After doing that fifty to a hundred times a day, after so many days, you're pretty good at it. Clay: Then, you ... It's almost like a relay race, they pass the baton to the next person. Dr Z: Pass, pass the baton to the next person. Clay: It goes around, and then all ten people are touching it. Dr Z: Yes. Clay: Then, finally, the patient's selecting their glasses. Dr Z: Wah-lah. Clay: They're checking out, it's awesome. I want to tell you, I didn't give you credit for this, but it's like how Steve Jobs allegedly stole the mouse from Xerox, you know. One thing I noticed with your business, was that assembly line mentality. I was looking at my DJ business and my wife, who used to work with you, and I used to just go in there and just study what you're doing, and try to steal your ideas. I was like, "I can have one person who can call everybody and they'll get the bride on the phone. They'll just call and go, boop, boop, boop, boop, boop, "Hey, are you looking for a photographer?" In this case, "Are you looking for a DJ?" If they said, "Yes," they would go, "Oh, okay. Well, hey, I think you were selected ..." Or they say, "Congratulations, you were selected, not as our winner but one of our finalists for our bridal discount we're doing. I would like to transfer you. Can you verify your name real quick?" "I want to transfer you real quick over to our bridal specialist." Then, that would be me. Then, I only talked to people on the phone who are brides, who were brides, who were getting married, and who were, maybe, one of the finalists. Dr Z: Yes. Clay: Then, I would say, "Hey, are you Amanda?" "Yeah." "Okay. Well, great." Then, I would do my salesmanship, and I would say, "Well, you know what? You didn't win the whole thing, but I can offer you 10% off our normal packages, and I can tell you, on average, we're about 25% less than everybody else, so it's a great deal either way. Why don't we go ahead and set an appointment for ...?" I would book an appointment with the next guy. The next guy, that's the guy number three, who was meeting with the bridge, and the guy number four, Garrett, he's the one typing all the files and submitting those. Then, guy number five, and we just had a system. I, forever, tried to do all of it. I literally learned that from you. I just want to make sure that the thrivers are not missing the power of this because the meetings are designed for a massive problem solving opportunity. We're going into the meeting going, "How can we see a hundred patients instead of six?" Dr Z: Right. Clay: That's the massive problem. Dr Z: Right. Clay: "How can we book eighty weddings a weekend and not four?" That's the massive problem. Dr Z: Right. Clay: Then you get everybody there, and you go through all the details, and that's the point.
Dr. Z: So two heads are better than one. You get people from all different walks of your business in there in the meeting and then you throw it all out on the table and you have no preconceived ideas. You just say, "Hey there's no wrong answers. Let's just throw this out and let's talk about it. Here's the problem and let's start throwing some stuff out. Clay: I want to ask TL, because TL's a musician. As a musician, what you do here as a musician is you do whatever you have to do until the next gig, right? TL: Right. Clay: You've had a lot of jobs during your career, and as TL's been getting more and more gigs over the planet he's ... I cannot mention what he might be a part of here soon but this guy is like having massive success; it's just starting to build. But have you ever found yourself working at some of the different jobs where you're like, "Why are we having this meeting?" TL: Oh yeah. I first had a full time job and I was gigging just at nights and we would have meetings sometimes and sometimes we'd call everyone together just to tell one person something to correct or change and one time even in the meeting they were like, "Yeah?" I was like, "Uh, why are we all here" and they're like, "Yeah, why are you guys all here?" I was like ... eventually we went to where I was a part time and then finally full time into music but we had those meetings all the time. Clay: I was going to say, everybody, if we're honest, we get into the trenches we start having these pointless meetings and we sometimes don't see it from a big perspective. That's the big value of these podcasts, these trainings. You start to work on your business, not in it. Dr. Z, let's go to your fourth super move. Dr. Z: A little drum roll please? I haven't had drum roll since when? Clay: Is that the Wipeout mix? Dr. Z: Sorry. You have to ... super move number four: you have to have accountability and action in your meeting. If you're not holding people accountable for what they were supposed to do from the last meeting and giving them an action to get them to the next meeting or get them through the next time frame, your meeting is ranked a zero. Clay: Lee Cockerel says this; this is Lee Cockerell our Thrive15 mentor, the guy who used to manage Walt Disney World, the biggest resort. They're seeing over a million people a week out there; perhaps you've heard of Disney World? Dr. Z: Yes. Clay: Okay he says this, "The discipline of writing something down is the first step towards making it happen." What are we talking about? I used to do this in my meetings. This was so stupid. I used to do and if you're doing just go ahead and get out a stapler and staple your hand or do something right now so you remember not to do this again. I would get to the meeting and I remember there was one guy on my team who never did his job, and I'd just started having meetings! I remember, it was a big deal. I said, "We're going to start having a weekly meeting where we're going to go over and make sure everybody does their stuff" because I had read this John Maxwell book about accountability. I get to the agenda and, I won't mention the guy's name but I'll make up a name. We'll say "Greg" and I'm like, "Greg" ... and I noticed that he didn't do his thing so I'm like, "Greg, did you make those 400 calls?" Greg's like, "Well I didn't really know, was I supposed to do that?" I'm like, "Well, you know..." Week two, week three, it's like week five now and I just would skip that part of the agenda. I'm like, "You know item five..." and I'd just skip three because I knew that he wasn't doing his thing and pretty soon people didn't take the meeting seriously because they knew that everything we talked about never got done. Dr. Z: It didn't matter. Clay: Yeah, so other people started saying, well they didn't say it out loud but they started going, "Well if he doesn't do it and he's going to passive aggressively do it, I'm not going to do it either." Pretty soon I'm in a meeting just talking about the things I did. I just, it hurts the head because it's so painful but I know that there's somebody listening right now who needs to hear this. Dr. Z: Absolutely. Clay: You're doing this, and what you're doing is you're having these meetings but you're not having the discipline to follow up on the accountability and the action. I think it's because you're afraid of conflict. Dr. Z can you talk to me about how you deal with that conflict when you do have accountability in action? Dr. Z: Well I tell you what, it's hard to walk up to someone who doesn't like conflict and say, "Go conflict. Go pick a fight." Clay: Pick a fight. Dr. Z: "Go in there with a machete and just start wailing." You know? But the truth of the matter is, is that sometimes as the boss, that you have to put on your boss hat and you have to go in there and you have to look someone in the eyes and you have to say, "You were supposed to X and you didn't do it." The day that you say to yourself, "Oh that's not big deal and I'm going to let him slide and it's not that big a deal" is the day it becomes a really big deal because if you don't go in there and deal with it, and I know conflict is ... I don't run to conflict. Nobody really, well maybe I've met a few people that like- Clay: Likes to, likes to fight! Dr. Z: Yeah. Clay: That's the guy that likes to- Dr. Z: Like a lot of the MMA guys out there. I, you know- Clay: I went to a Patriots game and I love the Patriots but there's a few guys there that's ... you know the kind of guy that's like, "I likes to fight." Dr. Z: Oh yeah. Clay: Where you say, "Are you wearing a Brady jersey? Do you love Tom Brady? Do you want to go?" That guy just wants to fight, you know like the Redskins fan that came to the Brady game, the Patriots game. There are some people but as general rule if you're a sane leader, you don't want to fight. Dr. Z: Yeah, exactly. I mean, and ... but you have to because I promise you this: if you don't fight for your business nobody's going to. Clay: Can you say that one more time? Dr. Z: If you don't fight for your business, nobody's going to.
Clay: Marshall, I think it's time to get real and raw. We need to unleash to the beast, we need to unleash the Z. Marshall: All right, here we go. Dr. Z: Oh, yeah. Clay: Oh, yeah. Ladies and gentlemen, from Oklahoma, the man with the plan, the host with the most, about a hundred ... Dr. Z: Weighing one hundred and eighty pounds. Clay: A hundred and eighty pounds of raw ... Dr. Z: Maybe one seventy-five. Clay: One seventy-five. Dr. Z: I don't know. Clay: Z, get real, get raw, bring it. Dr. Z: I grew up with five brothers and I learned early on that if you wanted something, you had to get in there and fight for it. I'll tell you this, when I started business in Tulsa, Oklahoma, nobody gave it to me. I had to get it, I had to wake up everyday. If I could have worn Camo scrubs, I would have wore Camo scrubs because I felt like every single day was a fight. The more I got push back, the more people were saying, "You can't do that. That's not right. That's not the way everybody else does it. What are you thinking?" Colleagues calling up and belittling me and I was the black sheep and, "No, you can't do it like that or nobody does it that way." You can't advertise ... Clay: You're telling everybody, bro. Dr. Z: You can't advertise like that, you can't do that. Clay: Bro, I'm just saying this, even now, even now, probably about once a month, I'll run into someone and they'll say, "So, you work with Z?" I'll, "Absolutely." You get right away, if they're an optometrist. Dr. Z: Yeah. Clay: People always try to reach out to me as a consultant, I'm like, "I can't." No, total conflict of interest, but they are not happy that you're so happy. Dr. Z: I tell you one thing, it's a fight. If you sit there and go, "Oh, I'm a start this business and all these competitors are just going to you know, be so happy that am in here in the same thing and we can all kumbaya and sit around a camp fire, and make s'mores and it's all going to be one big happy family." You've got to be ready for a fight. That means even with your own employees, that means, people that aren't doing what you need to do. If they're not following your passion, they're not doing what you tell them to do, you need to get in their face and guess what, and if they don't change, you need to get rid of them. Clay: I thought we would just get together our friends and then we would just, money would come in because of our friendship, our community. Dr. Z: We'd all get together in the garage and we would put it all together and we'd be one big happy family. Clay: I just bought a [Beanie 00:02:15] with my latte and I was kind of, just draw a bigger painting. Dr. Z: No, I tell you what? Business, you have to be ready for the fight part of it. I'm not saying you wake up everyday and you go in looking for a fight, but I'm telling you don't shy down from one because if you do ... If you don't have the passion and if you're not willing to get in there and fight for what you want, nobody is going to have it. Clay: Thrivers, if you're thinking to yourself, you don't have a lead pipe and you don't want to go fight, it's okay. We're not looking for a fight here. Dr. Z: I'm not looking for a cage for somebody to throw me in but don't ... Clay: Where's my lead pipe? Where's my lead pipe? I swear I want to crush a skull. Dr. Z: Don't back down and the day you do, is the day you let everybody on your team know that it doesn't matter. Clay: Marshall, I want to talk about some farm logic. Dr. Z: Okay. Clay: I feel like ... One thing, you were raised around five brothers, not only were you but you've spent some time around the ranch? Dr. Z: Yeah. Clay: You're kind of taught with America's business pig a little bit. Dr. Z: Yeah, yeah. Clay: Give us some farm logic here, break it down for us. Dr. Z: My number three most important rule in business ... Marshall: I'm ready for it. Dr. Z: My number three, this is number three, this is number three. If you listen to all the podcasts, if you get on Thrive15 and you watch all the stuff, you can get all ten of mine but, this is number three. Number three states, you have to know when to cook the pig. Clay: You have to know when to cook the pig? Dr. Z: What does that mean? Clay: It's got cooking [show 00:03:29]. Dr. Z: Is that Chaka? Is that Chaka? I don't even know. Clay: 80s throwback, Chaka Khan moment. Dr. Z: Chaka Khan, it's like ... Clay: Here comes, here comes. Oh, yeah, takes me back to skating parties. I'd be hugging that wall. I wasn't very good so I couldn't be in the middle. Dr. Z: With a bar around the edge. Clay: People were reverse skating, I couldn't do it. Dr. Z: Cooking the pig means you have to know when to celebrate folks and you have to celebrate. There's times that you have to say, "Listen, well done everybody. Let's celebrate." If you don't, a lot of people get just worn down by the effort of the day in, day out, and they don't understand that whenever things are done well, that you're going to ... When you celebrate, it just lifts the whole team up. They say themselves, "I want to do that again. I want to have a record month again. I want to have a record quarter again. I want to be the sales person of the month. I want that," because when that happens, it gets celebrated. That's such an important thing. As you know, you get the pig out, you put the apple on it's mouth and you cook it. You only do that for a celebration. You've got to know when to cook the pig. Clay: Marshall, can we get ready for some action steps. I've got four action steps I want to give all the Thrivers right now. I want to just make sure that we leave here today with some specific four action items. All right Thrivers, here it is. We have four super moves, we have four action items here for you. Action item number one, decide what decisions need to be made before you head into that meeting. Boom. Decide what decisions need to be made. Action item number two, make sure that you have a motivational something to share with your team. Have the story written, have the quote to share, have the analogy ready, don't just make up stuff. Have a plan. Action item number three, write down all the massive problems you have to solve. Write them down. Write down the massive problems you have to solve. Action item number four is be specific about the accountability. Be specific about who you're going to follow up with. Tell people, "Next week, we're going to follow up about this." Dr. Z: Yes. Clay: Do that. Z, we have the part two, the conclusion of our musical guest here, Mr. Tee ... Dr. Z: Oh, yeah, oh, that's right. Clay: [Tolsus 00:05:34] Timberlake, we're so excited. Oh, yeah. Not wasting time. Speaker 4: Here's the next part. Clay: Oh, I like that. Oh, yeah. Can anybody hear to the whistle part? Can you whistle? Dr. Z: Oh, I wish I could. Clay: I wish I could to, that's ... Keep going. Oh, yeah, keep that going right there. Thrivers, that's his whistle and all, keep that whistle going and keep that flow. Thrivers all across the world, there's people in Australia right now, people in Australia right now are getting excited, people in the Singapore, Thrivers in China right now. Dr. Z: If you can't watch, because I'm getting ready to fight Clay right now. Clay: It's unbelievable, a lot of energy. Dr. Z: We're going to Indian leg wrestle as we speak. Clay: Thrivers, here's the deal. You can get the downloadable, you can get the whole entire transcript of today's podcast, you can get all the action items, you can get all the graphics. It's all available, the video version at thrive15.com, your place to get it on and make your business happen. Business school without the BS. I'm excited, we're going to fight Dr. Z: That's good. Throw down. Clay: Where's my lead pipe? Boom. Tom Brady, lobster
Send us your email address, and our team of elite minds will get right on it.