WEBVTT

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Welcome back to the game. Today I'm going to be talking about the management diamond. So I ended up

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teaching this concept at the school days for the top 10 communities you fly out once a month

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from the people who start 30 days ago on school. So every 30 days, the top 10 newest

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fastest growing communities on school gets a fly out to Vegas to have some fun and talk about

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business. And so one of the big topics was how do I scale my team? And so that is the framework

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that I go over. If you hear some whiteboard sounds in the background, it's because I am using a

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marker to write on the whiteboard, but my team said it was such a good moment that they thought we

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should share it with everyone. So enjoy. Okay, so if someone doesn't do what you want them to do,

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the first obvious reason is they didn't know what you wanted them to do. And so you fix this

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one through communication. This is by the way a really good framework for having hard conversations

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when someone's not doing a good job. As you say, hey, Carly, I wanted you to do this and you

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haven't done it. So I just want to figure out what the reason was so we can solve it or make it

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less likely to happen in the future. So I figured the first was that you didn't know that I wanted

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you to do that. Did you know that I wanted you to do that? If they say, no, I didn't know. Then

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you're like, great. Now you know. Now they're like, I did know that you wanted me to do that.

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Then you're like, oh, did you not know how to do it? Which you solve with training.

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Which we'll dovetail into the whole teaching thing in a second. But okay, yes, I did know that you

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wanted me to do it. And I know how to do it. But I didn't know you wanted it by now or by tomorrow.

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And so I didn't have a deadline here. So we assign deadlines when we tell people to do things.

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And that's just again to hold them responsible. Now if someone knows what you want them to do,

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they know how to do it. And there's a deadline associated and they still don't do it. Then the

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question is, did they need some sort of incentive? Were they not motivated to do it? Or was something

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blocking them? I could have the best chef in the world who's the most motivated. No, then I want to

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make an omelette. Notice how to do it. Notice I want in the next five minutes. He's like, bro, I don't

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have eggs. Doesn't matter how much I do. Like sometimes people don't have, like we actually had this

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issue with my editing team was I was like, why don't you all fucking edit in the building? And

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they're like, the upload speed. They're like, my upload speed at home is faster than here. And

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so it actually just takes me more time. And so we paid Google Fiber to drill a hole into the

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fucking wall. And here we are. Now they get up. It's faster here now. But it's fundamentally like

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if there are blockers, then it's like, okay, well, can I just solve whatever that blocker is? Can I

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remove that impediment? And so walking through this has helped me have a lot of hard conversations

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with people and not make them hard. It's like, there's five reasons that you didn't do it.

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You didn't know what it was, how to do it. When I wanted it, you were an incentivizer or

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someone's blocking you. Any of these sound familiar? And if there's more than one, then you got to

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fix more than one. And oftentimes if you delegate, if you basically, you hand something off to

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somebody and it gets worse after you hand it off, it's because you didn't delegate, you advocated it.

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You just said, here you go. Good luck. And so that's a very easy libous test. If you hand it off and

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it gets better or it's neutral, then you've actually delegated it. And so what happens is most entrepreneurs

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just find a human being that has a pulse, say they have a meeting like this and just say a lot of

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things at them, expect the person to have 100% retention and know exactly what to do when they

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want to do it, how they want it done with no blockages the person's not aware of. And then

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be done. Be like, oh, yeah, I already told him once. It's like, yeah, once, not in a written format

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in no structured form. And then you're just yelling at them on a Zoom call. And then two weeks

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later, you're surprised that they're not doing as well as you after having done it for fucking years.

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You know what I mean? So we think through this. So this is how I think through trying to figure out

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employee issues. So this one's fairly straight forward, I might opinion. This one's fairly

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straight forward. The two hard ones are these guys. So from a training perspective, I'll give you,

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I'll give you an example I had to do recently with a teammate or employee here. I'll just give a,

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so let's say there's somebody in your team who's a dick, right? You're like, hey,

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Carolyn, you're being a dick. The thing is is that stop being a dick is actually pretty terrible

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directive. And the reason is because they don't know what they're doing because they're dicks.

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They're like, you just want me to not be me and you're like, kind of. And so what we have to do is,

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so I call it bundling and unbundling terms. And this is fundamentally why I think my content

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is better than most people. Is that? Like, you've heard me to find terms. It's like, okay,

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patience is figuring out what to do in the meantime. So I suppose someone be patient. It doesn't

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mean anything. If I say be charismatic, how do I be charismatic? It's like, okay, I need you to have

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more vocal ranges when you're talking. I need you to pause for emphasis. I need to say people's

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name. I need you to look them in the eyes. I need you to nod when they're talking. Like these

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serious activities that when someone does all of them, we bundle them together and say this person's

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charismatic. And so rather than saying be charismatic, I need you to do these six things

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or stop doing these six things that you are doing. And by doing that, then people will stop

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to trapping you as a dick. And so we had a teammate who was really high potential, like really smart,

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hardworking and all that stuff. But somebody started happening and they started acting a little

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bit with dickish. And we had four leaders in my company have like sit down talks, which normally

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wouldn't do, but the person was really good at their job. I was like, I only want to lose the

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productivity. And so I was the last stop. I was like, it's me or you're out. So we got to figure

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something out here. And you'd already been given a lot of instruction, a lot of don't be a dick,

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be nicer, things like that. But that doesn't help anyone change their behavior. And so fundamentally

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giving someone a frame of what I want to have happened as a result of this conversation helps

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filter what you're actually talking to them about. And so like me insulting them or making them

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feel bad doesn't actually do anything for increasing the likelihood that they behave in a certain way.

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Most of the time it's just clarity. Just like when you hop on the call and you tell people to do

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this stuff immediately, they will not like you. And if they don't like you, they'll complain more,

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which makes it more like you get fired. You don't want to get fired. Great. So all you have to do

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is not do that at the beginning of the calls. People will stop describing that way. He's like, this is

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so eye opening. I didn't even know. And there was like four or five other items that I asked for

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specific examples so that I could say like stop doing these things and people will stop calling you

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dick. And within a month, people were like, dude, he's completely turned around. He just actually

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had specific instructions. And so much of us aren't only going to do the hard work of saying like,

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what is this person doing or what does this person need to do? Which is why I'm a big fan of checklist

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because it's like, this is what you have to do when you onboard someone like check your hair. Make

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sure that there's not a bed in the background. Like, yeah, you're onboarding a customer and it's

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got like, you know, a pink bunny poster behind you. And it's like, that's probably not the first

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impression I'm really looking for. Right. So it's like, these are the checklist that you go through.

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It's like, first, you greet them by name. Second, you look at the notes and you tell them about the

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goal. And then when you took a recording of the onboarding call, it's like, why does Sarah suck

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and Caroline's great? You just say, well, Sarah, here's the checklist. You did three. There's 11

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items. Sarah consistently, or Caroline does, you know, nine out of 11 and hers consistently get

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higher scores. Now, if she, if Sarah follows the checklist and she does all 11 and her

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scores are way below the other girls, then it means the checklist is wrong, which means that's

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on you, not on her. And so it means that you're incomplete in terms of what you're trying to train

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them on. And so sometimes it's useful to know that. So both people do the checklist and they

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objectively meet things. Then there's other things that you don't know about. And so fundamentally,

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soft skills and hard skills are all just skills. It's just that soft skills, people just have a

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harder time teaching because it's bundled language. And I think that's why so many people struggle

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teaching them. So in training the team to loop back to your question, I want to figure out what the

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problem is with the person. So I can try and loop to these things. If it's a training issue, I try

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and break it down as much as I can. If it's a motivation issue, it really comes down to reinforcing

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stimuli. So either people do things that because they get stuff that they like or they avoid things

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they hate, getting fired is usually a pretty diverse of stimulus. So a lot of people will do things

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to just not get fired. So it's fairly strong. But the best performers do it, do things because they

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just like doing them. Like the best employees, the best teammates, they just work all the time

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because the actual conditions of work are more enforcing than any boss can be, right? Which is

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why a lot of people like on my team, for example, with like a lot of editors and whatnot, they just

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edit in their free time. They picked up editing because editing itself is a reinforcing thing.

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No one called cold calls in their free time. Yeah, I just picked up cold calling on the side.

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Yeah, I just called call like on my days off just because I just like it. Like no one says that.

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But the thing is that sales and editing have very fast feedback loops. And so you can immediately

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get off the call and get a reward. You immediately get you see that edit and you catch a moment. And

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there's this a lot of feedback loops that are really tight and good. Other roles have slower and

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longer feedback cycles. And so as a manager, you have to basically artificially input more feedback

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loops into longer project timelines or jobs that require more complex tasks that motivate people

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through reinforcement. And so a lot of people I think in culture say, oh, someone did something

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crazy. And so what we do is we say, what happened that caused them to do it? But we actually invert

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how behavior works, which is people do things because of what happens after they do them, not because

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what happened before. And so that's like what happens after you do stuff is the latency of training.

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And that's how you train people. And so anyways, I geek out on human behavior stuff a lot, but

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motivation fundamentally comes from deprivation, which is what are you most deprived of?

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So if somebody's very deprived of praise, which many people are, giving praise motivates them.

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If someone gets praised all the time, praise might not motivate them, just depends on the person.

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And so this is figuring out what are the reinforcing stimuli from someone's past that's

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getting to know your employees better. So you can do the things that motivate them.

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Money, by the way, has been conditioned as a universal reinforcer. We've learned in early age

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that this thing equals whatever we want. So it's just a generalized reinforcer. But there are more

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specific reinforces that you can give to individual people. So yeah, that's that. And then block,

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you just unblock the thing if you can afford it, whatever the problem is. So that's my little manifest

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on management if I helped out. Okay, cool. Great. Where do you find more information to better

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understand these concepts? Because we're now very in like human capital intensive industry.

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Management is the big piece that's missing for like every company. And that's why so many people

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fail. Where would I find like this in more depth and in more volume so that I can understand

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these concepts better? So I've got a special CTA for you today. This excerpt was from a school

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day. So this is from the school winners who came out. They were the top 10 and they asked me about

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managing team. And so I answered that question. But if you don't have a business, then none of

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that matters. And so to start a business, you can go to school.com. We run the school games. It's

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for people who are just getting started in business. And that's what that's for. If you already have

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a business and you have a big team and you want to scale your team, we run workshops occasionally

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at acquisition.com at our headquarters here in Vegas. And so if you'd like to partake in one

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of our workshops, you can go there and click the scale button. And hopefully we'll see you soon.

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So most of these concepts were derived from the ground up from just like rat studies

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with Dr. Keshe who you sam sam knows my my good buddy. And so I think most people just do a lot

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of things and just like see what happens. Like it's very haphazard. I think almost no knows how

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to train. Period. I feel like understanding human psychology like that was always my foundation.

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Even ignore psychology. Really? I completely ignore it. I thought I would say that you talk a lot

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about it. Like you probably never heard me say the word psychology. Not the word psychology,

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but what you're like, maybe I'm blanking it. Right. So so to get not I don't want to get too far

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into that because I will go there. But so this is this is like for everyone. Like if you want to

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basically have your bullshitometer always turned on. It's separating out. When people give reasons

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because statements or just blank statements of like the other day is someone is like there's

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only three ways that you can you know make a customer worth more and then they then they continue

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the sentence. I was like that's just false. They just started the statement that way a lot of people

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make statements that are just false. They have no idea what they're saying. And so we walk through

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a framework when we're trying to basically detect bullshit. Which is logic evidence utility,

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which is what does this mean? How do you know? And then so what?

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So I'll give you an example. So I had I had someone the other day say I'm stressed because I'm

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lonely. And I was like okay. I was like what does lonely mean to you? It's a bucket of term.

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Right? It's a bundle term. And I was like well I was like that on Friday night you have known

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the text or that people don't respond back to you or like what what is the what what what does that

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mean to you? Because it's there's a thing there's an activity that occurred and then they describe

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that they chunk it up as loneliness. But when you get two steps below that of to like what occurred

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what was the action that got stunted or something that you wanted that you didn't get then you

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can get a lot more specific. We're like okay. So then I say all right. So that was the lonely

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occurrence. Now have you been stressed before when that wasn't happening? Yes. Okay. So then how

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do you know that that thing has anything to do with your stress? They're completely decoupled.

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Right? And it's like all right. And who cares? You're stressed. Have you been stressed when

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things are going well? Yes. Have you been stressed when things are not going well? Yes. So in

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general you're stressed when you're alive. Note it. What's your point? Right? And so we like

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breaking this down allows you to just be less confused about what other people say. And so the

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reason I'm going here is because most people are full of shit, not purposefully, not maliciously.

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They just don't know any better. And so they just like pair it out other things. They talk about

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pop psychology, whatever. And I for the most part have just erased feelings, intentions, beliefs,

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all of these words from my vocabulary in terms of what influences behavior. Because I just only

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focus on what can we observe? Because if I were to say this guy is really motivated. I'd say,

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how do you know what is motivation video? I'd always say, can you motivate me? I was like to find

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motivation. And she just like stood there and melted. And I was like, right. So you want me to

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answer a question that you can't define the word for. So what's the likelihood you get what you want?

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Really low. And so the thing is is we ask questions about stuff all the time we can't define.

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Which means maybe we need to ask better questions or at least know what the fuck we're talking about.

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And so anyways, I bring this up because if you go back to the motivation thing,

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if I say this person's really motivated, you'd say, how do you know? It's like, well,

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they do all the stuff. It's like great. Then forget about the concept or label of motivation and

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just say, this person does these things. Great. And so I don't care if you feel motivated or not.

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If you do these activities, people describe you that way. And if you do these activities,

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when I had the conversation with the dick in particular, right, I said, I want to be clear,

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I don't care if you're a dick. I don't care if you hate everyone. As long as you behave this way,

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it doesn't matter to me. And so a lot of people spend all this time trying to be like,

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there's the seven stages of awareness. I'm like, how do you know?

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How do you know that? What's your evidence for that? And so what?

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Like, what are the activities someone has to do? Okay, they have to see your ad. Great.

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Then they have to interact with it in some way. They have to take an action. So if you go through

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the leads book, I walk through the lead stages in the book and it's only based on the observable.

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They took a step. Then they give you their information. They give you means to contact them.

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Then after you have means to contact, like, these are the things that like no one can like fight me.

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Like, these are the things they have to occur. And so if you, if you reason up from

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what can I observe with my eyes, it makes life a lot easier. Even when you're talking to like

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a spouse, you're like, okay, I'm really upset. It's like, okay, what does that mean right now?

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How do you know how you're upset? And so what? What do you want me to do about it?

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And so I think it's just like, when you say this, what do you want me to do? When you say,

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like, if someone says like, you should know, it's like, I don't play that game.

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I'm hungry. Either means you would like me to go get you food. You would like us to go get food

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together. It could mean that you want space. It could mean you're in a bad mood. I was like, but

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I won't take one cue for six behaviors. Pick. And then it makes things a lot easier. And so you can

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start training realistically, like anyone in your company to behave a certain way by just saying,

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when you say this, what do you want to have happened? And also when you're having the conversation with

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staff or employees or whatever, like sometimes we in the moment, like someone disrespects you. You

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want to like immediately insult them or whatever, right? But you're like, okay, well, what do I want

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to have happened? Well, if I insult them, they're going to be more resistant to me in the future.

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But I need to have more influence over them, not less. So me counter punishing to prevent their

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thing in the future. It's probably going to be kind of productive. And so what can I say that

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increases the likelihood that what I want to have happened happens. And so it's like taking a second

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step forward, I mean, I was back to think what's the second order of magnitude effect on their

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behavior rather than what I feel like doing in the moment. And so when you're trying to look for,

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okay, how do I manage people better or how do I train people better? Most training is just not

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chunk down far enough. And so the people who are successful and whatever your education thing is

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come in more qualified than other people. Like if you ever had a student or a customer who you're

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like, this guy's going to win no matter what. Right? It's not you. It's because of them because

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they have a history of skills. They have a larger skill set that they bring to the table. And so

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fundamentally, the people who are successful with your program are lacking the things you teach.

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The people who are not successful lack those things and other things. And so to have the most

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comprehensive training, you would have to start with, here's how you write words. Here's how you type.

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Here's how the internet works. Of course, you're not going to do it because there's a base assumption

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which is what qualifies someone to be a customer of a certain level of skills. It also works the same

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way with an employee. There's certain level of skills that are required to work for this role.

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And so if someone does have a deficiency, then the question is, what's the return on effort? I

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think I could teach someone who has Down syndrome to be a neurosurgeon. Well, I couldn't put somebody

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could, right? It just might take 30 years. It's probably not worth it because of the same resources.

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We get 2000 other neurosurgeons who don't have Down syndrome, right? And so if you think of

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your customers that way, it's like, simply thinking about, like, take out character traits, take out

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beliefs, whatever. It's just, I need them to behave this way. That's it. Just break it down to the

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activities and it makes a lot easier. And so fundamentally, it's like, I wish I were more

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charismatic. I wish I were more patient. I wish I were more confident. If you just debundle those

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things and just say, how do I break this down to the smallest level? And how do I just do those

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activities? It makes it a lot easier. And so usually when training does not work, it's because

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we made an assumption of a skill set that they didn't have. And so the more advanced someone is,

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the bigger the instruction can be. So I can say, or Sam could say, Hey, man, do you think you can

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just market school and say, sure, that's it. That's the directive. It's not like, okay, do you think

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you can make this many pieces of content? Do you think you can run this many pieces of ad or

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like, whatever it is, right? And if I'm like, Hey, do you make an amazing product? Do you make

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any? It's like, sure. Like, it's not like, do you think you'd have an activation sequence on

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boarding? And we're going to do these things. I like, I trust that he's to do it because he has

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the skill set and you trust that I can do it because I have the skill set. And so fundamentally,

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the more skill the person is, the bigger the instruction can be. And so if you have low level people,

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you don't have a lot of room for vagueness. So you have to be more specifically in instruction.

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As people get higher and higher up in your organization, you can be vaguer and vaguer with the

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instruction so they have more skills. And so experts fundamentally just have more ways to be rewarded

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within the same context. Like, if you're really good at editing video, then you have many things

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that reward you because you have more skills. If you're really bad at it, there's very few things

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that reward you. And so that's what mastery development is.