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In this video, I'm going to give you three ways to guarantee that people do not do what you want them to do, especially employees in a business.

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Every one of us every day has tried to influence people internally in the business to do things that we want them to do.

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We try to influence them with money, we try to influence them with praise and accolades come with a big vision so that they get internally motivated to do the stuff, but some people don't do it.

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And so in this video, what I want to do is break down the three best ways to guarantee that no one does what you want them to do.

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You can take this process and you can reverse it if you want them to do what you want them to do.

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But if we think about the things that we can do to get them to not want to do what we want them to do, then it's much funnier.

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From the top, the easiest way to make sure that they do not do what you want them to do is don't tell them.

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Don't communicate the expectation. Don't even let them know that you want them to do it.

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If you even do let them know that you want to do it, make sure you don't record it.

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Because if you just say in passing or say it on a conversation or a Zoom call and it's not written anywhere, you can still virtually guarantee that they're not going to do it, and especially if you don't repeat it.

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Don't ask about it frequently.

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One line item on a quarterly report that happens versus you checking in twice a day about a statistic.

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Like if you do that, they're definitely going to think it's important, so don't do that.

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Just trying to ask for it as infrequently as possible, even so, not even give them the metric to track.

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So that's number one.

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Number two is make sure they don't know how to do it.

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So if you want them to do something, give them the tasks that it's clearly communicated.

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You repeated it. You did it in a recorded fashion.

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You do it frequently in terms of how frequently you ask them, but then just make sure they don't know how to do it.

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It's the best way to set them up to fail.

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Don't train them around what you want them to do in general.

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Don't train them on how to prioritize their time so that they can get it done given their workload.

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And then also, make sure that you don't tell them how you specifically like it done.

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Because everybody has preferences, right?

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Just make sure you don't train them on any of those things.

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First two items in the triangle.

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Alex is how to make sure people don't do what you want them to do triangle.

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The third piece of this triangle, all right, this is a killer.

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Motivation.

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We want to make sure that they are as unmotivated as humanly possible.

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And maybe even ideally, motivated or incentivized to not do it.

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A couple of ways you can do that is one, don't pay them or directly compensate them for doing it.

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Number two, you want the work to feel as pointless as possible.

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You want them to feel like they're digging a hole only to push the dirt back in at the end of the day

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and then have no one there to even see that they did it.

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You want to definitely not praise them for digging a good hole.

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And then not actually show them that that hole is how you lay pipe.

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How you lay electrical lines to turn a building on, geez, I'm just killing it right now.

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You don't want to show how it benefits other people that they care about within the company.

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So for example, if I said, hey, John, I need you to put the call notes in from your sales call

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because Susie in finance, it makes her life five times harder to have to go through all this stuff

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and she can't be with her kid because she's working overtime, taking all these calls,

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trying to glean all this data going through customer support logs

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to fill in the blanks that you could do in five minutes.

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And I know that you're the type of person.

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So we went from purpose, other people they care about to now we're going to talk about their own self interest,

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which is like, I know you're the type of person who is honest, right?

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Of course, well, you wouldn't promise something that's not real, right?

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Okay, well, what you're doing right now, you might not know it is that you're not giving us the notes

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to actually fill in the promises you're making.

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So I peeled the values and then you can also peel the self interest in the most tangible way.

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You make more money by doing this.

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When you do this thing, it actually helps us sort through the applications.

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So you can close a higher percentage of people at higher prices.

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So you make more money per hour if you take these five minutes.

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Does that make sense? Cool.

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And on top of that, there's a little nugget on your bonuses,

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according to making sure that you fill out call notes for over 95% of sales calls.

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If we did that, we'd have a high likelihood that they would do it.

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So you want to reverse that whole equation.

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When you're thinking about having a lens to reach to have the conversation with somebody

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who's not doing the things that you want them to do, this is how I would approach it.

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This is the scripting I got this from Layla.

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All scooters go to her.

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She has a great YouTube channel.

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You should check it out.

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It is say, hey, John, it's not like you to not attend to the details.

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Is it that you didn't know you don't know how or is it that you don't want to?

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Why don't we protect it the person to go because we said it's not like you.

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So I'm not attacking you.

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I'm attacking the activity.

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It's this tiny little shift that makes these conversations so much easier.

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Then you give them a context through which that they can reply.

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Is it that you didn't know?

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I didn't tell you. I didn't record it.

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I didn't talk about it frequently and I didn't give you the metrics.

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Is that what it is?

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Or is it that training wise?

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I didn't train you on how to do it, how I want you to do it,

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and how to do it within the context of your larger workload.

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Or is it the things that I discovered with motivation?

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Motivation and training I stole from Andy Grove ruthlessly,

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a founder of Intel, and he wrote a book called High Output Management,

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I recommend a little bit advance.

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And in that book, he says the job of the boss is two things to motivate and train.

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In his mind, he's that either someone doesn't want to do it or they don't know how to do it.

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I add in the third piece which is that they didn't know that you want to do it to begin with,

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which I think happens a lot.

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And so that has given birth to the acquisition triangle of how to get people to not do the things

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that you want them to do.

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On the flip side, you reverse those things and make sure that you set expectations,

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you record it, you talk about it frequently,

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you give them the metrics to talk about it about.

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Train them on how to do it, you train them how you prefer they do it,

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and then you train them on how to do it within the context of the larger workload they have.

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And then you motivate them from a global level of how this feeds the business,

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the other people they care about,

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employees on how it impacts their life in a row way,

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how it's going to help the customer and their experience from a values perspective.

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You are this way, and by doing this,

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you are aligning with these values that are true to you.

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And then finally, you align to their pocketbook.

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Hey, and if you do these things, you can get a $500 bonus, right, or a thousand dollars, whatever it is.