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when you're trying to diagnose a situation if you're asking an employee and I'll get you

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like some of the scripting around this at the end. It's like, hey, is it this? Like, I've noticed

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you're not doing this thing. Is it this or this? It's causing it. And then you're not attacking the

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person, you're attacking the process and it makes it much easier to talk about.

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Welcome to the game where we talk about how to sell more stuff to more people in more ways and build

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businesses worth honing. I'm trying to build a billion dollar thing with acquisition.com.

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I always wish pesos, musk and buffet had documented their journey. So I'm doing it for the rest of us.

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Please share and enjoy. If you deal with human beings, you are going to inevitably try to

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influence them at some point to do what you would like them to do. And this happens within the

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context of when you go to a restaurant, you ask waiter, do you hope that they put the thing in

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for you, right? You want the food to come out the way you want it to come out. We have desires and

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demands that we make of the universe and we want them to come back to us based on our preferences.

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Now, that being said, when we run a company, right, we deal with employees and other people a lot

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in order to organize them in a single direction to get them to the outcome that we desire, all right?

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And so I have talked about this in the past, but I will give you Alex's simplest framework,

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which is a triangle framework. If you don't know how I am, my name is Alex Mosey. I'm an

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exes.com. It's probably going to be a couple of knees that deserve a hundred million dollars

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a year to make these because I want you to make tons of money and then hopefully partner with

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us in the future to get from three million to 10 million to 20 million, 30 million beyond. All right,

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awesome. So let's rock and roll. So one of the easiest frameworks that I've actually been

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somebody who's struggled at the managerial side more than kind of like the strategy or the marketing

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things like that. Like I've struggled more on the managerial side. So for me, frameworks here in

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some ways actually provide me more more value than other frameworks, because some of this other

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frameworks came more naturally to me. This one did not. And this one is something that I have stolen,

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ruthlessly, from Leila, because she's the one who really does more of the managing than I do,

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but I'm sharing this for the entrepreneurs of the world because I hope that you do not struggle

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as I did. All right. So if you want somebody to do something and they do not do it, what do you do?

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All right. So there are three reasons that someone will not do something. And part of this,

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two of these, I snagged from Andy Grove, who was the founder and storied CEO of Intel. He wrote

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high output management, which is an excellent, excellent book. It's a little advanced, but it's

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really good. So I recommend that being said, he said, there's only two reasons that an employee

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does not do what you want them to do, which is either they do not know how or they are not motivated.

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Right. And so he said, therefore, the job of the boss is to motivate and to train. He said,

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if you're not training and you're not motivating, you're not being a good boss. And I thought that

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was wonderful. That being said, I came up on a circumstance in my life where both of those

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situations were not actually the case. There was a third scenario, which came up, which is why I

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now have a triangle for why people don't do stuff. All right. Number one is they don't know that

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you want them to do it. And so I'll tell you a quick story. So I had a sales manager that I really

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wanted to succeed. Right. And so we hired them and they were new and I was super excited. And

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you know, a few weeks in, I was like, Hey, dude, how to conversation with some of the sales guys.

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And you haven't done any call reviews. WTF, bro. And I was like, I was unaware that you wanted

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me to do call reviews. And I was like, well, I just, I mean, I just figured that's that's what you

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would do as a sales director. Now mind you, that is probably what they should be doing as a sales

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director. But guess what I didn't do? I didn't tell them. I didn't tell them. I want to do that.

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And so two things here with, with communicating expectations. Number one is you have to communicate

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them. Number two is you have to repeat the communication. Number three, you have to make sure it's

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documented, all right, which means it's in writing in ideally multiple places. And if you can,

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make sure that it's part of daily or weekly checklist or things that they report on. The things

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that you asked them to give you are going to be the things that you subconsciously communicate

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are important to you. All right. So if you say, hey, I need you to report on these three metrics.

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Guess what they're going to think is important to you. The three metrics, if you want something to be

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done, make sure they are reporting it to you on a weekly or daily basis, the faster the communication

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cadence that you have around the item or task or activity or metric, the more important they will

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deem it. So if you meet twice a day about a specific metric, they will think it's very important,

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right? If you meet once a quarter and you and it's one line item on a slide chart, they will probably

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think it's less important. And if you don't report on it at all and never talk about it at all,

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they will definitely not think it's important and very, very, very high likelihood of not doing it.

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All right. So peak of the triangle here is communicate the expectation. It sounds silly. But when

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you think about this, and this is why I'm sharing this framework, is that when I have somebody who's

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not doing what I would like them to do or not adhering to the preferences that I have, I think

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which one of these three is it? And so it's very helpful. It's also really helpful when you're trying

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to diagnose the situation. If you're asking an employee and I'll give you like some of the scripting

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around this at the end, it's like, hey, is it this? Like, I've noticed you're not doing this thing.

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Is it this or this? It's causing it. And then you're not attacking the person you're attacking

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the process and it makes it much easier to talk about. All right. That's number one. Number two is

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training, which is do you not know how to do this thing? Do you not know how to do a call review?

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Well, let me tell you what a call review looks like. Let's do two of them together and we'll record

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the things so that in the future, you can go back to it, right? This is what we're looking for. This

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is the transitions. This is how we take the notes and this is how I want you to communicate it

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to the sales team. Aha, right? And so not only did we communicate what we wanted, we said, hey,

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this is how you do it. And this is how I would like it to be done, right? And then finally,

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this is how I want you to report on it to me so that I know it was done, right? Very, very simple.

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But you know what? People don't do it. And being advanced is simply never not doing the basics.

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And I do have a double negative there because that makes it makes you think a little harder.

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But what it means is that being advanced is always doing the basics. Like that is what being

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advanced is is doing the basics, even while you have tremendous volume, right? If you think about this

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for a second, when people start small businesses, they tend to grow because they have lots of personal

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interaction. They provide lots of service. They service with a smile and what happens? They hire some

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teammates. The service goes down. There's less smiles, less skill. And so what they did was they

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stopped doing the basics at scale. It's all it is. And that's why businesses plies out. And so it's

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thinking about what are the things that made you successful in the beginning? And then how can I duplicate

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those at scale? It's always doing the basics. That's what it is. All right? So number one,

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communicating the expectations, doing so ideally frequently and making sure it's measured. And in

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writing, and if we do that, we have hit the peak of the pyramid. Number two is that we have the

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training side. Is it we should have them how to do it and how we want them to do it and how they

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how we want them to report on those things? All right? That's number two.

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Real quick guys, you guys already know that I don't run any ads on this and I don't sell anything.

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And so the only ask that I can ever have are you guys that you help me spread the words we can

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not more entrepreneurs, make more money, feed their families, make better products, and have better

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experiences for their employees and customers. And the only way we do that is if you can rate and

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review and share this podcast. So the single thing that I have to do is you can just leave review,

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but take 10 seconds or one type of the top of me, the absolute world to me, and more importantly,

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it may change the world for someone else. Number three, the drum roll please is

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incentive. It's motivation is do they want to do the thing? Because think about it. If I said,

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hey dude, I need you to do x, y, and z, right? And you know how to do x, y, and z. And you're not

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doing it. The reason might be that they are unmotivated. Now, I'll give you the caveat here is

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that if someone says I've been too busy, right? Now, you can look at that as a look because that's

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usually what will happen. Like let's go a real world for a second, right? Theory sounds great,

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but it's what's real world. They'll say I was busy because they're not known as going to be like,

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I was not motivated, right? So part of that could be motivation, right? Because if I said, hey,

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if I give you $10,000 to get this done by tomorrow, will you do it? It probably would. So I think

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with enough motivation, they can do it. But that being said, they might also not have the training,

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know how to manage their schedule in a way to prioritize these activities. So you might have to

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train them on other components to make sure that it's easier for them, right? Now, that being said,

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when you introduce that this three frameworks, I just love it from a conversational perspective and

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how to assess and problems. So if you have a teammate, so this is for you right now, real world,

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if you have a teammate or a director or manager or an individual contributor who's in the company,

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and they are not doing things to the extent that you want them to, to the quality you want them to,

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at the speed that you want them to or they're just not doing it at all. Think about using this

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three this three-prong framework, which is like, hey, Johnny, you're underperforming right now,

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and it's really unlike you, right? And the reason we say that is because it also embeds a compliment,

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which is like, it's not like you to suck, right? And so automatically we're actually protecting

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the ego of the person while still attacking the behavior, all right? It's really nuanced. I learned

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that one from Leila, Spain Real, but it works really, really well. She said, hey, it's not like you

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to be late for stuff. So what's going on, right? It's not like you did not get your end of week

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reports in, like what's going on, right? And this is where when you say the what's going on,

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it's you look through the three lenses, like what's going on? Is it you didn't know that I wanted you

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to do it? Did I not communicate it well? Is it that you don't know how to do it, either in general

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or given your workload, or is it that you're not motivated to do it, right? Are there other

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priorities that are more motivating for you to do, right? And so when you ask those questions,

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it gives them very clear boxes to direct their their replies. And then you can isolate the issue,

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and then you can solve it. And the thing is, is if you have the three boxes and you can isolate

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the issue, and then you take the actions to solve it, and if the activity still doesn't happen,

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then you say, hey, we talked about these three boxes. We solve the problem, like, and I can't say

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we haven't communicated. So is it just a motivation issue, right? And so at that point, then you can get

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into a little bit more real conversation. It's like, you know what? I actually hate this job. And

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you're like, you know, like we hate having you. I'm getting you know, you wouldn't say that.

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You would say, you'd say, oh my gosh, that sucks. Let's see. And if you like the person that

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are a cultural fit and they have other skills, maybe like, well, maybe there's another role in the

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company that would fit you. I would say nine times at 10. That's what you want to do. It's usually

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not the right call because usually if you were to hire somebody for this other position that you

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might have opened the company, you probably just hire the person that you would normally hire there.

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Because if you were to look at that person in this person and a track record of failure does not make

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it a high likelihood candidate. All right. So big picture for everyone, use the triangle of

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figuring out why people do not do the things that you want them to do, which is one, did I

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communicate the expectation to you? Am I doing it with adequate importance to tell you how important

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this is to me, which is frequency and detail of communication and making sure that it's recorded

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down, right? The training, oops, that's the side of the triangle. The training is that I actually

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show them how to do it and then how to manage the other things in general that they are doing so

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they can get all this stuff done. Yes, check that box. And then finally, are they motivated or incentivized

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in order to get this done? And so I talked about their internal motivation, but there's also external

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motivation, which is like, do I need to do? Do I need to realign their bonus structure? Do I need

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to realign how they're getting compensated? Because if, for example, I asked them to do this thing

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and they're getting compensated for four other things and they don't get compensated for this extra

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thing, well, then guess what they're probably not going to be motivated to do? Yes, you think. So

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you have to make sure that they are properly motivated, you know, internally as a human being

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in terms of their aligned with the company, they see why this thing actually makes a difference.

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All right. This is this is my last little little tidbit on this is that people a lot of times just

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want to know why. Just why? Why am I doing this? And if you wonder if someone understands why they're

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doing it? Because otherwise activity without purpose is what they do at prison camps, right? It's

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pointless labor, right? And so that's the thing. It's like, you have to give it a point. You have to

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give it a purpose, right? Which is like, when you update the CRM with the notes from your calls,

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it helps finance, it helps Judy in finance actually have good conversations with these people,

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which helps us collect more money and helps us get more people staying on track, right? It helps

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Cindy in customer success on the onboarding give them a much more personalized experience. So

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we want to sell something great, right? Don't you want to sell something great? Well, if you don't

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put notes in, you're actually selling something that's worse because we're going to provide a

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worse experience for them, right? And so they're going to get on the onboarding call and we're

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going to be able to have no personal, we're not going to be able to know what their issues are,

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we're not going to know what their pains are, we're not going to know what they're struggling with.

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And then we can't even help them more. So you're going to try and sell them this amazing solution.

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And then we're not you're not giving us the the ammo to actually do the things that you have just

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promised them. Oh, right. And the other reason we do this is because for us to not waste your time.

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So now I just did two benefits to the global benefit, which let's be real. A lot of people might

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care about if they're good people, but a lot of people do not simply, but for you specifically,

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when you leave the notes, it helps us screen out candidates on the front end so that we can use

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that data to make your call likelihood of close higher so that a higher percentage of your time

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is spent closing people and talking to people who have the money, who have the problems that we

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actually fixed rather than wasting time with tire kickers and people who are probably not going to buy.

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Does that make sense? Right. So when you do this, we help you sell more and make more money. Fair enough.

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Great. And so you can appeal to the larger picture of like, why do we need this as an organization?

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But then also, if you can, ideally tie it back to a personal benefit to why it benefits them.

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A lot of people just don't know. And so just explaining that process, you hit all three of the

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triangle boxes and you are far more likely to get somebody who does the things that you're asking

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to do so that your company can grow the way that you want it to so that you can make all the money

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in the world and then wonder why you did it to me. All right. Most of the nation keep being awesome.

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Bye.