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LIVE TRAINING TRANSCRIPTION

STRUCTURE

LIVE TRAINING TRANSCRIPTION: STRUCTURE

Live Training Transcription: Structure So you guys didn’t all join in the dancing...yeah... how come you didn’t join in? You didn’t hear the bells? I didn’t hear the bell no. I was in conversation. Ok. Because the more the merrier. We’ll organise another one for this afternoon. Do you guys have bells in your culture when you do a sale or... I do You do? Chin.....chin chin..... Laughter Not the correct message, but sure! Laughter Many years ago I worked in a place and they had a bell when there was a sale made. And I didn’t realise back then, all I knew was that this, my experience working there was like a bench mark wow, this is the place I want to work at. And I just thought it was, It was just great people. And that’s what made it. But every morning they had a, It was like a fifteen minute meeting, and It was a really short chat, where they talked about the reports going on who’s doing what, who needs help? And everyone just jumped in ‘how can I help you’ It was that sort of discussion, and I could never put my finger on it why I liked working there so much. Yeah...yeah...yes and a lot of them say ‘yeah I really love it’ to be a leader though you got to understand how that love is created. And it’s everything behind the scenes so, never think, you guys understand if we make a friend we ring the bell, so everyone gets that. Is everyone cool with it? Does everyone understand? We do an enrolment we call and made a friend we ring the bell, we tell a story about them why it’s important to them then we dance. But that’s not the point, I have been in this culture where we had grownups running it, where it was like it was the death march, and the grownup wouldn’t even come out of the office, they keep the door shut and carry on with the meeting. They go like ‘yeah were really happy, shall we dance?’ sure, and it was like going through the motions. So, it is not the dancing that makes the culture, it is still the attitude, all of that makes it meaningful and fun and that you want to learn new dances. And it’s literally how you are when your dancing, like you’d be seeing me I just be digging it having a great time, and boogying on, but if you’re the leader – and this is what we had with the grownups, if you’re the leader...you’ve told them everything... pretty much? Pretty much. So, it’s dumb enough that you have danced, buy you gotta dig it, it’s not how you ride have whatever you have, you gotta dig what it is. You can’t just be I’m going through the motions again. It just can’t ever be that. And the dance is not the culture. It’s the people who drive the values who drive

the culture, who drive the, does that make sense? There’s a lot of steps before, you get to boogying and have a good time. Cool? Ok. So were going to get into; was that last conversation about a better environment cool? Well I’ll ask... we can dance or you can tell me out of ten what would you guys give yourselves in your culture for environment now that we’ve unpacked it. Low Low...good commitment. Haha. That mirror looked for you. Laughter Difficult to get focused. I’d say three or four maybe. Three or four? Understanding and living breathing it Sure. Absolutely. I would say most companies come in-between two and a four. Well come on guys that’s one number. I would say probably a two because; I totally miss other environments where it could be rocking hard like in normal networking. Would mean some to all of the things that I do, instead of thinking its only business. It isn’t, it’s the way you write everything. Yep. It is. That’s why you can’t maintain that. You know, I set the standard, go for thirty days, see what you have in thirty days and that’s what you hold people to. It’s very telling. What the reality is of what you’re ready for. Or what you are capable of. See, you can’t come out evangelistic ‘yay?! If a week later you’re not doing it. That’s a really poor message. In fact that’s culturally killing. What else? What else? Out of ten let’s go. I think we’re still sitting at a one. Yeah? Didn’t go up? Probably down he was a two. Six. Six?!!!! Laughter Six? That mirrors a little out of focus. Laughter Distance. Can be a problem Yes I agree. Those cities, where people are, and we try to do that on the sky to go to meetings, it doesn’t help. Yep. Do you have a secret Facebook group for your team?

No I would do that. We have a secret Facebook group. Called the TCI rock stars or something, and we’re all required to go there every day, comment, support, create threads, a great thing one of my teams just created, it said kudos, one of my team, from the dream factory, Joe did you see it? I think you commented. Yeah. Created a thread ‘hey let’s have a rave day’ what is you are proud you have accomplished, how you wow yourself or anyone around you today, let’s get bragging. And you put a really cool picture there and Diego’s bragged, um, did Joe brag? Yeah But everyone’s busy, but they’ll get to it and they’ll brag, and that’s just created, um, we use it for top fives, which I’ll get to tomorrow, we use it for asking people to do something, or there’s question over a buyer, you take care of it or whatever, and it’s instantaneous communication that everybody can see and hold accountable to. Yesterday and felt about 11.00pm last night. Sure... good Our team in the Philippines we’ve got twelve team members over there, they love it, and it’s so great Good luck It’s instant community and connection, it’s what everybody wants. Immediately have a voice. Yeah it’s good It’s community straight away. So a Facebook group is a really great way to do that. If you don’t have one I recommend if you have a team, and definitely do it for your clients. Out of ten anybody else? Well that just speaks volumes... Laughter Yes? In terms of be a leader of creating a culture where uh I guess what I would maybe I refer to is the you’re your nature of operating Totally yeah, that’s what I said, dancing isn’t for everyone, and bell ringing isn’t for everyone. You might have a culture dancing that as a leader you just; I’m not really a dancer, You won’t have a team of dancing Ok. Ok. Just because if you are being authentic you just won’t draw in that sort of team. You can’t have. You can’t hold it together. It hurts. It’s exhausting. That’s why I couldn’t have a team that didn’t. That would hurt me. There’s no right or wrong with it it’s just you gotta find a way to ride the...yup.

I love dancing. Laughter You run the business... you run the business rock on... yeah My team loved dancing too. Dancing it is Ok. You run it... I felt like an arbitrator just then Laughter I think I handled your testimonial well Laughter Nobody noticed that did they? Laughter Phew! So, let’s look at structure, unless anybody else wants to enthusiastically throw out their environment number? No? I was just going to say around that um, for me its consistency so, we have some of those things, and, I’ve improved in areas that unlock consistent across the board, so, for me it’s to actually do Absolutely. You have all of those; it’s just what’s standards they are all at. You said you had some of those? Yep Yeah I think you meant was, you’re great in some of those? But not in all of those. It that what you mean? Because we are all of those, it’s just we might have crappie beliefs and a crappy attitude. We have it in some form or another. Does that make sense? Yeah. And you were right; if you want to put one title over environment, what you do consistently is what counts. That’s it. What you do consistently is all that matters. Everything else is b.s. What you do occasionally, is irrelevant. I just say for my business I would say five, because I’m still in my 30 days. Yeah. Yes I’m being more consistent, I’m holding myself more accountable, I’m learning about environment , your attitude is awesome, Thank you I appreciate that. Really its challenges yourself to be a better leader. So that you can inspire your clients and others.

Yeah, it also gives you the tools for how to do it, which is what I think a lot of this it. So you’re at a five Matt? Well done. That’s really great. So has income gone up? Yeah. Income has to go up when the needs go up. You must. You become more attractive the more consistent you are. If you look at this another way it’s what are you disciplined to do repeatedly? You know whatever your disciplines are, is where the results will flow. So it’s whatever is a habit, it’s whatever is consistent discipline, whatever turns up over and over again, in your business. It’s where the energies flowing. And it could be something really crappy, but if that’s where the energies flowing that’s what you’ve got to face. That’s the great thing about having this mirror. Can you explain that just a little bit more? Yeah so, if someone keeps, some leaders, have you worked your organisation, or do you? Ah I’ve worked in like community groups and.... Sure. So have you ever seen a bush fire management where they keep just having to react to everything, it’s like Becauset crisis management? Yeah That means there’s no discipline within the company. They don’t have a proactive structure in place to anticipate, and get ahead of the curve, so they are constantly hitting the curve. Yeah I’m recognising the behaviours of the. They not seeing the mindset that’s causing the behaviours that’s causing the pattern. So the discipline of this means you’ll have the structures in place that prevent the bushfire. Which this is about productivity, anything below this can be a bit more reactive. Structure is still proactive, the lower you go, the more reactive it’s getting. And if you’ve got no structure in place, very little structuring and just hoping people are doing the right thing; you are fully reactive to your people. And you have a crap business. You really do, you’re going broke. Because you’re constantly having to react to them and keep them happy, and keep them on board, it means none of this is in place. It’s all about you constantly having to sell yourself to people. That is a terrible position to be in. So that’s the importance of this Because the disciplines will feed and filter down to the other two levels. Is that making sense? Because how high standard you have determines the structures you’ll put in place. If you’ve got low standards, so I’m saying you’ve got all it just depends on what level you go them, Now these are all qualitative measures the structure is the quantative measure. This is where we can start measuring. And this is so; I put purpose there, I can put goals there, but I’m a little torn, and over the years I tended to move goals to structure. This is all goal able it’s all benchmark able. It’s a target. You either hit it, or you didn’t . So it could be the goals, or it could be the whole company, it could be um, per department, we have that, it could be per person, we have that, it’s what are they targeted to hit, what’s the balls eye, and that is the documented. In structure there would be ninety day goals, there would be weekly top fives, we’ll talk about that tomorrow, just in terms of performance management, selfmanagement, goals are; I’ll write benchmark, Because it’s very encompassing, basically it is ok you guys, You’re happy in your business, benchmarks of excellence so, it’s ex number of out-bound calls so your if you’re an out call department, per day. For example as a benchmark. This should all be standard in any business. It shouldn’t be, any thought what so

ever and I can tell you now each one of the parts of my company I know the benchmarks. And so do they. It just should be such a fast conversation, how’s the head going for benchmark? That’s it. Um, it’s also the structure is also including categories or division of the company, or the team, it doesn’t matter what level, when I was a sole trader, I was all the categories, I was admin, finance – barely – seriously I get the first 6 month invoices in my head. Then I didn’t, and I had none. True story. And that was me being a sole trader so you could tell where I was on that. Making sense? So, I didn’t make much money in the first six months. It makes sense. But the categories could be IT, admin, finance, sales, marketing, delivery, its’ just the categories, and all of those categories need to have a benchmarks and all of this. Structure is ops manuals. Its templates, its check lists, Each of those categories has those as well? Every category needs them, yeah, so I shouldn’t put categories I guess at the top. Well I just put goals, Because goals could be company wise as well. I’m sure there’s more, but their the main ones. And the idea is to be able to short cut every conversation you have with people in your team. How’s your benchmarks? Done. That’s it. That’s how you go for benchmark. You know how you going, is not, oh yeah really good. My answer to that is ‘compared to what?’ Benchmark. It’s like ‘I’m not interest how are you feeling about this, it’s nice that you feel good, but how are you going, we’re here to do a job, how are we going for benchmark?’ And they, in your team need to be able to talk confidently, and competently, in terms of benchmarks. And until they are confident and competent in benchmarks, you’re probably not gonna see the results you wanna see. And if you’re wondering why you’re not making money in some areas where you thought perhaps you could be or, you wished you were or you hoped you were, or you felt confident this time you were, and you’d been doing it for so long, it’s probably because you are not competent in the conversation of benchmarks. Yet. People say they want to get more clients, well that means how many prospects must you speak to a week. Are you? Do you know that number? Do you know how you are going to benchmark? I’ll tell you another tip. Most coaches the answer is no. That’s it. That explains your income. I know to have twenty clients, I had fifty clients at one stage, but I knew when I got my first twenty, to get five clients a week it needed to speak to twenty five people a week. So I did. And I had twenty clients. Then I got fifty clients, and couldn’t tackle, it was ridiculous the waiting list. So I had to, the benchmark had to change. And then eventually I became I had to be approached by five people per week to hire. But whatever you benchmarked, that’s what you’re going to aim for. But if you don’t know the benchmark why ask. Why aren’t I making more money? There are people saying that all the time, ‘how did you do it?’ They don’t want to hear the answer. Because it’s really unsexy. It’s really so not glamorous. Laughter You don’t even need la..... Laughter Or Einstein quotes. Huge relief …Or the heals... god... Put the Chap Stick away

Exactly. Relax, people they say to me how did you do it? But me saying what I did is useless, Because that’s the implementation if they’re not knowing what to benchmark it to. I spoke to twenty five people a week Because twenty five people a week got me five paying clients a week. At that point at twelve thousand dollars a year. They were my rates, that was it. So I knew I had to make ex more amount of money, then I worked out what’s a million dollars, and I just worked it out, ok, goal a million dollars, how, what’s the benchmark, I had to speak to that many people, Because that many people I intend to convert. My conversion rate went to two hundred percent. Which meant every person, two people I, every person I, no; I turned down every other person. Does that make sense? So I was in more demand than I could supply. And then my benchmark changed. But the benchmark has to be whatever it is you want to earn or whatever it is your goal is, then you’ve just got to work out well how many people do I need to connect with and how many people therefore have to turn up , and at any point in that, I know what I have to concentrate on and drive. Making sense? So for me, and around each of these guys, you’re at the risk of freaking a bunch of people out. We have ops manuals on all of this, it’s for every single step. So for example, to fill a free event, we know exactly how many people we have to reach, and that’s the benchmark. Management have to know how many people have to register, that’s a benchmark. It’s like knowing how many people have to attend, that’s a benchmark. And all of the percentages and conversion rates, there is all of that, we know how many we are going to convert. And it’s all of that and then we benchmark we know what the average dollar sale will be, and that’s a benchmark. And every single one of these, can be unpacked, against all of that. Making sense? Yep I know some of you are going ‘no that’s too much’. I get that, but there’s a reason why we do the profits we do. Because of the care we take in every single step. We put huge effort into prospecting. Huge effort into ensuring they follow through on seeing it and doing something about it. Huge effort to stick them – it’s called stick rate – how many people will turn up. Huge effort. Masses of effort. We are nailing this, we are smashing this, we are conversion rates at twenty five the thirty percent at events. An average dollar sale around eight or nine thousand dollars. Guys these numbers are s*** hot numbers of the world. Because we just concentrated every single step. Now all of this, depends on what? Trick question. Don’t rush. Environment? That! So were getting people who are a match, all the way through, so it’s inevitable, to get a buyer and have a high dollar sale. How ridiculous... I know. It’s crazy. Laughter How does it compare to the world? The average dollar sale in the world, at free events just so you know is five hundred to a thousand dollars. And we are sitting around, some events ten thousand dollars average dollar sale. Crazy Laughter

Our record is eleven thousand dollars. Per head. In an event. Guys those numbers, are compared to the world, off the charts. They are completely ridiculous numbers. They are truly ridiculous. But it’s because we are driving this all in such details, all of these is a system there’s an unpack, that all comes from, you can do this beautifully, but it’s pie in the sky if it’s not driven. You seeing the connection? Best in ten you can fill the room with as many people as you want, but if they’re not all there for the great reason, and you haven’t prepared them to buy. I don’t care how many people you get in the room. Is this cool guys? You guys have gone really quiet, it’s just Because I’m impressing the f*** out of you you know. Laughter Phew! The people out there like you they are using these system? All of us. All of us have powers, so the question is...you don’t get a good result until you systemise it. It’s a standard question. You didn’t, then you didn’t do that good. Because we see the pattern. Yeah right. Yeah, so document it and we’ll be impressed. That’s driving a couple of people in my company kinda nuts right now. Because they’re smashing it in their eyes, but not Diego, his system, so, so he’s now, can I tell what we’ve got you doing now...do I have permission? Yeah Can I talk about you? Yes! Yep thank you! So Diego smashes the systems, and I’ll see is you can coax him to bring out one of his ops manuals. It’s sexy as. Laughter It doesn’t need leather pants it’s that sexy. Laughter His now empowered to do the same with another team that’s really struggling with it. So wherever the creativity or the song is, it’s not silo, department based, go forth and do s*** ah I assume you’re doing s***? Yep Yes his doing s***. And then wow, does a really good morning meeting don’t they? Yah So, they taught dream how to do a really great morning meeting. And us, everyone

Yeah. So whoever’s great, go forth and show. Yeah. You’re good at that. Go forth. Yah? So Sharon, when you were a sole trader and you said you found gaps, when you were closing those gaps were you doing them personally or were you outsourcing? No. I was doing a lot of this personally. Because I never, I learnt early from Brad, because he said to me you never have to implicate you only ever delegate, and if you give something to someone to do you better know what you think they’re doing. So he said that to me, and I was like..ok.. he’s a billionaire ‘shut up Sharon, do that’ so I did ! so, each of these I wrote the original ops manual on. So I went from failed crime writer to doing pretty good. So the ops manual that he works with, I wrote the original ops manuals for the first ever event. It was horrible, but you gotta start somewhere. Yeah. Of course, well, seriously if you sit here thinking wow, she must have done it perfectly, you’re just delusional, no one is when they start. That’s not even a conversation I’m gonna have, everyone starts when they start, it’s just how good you’re prepared to come. So, anyway a discussion about that guys, how would you grade yourselves, should I just stop asking that question? Yes Laughter Note to video, people watching this, they all just agreed I should stop asking... I think that sucks you should keep answering, We gotta be fined on the spot. There’s ones real reason for that. I’m staying out of this now. The reason Greg’s saying that is because we just had a, like the last quarter focused on creating our systems, so I agree, so we’ve got a lot of that stuff in place, is it in line with the environment, no.. No. So there’s a lot of measurements Yeah. We’re obsessed about the measuring stuff a lot. Yeah... is it going up? No. because of the environment And that’s it, that’s what you’ve actually benchmark, how your benchmarks going, are you actually achieving them, do you know how to achieve them. And that’s really what, otherwise they’re just piles of sky numbers you’ve written on the board with no basis or reality. Some of your numbers are going up. Yeah, so again that wasn’t a structure, so, guys come on play, yeah? It took me many years to understand KPI, just how to design them and the number. Only in the last year, Because I’m really strapped for cash flow, I never had cash flow problem before, I say cash in, and cash out. Only with that did we focus, cash in means I would that’s

one thing good, but I must like money, I don’t collect money no KPI register. So, we had to design all around cash flow. Good, good. So I’ll just give you an example around that see how it benchmarks to what we do, for cash we measure cash, we measure deposits, we measure invoice amount, we measure time of payment, so it’s up to two years, we measure per month, cash in, we measure percent upgrades, we measure lifetime value, I ran out of page, we measure stick, we measure collections, extraordinary, we measure bad debt, we measure legal collections, that’s nearly everything, that’s our KPI’s for our team. Good one What’s lifetime value? Life time value of a client. Your first investment might have been five thousand dollars with us, a life time value with client with us is eighteen thousand dollars. In my experience, whatever you measure, improves. We never used to measure profit, now we have brought it in, as soon as we started measuring it, it just, everyone became obsessed by it, what I find with measurements, Because we’ve got a lot of benchmarks, we’ve also got one of the key ones to follow. We also measure profit, we also measure overheads, and we also derive reduction in overheads. So we have a driver every month who attempts reduction Becausets, in some of department. Yeah. Every month? Yeah....it’s really hard core man. Laughter So there one of the major caveats that my team like to brag about is save some money. So, David our IT guy recently saved us nine thousand dollars on our photo copying deal. That’s a huge wow. Saving easy wins like that are huge wows. We measure invoice payment, yeah, that’s, I think that’s everything and again if I don’t know as well as I should, and I should get clear on it, I have a very very strong team leader who’s all over all of that and more. So balance sheets, all of it. So is that helping guys? Or is that a whole lot of s*** that’s overwhelming? Yep. The other thing we measure about finance, we have an entire spreadsheet Diego’s just taken over now which is events, spend? Average dollars sale of event, total dollar sale of event, dollar sale per person in the room, so if we have a hundred people in the room and ten people buy the average, and they buy ten thousand dollars each the average dollar then the average is ten thousand dollars. If we had a hundred people in the room and they do the same, the sale across the whole room is a thousand dollars? Does that make sense, so we measure both, so we know if there’s a hundred people in the room, we’ve got to get that average spend per head are, up not just the average dollar sale up. You gotta put pressure on both. Does that make any sense? Yes? YES So at least we’ve measured this closely, we literally know how many people in the room could potentially buy. And it’s a list, that’s with the trainer; these are your potential buyers. You have to be that focused. Or how can you improve? You gotta talk to me now, Because

I actually feel a little freaked out that I’m sitting out here all on my own you guys are just staring at me. Laughter Too much information? Do I need to go and drink? What? What? Tell us… are we still friends? With a list of the actual names? Yes, well personal power there will be twenty students. They’ve already bought what are we gonna do, go and talk to them? That would be rude. You know I started going up and saying ‘so how want to get your master, ‘I already am Sharon,’ that’s an uncool conversation, so we need to know who to be cool with. It’s also respectful but how do you maximise your sales if you spend your whole time talking to people who already bought? Personal power needs to make money. Yeah, Diego were you gonna say something? Oh no I was just... Ok, I appreciate that. A little bit about non-financial measuring, there’s something um, let’s say administrator person as the full cause and Yep... so administration benchmark? Yeah, and then I should just get them to come and tell you. They’ll do a better job but um, I won’t write it down in a kind of order but , time to answer a call, script answer the call, Create a script Yeah, We have scripts to answer the call, absolutely, their name must be the last thing they hear. So it helps out the person on the phone to remember who you are. Ahh good one. Yeah? How to open the offers how to close the offers? How to respond to an email, the time frame response to an email. We have everything measured, and it is published every week. And Diego’s the winner every week. On turnaround times of emails, the benchmarks less than twenty four hours, he averages three. So it’s all that and list, as to who answered the fastest, and did the best turnaround, what else do we have Diego? What do you capture with? I don’t know. I have people. I have people. Systems, it isn’t, the system that actually takes the time of when you get the email and how long it takes for you to reply to the person. Zennes

Yeah it’s called zennes, and um, yes it is fantastic, it’s a ticket system that works awesome. So, it measures even when the ticket is, you can respond as a pending on the client or the student replying back as well. We also measure internal response rates external response rates. So how long does it take to respond to an internal email communication? Within zennes. Yeah. Our zennes is phenomenal. I saw that on the ah somewhere. On an email, yeah. We would have come back with zennes branding. And I wanted to find out more about it. Yeah. We have benchmarks for administration, and how many people ask questions. And post it on zennes. Mail turnaround, entering of leads, turnaround, love you mail turnaround, come on Diego. Ah you’re beating me to it Is that helping? Is this cool guys knowing this? Or it this too much information... Thank you for sharing Sharon. Yeah you’re welcome. Thank you yeah? Coming from back room You are really quiet dude. The engineering, one of the things we do. I was so funny then. Laughter Only titters? That was funny. Oooo. Compliance oooooooo Laughter The reason why say that is, you can go wrong and measure, then measure that, and spent a lot of time measuring that. But then one of the key features of that brought up, and concentrate on those key things, it adds more value. And a lot of the time money is spent in measure, but then it be narrowed down on… The benchmark should drive that. And that’s why I keep doing an arrow down. Because it can only be determined by the purpose and the vision. No benchmark should be there for the sake of a benchmark. And every benchmark should be challenged and questioned. Which we will do when we get to implementation. Anything else you guys wanna ask throughout this, this, don’t let anyone know that I’m pretty good at structuring stuff. I’ll deny it.

Laughter. Yeah? So we have an event schedule that’s a year in advance, we have benchmarks for every event, free determined, we have launch structure for every single event, pre written for the year. For the year? Uhhu. I know, I know, I was gonna hold back on that. And just so everyone else knows, we are creating it in two weeks’ time. Laughter. So we have every launch sequence which is pre-written, every student who enrols there’s a pre-launch sequence they get that’s automated, for every single programme. It’s already done. Um, what else can I tell you, I just you know, asking questions at this point, Because I’m just getting so much detail. Do you write departmental plans? What’s a departmental plans? sounds very posh. So you get each department head to write a whole spiel about their department exactly what ... No one writes spiels. Spiels are banned. I reap all the points, I don’t read spiels. Alright, it’s a whole document that’s basically purely about how you can run the department what they do to improve that department at the next twelve months. A little bit, but all my team leaders are developing team leaders, so they work with me to do that, and what we do once a year is we get together, and we figure it out together as a company. No team leader will be off doing it on their own. They have a go, but then they work with each other to see how it can improve. So we have yearly goals, ninety day plans, and everyone’s gotta do the ninety day plans, but Diego’s only been an events leader for two weeks, so I’m gonna help him, does that make sense? And then as they develop and build their muscle around it, they have more and more responsibility around it. But for the very young team leaders I’ll do it. Until they’re ready. Yah? So Sharon, would each department, division or whatever you want to call them, have their own environment? Yep. Yep. And so our dream factory definitely does all their own goals. But I’m very much a strategist in the company, so it would be nuts to discount my expertise. So they’ll be talking with me in all shape and all format. Or, a random conversation with Diego or Tish will change the direction of what you are doing. It’s just wherever the ideas are coming from. It’s not; you know when the grownups were here it was horrible. Laughter They had to do – I wish I wasn’t there – everyone had to do plans and budgets. I don’t even know what a budget is.

Oh my god That doesn’t help me. I have not progressed in my knowledge, I just, I still don’t know what a f****** budget is. And I don’t want to. Because the moment you budget and plan everything has to fit that box, now you can’t go outside the box. Because you... Ah yeah So, were very loose with it, and it moulds and grows and changes over the quarter. I don’t think we’ve ever stuck to a quarter plan, in dream. It would be boring if we did. But, can I also say something about that, is that everyone in the team because the environment is just so like everyone is so part of it, that, I don’t have to think about my budget when I am planning on something for an event. I know what the environment I want is, and I do think of that first, so it’s not like I’m going by a budget, but I am always mindful of what I need in order to create that event, without having to spend tonnes. So you don’t do budgets, but you do know your top line and you know where you’re saving money in each department so you .. Yeah but it’s not a budget. No matter how you say it, it’s not a budget. I’ve banned them from the company. There’s no way my marketing team is gonna have a budget. Marketing an investment not a Becauset. And also Angel, what his doing now with me and everything that his just minimising the Becauset all the time and getting really really good .. His getting more bang for the, you know he has a top level of twenty five thousand a month. Unless it’s something extraordinary in which case we would move or manoeuvre, and he comes in under all the time. That’s a benchmark for him, but it’s not a limit, he has to fill an event, it goes up, or if he builds, what usually happens now he fills the event and the numbers go down, the Becauset goes down. Yes, exactly. So, everyone’s empowered, no one’s told that’s the money, except for, that’s probably the only Becauset in the business I wanna know about. Because that works if any of you know, it can be like a hundred grand a month. And you don’t know where the money went. But everything else everyone’s empowered to know to be sensible we hit there was no sensible with money it was like seriously, it was like they were spending, um, what’s the term? Money tree money. Like there was gonna be more of that where it came from. It was horrible. My Becausets were two hundred thousand dollars a month more than they are now. For no discernable growth in the business. But now I’ve got people who are very respectful environmentally of what we’re doing here, and Becausets go down. Every month. Yeah...cool, anything you guys want to discuss around structure? There’s a lot more, it’s not the sexiest part of it, but it’s kind of the game. Well I can seal a lot of gaps, in our business productivity with some of the stuff you’ve done here, so, it’s standing out prioritising about tackling it piece by piece.. I agree.

But it starts with the environment first. And then you start moving down into the structure. I think both need to happen at the same time. So, good ops manuals say ‘the reason why this matters is’ ‘the vision for it is’ so purpose vision, these are the values we’ve been living to, the ops manual include the vision and the values, and then you do it for each of them. You tackle the sales and marketing first? Absolutely. Yeah. Always tackle the sales and marketing first. If you don’t have people driven in the room, you can’t make money. It’s the same in any business. People are either there to buy, or they’re doing something else. And then each of these where I didn’t have the skills I did a course or I hired some help: to learn, not hired help to do it for me, I hired help until I understood it. So, that’s why I’m an expert in each of these. Convert from stage, convert one on one whatever, that’s probably the most important one to put your effort into. We did Sydney, one free event thirty six people in the room; we did a hundred thousand dollars. Those numbers are off the charts, you know other people need to get ten thousand people in the room to do those kinds of numbers so, if you’re very very good at this, a lot of this doesn’t matter. You know I don’t really care how many people you’re pulling, how many people you’re converting and paying money. That’s business, you know a long queue around the apple store, and only one in ten buy? You suck. It’s the same with your business. They’re queuing to come, they buy. Is that helping? Yuh. um, all the other ones their all weekly , weekly basis. For example, where were we? What do you mean like, I would not personally check these weekly, no. The team leader would be across it daily and sometimes hourly. So our lead generation is an hourly gig. Coming into personal power is three times a day when we are coming up to a personal power free event. Joe, the dream factory guy who drives it, no, and everyone goes ooo awesome, it’s like day one, I’m ten. Oooo two hundred oooo were going for it, shall we do it? Shall we do it? Yeah let’s do it. Aaaahahahahah so we are all tracking it every single day. And we find it pretty easy, it’s like in two week launch. And we do it so it’s fun, so you get why the whole teams got to get why it matters, otherwise it’s just Joes excited that he hit his number. That’s awful. Sharon I am very curious about the budget, We don’t have a budget? It’s just sacrilege to an engineer. Laughter And the accountant over here is just winging me out man, it’s like you’re doing it quietly, don’t you love that? I totally get what you’re saying, Because if you’ve got everything else in place, then you don’t need it Because you’ve got the culture and your environment is telling you, and you structure and your KPI’s , so you actually don’t need a budget. Why would I need one? What would it give me that I don’t have? Normally? Oh I should definitely do something.

Laughter. I’m leaving that, which sounds like a mega trend I’m outta here. Laughter What part of the environment actually, consciously gets people to be aware that they need to raise the bar Standards and expectations. What drives the.. Well it’s the conversations you’re having, it sounds like you did great, where did you save money? Tell me about how you improved it. Tell me about how you drove a better system. What did you change about the system? What did you learn from this? How could we do it better next time? Is asking the six valuable questions. When they do something cool. What did you learn? What are you improving as a result of that? What did you not do that well? Where did you grow? What are we gonna do different next time? And whatever the six questions are that are going to empower that person. But you gotta ask them the questions. And they start telling you, and the more you ask those questions, the more they realise what matters. I’m at the point now with a lot of my team they come in to go ‘not you don’t need to know that’ and they go. They already know the conversation is gonna be. I’ll answer ‘why the f*** you telling me?’ And they just centre. ‘I’m outta here’ so you’re driving a team understanding what matters most. And what you talk about matters most, what you ask about matters most. What you pay attention to matters most, yeah? You think lot about structure, structure within their teams and they are very transparent , they are very up and we all relate to them, and you know how what we do in my team, Because how would you help support other team all at once or visa versa. Yeah. It’s very transparent, so all this is, as you say very public, amongst the team, in its sharing, there’s no secrets about it, performance reviews are confidential, but goals are public, team goals for the year is a yearly event, and we’ll figure it out together, giving feedback to teams is very public event, we get everybody in the team, everyone goes around and criticises, seriously.. How often do you do that Sharon? Once a year. Once a year it’s criticise and acclaim so where you suck and where you do great. And so every tables set up with a different person from a different team, and they rip into each other or praise each other. Yeah, well once you get good culture, they wouldn’t have it any other way. Yeah. Lots of background noise. Yes and if someone wasn’t to tell you straight up, what you needed to hear, you go ‘where the f*** is my team? Come on’ Yeah! Like apparently I had food in my tooth that whole last session, f*** you all.

Laughter Seriously? Marylyn don’t look so serious it was a joke. Laughter Apparently, did you guys see it and didn’t tell me? Alright good answer. The only answer you could of given. Why didn’t anyone say? ‘You got food in your tooth? I took photos I was gonna put in on Facebook Oh my god!! Loud laughter. Lol love it. Your ring is smashing in my face, I can’t see you Ah the diamond? It’s crazy isn’t it? I call it Dwain. Laughter Do you get it? Dwain Ronson the Rock. Ahhhh I think it’s funny. Yeah it’s very transparent, people want the feedback, and they’re hungry for it. And if you’re holding out; you remember the dream team? In fact they just got hammered, at the last meeting, they got gruelled. They were bagged by everybody in the company, and they’ve worked so hard to improve since then. And they have, they were so grateful for the feedback. How’s this going for you guys? Yah? starting out as a sole trader, what level would you play half of your organisation really doing rather than think you’re doing, just with time restraints and how much energy do you put into something, So minimum is every department has to have that. Even if you are a big department that has to be, even if it’s your name in the job description, it doesn’t matter, oh by the way we don’t have job descriptions or any of that. It’s around that. But every title has to have that. I think the dream factory as vision, whilst that’s the company who’s vision their world vision the dream factory vision is probably and the purpose is different to what the wow teams.. Maximising potential. Yeah.. yeah... where’s wow I think is um, more classed customer care. So, that did the purpose then change with them. So the way I used to do it when I was in every role, I’d have that for the whole company, and I did have that for the whole company, and then for every division, even those I was, every division, I get that, I would literally have the purpose for that. Ninety days, and the purpose for the month. And under it I would have every category that had to be influenced for that division. So marketing was website, land page, emails, launches, copy writing, and all of it had to have a purpose. So the marketing had a purpose, and every single category in marketing had a purpose. And then under that I

wrote, the tasks, finally. But everything before that’s reason I got the multimillion dollar business. Absolutely. Yeah, so website, the purpose might be, at that stage to generate I think it’s safe to say twenty leads a month. That was my benchmark, it would have been awesome, it would have been heartbreaking today. Little bit. I had twenty leads a month so, that determines the tasks, I had to build this type of website, I used to have this and it determines, the moment you know what the benchmark is, and you can recognise with the evidence it says, your task is you have to get you that. Or else why else you doing that? Wicked? Yeah and I did that, that’s why I had the thirty six page regional business map So when you all come together all giving each other feedback, do you..... You guys love that don’t you? Do you get involved in that as well? Or... Nup. Nup. No I don’t... it’s not just...I’m not needed. They will determine they’re standards. And me saying it does not make them better. Nobody gets better Because I say it. They get better Because they say it about themselves. I say it? It’s iffy. They say it? It’s fact. The only way anyone can change is by owning the change. I could lecture all day, and nothing will happen. So I actually just sit back don’t I and just wear a funny hat. Glasses, and a wand, and wear a wow, I’m awesome sash. Seriously, I sit on the thrown and I just wave my, as they all give feedback to each other. What can I say? And the moment you as a leader you come in and give them feedback, everyone else agrees with you , it all stops, and all you do is feel bad because your view, so shut up. Let the team do it, I remember a lot of silence the first time you do it. You will be very disappointed, yeah, and after that, once you get the right people, you couldn’t stop them doing it. yeah good conversation. How’s this been guys? That’s what we are here for, for you to help you with yours. Thank you... oh with the ops manual, what part does technology obligation come in sync and help everybody become more effective first, and then efficient. Yep... it’s very important to us, where we are still getting better at it, I think anything that can, this is my view. Anything that can be automated cannot touch customer experience. So, if I had a choice between automating or giving a customer experience, I’m gonna have the customer experience and not automate. Phone call will never replace an email. It just can’t. So were eleven years in, we’ve got an intake weekend this weekend in Sydney, and Diego’s the host, his doing a call to welcome everybody, tomorrow night. And we’ve had that in place for ten years, and there’s a call afterwards as well? Yep. Yeah. And it’s not changed in ten years. We could automate that and it would be a recording. We’ve been doing this for ten, that’s a decade of the same two phone calls and there live still. Because what we lose in automation. I don’t believe we gain in effectiveness. Or speed, does that make sense? So there’s a lot of care where we get a lot of experts coming in telling us and grownups telling us “you should automate that’ no. I know best. I know why people spend their money in this company, and it’s not to be automated. So I don’t think it’s a balance I think always lean on the customer’s side, if you’re wondering. It’s not, it’s got to be a balance, I don’t think so, it’s gotta be what the customers wants to experience. That rocks their world verses an automated recording? That’s my view. Yah?

I like that. Yeah. And we write it down, and we discuss it. Like holy sh** there’s no hot chocolate, we’ve run out of hot chocolate, that is literally the conversation were having. And that’s why there’s chocolates in the meeting rooms, that’s why you get chocolates when you enquire with us we mail you chocolates, were doing everything that the market, the mass mega trend is enjoying. Making it as personal as we can. And you hand write every card. Every card is hand written, it really is me, if I write on a card my name it is really me, four of five thousand cards a year. It’s true. That kind of, nobody else in our market is doing that. Personalising it. It’s hilarious on one review site, we have this pissed off consumer, wrote the following. ‘They even sent me a card’ Laughter They even sent me a card to ask me how I’m doing. It was like stalking. And I wrote back seriously dude. That’s your complaint, to good customer service? You are happier laughing and you feel good. That’s outrageous!!! I wonder if it was the same person with the leather pants. What’s that? I read it You read that? It’s funny isn’t it, but for most people it’s a very special thing I got a call twelve other days because they pronounce my last name incorrectly. It matters, you matter. How else can we show you matter if we can’t get your name right. They are the best couple. Really , you want one as your clients? You guys are awesome, she sent me a gift a week after she joined. Laughter That’s awesome. We have a wall, just for the cards that we are receiving from you From us. That’s awesome. We have a wall in our bedroom, and it’s like across our bed so every morning and every night we go to bed we see you. Laughter Perfect.... Sharon, just on reputation and reputation management and I assume you don’t go of the norm, you attract unique clients and also attract your sort of people who may criticise you, Because you’re not doing what everyone else is doing, how do you manage ...

We find that we have eighty percentage what by regular clients and consultants diminished, they’re just they do it. We have ten percent, no matter what we are never going to get it right, and we have ten percent who love us way too much. Mm. And you’ve only got one way to fall. So, manage the eighty percent, do your best to pretend they don’t exist, and just get them out and them somewhere else, and this ten percent, let them know, you’re gonna get it wrong, and you need to be ok about it, Because otherwise they’ve got too far to fall Because they’re just too evangelistic about you, and you just can’t, nobodies all that good, nobodies that good and nobodies that bad. On the planet. I don’t care who they are, it just ain’t all that. So that’s the way we tend to look at it. So you manage the ten percent Out as little as possible, and then ok makes sense. So we got a problem that, um public holiday we had a dumb f***, somehow got into the programme, when had hm out by Monday 9.00am. Tuesday morning Because it was a public holiday. That’s how fast he was out of the programme. Just you’re out. He was blocked out of everything. That morning. Blocked out of noodle, blocked out of Facebook, we had nineteen groups, banned from everything. There is no way he can reach us now. Every single student was touched by that whole thing, was already taken care of. Yeah. And everybody who was touched Because he sent the dumb f*** message to five students or whatever, seven, thank you Diego, you probably know all their names, all their responses, every one of those was touched especially by us. At the time, so Diego and Tish took care of them on the day, on the public holiday, on the Monday morning they got a personal touch to make sure they were ok and taken care of. So, it’s not the one dumb f*** we got out, it’s the seven who could have been affected, and they’re here, so they are fine. Fortunately they were here. Phew.. So you’ve got to factor that into your business. Yeah! Ten percents of the dumb f**** no matter what you do, you could walk on water, for real, and it was still a trick. Like seriously, there’s no way no matter what you do, you’re gonna get it right. Don’t even try. They’re gonna be like that for the next person they join anyway. I had one member join us, we kicked out he went and joined Tarkies, he kicked them out he went and joined Andrews, and I kept telling him they’re all my friends, don’t take their business, but they saw the money. Don’t enrol them they’re gonna be a dumb f*** everywhere they go. And they’re still a dumb f*** and they’re still trying to comment. On us. And this was four years ago. Dumb f**** are dumb f****. So get a life, go away, go and bother someone in America. F***. Laughter Has this been interesting guys? I am trying to unpack as informally and transparently what’s going on for real. As much as I can. It ain’t all glossy fabulous innovation, does that makes sense? There’s a lot of work going on underneath. Yeah? Structuring it’s really what makes the games but for me it’s your environment it the game the structure make sure it’s a game worth playing.

I like that. Yeah well said. It’s really cool. I love that. Can I suggest we’ve just got five minutes to go, can I get you guys to discuss in your groups of whoever you want to discuss with or, just taking some time to make some notes on what you have in place around structure? What you don’t have, what you need to have, so we can turn this conversation to some action points, and some guides to moving forward, can you guys, is that cool to do? Alright, go for it. Rock n roll. How did your discussions go guys? Talk to me? What did you learn? What did you discover? Yeah? Some of us need to do it. It might not be a benchmark, we have our own intrinsic approach to whether that’s within twenty four hours, or whatever we think is... Sure. Yeah. And, the way you do it, with your team, you know good judgement, you know that some people should wait. You understand the judgement behind that. What you do once you got your team, customer service is done by levels so level one, they can only handle this type of response, level two, high level, and level three they can handle anything. So a level one responds to a level in triaging, has to go to level three to get the judgement. That’s how you delegate it. Judgement is delegate able. It’s just the levels of triaging you have in place. Ok? Yeah?

I have a lead measure, as we transition our model will have a financial dip in the transition period. Nah, I don’t think so, I think that it will be up. Yeah, the numbers will go up. Because everyone’s getting around excited about the mission, momentum and new direction, so everyone will put more effort and you won’t even notice it. So, the social consequences of something exciting to go for, is that everybody does better with less and faster it just happens, every study shows that. Yeah not so much internally in terms of the revenue into the business, I know what you meant, Stuff from inside out. Laughter. Oh yeah sure, this time you got it. Yeah, it will grow. It will grow. We discussed here, that when you focusing on a benchmark, and you’ve got the task to fit into the benchmark. It increases your scope of awareness to other incremental benchmarks that you’ve implemented. Yeah, a flow on effect is inevitable. I mean each of those is an unpack of five systems per level. At least five probably seven. Focusing, laser focusing Yah. It’s really just how good you are at hitting those benchmarks after awhile. The question shouldn’t be, can we hit the benchmark it just how well can we smash it. That needs to be the conversation, that’s the team you want, that get excited about smashing it.

it’s like I said each of those are alright when you unpack it, should be five to thirteen functions. Like how to reach your audience. How to reach punters. Is a lot a lot of thinking. It’s landing page, it’s how do you drive the traffic, what you spend on the traffic, what countries do you do, there’s just so much to think about. I think it’s so basic. But all of those have to be benchmarked. And you’ve gotta have a start time, and it’s got to be benchmarked by within two weeks you gotta be at this, and if you’re not we need to change it to this, and maybe we need to up it to that, you don’t know what to change if you don’t know what your benchmarking. Most people don’t. They just have a go. With your benchmarks did you start from basic and build and build and build and build up over time Because you didn’t start with this twelve years ago, so the implantation strategy for you , was that really great in one area? I actually did, I did, but I was really bad at it. so I’ve had this in place since I started my business. I was thirty six pages of a to do list. Very organised, the day I began the business, I netted over a quarter of a million dollars the first year on my own. Because this was all crappy, it was a million dollars a year after that Because this got better, but I’ve always had this. I just had good practices from the beginning. I don’t know why, I just did. And then I got a business coach who drove me nuts even better and so I went to five million the next year. And then seven, and then on from there. It’s just, I mean I had this from the beginning though. There’s no excuse I don’t care what size your business you miss sole trading when you’re starting out. You got that. Or you don’t have that, and you got that, and you got results and you don’t have results. But the conversation is never changing around those five. It just can’t. It’s that, any day, you might not be measured, you might not be caring about it, but you are being tracked to that. So, it happened from day one. Cool? Yeah? When your benchmark was something you’ve never benchmarked before, how do you come up with that first? I go outside of my company, and seek mentors, find out what’s a good standard, or I buy a programme, god how many programmes do I buy? I go and learn what great standards there are in the world. So I’ve invested like, I think pretty much half a million on my education. Just buying whatever is going to solve that really well. I can tell you now; I looked at that….no idea. I cold called. But I knew that sucked. So I bought the programmes, got the mentoring to find out what was another way to reach a million which doesn’t involve cold calling. And I sucked at doing the alternative but I kept going until I was great at it. Getting people to registration. They had to meet me. It was all conversion with me. That sucked, so I had to go and learn, how do I do that where it’s not you. And I just slowly plugged in better and better systems from what I learned outside the industry. Or modelled competitors, who had one of these pieces better than me. So I could do better than them. Yeah? But generally going outside the industry you tends to be the best way to do it. Because if you’re in the industry your just cannibalising your just feeding on each other, it’s kind of pointless. And that’s what we’ve been doing up until now so.. Yeah, I would be much more interested you guys going to digitals space where there’s genuine disruption going on. And where their crowd sourcing, you should be looking at the free education platforms the have millions of followers, go places where there rock n roll

there’s numbers we can’t comprehend. But it’s all happening in the digital space. It’s not happening offline, but the great ideas now is in digital space. Yah? The benchmark I mean the this comfortable about benchmarking as well. There are a lot of companies… That’s the way we’ve always done it. And if you ask a female, where would you like a benchmark, Well it’s worse than that; the benchmark is what it was yesterday. And it’s not questioned today. A big part of being disruptive leader, is to not accept that just because it has water in it, not only should it have a different liquid in it, but should we have the glass at all… so a disruptive leader is not replacing the water with something else, the disruptive leader is saying we shouldn’t have the glass. That’s what I’ve been doing with you guys. Just because you got it, doesn’t say you should. And the ability to come with alternatives, to the glass is wealth. Does that make any sense guys? So just because you have a benchmark doesn’t mean you should. But what most companies do ‘that’s the way we’ve always done it’ I haven’t heard those words in my company for years from anyone. No one would be dumb enough to say that around me.. Laughter. But it’s also the way our ethos is, that’s the way we’ve always done it, that f****** sucks. That’s a good reason to change it Because you just became the mega trend. Yeah? So a lot of disruption is questioning not just the status quo but should the status quo even exist? Digging it? So you guys get, I don’t know, a thousand people to an event, should you? Should you have five hundred? It’s a great question, but you don’t ask that question, Because your benchmark is more is better, but if you only have five hundred to your event, what would that mean in terms of how many you had to reach. It’s a lot less, but now boy you better focus on getting the right f****** people. So now everything you do to reach and change dramatically, your marketing will change completely just revolutionise the industry. And imagine how much you’re going to take care of them in that event. Because all of a sudden the pressure is on the conversion. Not up here. So it stops being a volume and becomes quality. Different conversation, different market, different clients, that’s how you change your company. It’s not about how to get more people in the room. That’s not my geek. I don’t care about getting more numbers, I care about getting more conversions. I care about average dollar sale going up to twenty grand a head, or, no sorry, twenty grand per average dollar sale, an average dollar sale across the room of ten thousand dollars maintained. Those numbers the world stand, there beyond world standard. How are we doing guys? Anything else you guys got for that conversation? Talk to me, come on what ya got? So what you’re saying as well, that um, you know nothing is left, no guessing at all. So, it just takes the mystery out of everything. And I was just saying without sales guys when they first come in they think that it’s a big, like at the door and sell to someone rather than knowing, it’s just a numbers game, the same with this measuring everything, just takes the mystery out of it so you got more certainty and that you can achieve it. I think so. Well again mastery success achievements that success is mastery. Success done once is failure. It really is it sucks. You pulled that off? That was lucky. That’s B*******. It’s too much pressure from the team, it doesn’t feel good. And I still haven’t talked to you

about graceful arrivals yet. You wanna have a great culture, have people arrive gracefully achieving the target not frantically, panic ally, yelling at each other hoping they got there feeling relief that that’s all over and collapsing in heap. It’s graceful arrival. If you’re not arriving gracefully, you’re doing a great job developing your team. Cool? Anything else? Yeah? It’s not enough just at the benchmarks you’ve got to fully understand what drives them, to be able to influence them Yep, you’ve got to understand why they matter, and we’ll get into that when we get into implementation in the last section, Because what will happen is, if you don’t you’re gonna get a bunch of people who have got their benchmark and just tick in the box. ‘I did it, I did it, I did it,’ with no care. Good point? Yeah? Once people have certainty and clarity in the expectations of benchmarks, then they can then go and look for the opportunities, Because it comes inherent in their actions, they take on a daily basis. Well that’s’ what I’m doing, what can I do more than this. Yeah, well the idea in recruitment is to hire compassionate curious people. That’s who you gotta hire. Compassionate curious people. They have to be curious, and they have to be kind. Unless they’re in sales, in which case you don’t care about that. Just kill. Laughter I’m not joking. Sales people convert, or fail. So I don’t really need lots of compassion, I’ll take f***** up personality, with high sales, over lovely person with no sales any day when their all sales. But in any other role, it’s compassion and curiosity. I don’t need a curious sales person. Only a person who can convert. That’s the only exception in the world. Sales people convert. Joe Pane converts. He does the best conversions in the industry in the country. That’s what I need. Does that make sense? I know this is hard coming from a chick, just imagine that I’m a bloke right now and you’ll be totally fine. Laughter Did you do it? You made the switch? Then you are able to hear the message. So with the sales people, they still have to adhere to you Yeah they don’t have to contribute to the other divisions, if their paid a commission, why have them talking to the wow team? Literally one f*** you off the phone. Again imagine I’m a guy, It’ll be fine, it’s true! If they’re paid on commission and their only way to make money is on the phone, why would they be anywhere else? And if their helping other departments why the f*** aren’t you in sales. Go and do, help. Move your roles. Sing a different song. Guys, unless money changes hands, nothing’s happening. There is no business. Unless there is money changing hands. That commercial reality is never gonna change. We don’t do not breath purpose. Does that make sense? You’ve got to have purpose with profit. The two have to go together, in any organisation including, um, charities. They all do. Mother Teresa flew first class. Never forget. That she didn’t have money, but she knew how to channel…millions. That’s the key. Has this been a good section? YES

Yeah? I just want some clarity with that, sales team, their main function is convert. S*** yeah!!!! What do you think they’re doing with this? To be lovely vibrant personalities? I thought they must have the same culture…the whole team must have. No. How that is interpreted per department different. Yeah… because the DISC analysis comes in. Your sales team tends to be DI’s, Whereas the accounting team seems to be CS’s. And that’s culturally clash right there. Because the sales team will come growling to accounting for f****** something up. And the accounting team will bitch about them quietly, Because they don’t want to offend anyone. Laughter. So, you know, culturally sure, but dysconalysis no match. It’s never gonna happen. You see it play out all the time. I remember I had one sales person off the charts from good. And so ripped into the administrator, every time she was rude I would say ‘now you have to go do a sale’ this was Mezz this chick who I hired, who stood on the platform. So Liz would come growl at mezz, and Mezz would go ‘now you owe me a sale’ that is how the C handled the D. Growling at her. So, you gotta decode some of the energy types, otherwise culturally you would sameness and that is not a good culture. A good culture is not everybody’s the same. That’s b*******. There needs to be different energy types. And you gotta respect that. And you want a DI? They’re gonna growl, they’re not always gonna be functional. Actually nobody is always functional, but the way the dysfunction plays out is a lot louder in a D than it is with the C. Laughter. The C just closes the drawer and sulks, yeah? Or writes a report, to really get it out, and they’ll underline something. Like their going crazy. D? everyone knows that their having a dysfunctional moment. Because the only way they can express the dysfunction is through anger. Thank you for the distinction Yah Sharon as a coach, being a CS is best? Shocking….it know I’m stunned. I’m on the charts stunned. You’re not a D? F**** no. I’m crawling on my knees. Sure. Oh my god.. that’s me? I have to shift my energy levels and be… how do I um…. This is going to take a while isn’t it? It’s not….

Here we go, getting to the point. Go. It’s more about how do I get myself out of it and go out and be that sales person that I need to be… Well there are plenty of successful CS energy business coaches. And what you sell is pragmatism and systems. You are not going to be naturally selling what I sell. Which is marketing, high energy, selling from stage, all the high energy D energy stuff. That’s not gonna be your market. But there are plenty of people, what’s your energy type? DI DI? But you’re market seems to be CS’s. Are there C’s? yeah. There are plenty of people hiring business coaches, with that energy, you know if you look at action coach all SC energies, it’s boring as beige as f***, but they’re one of fastest, sorry that was very rude, it was very dear of me, dysfunctional there it is. Um, but I had an action coach, I needed the CS energy, so I’m a D off the charts and have nothing else. So I hired a C energy ……………business coach for two years to give me my gaps. So you’ll always do well as long as you play your strengths. But don’t try and be a D energy Dude, it will look really really bad on you. Thank you very much for that. Yep. Did you say something ..about Yeah something cool and you missed out so … Laughter. Systems, pragmatism and systems. Is that what it was? Cool. Anybody else guys? Alright we’re going to break, that was fun. Was that cool? YES I think you deserve a round of applause, that was awesome. Let’s be back in the room at 6.10pm. and that will be the last fifty minutes, and I also want an opportunity for you to meet the team leaders and have a chat with them. Wouldn’t that be cool? Because you hearing me is one thing, but um, hearing it from people doing it …Diego would you be cool with that? Just talking about culture and… Absolutely. What you care about. Would that be alright? Ok cool let’s have a break, see you soon.

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