Getting Past the Gatekeeper: The Owner Always Answers

Hi everyone, Carl Gould here with your #70secondCEO. So hard to get through the gatekeeper. Who's not there? The employees? Who is there? You are. I said you want to find the owner? Just call off-peak hours.

Because the phone probably rings to them anyway. Because no one else will own it and they don't want to miss a sale. I said the owners are easy to find. It's the employees that are harder to find. So we need to get past that.

Never was there a better example than when Elon Musk bought Twitter. On the day that Elon Musk bought Twitter, Jack Dorsey was like, I am so sorry about what might happen to you all. You have all been so good to Twitter.

Elon Musk shows up with a sink and he's like, hey listen, I'm the guy who slept on the floor for seven years at Tesla. You're not ready to work? Leave. So like, what's with the sink on? I don't know.

I just had it in my hands. It needed to be bought in. Is it a metaphor? No, it's a sink. I think this goes in the toilet. Yeah, that goes in there. You got it. And a year later, what is Twitter? It's not even Twitter anymore.

That's why it's called work, folks. Come in, work. If you want to come in and work, go find somewhere else.

Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

The Real Difference Between Owners and Employees

Hi Everyone, Carl Gould here, your #70secondCEO, just over a minute of investment per day for a lifetime of results.

So, a main question we'll ask an owner is, 'What keeps you up at night?' Oh my God, and the list is like this long! You know when we ask your team, 'What keeps you up at night?' You know what the number one answer is? 'I sleep fine.' Seriously, they're like, 'What keeps me up at night?' Nothing, I don't know, what are you talking about? 'Well, I got kids, you mean that?' No, I mean what keeps you up? Are you concerned about your work life? But keeping it, maybe, doing it, I'm fine. What else do I need to know? That's the number one answer we get is, I sleep fine. Ok, so we need to cut into their sleep a little bit. Follow, we need to, now I get it, there's a reason why they are employees, because they don't like the risk, that's the main difference between you and your sales person, you and your admissions team, you and any part of your team.

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Find the Weak Link in Your Business Chain

Hi Everyone, Carl Gould here with your #70secondCEO just over a one minute investment each day for a lifetime of results.

Here we go, let's talk about your operations. To what degree are your operations running like a finely tuned machine?

Give yourself a score, one being, 'it's a train wreck!' And 10 being, a 'finely tuned machine.' I want to hear about that. Now, you are only as good as the worst part of your process so you can only move as fast as the toughest constraint in your business. So, take a moment, write down: What is the constraint in your operations? Where is the link in the chain broken? Where is it slowing you down because you got some friction in the system there?

Write it down below, like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Your Business Style: The Muddy Fish vs. The Clean Fish

Muddy Fish or Clean Fish: Understanding Your Business Style

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Our topic today is - Are you a Muddy Fish or are you a Clean Fish? I wonder.

1. So, a muddy fish. Are you the kind of person that is fast-paced and outgoing? You're not very detail-oriented. You're results-driven. You like things new, trendy, flashy. You tend to be on the business development and visionary side of the business.

2. Or are you a clean fish? You like the water clean. You like systems and processes and predictability and consistency and high-quality. You're not necessarily the front-of-the-house person like those muddy fish. You're more a back-of-the-house person, a clean fish. You like things well planned out very systematic so you can be very predictable and deliver consistent high quality results.

Which one are you doing? Because you will find that there are pros and cons to both. Muddy fish you are usually great at the front of the house, clean fish you are at the back of the house. Which one are you? I want to hear it.

Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. There's a difference between responsibility and authority.

You will delegate authority, but never responsibility, right? At the end of the day, you're still in charge of your team. Your team screws up a year from now, it's on you. Now, authority is, okay Dan, I give you the authority to make this decision.

You bring us to this point in the project and so-and-so will take over from there, so-and-so will take over from there. But the result or the achievement or lack of of that project would still be your responsibility. All right, so you're on the hook for it.

The goal is to build their authority so they can take initiative and they can run or lead parts of that project.

Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

Some confidence, they go to moderate to high confidence, and they go to high confidence.That's your job. Your job's on the top row. As their leader, their trainer, their coach, you need to make sure that they start out here and end up there.

If they are not high confidence, then you can't trust them to make the right decisions or the right course correction as it goes along. And you'll always be drawn back into it. So your job is to make sure they go from low commitment to high commitment.

So the more specific you can be, the more that they get training, the more they get SOPs, the more they get instruction, and the more that they know what right looks like,the more their confidence level will go up.If you get to that green quadrant and they are still a hot mess, or they still can't make decisions as a team, that's on you.

Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

We are specific is the degree you can let go and be a coach. If you haven't prepared them, they don't know the system, and you become high supportive, you are asking for a train wreck. You are asking for big problems because then they're just gonna be like, oh, oh, okay, we can do what we want now. And then they'll misinterpret what needs to be done.

So in the third quadrant, when we get into yellow, it's low directive, but it's high supportive. This is little tweaks and little course corrections, right? Again, you're pointing out what you like, that's right. You're doing some coaching on what you see that is wrong. And when you do that, it's two to one, two compliments for any question.

Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

You do take in their feedback, but you're making the decision. You're the leader, and it's important that in the beginning, you take full responsibility. You say, here's our scope of work, or here's our project. I've taken in, we've all contributed, here's where we're going.

And you know, speak now or forever hold your peace, great, now we get started, okay? We're still high directive, but we now wanna have high supportive behavior. We wanna catch people doing things right. You will see more and more, you compliment people on what they're doing right, they're gonna do more of it, right? And if you have kids that taught them how to walk, right, they all started out bad. We all look like a bunch of drunken sailors, but what did we do? We complimented them on everything, and our kids kept trying, right? Because we kept rewarding anything that they did.

Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.