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- September 15, 2020
7 Types of Employees in a Company
Episode Stats
Length
6 minutes
Words per Minute
225.39767
Word Count
1,417
Sentence Count
121
Hate Speech Sentences
1
Summary
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Transcript
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I'm going to make a prediction. By the time you're done watching this video, you will not be looking
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at your co-workers the same way. Again, because at every single work environment and company,
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there are seven different types of employees and team members. I'm going to talk about that today.
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So this video is directed to two different types of people. One is the CEO and founder
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that wants to identify who he has on his team or who she has on her team. Two is for you to
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identify what kind of a team member you are at a company. So let's get right into it.
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The lowest level of an employee at a company is a temp. Temps are typically those that can't keep
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a job. They go have three, four jobs in two years and they go from one company to the next company
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to the next company. And it's always the company's fault. It's the former boss, but what they lack
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is discipline, effort, and a good attitude. This is why they keep becoming temps. And unless the effort,
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discipline, and attitude changes, they're always going to be temps. The second kind are the ones
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that I call part of the 459 club. Let me tell you what's the 459 club. You know a lot of 459 clubs.
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You may be part of the 459 club. Here's who the 459 club is. This is what they do. They look at the
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clock. They don't stop working at five. They clock out at 459. Like by 445, they already got a foot
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out the door. They can't wait to leave. 459, boom, they're out of here. So they'll do enough,
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whatever you ask them to do. They'll do some of their work. Most of the work, they'll do it,
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but they cannot wait to leave this place and go do something else. The third one is a resume builder.
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A resume builder is somebody that goes, works at a company for two years, gets some experience under
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their belt. Then they go to the next company. They'll typically do this over a six to an eight
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year period to build up their resume because they want to get that one job at a big four accounting
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firm or a big four financial firm. So they're simply building their resumes. Nothing wrong with
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that. They still do their jobs. They're still good, but they're not going to be with you long term.
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They're just there to get the job done, build up their resume and they leave. And sometimes
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this actually works for both parties' favor if you know that this is what the expectation
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is. The fourth one is an effective loan ranger. What am I talking about with an effective loan
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ranger? This is somebody that doesn't want to be bothered. You give them the task, it's
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going to get done. They don't talk to a lot of people. They'll sit by their cubicle or their
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office and they'll get everything done. It typically has to do with financing, some creative work
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that's purely on the computer coding, a consultant that's coming in for a year and a half to just
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get the job done on a website that's being developed or a CRM that's being developed.
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Tell me what you want me to put together. Leave me alone. Let me get to work. That's the effective
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loan ranger. The fifth one are the team players. These are the guys that are willing to help
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out no matter what happens. Look, what do you need? I'm willing to help out. Do you need
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me to come on the weekend and help out? I'm here. You need me to stick around a little
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later? I'm here. I got my job, then I can help out. Do you guys need anything else?
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These are people that constantly get racist and eventually they could end up being a strong
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executive, but they're very good team players. Some of the most important people you can
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have at a company are team players. Number six are reliable leaders. What are reliable
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leaders? These are the executives and directors that will go and simply do the job you ask
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them to do and they'll manage their team. They will go above and beyond. They will do their
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part. They will lead well. They will manage well. They'll get the tasks done. They represent
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the company. Well, and they could be with you for three, five, 10, 15, 20 years and be reliable
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leaders. And they can be a very big asset to the company. And then you have the highest level of
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leaders at every company. And these are the intrapreneurs. See, the whole concept about
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intrapreneurs is something I talk about in this book in chapter three. Everyone wants to be an
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entrepreneur, but sometimes you can have it all without risking it all. And that's being an
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intrapreneur. An intrapreneur thinks, walks, talks, everything they do. They think like the
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entrepreneur founder. They think like the person that started the company. The money to the company
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matters to them. If we have to spend a thousand dollars here, they'll go on three additional
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websites to spend 850 on it. If we're going to spend $29,000 on a travel, they'll go shop it out and
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bring it down to $26, $200 just to save $2,800. It doesn't matter what it is. An intrapreneur,
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everything they do with the company, they treat it like their own. You know what typically ends up
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happening to intrapreneurs? They end up becoming C-suite executives. They end up owning equity in a
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company and eventually many of them running the company, if not running a part of the company,
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division of the company, because of the way they're wired. So these are seven different types
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of employees and team members at every single company. A couple of things I want you to do.
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One, I want you to ask yourself which one you are. And by the way, no one's watching. No one knows
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where you are. You may be at work listening to this saying, I think he's talking about me. I'm a level
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two. I think he's talking about, I'm a temp. I'm always getting fired. Maybe it's not the company's
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fault. I think I'm a level four. I don't think I'm an intrapreneur yet. I think I'm reliable.
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I just don't think I treat the company's money like my own. Maybe I got to upgrade. Whatever it is,
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think about it. And then if you're a boss and a CEO and a founder, think about all the people you have in
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your company, who falls in which category, and who needs more time with you, because those are
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the ones that could be the future of the company. That's where you need to invest your time and your
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capital into to develop those leaders to the next level. Having said that, I have one last thing I
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want you to do. I have a survey I'm doing, and it's going to take you less than five minutes. It
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could take you three minutes to do this survey. We want to find out a little bit more about the
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YouTube audience that we have here. And that survey is going to be below. For the time you put into
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taking this survey, in return, I'm going to give you one hour off the cuff. You know, it's behind
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the scenes type of an hour strategy session I did explaining four different quadrants on what I
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would be doing post the pandemic to position myself in a way to compete in the marketplace.
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So all you need to do is complete the survey below, which is in the description. Once you complete the
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survey that will take you three to five minutes, we will send you this one hour strategy session to
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watch. And it will take you from there. So again, click on the link below, go take the survey,
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answer a few questions. I think it's less than 15, 20 questions. It'll be three to five minutes.
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And then from there, we will send you the one hour strategy session to watch. That's a behind
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the scenes ones. I'm drawn on the board. It's about an hour to explain to you what you could do
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post pandemic. Having said that, have a great day, everybody. Take care. Bye-bye.
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