Valuetainment - Episode 273： How To Earn Loyalty From Your Team

00:00:00.000 I'm Patrick Bedevi, your host of ITM, and today we're going to talk about how you as a leader

00:00:21.540 can earn loyalty from your teammates.

00:00:23.560 I'm actually very excited about this subject.

00:00:25.880 So, why loyalty, right?

00:00:28.700 Anytime somebody asks you, you know, why am I losing so many people, there's always things

00:00:36.040 like as if the problem is on the people not being loyal, right?

00:00:41.240 There's no more loyal people nowadays.

00:00:43.280 There's no more.

00:00:44.300 There's so many.

00:00:44.900 These millennials, you know, they're so distracted. 0.99

00:00:47.120 And then this younger generation, they're not like us because we were loyal and we stuck

00:00:52.140 around and we did one thing and we did this.

00:00:54.660 And it's always this generation. 0.96

00:00:56.380 And by the way, when you start saying statements like that, you know what's happening to you?

00:01:00.540 Time Magazine did an article talking about the millennials.

00:01:03.920 It's the me, me, me generation.

00:01:05.640 It's a great cover.

00:01:07.440 I'm sure you've seen it before.

00:01:08.660 And in the end, he's explaining, the millennial generation, they're like this.

00:01:10.840 They're all about Instagram.

00:01:11.680 They're all about this.

00:01:12.260 They're all about...

00:01:12.680 And at the end, it says, if you keep saying the new generation is lazy, they've changed,

00:01:18.260 they're this, they're that, all it means is you are getting older.

00:01:21.820 Get out of my lawn, sonny.

00:01:23.880 It's very interesting.

00:01:25.020 When I read that, I said, what a great article.

00:01:27.160 But let me get right into it.

00:01:28.320 So how do you create an environment where people want to be loyal and stay with you forever?

00:01:32.240 I got 17 points.

00:01:33.160 Point number one.

00:01:34.540 First thing, very important.

00:01:36.680 Number one, it's very, very important.

00:01:39.340 Don't be afraid of losing people.

00:01:42.000 You cannot be afraid of losing people.

00:01:43.640 You see, when you build your business, a lot of times you're sold.

00:01:46.280 You're by yourself and you feel like you want a running mate.

00:01:48.200 You want to have somebody that's going to help you grow the business as well.

00:01:50.300 You know, it's almost like that one video that was done on TEDx.

00:01:53.220 It was a five-minute video and it shows the guy that's dancing.

00:01:56.160 You know, he's doing his own thing and he was by himself.

00:01:58.340 And next, you know, another guy shows up and another guy shows up.

00:02:00.900 And he says, and the TEDx speaker says, you always want that first idiot that believes in you, right?

00:02:04.680 That's the reference he made.

00:02:05.700 But it's not really an idiot.

00:02:06.780 It's somebody that says, I believe in you.

00:02:09.000 You see, the book that I'll highlight with that point, Don't Be Afraid of Losing People,

00:02:14.100 is Lincoln on Leadership.

00:02:15.760 Clinton called this his Bible.

00:02:17.080 Time Magazine says, Clinton's private Bible about how to govern. 0.94

00:02:22.600 And in the book, one of the chapters he talks about, keep searching until you find your grant.

00:02:28.060 And a lot of times people want to make their grant.

00:02:31.500 He says, until you find your grant.

00:02:35.060 You got to find your grant.

00:02:37.620 But in order to find your grant, you can't be afraid of losing people.

00:02:41.440 He put McClellan as a general of the army in and he got rid of him.

00:02:44.840 He found another person, another person.

00:02:45.980 And then he kept going through their organization.

00:02:47.600 And he found this crazy general who, you know, came up.

00:02:50.320 And he's grant.

00:02:50.960 And, you know, he wouldn't talk to them all the time.

00:02:53.160 He wouldn't communicate with them all the time.

00:02:54.380 But every time he talked to them, he won the war.

00:02:55.800 He won the battle.

00:02:56.320 Every single time.

00:02:57.680 So if he had the mindset of trying to retain every single soldier and, you know, not hurt their feelings.

00:03:02.940 And I can't have McClellan be upset with me because I've got to keep everybody happy.

00:03:07.620 He would have never won the war.

00:03:08.660 He would have never done what he did.

00:03:09.860 And there would be not so many books being written about him as the greatest president we ever had in the history of America.

00:03:15.640 16th president.

00:03:17.060 But you can't be afraid of losing people if you want to have a loyal environment.

00:03:21.040 Point number two, you've got to be true to your cause.

00:03:23.460 He had a cause.

00:03:25.140 You've got to have a cause.

00:03:26.140 Someone asked me, Patrick, I was at a convention last week.

00:03:29.060 We were doing an award ceremony.

00:03:30.180 I'm giving a closing talk on Friday.

00:03:33.160 You can actually click on the link below to watch the talk I gave in front of 1,500 agents of ours.

00:03:38.120 And I talked about what got me fired up about starting a business.

00:03:44.160 And why the company's crusade, the cause, is in my belly.

00:03:50.160 And the crusade, the guy said, Patrick, you got up and he said,

00:03:53.020 saving America by bringing back the free enterprise system and hope to American families.

00:03:56.680 Man, what do you think I can come out with to get people excited?

00:04:00.600 And the question, I was flabbergasted by the question.

00:04:03.660 As if a person comes out with a cause to keep people.

00:04:07.500 As if it's a manipulative way to keep people motivated.

00:04:10.640 If you really don't have a cause that's meaningful to you, people will read it.

00:04:15.460 If your cause is to get people to fall into this idea that something's going to happen,

00:04:20.460 people will know about it 6 months, 12 months, 24 months later.

00:04:23.640 If you don't talk about it 24-7, it's really not you.

00:04:27.200 So how does somebody find their cause?

00:04:28.600 Well, I wrote a book called 25 Laws for Doing the Impossible that's been translated in five

00:04:34.620 different languages, Polish, Russian, Romanian, simplified Chinese, and English.

00:04:39.700 And in there I talk about how to identify your own cause.

00:04:41.940 You've got to find your cause that fires you up.

00:04:44.100 A book called The Leaderless Revolution, it should be somewhere here, was written by a

00:04:48.540 British diplomat, Leaderless Revolution.

00:04:50.900 It was written by a British diplomat and he said, the way you find your own revolution,

00:04:55.100 the way you find your cause, you've got to find out three things.

00:04:58.220 What do you love, what do you hate, and what bothers you?

00:05:00.500 When you write down what you hate, what you love, and what bothers you, you eventually come

00:05:04.140 out, come up with an answer where you say, this is what fires me up.

00:05:08.840 This is what gets me going to a whole different level.

00:05:11.300 But you've got to find out those three elements of what you love, what you hate, and what bothers

00:05:15.720 you.

00:05:16.360 And the book 25 Laws for Doing the Impossible will help you out as well.

00:05:18.880 The link is on the bottom as well for you to find.

00:05:21.500 Third point, leaders don't like to have their butts kissed.

00:05:24.160 Let me explain to you a point here.

00:05:26.040 Do you remember back in high school?

00:05:27.260 I want you to think about the prettiest girl in high school.

00:05:30.040 Who was the prettiest girl in your high school? 1.00

00:05:32.200 I want you to think about her name.

00:05:33.640 Now here's what I want you to think about.

00:05:34.780 Generally, the prettiest girl in high school either dates a very, very nice guy who she

00:05:42.880 dumps, or she dates a bad boy who he dumps her.

00:05:48.160 Okay?

00:05:49.040 And they both have their own consequences.

00:05:51.060 Let me explain to you what I mean by that.

00:05:52.760 When a pretty girl dates a good guy, the guy says things like, oh my, I love you so much.

00:05:58.120 You're so pretty.

00:05:58.740 And he takes him to his mom.

00:06:00.440 Mom, this is my wife.

00:06:01.920 I love her.

00:06:03.480 She's so, look at her hair. 1.00

00:06:05.120 She's so, I love her toes, you know, the way she walks. 0.99

00:06:09.020 Mom, she's my wife. 0.99

00:06:10.280 She's great.

00:06:11.000 And, you know, your mom's like, oh, this girl's about to break up with you before you don't

00:06:14.860 get your act.

00:06:15.320 And by the way, all our guys, fellas, you know what's happened to us?

00:06:17.640 We all got our heart broken at one point.

00:06:20.460 And then she says, I can't take this anymore.

00:06:22.440 And she wants to go somewhere where a guy's saying, look, you either want to date me or you 0.98

00:06:26.820 don't because I have choices.

00:06:28.740 And she wants to date the bad boy, right?

00:06:31.460 So what is the right person?

00:06:33.300 Is it being the person that's always there, always everything?

00:06:36.100 Or is it the guy that's like, if you don't want, I can't go to another girl type of mentality? 0.79

00:06:39.680 Here's what I realized.

00:06:41.100 Leaders don't want either.

00:06:43.460 They want you to be real with them right in the middle.

00:06:45.640 Tell them what's on your mind, but tell them in the right way that you respect them and

00:06:48.660 speak with them.

00:06:49.560 But don't always go out there and try to be so awesome, perfect, everything with them.

00:06:54.000 It's not going to happen.

00:06:54.900 Don't kiss their butt. 0.72

00:06:55.680 Lead them is what you need to do.

00:06:57.000 That's how you create loyalty.

00:06:57.980 Point number four.

00:06:59.080 You don't earn loyalty by doing everything for them.

00:07:01.280 Let me explain what I mean by doing everything for them.

00:07:03.080 A lot of times, I'll go to a sales organization, I'll notice that the leader doesn't have any

00:07:06.800 leaders.

00:07:07.140 He may have 50 people in the room that his sales force is there, but there's no leaders

00:07:11.600 in the room.

00:07:12.580 Everybody is lower level people.

00:07:14.360 And I say, why is that?

00:07:15.860 And generally, it's because he's doing everything for everybody.

00:07:21.080 So he's so concerned of keeping everybody that when he gets a Jordan or Kobe or jobs of his

00:07:28.740 organization that comes to him, they say, I can't work with a guy like this.

00:07:32.280 He's not spending enough time with me.

00:07:33.360 He wants to please everybody.

00:07:34.680 I want his time.

00:07:35.440 Give me 90% of your time because I want to work with you.

00:07:37.700 And he wants to spread his time equally with everybody.

00:07:40.380 See, because an overachiever, if you want his loyalty, he wants you to know.

00:07:44.980 He wants to know that you've done stuff with your life before you're successful.

00:07:48.160 And he wants you to give him direction.

00:07:49.580 He wants you to give him coaching.

00:07:50.680 He wants you to challenge him.

00:07:51.680 And then he wants to go do it himself without your help because it's important for him

00:07:56.260 to know that he can do it on his own with your coaching, helping him process issues.

00:08:01.080 But he went and did it himself.

00:08:02.220 If he doesn't, he wasn't a leader in the first place.

00:08:04.280 You were wasting your time this entire time building him.

00:08:06.940 Okay?

00:08:07.200 So point number four, you don't own loyalty by doing everything for them.

00:08:09.840 Number five, they need to see you in the game.

00:08:12.320 They need to see you in the game running.

00:08:15.440 What does that mean?

00:08:16.360 Well, if you're working from home and you want to hold everybody accountable from home

00:08:23.400 or from the golf course six days a week, and you say, well, I can't believe they're

00:08:27.660 not loyal to me.

00:08:28.800 And you're constantly criticizing because you don't see what they're doing on a daily

00:08:32.460 basis working.

00:08:33.400 You're not lifting them up.

00:08:34.160 You're not recognizing them.

00:08:35.500 And you're not coming to work yourself five, six days a week.

00:08:38.040 You're not going to have a lot of loyalty.

00:08:39.820 And there's this contradiction in business where someone told me, I said, well, Patrick,

00:08:44.400 you know, I worked so hard and I'm making a few million dollars a year and I earned it.

00:08:49.540 And, and, and I can show you how to do the same, but I want to golf six days a week and

00:08:53.600 I don't need to come to the office.

00:08:54.820 And I said, you're right, but your people also don't have to be loyal to you forever

00:08:59.400 because it's called free market capitalism.

00:09:01.920 And if you don't do it right, you're going to lose your person to somebody else.

00:09:05.080 And, you know, if you look at companies, Northern California, when Yahoo came out, they

00:09:09.880 thought they made it.

00:09:10.660 Yahoo lost their talent to Google.

00:09:12.340 Google doesn't lose a lot of engineers.

00:09:14.400 They don't lose a lot of engineers because Google's vision and cause is so big.

00:09:18.240 They're not afraid of losing talent that they keep getting good people there because they

00:09:21.720 have, they're big thinkers, right?

00:09:23.740 But can you imagine the founders of Google started golfing six days a week and they didn't

00:09:27.100 show up to work and they just say, Hey guys, keep searching, keep, you know, pay-per-click,

00:09:30.820 keep doing this.

00:09:31.320 You guys are doing a great job and they golf six days a week.

00:09:33.020 There's no way in the world you do that.

00:09:34.500 I was in Zappos last week, headquarters.

00:09:36.500 I got a tour of Zappos and we took our staff to get a private tour of Zappos.

00:09:41.660 Had a very good time.

00:09:42.860 Shout out to those guys.

00:09:43.700 They do a very good job with it.

00:09:45.640 And our tour guy was the, what was her name?

00:09:48.980 The equestrian?

00:09:50.720 Our tour guy's name was something about an equestrian.

00:09:53.020 Anyways, we had a great time with her, right?

00:09:54.620 And as we're walking regular, we're doing a tour.

00:09:58.940 We walk past Tony Hsieh.

00:10:01.280 Then we go to a place, the CEO of the company, you know, one of the owners of the company is

00:10:06.020 sitting right there working right next to us.

00:10:08.380 Hey, how are you doing?

00:10:08.980 I spoke to him up up up a good go middle of the day.

00:10:11.580 They're working.

00:10:12.940 Uh, that creates an environment where people want to be loyal to the brand of Zappos, uh,

00:10:18.580 because they see you in the game, uh, to, to, to one loyalty from people and you not

00:10:23.980 being in the game.

00:10:25.180 It's, it's a, it's very foolish to believe that it's just not possible.

00:10:28.780 It's not going to happen.

00:10:30.220 Uh, number six, loyalty gets stronger during times of friction.

00:10:35.100 I see a lot of times, you know, uh, I get a call and oh my, I just got into a very bad

00:10:40.140 fight and argument.

00:10:41.280 It was terrible.

00:10:42.500 He was screaming.

00:10:43.340 I was screaming.

00:10:44.100 I can't believe he said this to me and I think he's going to leave and I don't think he's

00:10:47.960 going to be here with us for too long.

00:10:49.340 And this totally was a bad thing.

00:10:51.120 And I say, listen, that was a great thing that happened.

00:10:53.180 What do you mean?

00:10:54.140 He's going to quit tomorrow.

00:10:55.300 No, he's not.

00:10:56.220 He's going to leave.

00:10:56.800 No, he's not.

00:10:57.220 He's my best.

00:10:57.780 He's not.

00:10:58.700 Why?

00:10:59.940 Leaders know there's friction.

00:11:01.620 The process of making a sausage is very ugly, but the final product tastes good.

00:11:06.000 Friction is a part of it.

00:11:07.360 Knowing how to handle friction is the real challenge.

00:11:09.860 The book I recommend for that is called Great Business Teams by Howard Gutman.

00:11:13.740 I hired Howard Gutman.

00:11:14.760 He's from New York.

00:11:15.480 Real, real good personality guy to come in, uh, uh, uh, uh, deal with a few of our guys.

00:11:20.740 And we had a whole morning afternoon session and Q and A, and we went through confrontation.

00:11:24.860 How does conflicts work?

00:11:26.040 How to get better at conflicts, et cetera, et cetera.

00:11:27.920 And, uh, eventually you realize that it's not necessarily that a team doesn't need to have a

00:11:33.120 environment that's friction free.

00:11:34.920 It's you need to work on how to handle conflicts rather than creating a conflict free environment.

00:11:43.000 A conflict free environment generally is not growing.

00:11:46.240 It's not exploding.

00:11:47.420 If there needs to be conflict in that environment, point number seven, point number seven is,

00:11:52.420 is talking behind your leader's back.

00:11:55.320 See, I love talking behind my leader's back.

00:11:57.300 I love saying things behind the leader's back.

00:11:59.280 I love it.

00:11:59.720 And they love it too, by the way.

00:12:01.240 They love it.

00:12:02.000 They can't get enough of it.

00:12:03.100 And I think sometimes leaders don't do enough of a job of talking behind people's back.

00:12:06.880 And you got to do more of it.

00:12:08.000 It's a constant thing of talking behind leaders.

00:12:09.860 Like, now, what am I talking about?

00:12:11.380 I'm not talking about talking negatively about people's back, behind people's back.

00:12:14.980 I'm talking about you creating positive rumors about them.

00:12:17.900 I'm talking about you saying great things behind their back without them being there.

00:12:21.040 Everybody loves it when you say good things, when everybody's there.

00:12:23.220 But believe it or not, people love it more when you talk behind people's back when nobody else is there.

00:12:27.520 It's got to be a natural thing you do.

00:12:29.160 They love hearing rumors say, the other day I was sitting down with Bobby.

00:12:31.700 You won't believe what he was saying about you.

00:12:32.740 He said, you're the hardest working guy in the office.

00:12:34.240 And he can count on you because you always go out there and deliver.

00:12:36.920 And you're a great leader.

00:12:37.660 You're a tough guy.

00:12:38.440 You work hard.

00:12:39.340 Oh, he said that.

00:12:39.960 He said that.

00:12:41.360 I think sometimes leaders don't do enough of a job of talking behind leaders' back.

00:12:46.980 And there needs to be more of that taking place with the people that you're leading to constantly talk behind their back.

00:12:53.620 Point number eight, point number eight is creating an environment where everyone calls each other up.

00:12:57.980 If you have an environment where everybody is too politically correct and everyone's trying to make everybody happy, it's not going to be a good environment to be around.

00:13:03.500 It's got to be an environment where everybody is calling each other.

00:13:06.540 I went to an office.

00:13:07.380 Someone showed up late.

00:13:08.580 It was as if it wasn't a big deal in a meeting and a leader speaking.

00:13:11.960 You're okay with that.

00:13:12.900 Yes.

00:13:13.520 No one said anything.

00:13:14.460 Yes.

00:13:14.700 You're too concerned about policing somebody.

00:13:17.300 And point number one was what?

00:13:18.800 Don't be afraid of losing people.

00:13:19.960 If you are, you're not going to be retaining too many people.

00:13:22.600 You need to have a place where it's an environment where everybody calls each other out.

00:13:25.980 If there's a code and people call each other out, that environment holds everybody accountable.

00:13:29.920 Anyways, that's the first eight points.

00:13:31.400 Point number nine, treat everyone fairly but not equally.

00:13:35.300 Let me explain to you what I mean by this.

00:13:36.980 I visit so many offices and I see so many businesses that are ran in a way and they don't even know it.

00:13:45.920 They're running it in the old Russian regime that was purely communism.

00:13:51.880 And I'll explain to you what I mean by that.

00:13:53.560 They treat everybody equally and fairly.

00:13:57.280 There isn't anybody that's not being treated better and they're spending more time to because they're performing at a different level.

00:14:03.780 If you create that kind of an environment, here's what will happen.

00:14:08.260 You'll keep the lower performers with you but you will not keep and retain and have loyal, high, high performers in your organization.

00:14:20.360 Can you imagine if you're Phil Jackson?

00:14:21.740 I want you to think about this.

00:14:23.340 I'm Phil Jackson.

00:14:24.380 You're Kobe Bryant.

00:14:25.200 You're Michael Jordan.

00:14:26.160 You're coming to the team.

00:14:27.180 And at any point, we can only have five players on the floor.

00:14:31.540 And five players, we have a total of 48 minutes of playtime.

00:14:34.700 We're talking about roughly 240 minutes of playtime, right?

00:14:38.780 I got 12 players.

00:14:40.300 Typically, a great player will get 35 to 40 minutes of playtime.

00:14:44.920 Can you imagine if I tell all the players at 12 minutes, guys, listen, here's what we're going to be doing.

00:14:48.800 I think we need to be more equal.

00:14:50.420 We got 12 players here.

00:14:52.060 Everybody's going to get 20 minutes of playtime for a total of 240 minutes.

00:14:55.800 Everybody is.

00:14:57.180 What do you think Michael Jordan would do?

00:14:59.280 He would leave your team and go to somebody else.

00:15:02.040 And Phil Jackson would never do that.

00:15:04.240 If you didn't perform, you didn't get playtime, he would bench you.

00:15:07.620 And he may bench you for nine days, nine games, ten games.

00:15:11.840 So goes with Pat Riley and Bill Belichick and the great coaches because they don't treat everybody equally.

00:15:18.340 They treat people fairly.

00:15:19.760 But they want performers.

00:15:21.000 And if you want to create an environment where your higher achievers are loyal to you,

00:15:25.020 you need to understand what kind of a regime, what kind of an organization, what kind of a culture you are creating around.

00:15:32.600 Are you more towards communism?

00:15:34.520 Are you more towards capitalism?

00:15:35.880 The great amount of capitalism and free enterprises.

00:15:38.260 And everybody's a capitalist.

00:15:39.260 But if somebody says, I'm not capitalist, our natural tendencies is a tendency of a capitalism.

00:15:43.880 Our natural tendencies will tell us what we're really all about.

00:15:46.580 We like recognition.

00:15:47.480 We like to do things individually that we get recognized as well.

00:15:49.620 So on top of collectively as well, sports is purely capitalism.

00:15:53.940 And so you've got to learn how to treat everybody fairly but not equally.

00:15:58.600 Point number ten, you cannot challenge everybody the same way.

00:16:02.100 I see so many leaders, the way they challenge this guy is the same exact way they challenge this gal.

00:16:06.520 It's the same exact way they challenge this.

00:16:08.160 Everybody's different.

00:16:09.420 One of the books I'll actually recommend to you on that is five love languages.

00:16:12.400 I recommend every CEO, business leader, sales leader, anybody that's doing any vice president, marketing director to read this book, five love languages.

00:16:21.380 Here's why.

00:16:22.280 The book is about relationships.

00:16:23.980 So what does it have to do with sales?

00:16:25.300 Everything.

00:16:26.640 It says there's five ways people like to have love shown to them.

00:16:30.260 One is words of affirmation.

00:16:31.460 You're so amazing.

00:16:32.120 You're so great.

00:16:33.420 Two is quality time.

00:16:34.440 Some of your leaders want you to put some one-on-one time into them.

00:16:36.880 Three is receiving gifts.

00:16:38.040 Hey, I've got a book for you.

00:16:38.840 I've got a gift for you.

00:16:39.560 Four is acts of service.

00:16:41.240 And five is physical touch.

00:16:42.940 Everybody is different.

00:16:44.320 By the way, players and performers don't all come in the same shape, size, personality, color.

00:16:51.120 Everyone's different.

00:16:52.420 But what you're looking for is this.

00:16:54.600 You're looking for fire in the belly.

00:16:56.560 You're looking for heart.

00:16:57.980 You're looking for somebody who wants to get after it.

00:17:00.360 It has nothing to do with how many degrees they have, how much education they have, what background.

00:17:05.240 It has nothing to do with that.

00:17:06.180 You're looking for this here.

00:17:07.060 If you can find this, the rest should work out for you.

00:17:09.740 So five love languages, learn how to not challenge everybody the same exact way.

00:17:14.200 And by the way, when you learn how to challenge them, they'll definitely appreciate that as

00:17:16.540 well when you learn how to challenge different people.

00:17:18.960 Point number 11, it's on you to protect their egos.

00:17:21.960 I hear a lot of times people say, this guy is so egotistical.

00:17:24.820 I like to work with guys that don't have an ego.

00:17:27.440 I'm sorry.

00:17:28.080 Anybody who becomes a president, they have an ego.

00:17:31.400 You know what they think they are?

00:17:32.620 They think they're a badass.

00:17:33.720 No one becomes a president not thinking they're a badass.

00:17:36.680 They got massive egos to become a president.

00:17:40.120 Any Jordan, any Kobe, any Steve Jobs, any high achiever, they got massive egos.

00:17:44.580 The challenge you're having is not the fact that they have a big ego.

00:17:47.760 Your challenge is you don't know how to lead people with big egos and explain the different

00:17:52.300 kinds of egos.

00:17:53.860 The lower level ego to me is someone that comes to you and they want respect.

00:17:58.120 They know they've done things and you've got to give them respect, but they want you

00:18:03.700 to help them out and they want to learn.

00:18:05.100 They're coachable.

00:18:05.720 They're teachable.

00:18:06.260 They're learnable.

00:18:07.200 They're going to ask a lot of questions of why.

00:18:08.860 Why do we do this?

00:18:09.980 Why do we do that?

00:18:10.740 They're not blindly going to do something.

00:18:12.240 You need to explain to them why.

00:18:13.640 But generally, if you use common sense and you explain it to them, they'll take it from

00:18:16.480 you.

00:18:17.760 But they have egos.

00:18:18.580 The ones that you don't need to waste your time with is those who come and tell you about

00:18:22.480 a degree they have and how fancy of a degree it is and all the lower level people.

00:18:25.760 I'm above everybody because I have a degree and you guys don't and they want to go and

00:18:29.620 start right here without having done the lower level part, without learning sales, without

00:18:33.320 doing any of that stuff.

00:18:34.200 You don't need to worry about earning their loyalty.

00:18:35.860 Let them go to another company.

00:18:37.480 You keep the people that have an ego that want to perform.

00:18:39.500 But this is what I'll tell you.

00:18:40.660 Best book I'll recommend on that is this, First Rate Madness.

00:18:43.800 See, I love this book and I'll tell you why I love this book.

00:18:47.260 This talks about the madness of crazy performers such as Kennedy, Lincoln.

00:18:52.860 This is by far one of the best books I've read on how crazy people are out there.

00:18:59.460 You want crazy people with big egos in your company, in your organization that you want

00:19:04.740 to lead.

00:19:05.700 So the challenge isn't finding ego people.

00:19:07.940 The challenge is you're learning how to deal with other people's ego and not getting your

00:19:12.400 own ego offended because you've got to drop your ego if you want to lead other people with

00:19:16.040 big egos.

00:19:16.500 If you've got a big ego and you lead with this, you're going to have a hard time with this.

00:19:19.220 By the way, they also want to make sure that you have an ego as well, but you know how

00:19:22.000 to set it aside and talk to them and challenge them and give them suggestions and requests

00:19:27.420 on things to do.

00:19:28.220 Point number 12, ask for their opinions regularly.

00:19:31.320 In my organization, when I lead my executive team or if I lead the leadership team that I

00:19:36.060 have, I always like to ask, what did you think about that?

00:19:39.320 How would you have done it differently?

00:19:40.520 What do you think about this?

00:19:41.380 But I also say, I want you to know, even though I'm asking for your opinion, there's an 80% chance

00:19:45.000 we're not going to implement what you're suggesting, but there's a 20% chance we will consider and

00:19:49.640 do something about it.

00:19:51.160 And they like the fact that you're being fair and open with them.

00:19:53.920 So at the same time, out of the 20% of the ideas that we implement, guess where 90% of

00:20:00.020 the ideas came from?

00:20:01.180 It comes from your leaders.

00:20:02.680 It doesn't come from you.

00:20:03.780 It comes from them.

00:20:05.000 So you've got to constantly ask for their opinion.

00:20:07.840 Because believe me, so many times people are like in this nest and they think they know

00:20:12.500 everything and they are not connected with the people.

00:20:14.900 You're spending too much time golfing and you're no longer talking to your field leaders,

00:20:18.200 what they're doing.

00:20:18.680 There's no hands on.

00:20:20.680 Another thing Lincoln talks about in this book is, he talks about go out there and circulate

00:20:24.660 among your troops.

00:20:26.220 Find out what they're doing.

00:20:28.000 Go find out what they're doing.

00:20:29.220 But the key is this.

00:20:30.180 The key is to know that you constantly ask for their opinions.

00:20:33.540 Point number 13, persuade instead of manipulate.

00:20:36.420 So what does this mean?

00:20:37.440 Look, you ever heard someone say, you know, that guy is too calculated.

00:20:41.160 Way too calculated.

00:20:42.280 Oh my, everything is calculated to that guy.

00:20:44.700 Well, why don't you give me that calculating guy?

00:20:46.660 Because I like leading calculating people.

00:20:48.420 Do you know why?

00:20:49.400 Because when it's times of crisis and you're in war and the enemy is shooting you from every

00:20:54.700 single angle, what kind of a leader do you want?

00:20:57.340 You want a naive leader or you want a calculating leader?

00:21:00.080 You see, you give me a calculating leader that's going to say, hey, seven of you guys,

00:21:03.580 I want you to go behind that mountain right there.

00:21:05.240 Eight of you guys go to that building, hide right there in the sniper, go to the top.

00:21:08.180 Hey, you, I want you to go over there.

00:21:09.240 The enemy is attacking us.

00:21:10.080 You guys, I want you to stay here and make them feel like this is where we are and we're

00:21:12.760 going to attack them from.

00:21:13.680 There needs to be calculating part.

00:21:15.620 I like calculating leaders.

00:21:17.420 I don't mind having calculating leaders.

00:21:19.440 But here's the part that people have a problem with.

00:21:21.720 They want to make sure you are calculating, but this is what they don't want.

00:21:25.320 They don't want somebody that's manipulating everybody because the better you get at communication,

00:21:29.460 you get better at manipulating people.

00:21:30.920 You cannot.

00:21:31.940 The tipping point of persuasion is right here.

00:21:34.340 You tip, you're manipulating.

00:21:35.440 It's only about you and defending you.

00:21:37.900 You can't be there.

00:21:38.880 You've got to be right here.

00:21:39.780 It's about them.

00:21:40.740 You're persuading.

00:21:41.520 They don't mind you persuading them.

00:21:42.880 They don't mind you being calculating.

00:21:44.320 They have a very big problem when you manipulate people.

00:21:47.000 So how do you do that?

00:21:47.860 How do you get an improvement in that?

00:21:49.080 John Maxwell wrote a book a few years ago.

00:21:50.700 I bought this at an airport.

00:21:51.640 Wrote it in one sitting.

00:21:53.700 Everyone communicates, few connect.

00:21:55.400 What the most effective people do differently.

00:21:57.820 You've got to learn how to communicate and connect with your people.

00:22:00.820 This is a great book for it.

00:22:01.920 Point number 14.

00:22:04.200 Don't take credit for their ideas.

00:22:06.980 My goodness.

00:22:07.740 I explained this to one of my friends today from Chicago.

00:22:11.840 And I said, there is nothing more annoying.

00:22:13.880 I used to work with this person in the past.

00:22:16.780 And this person would come and sit us down and would ask ideas.

00:22:20.140 And we would spend one day, two days, and it was ideas, ideas, ideas, ideas, ideas.

00:22:24.760 And then they would go to the board and they'd say, this is the idea I came up with.

00:22:29.580 And then he would go on stage and say, I came up with this idea.

00:22:32.200 I came up with this idea.

00:22:33.420 All the guys would come up to me and say, wait a minute.

00:22:36.080 She said, I came up with that idea.

00:22:38.420 Why didn't he and she give me the recognition?

00:22:41.040 I came up with that idea.

00:22:42.400 Boom.

00:22:43.040 They lost loyalty.

00:22:44.540 And typically, you know who you lose loyalty with?

00:22:46.540 Your performers.

00:22:47.740 They don't like that.

00:22:48.460 If somebody gave you the idea, give them credit for giving the idea.

00:22:51.760 Now, let me explain something to you.

00:22:53.240 There's a lot of people out there that read this book, 40 Laws of Power.

00:22:57.460 I'm interviewing them next week.

00:22:58.660 Stay tuned because you'll see the video with them as well.

00:23:00.900 There's a lot of people that talk about the book, 40 Laws of Power.

00:23:03.740 And the challenge with this book, 40 Laws of Power, is to teach you what manipulators will do to you.

00:23:10.260 But it's not about reading this book to be this book.

00:23:13.340 See, I read this book to know what some people that try to overpower you by manipulating you with the tools that this book offers.

00:23:21.060 This book was never written for you to do actually everything it tells this book to do to other people.

00:23:26.880 The book says, you know, go let other people do the work you take to credit.

00:23:29.900 I'm sorry.

00:23:30.500 If you want to build a team of one person, you go do that.

00:23:33.140 If you want to build a team of loyal people that want to run with you for the rest of your life, that will run through a wall for you, you've got to let them read this so they also know that other people can do this.

00:23:43.960 A lot of people read this book and they don't want to share it with other people.

00:23:46.120 Go read this book and see what happens when other people try to overpower you in manipulative ways.

00:23:52.540 And eventually when you lose the naiveness, because in a world of competition, if you're not sharp and you're too naive, you will be eaten alive in the world of business.

00:24:01.520 And it happens all the time in the world of business.

00:24:05.080 So if you think it's about let me take the ideas from other people and take the credit for it, guess what book you need to read?

00:24:11.420 You need to read Barbarians to Bureaucrats by Lawrence Miller.

00:24:14.100 I spoke to Lawrence Miller, a brilliant man, consultant, and he wrote this book.

00:24:17.800 In the book, he talks about different phases that every society, organization, company goes through.

00:24:22.660 There's always an original prophet as the founder, right?

00:24:25.840 After the prophet is a barbarian, people that are willing to go run through the wall and, you know, take over territories. 0.97

00:24:30.800 And sometimes the prophet is the barbarian.

00:24:33.280 And then you have the builders.

00:24:34.980 Then you have the explorers.

00:24:36.640 Then you have the administrators.

00:24:38.140 Then you have the bureaucrats.

00:24:39.560 Then you have the aristocrats.

00:24:41.020 And then you have the synergists that brings the whole thing together.

00:24:43.680 See, sometimes if you're going out there and you're losing things with your guys because you're not giving them the credit, you're taking all the credit, and you're so far at the top, and you no longer are connected.

00:24:53.940 You don't even talk to your people.

00:24:55.140 They've got to go through 50 different people before they get a hold of you.

00:24:59.140 Maybe you're becoming a bureaucrat and an aristocrat.

00:25:01.800 If your handicap is par, you're probably a bureaucrat and aristocrat because you're playing too much time, spending too much time golfing.

00:25:11.240 And you're not in the trenches with them.

00:25:13.400 You go out there and you want to find out if someone is in the trenches with them, see how bad their golf game is.

00:25:17.380 You'll generally be able to tell if someone's still in the game how bad their golf game is.

00:25:22.100 I could care less about my game impressing you.

00:25:24.860 I want to care about you seeing me growing the organization and leading the troops.

00:25:28.360 That's what I care about.

00:25:29.500 That's what a CEO, that's what a leader, that's what a sales organization leader needs to care about the most.

00:25:35.720 Now, next one.

00:25:37.040 I'm a big fan of giving equity.

00:25:38.720 Give people to earn the opportunity to own a piece of the company.

00:25:41.080 For many years, companies have taken the philosophy of, you know, I'll give them a pension plan.

00:25:46.300 You know, you give pension and they give you 30 years.

00:25:49.760 Do you really get the best out of them or do you get the mediocre part of them for 30 years?

00:25:54.420 See, I want you.

00:25:55.760 I want the best of you.

00:25:57.420 And we're all pretty good babysitters.

00:25:59.920 At some point, everybody has babysat somebody.

00:26:02.420 But you know who we take care of the most?

00:26:04.160 Our own baby.

00:26:05.280 Do you know what happens when your leaders have a shot at owning a piece of the company?

00:26:10.060 It's their baby now.

00:26:11.380 It's not just about you.

00:26:12.240 So imagine if a pool of people own a company together, own a business together.

00:26:16.820 That is powerful when people are going out there and building a company like that.

00:26:21.800 Next point.

00:26:22.780 Have examples of successful leaders that you personally have developed.

00:26:26.000 They ask John Wooden.

00:26:27.020 John, for how long did you struggle coaching your freshmen that came out of high school?

00:26:32.420 And these kids that came out of high school, everybody was all American.

00:26:35.400 In their high school, they were the best ones.

00:26:37.460 So they would go from being the guy that everybody in high school talks to, I got 12 of them that

00:26:40.900 have all the same mindset.

00:26:42.480 How did you get that guy that come and play for you, for him to be coachable to you?

00:26:45.860 Did it happen where eventually they won one championship and they started listening to

00:26:48.940 you and said, no, it wasn't one championship because anybody can get lucky and win one.

00:26:52.740 But the moment I won two, people started buying into my philosophy.

00:26:55.820 That's what happened.

00:26:56.800 In business, you got to have proof of developing leaders to earn long-term loyalty of people.

00:27:01.720 Not once, but it's got to be two or more times of you having success developing leaders to

00:27:07.120 earn their respect.

00:27:08.160 And the last point I'll tell you is this.

00:27:09.960 Don't act perfect.

00:27:11.060 I want to know your flaws.

00:27:12.060 I want to know your issues.

00:27:13.520 And the last book, because of that, is Hypo Manic Edge.

00:27:15.660 You know what Hypo Manic Edge talks about?

00:27:17.760 It talks about how many people are the link between craziness and success in America, is

00:27:22.720 what this book says.

00:27:23.780 Hypo Manic Edge talks about how crazy people are.

00:27:27.000 Hypo Manic Edge talks about how different people are.

00:27:31.160 And I like knowing that.

00:27:32.580 I like knowing that people are not normal.

00:27:35.380 People have flaws.

00:27:36.960 Anybody who is too perfect, no one wants to work with a perfect person because you constantly

00:27:41.100 remind them of their imperfections.

00:27:43.520 And so those are the 17 points on how to create loyalty with your organization.

00:27:47.020 Don't be somebody that is too late and you lose somebody.

00:27:49.280 Start creating the environment of these 17 points to create loyalty.

00:27:53.400 Thanks, everybody, for listening.

00:27:54.540 And by the way, if you haven't already subscribed to Valuetainment on iTunes, please do so.

00:27:59.280 Give us a five-star.

00:28:00.700 Write a review if you haven't already.

00:28:02.180 And if you have any questions for me that you may have, you can always find me on Snapchat,

00:28:06.260 Instagram, Facebook, or YouTube.

00:28:08.220 Just search my name, Patrick MidDavid.

00:28:10.140 And I actually do respond back when you snap me or send me a message on Instagram.

00:28:15.120 With that being said, have a great day today.

00:28:16.860 Take care, everybody.

00:28:17.560 Bye-bye.

00:28:24.540 Bye-bye.

00:28:32.180 Bye-bye.

00:28:32.200 Bye-bye.

Valuetainment - February 20, 2019

Episode 273： How To Earn Loyalty From Your Team

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