Transcript
WEBVTT
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Hey there, this is James Carberry, founder of sweet fish media and one
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of the cohosts of this show.
For the last year and a half I've
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been working on my very first book. In it I share the three part
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framework we've used as the foundation for
our growth here at sweetish. Now there
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are lots of companies that have raised
a bunch of money and have grown insanely
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fast. We've talked to a lot
of them on the show. We've decided
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to bootstrap our business, which usually
equates to really slow growth, but using
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the strategy outlined in the book,
we're on pace to be one of inks
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fastest growing companies in two thousand and
twenty. The book is called content based
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networking, how to instantly connect with
anyone you want to know, and I'm
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thrilled to tell you that the book
has officially launched. If you're a fan
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of audio books, like me,
you can find the book on audible,
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or if you like physical books,
you can find it on Amazon. Just
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search content based networking or James Carberry. That's car be a ary in audible
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or Amazon and it should pop right
up. If you're listening to this between
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January seven and January ten, you
can snag the kindle version of the book
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for just ninety nine cents. All
right, let's get into the show.
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Hey, everybody, logan with sweet
fish here. It's a new year and
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at new decade, and we're celebrating
by rounding up the top twenty episodes as
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we look back on two thousand and
nineteen. Will be sharing them here throughout
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the month of January in our Hashtag
best of two thousand and nineteen series race.
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Today's episode, number Seventeen in our
countdown of the top twenty episodes of
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two thousand and nineteen is our conversation
with Chris Ronzio, founder and CEO over
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at trainu'al. He's going to give
three specific ways at training and on boarding.
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Hope you scale your B Tob Business. Welcome back to be to be
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growth. I am your host for
today's episode, Nikki Ivy. I've got
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here with me today Chris Ronzio,
founder and CEO of trainual. Chris,
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how you do it to day?
I'm great. Thanks for having me,
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Nikki. Yeah, I'm super excited. There's so much that we've got to
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go over. We're going to be
talking about how improving your training and onboarding
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process can be the key differentiator to
scaling a successful be to be business.
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But before we get to that,
I'd love for you to just talk a
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little bit about what your background is
and what you and the folks that train
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you will have been up to these
days. Awesome. Yeah, so my
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background started when I was fourteen I
started my first company. It was a
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video production company and we went from
shooting weddings and corporate videos and commercials to
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eventually having an event production business that
did events and fifty states around the US,
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to three hundred camera operators and three
offices, and so training and systems
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and processes were so crucial to me
growing that business. When I sold that
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business, I started consulting, working
with other companies, and I really found
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that training and systems where the key
to getting the one around of the business
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and the key to getting each employee
to maximize their potential in the business,
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because if you are stuck doing the
thing you're doing today forever, then you're
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never going to grow, and so
I saw training as the catalyst to help
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people grow. So little by little
these seeds were planted in my head and
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the idea for train you'll kind of
percolated out of that. And so trainuals
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an online tool where you can document
all the processes and policies in your business,
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split them up so you've got clear
roles and responsibilities, train people when
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you hire them and then keep them
up to speed as things change. So
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it's it's one tool to kind of
manage the brain of the business. It's
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so important. I love it.
I mean as a person who have been
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an individual contributor at a few SASS
startups here in Austin, and the ones
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that that get it right are the
ones that have a sort of culture of
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training and sort of make that central
to what they're doing to scale their business.
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And that kind of leads us into
the first big idea that that I
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want you to talk about. You
have this motto do it, document it,
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delegate it. Dig into that a
little bit for us and let us
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know how that sort of informs what
you're doing over there at training. Yes,
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so this is the framework that everything
was based on. As I looked
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back in the consulting work I was
doing, I had worked about a hundred
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and fifty companies, all different industries, all different company sizes, but there
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were some companies that just took off. They would have they would go from
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three people to three hundred people.
And there are other companies that were just
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kind of stuck where they were at, or maybe they didn't want to grow
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any bigger than where they were at. So, because I looked to the
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companies that really scaled, I saw
the one commonality was that they followed this
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sort of formula. And so do
it documented, delegate. It just means
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that if you can learn to do
something consistently, if you get really good
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at doing it so that it's very
repeatable, you're doing it by memory,
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but at least you're doing it consistently, then the step to getting out of
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doing that thing is to document it
first, to write down the steps clearly
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so that you can then delegate it
or give it to someone else and they
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can reproduce your result. So it's
a real simple formula, but a lot
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of people mess it up. You
know, they try to delegate something before
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they have clear instructions or clear expectations, or they try to document it and
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write it down before it's a repeatable
process. You know, if you write
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something down today and it changes tomorrow, writing it down feels like a waste
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of time. So you've got to
go through this kind of gradual process of
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learning to do something really consistently by
experimenting until you feel like you're just showing
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up and doing it over and over, and then you document it very clearly,
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so step by step processes, which
is what our system does, and
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then you can delegate it or hand
that off and have an expectation that someone
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does it right. Right. I
think that that is so important. Again,
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just in inexperience, the lack of
that. What happens at startups right
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is there's so much excitement about whatever
the idea is or whatever the problem is
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that being solved that folks rarely get
past the the do it face of the
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do it Docadelta. There they go
straight do it and then delegate and then
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they've got a bunch of a new
high yers just sort of figuring out it
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out as they go along. And
I think you're right, it doesn't have
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to be that way. Yeah,
they do it, they delegate it,
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then they have to destroy it and
go back to step one. I think
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you know it's it's every company when
they're starting out. They've got to go
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through this figuring it out phase because
no one knows what they're doing day one,
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you know, unless unless you're a
franchise or a system like that that's
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just taken someone else's playbook. You
have to create your own. So when
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you're starting out, you're not working
from a manual, you're being creative,
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you're innovating, your testing, you're
checking your prices, you're switching around your
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product, your service, you're pivoting. But then eventually, when you find
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some success, it's just repeatable.
You say, all right, I did
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this yesterday, I'm going to do
it again today, I'm going to do
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it again tomorrow. And as an
entrepreneur, when I find myself in that
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position, I feel like I'm just
showing up and doing a job at that
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point, because I'm not inventing,
I'm not changing things, and so that's
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that's when you when you get that
feeling, that's when you know that it's
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time to write it down and hand
it off to someone else, because you've
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solved the problem, at least for
now, and it's working. So then
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you can move on to something else
exactly. So yeah, it does do
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it, document, it, delegate. It works on on the level that
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you're talking about. Also, I'm
a huge fan of a literation so you
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can meet to me too. But
you talked about, you know, folks
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getting to the point where they feel
like, you know, they're just showing
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up for a job, and I
think that that's one of the things that,
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especially in startups, contributes to turnover
and folks being in an out of
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jobs and changing careers. Talk a
little bit about how this idea of,
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particularly millennials, but certainly any folks
in this in business, changing careers and
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the problem that presents from a training
and on boarding perspective and when it comes
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trying to scale something. Well,
there's a couple things. So I mean
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from an individual perspective. If you
get bored of doing something, it's just
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because you're bored, not of the
company maybe, but of the role that
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you have within the company. So
when people are stuck in the same position
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and they leave a company, often
it's time. It's because they feel like
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they have nowhere to grow, they
have no there's no you know, the
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company's too small, they're not going
to get a promotion, they're just sort
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of stuck at the level they're at
and so they get entranced by some external
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opportunity of like Ah, come over
here and do this and it's exciting and
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and so they switch companies. But
as an employer you want to keep your
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team motivated and excited and growing,
because they're always experimenting and trying new things
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and they're always growing. And the
way to empower people to grow is to
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get them comfortable with letting go of
the things that they do today. So
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as soon as somebody gets really proficient
at something, you've got to have that
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conversation with them to say, you
know, I'm sure you don't want to
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do this forever, so what do
you want to do next? And we
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can now. You're the best person
to train the new person on how to
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do what you're doing today. So
I think companies have to embrace their people
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and help help teach them how to
train. So people jumping from job to
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job, though, of course,
as inevitable. So as a company you
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have to have your good on board
and good training dialed in so that you
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can get the next person up to
speed as quickly as possible. You know,
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the ideal situation is that when someone
quits or leaves a business and you've
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got that turnover, that you've got
someone that can be up to speed,
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you know, within a couple days
that you know and if you have that,
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you wouldn't be so upset about the
person that's leaving. Like, for
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instance, we had someone that moved
to San Francisco, took another job,
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but another company, and we were
all happy for you know, we're excited
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that she was leaving. We're sad
to see her go as a person,
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but in terms of what she did
for the business, it doesn't feel like
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she's stealing any of the knowledge of
the company because it was all written down,
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you know, so the next person
can get up to speed really quickly.
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And so people are going to switch
jobs, they're going to go after
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new opportunities. That's what people do
and you have to support that. But
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it makes it easier to support that
if you're giving them the tools to write
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All right, let's get back to
this interview. Yes, so much,
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so much. Yes, what I've
seen, the places where I've seen that
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go wrong. You know, you've
got this person who clearly doesn't care as
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much about the job anymore, but
they're not going to let this guy go
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because he kind of holds the keys. Right here, she kind of holds
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the keys. They know how to
do the job and management doesn't feel like
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starting all over again teaching somebody else
how to do this thing. Or when
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I was selling into healthcare technology,
I would talk to to these these women,
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these nurses, a lot of the
time and they'd be like just absolutely
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exhausted. One of the one person
who was trained and really understood how to
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do this specific job had left and
now they're like, well, you know,
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betsy used to do that, but
we don't know the process rights and
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right. So now we're just kind
of stuck and it was just like a
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nightmare. So yeah, so what
you're speaking to, I think, is
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is super, super important. So
which kind of it leads into the next
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sort of piece about bridging the gap, but between the technology solutions that you
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set folks up with for success and
them actually using it, and what are
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some of the the reasons why folks
don't and how to how to maybe make
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that be a better process to talk
a little bit about before me. Yeah,
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so a couple things here. I
think. You know, people use
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a lot of tools and their business
and their resistant. Sometimes I talk to
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entrepreneurs and there's, say, another
tool, like I don't want to sign
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up for another thing. But you've
got to appreciate that all the tech tools
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that are available today are like cobbling
together the this superhuman robot employee that you
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never could have had ten years ago, you know. So you've got embrace
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the technology. So in terms of
training, first, employees might not be
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using tools in the best way if
you're not teaching them and signing off that
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they know how to use it.
So it's important to say who owns this
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tool and the company and then have
them right the best practices for how to
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do it so that instead of everyone
trying to figure out for themselves, you've
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got the best person figuring it out
and teaching the other people to get them
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to the best person's level, you
know. So a lot of times a
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tool is rolled out and everyone just
figures it out individually and then their competency
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levels going to be all different because
people are have different levels of tech savviness.
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So if you make one person the
owner and then you get them to
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write down the instructions and the test
or whatever that everyone else has to follow,
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then you can really have that tech
adoption. And then the next thing
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is there's a difference between doing the
work and learning how to do the work,
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and so we say, you know, doing is different than learning to
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do the example I always give is
my you have a four year old that's
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just learning to ride a bike and
because he's gripping the handle so tightly,
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you know, he has no idea
how the bike work. So he's paying
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so much attention to what he's doing
and we don't even think about riding a
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bike. We just do it right. So there's things in your business like
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your crm or your project management system, where you're managing the work, you're
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doing the work. That's where the
work happens, but learning to do the
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work happens outside of those tools.
You've got to teach people how to use
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the CRM or how to use the
project managing system, because the system doesn't
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teach you how to use itself.
And so that's what the difference between training
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and doing is, and you've got
to get your teams up to speed on
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here, is how to use the
tools, otherwise you can't expect them to
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be great at it. Yeah,
yeah, any any notes? Are Examples
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on folks who've worked with as far
as getting buy in on that sort of
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thing, because I've seen what you're
talking about right where, you know,
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say a team was used to using
one crm or one one tool for for
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prospecting or outreach and then they get, you know, a new one in
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place and there's this sort of stubbornness
involved. Some folks love but some folks
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don't, and then, you know, I've seen it happen where, you
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know, management just lets the this
if it's one of the senior most people
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and they don't want us, which
they just let them do their thing.
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Or Man. Yeah, I remember
working with one company and the whole company
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switched to Gmail or g suite and
one one stodgy guy is on outlook and
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you know, they had to set
up the whole servers to rout emails and
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he wouldn't get meeting invitations. And
you know, when you let that happen,
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it just it causes the system to
break. You know, everybody should
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be uniform for a reason. So
when I was consulting and working with companies,
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the way I would go about it
was you want to interview everyone about
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the bottlenecks in the process first.
So get people to focus on the inefficiency,
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is, the problems, and don't
specifically speak to the CRM. You
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know, what's the problem with this
crm, because then somebody who maybe picked
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that crm is going to feel defensive. But if you start to talk to
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what are the problems with communication or
handoff for this or that, and you
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get a lot of the team involved, then you can see what the common
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denominators are and you can say,
Oh, it looks like we're wasting a
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lot of time on this. Does
everybody agree? Yeah, and once you
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get buying at the problem level,
then you can get buying at the solution
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level, because you say, this
is this is a new tool I found.
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Looks like it checks all the boxes. What do you guys think?
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And then you get them and rolled
and picking the solution instead of just saying
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here's a new tool we're going to
use and jamming it down their throats,
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because in the people that feel really
attached to the old tool are of course
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going to bud heads with you.
Yeah, and that's exactly how it goes
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right. So you got these folks. What we can all agree on in
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terms of like these sales enablement tools
and this company that I'm thinking of,
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we could all agree on the fact
that it just wasn't working to try and
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keep up with, you know,
sending outreach emails just through Gmail and then
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remembering to set ourselves reminders. And
you know so clearly we need a tool
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that has sequences, cadences. So, like you said, once we got
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buy in at the the problem level, like this is the part of the
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process that, if we fix,
is going to make all of our lives
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easier. Than the tech adoption just
sort of naturally, naturally follows. So
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really, really great stuff. And
do you have any anything else that I
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haven't sort of tease you up for, that we haven't touched on with respect
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to this topic, that you would
want somebody who's maybe struggling with this or
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looking to improve that you want to
leave them with? I think the hardest
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thing in business for anyone is delegation, because as soon as you get good
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at something, you take pride in
it and you don't want to hand it
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off and you think you're going to
do it better than the other person and
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you know it's going to take you
less time to do it than to train
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someone else to do it. So
there's this catch twenty two in learning how
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to be good at delegating, because
you have to force yourself to do it
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in order to free up your own
time to move on to the next thing,
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and that's where people get stuck.
So the one thing I would say
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is, and even listening, if
you haven't practiced delegation, if you don't
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have employees of your own, you
should definitely look into getting maybe a virtual
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assistant or getting some tools, some
text software that can automate some of the
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things you're doing. When I was
interviewing people in my in my consulting work,
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I used to ask people, you
know, if you had a secret
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personal assistant that like worked in a
cave under your desk and no one knew
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they were there, what are the
things that you would have them do?
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And and it's a great question because
it gets people past the well, you
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know, my company's not going to
hire an assistant for me or whatever or
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in it. And it's also a
different way than asking them what stuff don't
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you like doing, because people don't
want to confess that what they don't like
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doing for a little bit of fear
that they might be replaced or they might
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not be a fit for the role. But if you ask people, you
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know, if you had a secret
employee like leaving under your desk or at
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your house and you could just kind
of feed them work so that you could
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be on vacation, more people will
come up with like all this thing takes
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a lot of time and I'm always
filing these reports and I'm always doing this
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and as I would ask people that, I'd get so many good answers that
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then we could bundle together and say
what would be like a hundred dollar software
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tool that's out there that could automate
streamline a lot of this stuff, and
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when the company rolls that out,
the people are like, oh my gosh,
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I don't have to do those reports
anymore, it's automatic. That's amazing,
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and then they're not concerned for their
job, they're just now have the
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capacity to move on to to what's
next. So so I would say practice
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delegation, ask yourself those questions or, you know, hire a virtual assistant
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of your own and start to get
good at it, because that will be
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the thing that helps the most people
grow perfect. I'm coming and I'm on
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board. So this is really been
great. Do It documented, delegated.
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It's the it's a literation, like
we said. So that's exciting, but
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also really cool actionable things that you
talked about with us today, Chris.
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How can people who have been listening
or who were interested in following your content
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and learning more from you about this
topic and some of some of the other
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things that you talk about, how
can they best connect with you to keep
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up with you? Yeah, best
way to find me would be on facebook
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or Instagram, just at Chris Ronzio
for the company. It's trainual, like
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a training manual. Train you ALCOM
and if you want to know the things
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to document in your business, we
put together a little list of all top
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hundred and fifty areas of your business
to start to document, which is an
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00:20:07.789 --> 00:20:11.069
amazing Jogger, because sometimes you just
don't know what you don't know when you're
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00:20:11.069 --> 00:20:17.549
starting out. So trainilcom checklist and
you can get those things great. Thank
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you so much, Chris. This
was a really great conversation. Thank you.
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We totally get it. We publish
a ton of content on this podcast
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00:20:26.819 --> 00:20:30.940
and it can be a lot to
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308
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