Transcript
WEBVTT 1 00:00:05.639 --> 00:00:08.509 Hey there, this is James Carberry, founder of sweet fish media and one 2 00:00:08.509 --> 00:00:11.189 of the cohosts of this show. For the last year and a half I've 3 00:00:11.189 --> 00:00:14.509 been working on my very first book. In it I share the three part 4 00:00:14.509 --> 00:00:18.789 framework we've used as the foundation for our growth here at sweetish. Now there 5 00:00:18.789 --> 00:00:22.859 are lots of companies that have raised a bunch of money and have grown insanely 6 00:00:23.059 --> 00:00:26.300 fast. We've talked to a lot of them on the show. We've decided 7 00:00:26.339 --> 00:00:31.859 to bootstrap our business, which usually equates to really slow growth, but using 8 00:00:31.899 --> 00:00:35.850 the strategy outlined in the book, we're on pace to be one of inks 9 00:00:35.929 --> 00:00:40.009 fastest growing companies in two thousand and twenty. The book is called content based 10 00:00:40.090 --> 00:00:44.090 networking, how to instantly connect with anyone you want to know, and I'm 11 00:00:44.289 --> 00:00:48.409 thrilled to tell you that the book has officially launched. If you're a fan 12 00:00:48.490 --> 00:00:51.240 of audio books, like me, you can find the book on audible, 13 00:00:51.560 --> 00:00:54.439 or if you like physical books, you can find it on Amazon. Just 14 00:00:54.600 --> 00:01:00.079 search content based networking or James Carberry. That's car be a ary in audible 15 00:01:00.200 --> 00:01:03.950 or Amazon and it should pop right up. If you're listening to this between 16 00:01:03.950 --> 00:01:07.790 January seven and January ten, you can snag the kindle version of the book 17 00:01:08.109 --> 00:01:11.230 for just ninety nine cents. All right, let's get into the show. 18 00:01:14.030 --> 00:01:17.150 Hey, everybody, logan with sweet fish here. It's a new year and 19 00:01:17.269 --> 00:01:21.739 at new decade, and we're celebrating by rounding up the top twenty episodes as 20 00:01:21.819 --> 00:01:25.459 we look back on two thousand and nineteen. Will be sharing them here throughout 21 00:01:25.500 --> 00:01:29.620 the month of January in our Hashtag best of two thousand and nineteen series race. 22 00:01:30.060 --> 00:01:34.170 Today's episode, number Seventeen in our countdown of the top twenty episodes of 23 00:01:34.209 --> 00:01:38.730 two thousand and nineteen is our conversation with Chris Ronzio, founder and CEO over 24 00:01:38.849 --> 00:01:42.129 at trainu'al. He's going to give three specific ways at training and on boarding. 25 00:01:42.370 --> 00:01:48.400 Hope you scale your B Tob Business. Welcome back to be to be 26 00:01:48.680 --> 00:01:52.879 growth. I am your host for today's episode, Nikki Ivy. I've got 27 00:01:53.000 --> 00:01:57.560 here with me today Chris Ronzio, founder and CEO of trainual. Chris, 28 00:01:57.599 --> 00:02:00.799 how you do it to day? I'm great. Thanks for having me, 29 00:02:00.879 --> 00:02:04.829 Nikki. Yeah, I'm super excited. There's so much that we've got to 30 00:02:04.870 --> 00:02:10.150 go over. We're going to be talking about how improving your training and onboarding 31 00:02:10.789 --> 00:02:17.219 process can be the key differentiator to scaling a successful be to be business. 32 00:02:17.860 --> 00:02:22.099 But before we get to that, I'd love for you to just talk a 33 00:02:22.180 --> 00:02:25.419 little bit about what your background is and what you and the folks that train 34 00:02:25.500 --> 00:02:29.219 you will have been up to these days. Awesome. Yeah, so my 35 00:02:29.259 --> 00:02:31.930 background started when I was fourteen I started my first company. It was a 36 00:02:31.969 --> 00:02:37.530 video production company and we went from shooting weddings and corporate videos and commercials to 37 00:02:37.650 --> 00:02:42.930 eventually having an event production business that did events and fifty states around the US, 38 00:02:43.050 --> 00:02:46.319 to three hundred camera operators and three offices, and so training and systems 39 00:02:46.360 --> 00:02:51.520 and processes were so crucial to me growing that business. When I sold that 40 00:02:51.639 --> 00:02:54.199 business, I started consulting, working with other companies, and I really found 41 00:02:54.199 --> 00:02:59.590 that training and systems where the key to getting the one around of the business 42 00:02:59.750 --> 00:03:02.469 and the key to getting each employee to maximize their potential in the business, 43 00:03:02.870 --> 00:03:07.590 because if you are stuck doing the thing you're doing today forever, then you're 44 00:03:07.590 --> 00:03:09.990 never going to grow, and so I saw training as the catalyst to help 45 00:03:10.030 --> 00:03:15.340 people grow. So little by little these seeds were planted in my head and 46 00:03:15.460 --> 00:03:19.419 the idea for train you'll kind of percolated out of that. And so trainuals 47 00:03:19.460 --> 00:03:23.900 an online tool where you can document all the processes and policies in your business, 48 00:03:23.300 --> 00:03:28.370 split them up so you've got clear roles and responsibilities, train people when 49 00:03:28.370 --> 00:03:30.050 you hire them and then keep them up to speed as things change. So 50 00:03:30.210 --> 00:03:35.250 it's it's one tool to kind of manage the brain of the business. It's 51 00:03:35.330 --> 00:03:38.050 so important. I love it. I mean as a person who have been 52 00:03:38.050 --> 00:03:44.000 an individual contributor at a few SASS startups here in Austin, and the ones 53 00:03:44.159 --> 00:03:47.360 that that get it right are the ones that have a sort of culture of 54 00:03:47.560 --> 00:03:53.400 training and sort of make that central to what they're doing to scale their business. 55 00:03:53.000 --> 00:03:57.789 And that kind of leads us into the first big idea that that I 56 00:03:57.870 --> 00:04:01.069 want you to talk about. You have this motto do it, document it, 57 00:04:01.590 --> 00:04:04.110 delegate it. Dig into that a little bit for us and let us 58 00:04:04.150 --> 00:04:08.949 know how that sort of informs what you're doing over there at training. Yes, 59 00:04:08.990 --> 00:04:12.099 so this is the framework that everything was based on. As I looked 60 00:04:12.139 --> 00:04:15.659 back in the consulting work I was doing, I had worked about a hundred 61 00:04:15.659 --> 00:04:18.420 and fifty companies, all different industries, all different company sizes, but there 62 00:04:18.500 --> 00:04:21.740 were some companies that just took off. They would have they would go from 63 00:04:21.740 --> 00:04:25.769 three people to three hundred people. And there are other companies that were just 64 00:04:25.850 --> 00:04:28.810 kind of stuck where they were at, or maybe they didn't want to grow 65 00:04:28.810 --> 00:04:30.370 any bigger than where they were at. So, because I looked to the 66 00:04:30.410 --> 00:04:34.529 companies that really scaled, I saw the one commonality was that they followed this 67 00:04:34.649 --> 00:04:39.120 sort of formula. And so do it documented, delegate. It just means 68 00:04:39.160 --> 00:04:43.079 that if you can learn to do something consistently, if you get really good 69 00:04:43.120 --> 00:04:46.519 at doing it so that it's very repeatable, you're doing it by memory, 70 00:04:46.639 --> 00:04:49.199 but at least you're doing it consistently, then the step to getting out of 71 00:04:49.279 --> 00:04:53.829 doing that thing is to document it first, to write down the steps clearly 72 00:04:54.310 --> 00:04:57.470 so that you can then delegate it or give it to someone else and they 73 00:04:57.470 --> 00:05:00.110 can reproduce your result. So it's a real simple formula, but a lot 74 00:05:00.149 --> 00:05:03.310 of people mess it up. You know, they try to delegate something before 75 00:05:03.310 --> 00:05:08.579 they have clear instructions or clear expectations, or they try to document it and 76 00:05:08.660 --> 00:05:12.740 write it down before it's a repeatable process. You know, if you write 77 00:05:12.740 --> 00:05:15.339 something down today and it changes tomorrow, writing it down feels like a waste 78 00:05:15.379 --> 00:05:18.779 of time. So you've got to go through this kind of gradual process of 79 00:05:18.860 --> 00:05:25.050 learning to do something really consistently by experimenting until you feel like you're just showing 80 00:05:25.089 --> 00:05:28.529 up and doing it over and over, and then you document it very clearly, 81 00:05:28.769 --> 00:05:30.850 so step by step processes, which is what our system does, and 82 00:05:30.970 --> 00:05:34.209 then you can delegate it or hand that off and have an expectation that someone 83 00:05:34.250 --> 00:05:38.560 does it right. Right. I think that that is so important. Again, 84 00:05:38.839 --> 00:05:43.279 just in inexperience, the lack of that. What happens at startups right 85 00:05:43.360 --> 00:05:46.839 is there's so much excitement about whatever the idea is or whatever the problem is 86 00:05:46.920 --> 00:05:51.110 that being solved that folks rarely get past the the do it face of the 87 00:05:51.269 --> 00:05:55.550 do it Docadelta. There they go straight do it and then delegate and then 88 00:05:55.550 --> 00:05:58.709 they've got a bunch of a new high yers just sort of figuring out it 89 00:05:58.829 --> 00:06:01.269 out as they go along. And I think you're right, it doesn't have 90 00:06:01.389 --> 00:06:04.420 to be that way. Yeah, they do it, they delegate it, 91 00:06:04.540 --> 00:06:09.540 then they have to destroy it and go back to step one. I think 92 00:06:10.060 --> 00:06:13.779 you know it's it's every company when they're starting out. They've got to go 93 00:06:13.980 --> 00:06:16.300 through this figuring it out phase because no one knows what they're doing day one, 94 00:06:16.699 --> 00:06:19.970 you know, unless unless you're a franchise or a system like that that's 95 00:06:20.009 --> 00:06:24.810 just taken someone else's playbook. You have to create your own. So when 96 00:06:24.850 --> 00:06:28.689 you're starting out, you're not working from a manual, you're being creative, 97 00:06:28.730 --> 00:06:31.649 you're innovating, your testing, you're checking your prices, you're switching around your 98 00:06:31.689 --> 00:06:35.079 product, your service, you're pivoting. But then eventually, when you find 99 00:06:35.120 --> 00:06:39.519 some success, it's just repeatable. You say, all right, I did 100 00:06:39.600 --> 00:06:41.600 this yesterday, I'm going to do it again today, I'm going to do 101 00:06:41.600 --> 00:06:45.399 it again tomorrow. And as an entrepreneur, when I find myself in that 102 00:06:45.519 --> 00:06:47.430 position, I feel like I'm just showing up and doing a job at that 103 00:06:47.550 --> 00:06:51.110 point, because I'm not inventing, I'm not changing things, and so that's 104 00:06:51.230 --> 00:06:55.069 that's when you when you get that feeling, that's when you know that it's 105 00:06:55.110 --> 00:06:57.949 time to write it down and hand it off to someone else, because you've 106 00:06:57.949 --> 00:07:00.430 solved the problem, at least for now, and it's working. So then 107 00:07:00.459 --> 00:07:04.540 you can move on to something else exactly. So yeah, it does do 108 00:07:04.699 --> 00:07:09.139 it, document, it, delegate. It works on on the level that 109 00:07:09.180 --> 00:07:12.259 you're talking about. Also, I'm a huge fan of a literation so you 110 00:07:12.339 --> 00:07:16.290 can meet to me too. But you talked about, you know, folks 111 00:07:16.370 --> 00:07:19.050 getting to the point where they feel like, you know, they're just showing 112 00:07:19.089 --> 00:07:21.449 up for a job, and I think that that's one of the things that, 113 00:07:21.529 --> 00:07:27.449 especially in startups, contributes to turnover and folks being in an out of 114 00:07:28.009 --> 00:07:31.240 jobs and changing careers. Talk a little bit about how this idea of, 115 00:07:31.959 --> 00:07:38.519 particularly millennials, but certainly any folks in this in business, changing careers and 116 00:07:38.839 --> 00:07:43.360 the problem that presents from a training and on boarding perspective and when it comes 117 00:07:43.399 --> 00:07:46.310 trying to scale something. Well, there's a couple things. So I mean 118 00:07:46.389 --> 00:07:49.509 from an individual perspective. If you get bored of doing something, it's just 119 00:07:49.629 --> 00:07:54.110 because you're bored, not of the company maybe, but of the role that 120 00:07:54.189 --> 00:07:58.069 you have within the company. So when people are stuck in the same position 121 00:07:58.310 --> 00:08:01.339 and they leave a company, often it's time. It's because they feel like 122 00:08:01.420 --> 00:08:03.779 they have nowhere to grow, they have no there's no you know, the 123 00:08:03.819 --> 00:08:07.660 company's too small, they're not going to get a promotion, they're just sort 124 00:08:07.699 --> 00:08:11.579 of stuck at the level they're at and so they get entranced by some external 125 00:08:11.100 --> 00:08:16.050 opportunity of like Ah, come over here and do this and it's exciting and 126 00:08:16.129 --> 00:08:20.290 and so they switch companies. But as an employer you want to keep your 127 00:08:20.329 --> 00:08:24.490 team motivated and excited and growing, because they're always experimenting and trying new things 128 00:08:24.850 --> 00:08:28.480 and they're always growing. And the way to empower people to grow is to 129 00:08:28.560 --> 00:08:33.759 get them comfortable with letting go of the things that they do today. So 130 00:08:33.080 --> 00:08:37.440 as soon as somebody gets really proficient at something, you've got to have that 131 00:08:37.559 --> 00:08:39.879 conversation with them to say, you know, I'm sure you don't want to 132 00:08:39.919 --> 00:08:43.230 do this forever, so what do you want to do next? And we 133 00:08:43.350 --> 00:08:46.669 can now. You're the best person to train the new person on how to 134 00:08:46.710 --> 00:08:50.549 do what you're doing today. So I think companies have to embrace their people 135 00:08:50.710 --> 00:08:56.899 and help help teach them how to train. So people jumping from job to 136 00:08:56.940 --> 00:08:58.980 job, though, of course, as inevitable. So as a company you 137 00:09:00.100 --> 00:09:03.419 have to have your good on board and good training dialed in so that you 138 00:09:03.460 --> 00:09:07.340 can get the next person up to speed as quickly as possible. You know, 139 00:09:07.419 --> 00:09:11.330 the ideal situation is that when someone quits or leaves a business and you've 140 00:09:11.330 --> 00:09:16.370 got that turnover, that you've got someone that can be up to speed, 141 00:09:16.490 --> 00:09:18.610 you know, within a couple days that you know and if you have that, 142 00:09:18.809 --> 00:09:22.570 you wouldn't be so upset about the person that's leaving. Like, for 143 00:09:22.649 --> 00:09:26.200 instance, we had someone that moved to San Francisco, took another job, 144 00:09:26.240 --> 00:09:28.440 but another company, and we were all happy for you know, we're excited 145 00:09:28.519 --> 00:09:31.720 that she was leaving. We're sad to see her go as a person, 146 00:09:31.399 --> 00:09:35.480 but in terms of what she did for the business, it doesn't feel like 147 00:09:35.600 --> 00:09:39.669 she's stealing any of the knowledge of the company because it was all written down, 148 00:09:39.149 --> 00:09:41.870 you know, so the next person can get up to speed really quickly. 149 00:09:41.990 --> 00:09:46.070 And so people are going to switch jobs, they're going to go after 150 00:09:46.149 --> 00:09:50.350 new opportunities. That's what people do and you have to support that. But 151 00:09:50.669 --> 00:09:54.539 it makes it easier to support that if you're giving them the tools to write 152 00:09:54.539 --> 00:09:58.980 down what they learn as they learn. Today's gross story is all about search 153 00:09:58.019 --> 00:10:03.700 engine marketing. The company were highlighting is sentinel one. This challenger Cybersecurity brand 154 00:10:03.820 --> 00:10:09.529 was set out to disrupt the endpoint protection space. Their brand was top notch, 155 00:10:09.850 --> 00:10:13.250 their product was innovative, but they were struggling to gain traction online in 156 00:10:13.370 --> 00:10:20.570 an already developed industry. Then they found directive consulting a Bob Search Marketing Agency. 157 00:10:20.169 --> 00:10:24.919 Within the first quarder of working with directive, Sentinel one was able to 158 00:10:24.000 --> 00:10:28.720 increase beleaset their organic traffic by a hundred and twenty eight percent and overall lead 159 00:10:28.720 --> 00:10:33.679 volume by an outstanding two hundred and fifty one percent. I have a hunch 160 00:10:33.799 --> 00:10:37.870 that directive can get these kind of results for you too, so head over 161 00:10:37.990 --> 00:10:45.750 to directive consultingcom and request a totally free custom proposal. That's directive consultingcom. 162 00:10:46.309 --> 00:10:50.580 All right, let's get back to this interview. Yes, so much, 163 00:10:50.220 --> 00:10:54.139 so much. Yes, what I've seen, the places where I've seen that 164 00:10:54.460 --> 00:10:58.580 go wrong. You know, you've got this person who clearly doesn't care as 165 00:10:58.659 --> 00:11:01.580 much about the job anymore, but they're not going to let this guy go 166 00:11:01.740 --> 00:11:05.330 because he kind of holds the keys. Right here, she kind of holds 167 00:11:05.330 --> 00:11:07.809 the keys. They know how to do the job and management doesn't feel like 168 00:11:09.129 --> 00:11:15.610 starting all over again teaching somebody else how to do this thing. Or when 169 00:11:15.610 --> 00:11:20.519 I was selling into healthcare technology, I would talk to to these these women, 170 00:11:20.559 --> 00:11:24.159 these nurses, a lot of the time and they'd be like just absolutely 171 00:11:24.200 --> 00:11:28.919 exhausted. One of the one person who was trained and really understood how to 172 00:11:28.960 --> 00:11:33.389 do this specific job had left and now they're like, well, you know, 173 00:11:33.590 --> 00:11:39.110 betsy used to do that, but we don't know the process rights and 174 00:11:39.269 --> 00:11:41.909 right. So now we're just kind of stuck and it was just like a 175 00:11:43.070 --> 00:11:46.470 nightmare. So yeah, so what you're speaking to, I think, is 176 00:11:46.029 --> 00:11:50.419 is super, super important. So which kind of it leads into the next 177 00:11:50.460 --> 00:11:56.940 sort of piece about bridging the gap, but between the technology solutions that you 178 00:11:58.179 --> 00:12:03.610 set folks up with for success and them actually using it, and what are 179 00:12:03.649 --> 00:12:07.730 some of the the reasons why folks don't and how to how to maybe make 180 00:12:07.809 --> 00:12:11.570 that be a better process to talk a little bit about before me. Yeah, 181 00:12:11.649 --> 00:12:13.809 so a couple things here. I think. You know, people use 182 00:12:13.809 --> 00:12:16.759 a lot of tools and their business and their resistant. Sometimes I talk to 183 00:12:16.799 --> 00:12:18.799 entrepreneurs and there's, say, another tool, like I don't want to sign 184 00:12:18.799 --> 00:12:22.879 up for another thing. But you've got to appreciate that all the tech tools 185 00:12:22.919 --> 00:12:31.070 that are available today are like cobbling together the this superhuman robot employee that you 186 00:12:31.269 --> 00:12:35.029 never could have had ten years ago, you know. So you've got embrace 187 00:12:35.110 --> 00:12:39.230 the technology. So in terms of training, first, employees might not be 188 00:12:41.230 --> 00:12:45.580 using tools in the best way if you're not teaching them and signing off that 189 00:12:45.659 --> 00:12:48.980 they know how to use it. So it's important to say who owns this 190 00:12:48.179 --> 00:12:52.139 tool and the company and then have them right the best practices for how to 191 00:12:52.179 --> 00:12:58.019 do it so that instead of everyone trying to figure out for themselves, you've 192 00:12:58.059 --> 00:13:01.090 got the best person figuring it out and teaching the other people to get them 193 00:13:01.210 --> 00:13:05.490 to the best person's level, you know. So a lot of times a 194 00:13:05.610 --> 00:13:09.289 tool is rolled out and everyone just figures it out individually and then their competency 195 00:13:09.330 --> 00:13:15.240 levels going to be all different because people are have different levels of tech savviness. 196 00:13:15.559 --> 00:13:18.600 So if you make one person the owner and then you get them to 197 00:13:18.679 --> 00:13:22.440 write down the instructions and the test or whatever that everyone else has to follow, 198 00:13:22.840 --> 00:13:26.000 then you can really have that tech adoption. And then the next thing 199 00:13:26.120 --> 00:13:30.629 is there's a difference between doing the work and learning how to do the work, 200 00:13:31.309 --> 00:13:33.549 and so we say, you know, doing is different than learning to 201 00:13:33.590 --> 00:13:37.269 do the example I always give is my you have a four year old that's 202 00:13:37.309 --> 00:13:41.100 just learning to ride a bike and because he's gripping the handle so tightly, 203 00:13:41.179 --> 00:13:43.340 you know, he has no idea how the bike work. So he's paying 204 00:13:43.379 --> 00:13:46.139 so much attention to what he's doing and we don't even think about riding a 205 00:13:46.179 --> 00:13:48.820 bike. We just do it right. So there's things in your business like 206 00:13:48.980 --> 00:13:52.740 your crm or your project management system, where you're managing the work, you're 207 00:13:52.779 --> 00:13:56.250 doing the work. That's where the work happens, but learning to do the 208 00:13:56.289 --> 00:14:01.049 work happens outside of those tools. You've got to teach people how to use 209 00:14:01.090 --> 00:14:03.730 the CRM or how to use the project managing system, because the system doesn't 210 00:14:03.730 --> 00:14:07.330 teach you how to use itself. And so that's what the difference between training 211 00:14:07.370 --> 00:14:11.080 and doing is, and you've got to get your teams up to speed on 212 00:14:11.279 --> 00:14:13.279 here, is how to use the tools, otherwise you can't expect them to 213 00:14:13.360 --> 00:14:18.080 be great at it. Yeah, yeah, any any notes? Are Examples 214 00:14:18.200 --> 00:14:22.519 on folks who've worked with as far as getting buy in on that sort of 215 00:14:22.600 --> 00:14:26.470 thing, because I've seen what you're talking about right where, you know, 216 00:14:26.549 --> 00:14:33.710 say a team was used to using one crm or one one tool for for 217 00:14:33.909 --> 00:14:35.950 prospecting or outreach and then they get, you know, a new one in 218 00:14:37.029 --> 00:14:41.659 place and there's this sort of stubbornness involved. Some folks love but some folks 219 00:14:41.700 --> 00:14:43.539 don't, and then, you know, I've seen it happen where, you 220 00:14:43.620 --> 00:14:48.779 know, management just lets the this if it's one of the senior most people 221 00:14:48.779 --> 00:14:50.740 and they don't want us, which they just let them do their thing. 222 00:14:50.220 --> 00:14:56.090 Or Man. Yeah, I remember working with one company and the whole company 223 00:14:56.169 --> 00:15:01.809 switched to Gmail or g suite and one one stodgy guy is on outlook and 224 00:15:01.970 --> 00:15:05.850 you know, they had to set up the whole servers to rout emails and 225 00:15:05.929 --> 00:15:09.120 he wouldn't get meeting invitations. And you know, when you let that happen, 226 00:15:09.639 --> 00:15:13.000 it just it causes the system to break. You know, everybody should 227 00:15:13.000 --> 00:15:16.679 be uniform for a reason. So when I was consulting and working with companies, 228 00:15:16.720 --> 00:15:20.480 the way I would go about it was you want to interview everyone about 229 00:15:20.480 --> 00:15:24.110 the bottlenecks in the process first. So get people to focus on the inefficiency, 230 00:15:24.230 --> 00:15:28.509 is, the problems, and don't specifically speak to the CRM. You 231 00:15:28.549 --> 00:15:31.470 know, what's the problem with this crm, because then somebody who maybe picked 232 00:15:31.590 --> 00:15:35.059 that crm is going to feel defensive. But if you start to talk to 233 00:15:35.259 --> 00:15:39.620 what are the problems with communication or handoff for this or that, and you 234 00:15:39.740 --> 00:15:43.980 get a lot of the team involved, then you can see what the common 235 00:15:43.019 --> 00:15:46.580 denominators are and you can say, Oh, it looks like we're wasting a 236 00:15:46.659 --> 00:15:50.169 lot of time on this. Does everybody agree? Yeah, and once you 237 00:15:50.250 --> 00:15:54.129 get buying at the problem level, then you can get buying at the solution 238 00:15:54.210 --> 00:15:56.809 level, because you say, this is this is a new tool I found. 239 00:15:56.850 --> 00:15:58.090 Looks like it checks all the boxes. What do you guys think? 240 00:15:58.409 --> 00:16:02.809 And then you get them and rolled and picking the solution instead of just saying 241 00:16:02.970 --> 00:16:04.559 here's a new tool we're going to use and jamming it down their throats, 242 00:16:04.759 --> 00:16:08.159 because in the people that feel really attached to the old tool are of course 243 00:16:08.279 --> 00:16:11.840 going to bud heads with you. Yeah, and that's exactly how it goes 244 00:16:11.000 --> 00:16:15.279 right. So you got these folks. What we can all agree on in 245 00:16:15.360 --> 00:16:18.230 terms of like these sales enablement tools and this company that I'm thinking of, 246 00:16:18.990 --> 00:16:23.509 we could all agree on the fact that it just wasn't working to try and 247 00:16:23.710 --> 00:16:27.990 keep up with, you know, sending outreach emails just through Gmail and then 248 00:16:29.070 --> 00:16:33.139 remembering to set ourselves reminders. And you know so clearly we need a tool 249 00:16:33.179 --> 00:16:37.059 that has sequences, cadences. So, like you said, once we got 250 00:16:37.340 --> 00:16:41.539 buy in at the the problem level, like this is the part of the 251 00:16:41.740 --> 00:16:45.299 process that, if we fix, is going to make all of our lives 252 00:16:45.419 --> 00:16:51.809 easier. Than the tech adoption just sort of naturally, naturally follows. So 253 00:16:52.049 --> 00:16:56.690 really, really great stuff. And do you have any anything else that I 254 00:16:56.809 --> 00:17:02.039 haven't sort of tease you up for, that we haven't touched on with respect 255 00:17:02.080 --> 00:17:06.640 to this topic, that you would want somebody who's maybe struggling with this or 256 00:17:06.720 --> 00:17:10.680 looking to improve that you want to leave them with? I think the hardest 257 00:17:10.680 --> 00:17:14.920 thing in business for anyone is delegation, because as soon as you get good 258 00:17:14.920 --> 00:17:18.549 at something, you take pride in it and you don't want to hand it 259 00:17:18.670 --> 00:17:21.630 off and you think you're going to do it better than the other person and 260 00:17:22.150 --> 00:17:23.549 you know it's going to take you less time to do it than to train 261 00:17:23.670 --> 00:17:26.990 someone else to do it. So there's this catch twenty two in learning how 262 00:17:27.109 --> 00:17:30.420 to be good at delegating, because you have to force yourself to do it 263 00:17:30.539 --> 00:17:33.819 in order to free up your own time to move on to the next thing, 264 00:17:33.859 --> 00:17:37.420 and that's where people get stuck. So the one thing I would say 265 00:17:37.420 --> 00:17:41.380 is, and even listening, if you haven't practiced delegation, if you don't 266 00:17:41.380 --> 00:17:45.490 have employees of your own, you should definitely look into getting maybe a virtual 267 00:17:45.490 --> 00:17:49.769 assistant or getting some tools, some text software that can automate some of the 268 00:17:49.930 --> 00:17:53.569 things you're doing. When I was interviewing people in my in my consulting work, 269 00:17:55.210 --> 00:17:57.680 I used to ask people, you know, if you had a secret 270 00:17:59.240 --> 00:18:03.519 personal assistant that like worked in a cave under your desk and no one knew 271 00:18:03.519 --> 00:18:06.160 they were there, what are the things that you would have them do? 272 00:18:06.839 --> 00:18:10.680 And and it's a great question because it gets people past the well, you 273 00:18:10.759 --> 00:18:14.309 know, my company's not going to hire an assistant for me or whatever or 274 00:18:14.470 --> 00:18:17.589 in it. And it's also a different way than asking them what stuff don't 275 00:18:17.630 --> 00:18:21.670 you like doing, because people don't want to confess that what they don't like 276 00:18:21.910 --> 00:18:25.869 doing for a little bit of fear that they might be replaced or they might 277 00:18:25.910 --> 00:18:27.259 not be a fit for the role. But if you ask people, you 278 00:18:27.380 --> 00:18:30.779 know, if you had a secret employee like leaving under your desk or at 279 00:18:30.819 --> 00:18:34.099 your house and you could just kind of feed them work so that you could 280 00:18:34.099 --> 00:18:37.579 be on vacation, more people will come up with like all this thing takes 281 00:18:37.619 --> 00:18:41.890 a lot of time and I'm always filing these reports and I'm always doing this 282 00:18:41.369 --> 00:18:45.849 and as I would ask people that, I'd get so many good answers that 283 00:18:45.930 --> 00:18:51.210 then we could bundle together and say what would be like a hundred dollar software 284 00:18:51.289 --> 00:18:53.569 tool that's out there that could automate streamline a lot of this stuff, and 285 00:18:53.650 --> 00:18:56.160 when the company rolls that out, the people are like, oh my gosh, 286 00:18:56.200 --> 00:19:00.279 I don't have to do those reports anymore, it's automatic. That's amazing, 287 00:19:00.839 --> 00:19:03.240 and then they're not concerned for their job, they're just now have the 288 00:19:03.759 --> 00:19:07.720 capacity to move on to to what's next. So so I would say practice 289 00:19:07.799 --> 00:19:12.829 delegation, ask yourself those questions or, you know, hire a virtual assistant 290 00:19:12.869 --> 00:19:15.549 of your own and start to get good at it, because that will be 291 00:19:15.710 --> 00:19:21.829 the thing that helps the most people grow perfect. I'm coming and I'm on 292 00:19:21.990 --> 00:19:27.059 board. So this is really been great. Do It documented, delegated. 293 00:19:27.299 --> 00:19:30.740 It's the it's a literation, like we said. So that's exciting, but 294 00:19:30.859 --> 00:19:34.619 also really cool actionable things that you talked about with us today, Chris. 295 00:19:34.779 --> 00:19:40.930 How can people who have been listening or who were interested in following your content 296 00:19:41.009 --> 00:19:45.089 and learning more from you about this topic and some of some of the other 297 00:19:45.130 --> 00:19:48.089 things that you talk about, how can they best connect with you to keep 298 00:19:48.130 --> 00:19:51.609 up with you? Yeah, best way to find me would be on facebook 299 00:19:51.609 --> 00:19:56.559 or Instagram, just at Chris Ronzio for the company. It's trainual, like 300 00:19:56.680 --> 00:20:00.359 a training manual. Train you ALCOM and if you want to know the things 301 00:20:00.440 --> 00:20:04.200 to document in your business, we put together a little list of all top 302 00:20:04.279 --> 00:20:07.789 hundred and fifty areas of your business to start to document, which is an 303 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 304 00:20:11.069 --> 00:20:17.549 starting out. So trainilcom checklist and you can get those things great. Thank 305 00:20:17.589 --> 00:20:19.710 you so much, Chris. This was a really great conversation. Thank you. 306 00:20:22.619 --> 00:20:26.700 We totally get it. We publish a ton of content on this podcast 307 00:20:26.819 --> 00:20:30.940 and it can be a lot to keep up with. That's why we've started 308 00:20:30.059 --> 00:20:34.579 the BOB growth big three, a note fluff email that boils down our three 309 00:20:34.700 --> 00:20:40.410 biggest takeaways from an entire week of episodes. Sign up today at Sweet Phish 310 00:20:40.490 --> 00:20:45.210 Mediacom Big Three. That sweet PHISH MEDIACOM Big Three
