Episode Transcript
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Speaker 1 (00:00):
Hey, brian Wright
Show Nation.
Welcome inside the broadcastbooth, brian Wright here, and
welcome in to another edition ofthe Brian Wright Show podcast,
episode 126,.
As a matter of fact, that we'redoing today and something cool
just got a little data reportfrom our hosting company.
We use Buzzsprout to host thepodcast and we have now had
downloads in 127 countries andterritories all across the globe
(00:24):
127.
I mean, how cool is that?
We keep growing.
The following Appreciateeverybody.
Reminder we have a new YouTubestation, the Brian Wright Show
YouTube station.
If you have not yet, pleasesubscribe to that YouTube
station.
We have a massive followingover on our new patient group
YouTube station.
We're trying to build up abrand new one as well, so get
great content by downloading ourpodcast, the Brian Wright Show,
(00:47):
and then, obviously,subscribing to that YouTube
station.
Great one.
Today we're going to be talkingabout consensus leadership, why
I personally think it sucks andhow it holds back innovation,
how it keeps you from advancingforward.
It holds your business back, itholds your employees back and
it affects all of your lives aswell.
We're going to dive into it.
There is a way that I'm goingto describe on how I like to run
(01:09):
companies and how we teach.
I am going to talk to you aboutthat, and it is a form of
consensus leadership that worksif it's done in one specific way
.
This whole mindset of I've gotto get people's approval, and if
the majority of my team doesn'tsay yes to an idea, or if the
majority of my team wants me tochange something, right, then
you have to do.
(01:29):
It is the opposite of how greatleaders, great entrepreneurs,
go about growing theirbusinesses and being unique in
whatever space you happen to bein, it's going to be a great one
today, and hopefully thisresets your mind and changes
what you were thinking.
A leader is all right, it'sgoing to be an awesome one.
Before we get started, let'sfire up the music.
Speaker 2 (01:51):
Welcome to the Brian
Wright Show Audio Experience, a
podcast dedicated totransforming lives, careers and
businesses, and now your host.
He's a husband, father of two,an international business and
life coach, the founder and CEOof New Patient Group and
(02:12):
RightChat, and a consultant andglobal speaker for some of the
finest companies in the world,such as Invisalign and many
others.
Now here's your host, brianWright many others.
Speaker 1 (02:30):
Now here's your host,
brian Wright.
I will remember this story thatI'm about to tell you for as
long as I live, and it happenedyears ago.
And when it happened, Iimmediately was in my podcast
notes on my iPhone jotting downthe story hey, don't forget.
And this is one of these thingsthat sometimes when I go into
my notes, I'm like, oh, thankGod I took notes, otherwise I
was going to totally forget.
And then there's other thingsthat happen as I travel around,
work with companies, speak onstage, consult with businesses,
(02:52):
all the above.
There are stories that stick inmy head that I wouldn't need a
note to remember it 50 yearsfrom now.
This is one of these, becausewe're going to be talking about
today something very passionateabout.
You'll probably tell as I divedeeper into this episode how
passionate I am about it.
But gosh, darn it.
(03:14):
This story I'm about to tellyou is.
So many of you out there aresabotaging everything you've
ever worked for.
You're sabotaging yourbusinesses.
You're sabotaging living abetter life Employees out there.
If you have a closed mind, wehave a lot of employees, hourly
and executive level reps acrossthe country that listen to this
podcast.
So many of you are sabotagingyour careers in order to live a
(03:34):
better life because of some ofthe mindsets that I'm going to
be talking about today.
Well, a long time ago, there'sthis lady that calls us, and
she's an orthodontist, and manyof you, as we launched as the
Brian Wright Show and rebrandedfrom the New Patient Group
podcast, we've actually have aton more listens already.
The downloads are happeningmore and more, and our voice
(03:58):
needs to be heard byentrepreneurs out there.
It needs to be heard by anybodywanting to transform life,
career, business, and it's why,by anybody wanting to transform
life, career, business, and it'swhy we did it.
Our niche, though, for those ofyou who are newer, is in the
orthodontic space, the dentalspace, because and this is one
of the reasons I'm a consultantand speaker for Align Technology
, the makers of Invisalign isthat when you type in Invisalign
(04:20):
, as an example, into Google,you have 15 options that pop up
within probably a few miles ofyour house or where you work or
where your kid goes to school,as an example.
So the process that they haveto have in order to convince you
to buy from them, and at ahigher dollar, is no different
than whenever you type in pastacarbonara and there's six
Italian places within 10 milesof your house where you work
(04:43):
that kind of thing.
The journey, the customerexperience journey, and how you
interact via every both leadingup to purchase and after
purchase, via every interactionyou have with your customer,
with your patient, has neverbeen this important.
And so this is why I'm on thephone with this doctor and she
has a lot of problems.
(05:04):
I'm like, hey look, we don'thave a lot of time today on the
phone, let's hop on a Zoom,bring some numbers.
Let me look at things.
And she was in rough shape, man,it was rough.
Production's down, collectionsare down, her overhead's through
the roof, and not the good kind.
Many of you know that I teachthat all overhead is not created
equal.
Right, you have overhead thatkeeps you open today, but you
(05:28):
also have overhead that advancesyou tomorrow.
Right, it reduces your chaos,your stress, your headaches.
It produces a return on yourgrowth, your revenue, your
production, your collections,those kind of things.
And that's why not all overheadis created equal, because I may
have a higher overhead than you, and while you're out bragging
to your friends how low youroverhead is, your overhead is
(05:50):
filled with costs.
My overhead is filled withinvestments that are producing
returns.
So therefore, I'm kicking yourbutt because I'm constantly
looking to invest in my businessand get a return out of it.
No different than we all lookat stocks and crypto and
whatever it is like.
We're looking to get a return.
We're not nickel and diming thestock right.
(06:12):
We're not tripping over dollarsto pick up pennies like so many
of you do in your business.
But this lady's overhead it allfell in the cost aisle.
She didn't like her team, shewas frustrated.
The culture was bad.
She blamed herself as well,like, hey, I need leadership
work.
I've got leadership problems.
But I think that, no matterwhat kind of leader I am and
this is true sometimes, we teachleadership on here as well as
(06:34):
many other things obviouslythere's still going to be people
that you can't change theirmindset.
All they're going to do iscomplain about where they are in
life, but refuse to take anypersonal responsibility for it,
refuse to change.
And there are those people, andshe probably had some of those
on her team.
Based on how she was describingthings and what she's tried.
(06:57):
Sales were down.
Everything was down across theboard.
Now, this was a referral from acouple of doctors that have been
with New Patient Group foryears and are still with New
Patient Group and I'm talking toher on the Zoom and she's
bought in.
She's like look, my friendsthat referred me have absolutely
crushed it with your companies.
They've told me they're goingto be with you for life.
(07:18):
This is a move I need to makeand I'm thinking to myself OK,
docusign is going to go out andwe get to start with a new
journey, and that's my favoritepiece whenever I'm working with
all of you out there.
Even though I teach sales for aliving and experience and all
the stuff we do on here, myfavorite part is still the
journey it's still taking.
(07:39):
It's one of the reasons why Ilove cooking so much is you're
taking all these pieces, allthese random pieces, all over
the place and you're bringing ittogether to work in harmony to
create something fantastic, andthat's exactly what business is.
You have ingredients everywhere, all over the place, and,
unfortunately for a lot of youout there, that's how it remains
.
You don't have the ability tobring those ingredients into a
(08:02):
story that becomes fantastic andprovides a unique value
proposition to the consumer thatyou're trying to get to buy
from, you, refer to you, becompliant for you, video
testimonials, all the stuff.
She said to me one thing beforewe got off, and when she said
it, that's when I knew okay, I'mputting this into the notes and
(08:22):
I'm never going to hear fromthis lady again.
She said, brian, this soundsfantastic.
I need it.
I trust you.
You know, I've listened to thepodcast for years and and my
friends use you and all thisstuff.
You know, let, let's, let's,get started.
But what I need to do first is Ineed to consult with my team.
I need to talk to them, I needto get their thoughts on this.
(08:42):
And I said to myself what isshe talking about?
You know, the team that shedoesn't even like, the team
that's causing all kinds ofheadaches, the team that puts
stopgaps on everything rightInstead of innovation and always
wanting to move forward.
It's ah, we don't need thatstuff.
And now we're fine and blah,blah, blah.
(09:03):
And I'm thinking to myself whatthe hell is she talking about?
And I said to her before we gotoff.
I said to her what do you needto do that for?
Well, I owe it to them.
We work together, they're partof my business, I trust their
word and I'm just like all rightinside my head I'm never going
to hear from this lady again.
Can you all imagine a scenarioand this?
(09:24):
I went to my wife afterwards Isaid this is why it's so hard in
our niche to grow, because youall out there need this.
Everybody needs experience,training, leadership training,
sales, hospitality all thethings we teach.
You need it on a repetitive,ongoing basis, no matter how
good you're doing, no matter howbad you're doing or whatever in
(09:45):
between.
All of you need it on arepetitive, ongoing basis, no
matter how good you're doing, nomatter how bad you're doing or
whatever in between.
All of you need it.
But so many of you are reluctantto take action and many of you
who do want to take action, youare sitting there and you are
wanting to consult with yourteam to get their ideas, to get
their thoughts on whether or notyou should do it, and you are
trusting and this is we havetons of hourly employees that
(10:07):
listen to this.
So it's not like this is acriticism or anything.
It's just a fact.
You know the lower level paythe employee is and there's
exceptions to this and thoseexceptions again going back to
the overhead those exceptionsthe rock stars, I call them,
would fall into your investmentcategory and your overhead.
It wouldn't fall into the costcategory because your rock stars
(10:27):
are advancing your businesstomorrow.
There are exceptions to whatI'm about to say, but If you're
a business owner out there,franchise, you.
Take McDonald's as an example,right, the people working there
and the pay level they have.
They come with a mindset andthat mindset, most of the time,
is not what can I wake up todayand be better at?
(10:49):
You know, set the alarm 30minutes earlier and get up and
work out for 15 minutes?
Right, eat healthier.
Right, make sure my morningroutine is matching what some of
the most famous entrepreneursdo in the mornings.
How can I read a book over thecourse of the next week to give
myself the skill sets that givesme a leg up on other people so
(11:09):
I can advance through the ranks?
And I'm just using McDonald'sas an example.
Like so many of you out there,whether it be clinical
assistants, whether it be yourreceptionist, treatment
coordinators, whatever type ofbusiness you are out there, the
reality is the hourly paidemployee usually, and this is
why one of your responsibilitiesis to train them on this
usually does not come with themindset of innovation, of how do
(11:30):
we advance the business forward, how do we get the business in
a place that's better tomorrowthan it is today, even if I've
got to work harder to do it.
That kind of thing and this wasso many of you are consulting
with people that mostentrepreneurs would never hire
in a million years, as far asmindset goes.
So this lady goes back and Iwas telling my wife I'm never
(11:53):
going to hear from this ladyagain.
And sure enough, you know it'sbeen three or four, maybe even
longer.
It could have been five or sixyears.
I'll show you how long this issitting in the podcast notes.
Whatever, it doesn't matter,it's been a long time, never
heard from her again.
So here's a lady that is herbusiness and her dreams are
absolutely getting crushed andshe's going to go back and
consult with people that againshe doesn't even want around and
(12:16):
she's going to get their wordon it.
And it's always amazing to megoing back to can you imagine a
situation where this just cracksme up and all of you have got
to think this way where she goesback and she says hey look, we
have major problems.
Our production is down,collections are down.
(12:39):
I haven't paid myself in months.
It's hard for me to even makepayroll every single month.
All of you are miserable.
I'm miserable.
The entire business is goingunder.
I'm going to bring in a companycalled New Patient Group.
Their founder and CEO is thisguy.
He speaks all over the world.
They're going to come in andthey're going to make us role
play.
They're going to hold usaccountable.
(12:59):
They're going to work on andtrain us on skill sets None of
us have really any expertise infrom leadership to hospitality,
to customer experience, tocustomer service, which those
are all three things very, verydifferent Consumer psychology,
sales, all the stuff we teach.
They're going to come in.
They're going to bust our butt.
It's going to come in.
(13:22):
They're going to bust our butt.
It's going to be a long,grueling process.
We can still have fun together,of course, during this, but
it's gonna be a long process.
I trust them.
Let's do this.
What are your thoughts?
You imagine them all going?
Yeah, let's do it.
Yay, we get to role play and weget to be consistent and we get
to be held accountable andrepetitive, and all this, of
course, they're gonna say goingto say no, everybody I mean most
rock stars, even executivelevel talent.
If you look at one of thenumber one traits of
(13:43):
billionaires, they all have acoach.
But if you look at mostexecutives, as well as most
hourly paid employees andeverybody in between that's the
salary level Very few peoplehave a coach.
So you go from the smartestbusiness brain entrepreneurs in
the world that have a coach andyet you don't think you need one
(14:04):
.
And it's amazing though, butlistening to that, I hope all of
you get your hourly.
Employees are not going to wantto do things that are going to
innovate, that are going toadvance your business, that are
going to make them change.
Most likely, they're also notgoing to want to do things where
a lot of these problems.
(14:25):
They're fixable.
No matter what your problem isout there, whether it be, you
can't make a sale.
You make sales, but then youhave compliance problems.
You make sales and then yourcustomers don't refer, your
patients don't refer.
You got leaky holes, all ofwhatever it is.
All of them are fixable, everysingle one of them.
There is no non-fixable problem, but you have to invest to get
(14:48):
it fixed.
There are ways everybody, tomake it better, but this whole
and this is what consensusleadership is in a nutshell,
it's not if you have 10employees.
It's not about hey, let's geteverybody's blessing, we got to
be 10 out of 10.
What consensus leadership isthe majority?
And so, if you have 10employees, the whole, the whole
(15:10):
realm of consensus leadership isis let's get six to approve.
We're going to try to get 10.
Let's get six to approve and ifthey do, we're good, we're
going to go with the idea, butif six say nah, we don't need it
, then we're not.
And so many of you to beyondconsensus leadership, so many of
you consult with people insideyour business, whether it be
your office manager, whether itbe your treatment coordinator,
(15:33):
whether it be your waiters,whether it be your chef,
whatever the heck it is.
You consult with people thatare stop block people.
They put the brakes oneverything.
They immediately go to the whatifs.
They immediately go to well, ifit's somebody else's idea, that
puts less value on me, which isjust an insane mindset.
But so many people that workfor you out there have the
(15:55):
mindset of if it's not comingfrom me, I don't want it,
because I don't want to lessenmy value.
It's just, it's asinine.
But a lot of you out there areconsulting with the people that
are doing everything to hold youback, to tell you why it won't
work, to bring up the what-ifsto say, ah, we don't need that.
This is not about you can't sitdown with your team and I'm
(16:18):
going to talk about this here alittle bit further here, just a
little bit further in thepodcast but this is not about
you can't sit down with yourteam and discuss things.
I love sitting down with myRightChat leadership team and
talking about ideas and bouncingthings off each other and I
love those sessions because myRightChat leadership team are
(16:40):
innovators.
I've worked really hard and weas an organization have worked
really hard with my company, anew patient group as well.
I'm just using RightChat as anexample Really hard to create a
culture where the people thatsit at top and I use top as air
quotes you all know how I teachleadership and it's not about
job ranking and it's not aboutpeople at the top.
A leader could be the janitor inyour organization, could lead
(17:02):
people better than your CEO.
So it's not about rank, it'snot about title, it's not about
position.
But right now I'm just talkingas far as our leadership team
goes our chief operationalofficer, director of training,
it, those kind of things.
The conversations are brilliantbecause it's all about
innovation.
It's all about advancingforward tomorrow because that's
how you take better care of yourcustomer.
(17:23):
But I'm going to them becausethey're innovators, because I've
worked hard to create a culturethat has innovators,
forward-thinking people thatlook forward to change, that
will face challenges to getbetter, to go to the next step
of leadership.
So it makes the wholeorganization better.
The agents, everybody.
I'm going to them because Iknow they're innovators.
(17:44):
Now I'm still not going to letthem make the decision.
If I feel like it's the rightdecision, I'm still going to do
it.
But so many of you out there,not only do you let the
employees run the business andkeep you from innovating,
keeping you from doing thingsthat you absolutely should be
doing.
You're also going to blamebecause of poor leadership.
But at the same time, I think,looking at that lady, based on
some of the things she said, youcould be the best leader of all
(18:15):
time and you're still going tohave a few people that had to go
because you're never going tochange them.
She's complaining about themand still going to them to make
the decision for her and not torock the boat and so many of of
you do this, so many of you is.
I don't want to do this.
I may lose the one employee andif I don't have her, how can I
wait the tables, how can I seepeople in clinic that you do
(18:36):
this and you sabotage so manygreat things that can happen in
your business, so many thingsthat could, could improve, can
improve your employees, like alot of your employees out there,
everybody they're like justlike I said they're not going to
want to do the things that arenecessary to advance their skill
sets, to allow them to makemore money.
They think they can just walkinto your business and say, hey,
(18:57):
inflation's here, give me fivebucks more an hour, like they
aren't thinking this way, nodifferent.
And your kids don't think thisway, and I'll talk about
parenting here in just a second.
But it's.
This has got to stop for somany of you out there.
Stop asking for permission.
Stop getting everybody'sopinions and seeking out 95
different opinions to try tomake a decision.
(19:17):
Be a leader, be a visionary.
Do the things that you must doto make your business great, to
make your team great, totransform their lives.
Develop your people, make themdo the things they don't want to
do.
This is what leaders do.
They don't ask for permissionand, like I said, there's
nothing wrong if you know andyou've worked hard to create the
(19:37):
right culture.
There's nothing wrong withsitting down with your team and
say this is what we're going todo.
What are your thoughts?
Right?
Now's your time to voice youropinions, because later on I not
going to take it anymore.
There's nothing wrong with it.
But when you use that to guideyour decision making, you are
always going to fall behind.
You are never going to run aninnovative business because most
(20:06):
people are reluctant to wake upin the morning saying what can
I do today to advance my skillsets, to offer more value to the
business, to increase my pay,to advance my career?
They aren't thinking that wayDoesn't mean they can't, but
most likely they weren't raisedthat way.
Most likely they come to yourbusiness not thinking that way,
which means it's on yourshoulders to convince them to
(20:26):
think that way and do the thingsyou have to do to grow your
freaking business and stopasking for permission.
Hey everybody, brian right here,hope you were enjoying today's
episode and I want to talk toyou about our iconic event.
Registration is open.
You may have heard this onprevious podcasts.
We're already having peoplesign up.
Don't miss out, because wecannot take a lot of people
First.
(20:46):
Priority is our customers andthen, and only then, do we let
out outsiders.
If you're a customer, I'm nottalking to you.
I know you're coming, all right, you're going to be signing up,
but if you are somebody that'snot currently part of our
customer family, this event isthe best event you will ever
attend.
There is nothing else like itin our niche.
You will walk away with career,life and business
(21:07):
transformation skill sets thatyou can go back, regardless of
the business you are, and youwill forever be grateful that
you attended this in October.
In Nashville, tennessee, we havean awesome hotel lined up, a
lot of cool activities thatwe're going to be delivering you
, and this is a cannot miss foryou and your team.
This is a full team iconic Atminimum.
We want you, the business ownerand the leadership team right
(21:31):
that you consider your leadersto come to this event at minimum
, but it is.
Registration is open for yourfull team.
We want to see you there.
It is going to be amazing.
Like I said in previouspodcasts.
I want you to think Shark Tankentrepreneur.
I want you to think TonyRobbins.
I want you to get the head outof whatever industry you're in,
forget you're in that industryand you are going to be blown
(21:52):
away at the skill sets that youare taught.
And we have had severalcomments.
I can put some in thedescription below.
You will see several commentsthat they will never attend
another event other than Iconicagain, because there is no other
event in existence that cankeep up with the content that we
teach and the role plays andthe personal attention you and
your team will receive.
We hope you're there.
(22:13):
I'm going to put theregistration link in below,
click on it, learn more about iton the landing page, and we
hope to see you at this year'siconic event in Nashville,
tennessee, this coming October.
And now let's get back totoday's episode.
Now let me talk to you aboutthe other side, a consensus
(22:35):
leadership that I do believe inand I think is really good if
you do it the way I'm about todescribe, while also not letting
it guide your decision making.
So I just got back from shoutout Dr Eric Howard just got back
from an onsite coaching sessionwith them and he does something
really cool every other year.
It's kind of a reward for histeam.
He brings them up to his beachhouse and does some cool things,
brings in speakers, things likethat.
(22:56):
Well, this year they brought mein as the speaker in a coaching
session and we cook for histeam and things like that, and
we introduced a new conceptaround something brand new.
I believe it's a major secretsauce we teach over in our niche
and the orthodontic side dentalside is a brand new type of
consultation that we're teaching.
That is all based aroundconsumer data and it's really
(23:18):
cool.
So what Eric wanted and what Ilove doing and I do this in my
organizations too is kind of aninspiration speech, kind of a
why are we moving towards this?
And he wanted his whole teamthere to see it and be a part of
it.
And as we cooked at night, wetalked about the coaching
session and what we talked aboutand we had a blast.
(23:38):
It was absolutely awesome fromA to Z.
But he didn't do it and Ididn't want to do it because we
were hoping to get theirblessing and hoping to get them
go.
Ok, I agree, let's do this.
No, we were going to do itbecause we were hoping to get
their blessing and hoping to getthem go.
Okay, I agreed, let's do this.
No, we were going to do it andhe was going to do it regardless
.
So you see the difference, andthis is what I love doing, like
I don't love walking into mycompanies and go.
(23:59):
Here's the idea.
We're doing it, whether youlike it or not.
That's not what I'm teachingall of you.
That's very different.
That's running things like adictator With a lot of the
generations today.
It doesn't work, it's not theway to do it, it's not the way
to inspire and it's not the wayto run a good business.
So, if you have an ideapresenting the why behind the
idea which is what we did atEric's right, I had all these
(24:21):
the data points from today'sconsumer round, video, marketing
, attention span, experiencestudies.
We said how can we use all thatdata to transform the customer
experience journey, which meansevery interaction before sale
and after?
How can we transform all ofthat to look very differently,
very different than the otheropinions?
(24:41):
And as I did that, the team waslike oh wow, this is really
cool.
I totally see it Understand.
That's not why we did it,though.
Now the idea is going to workmuch better if you get buy in
from the team and inspirationand by delivering the
inspiration, the motivation,like I did with with Eric's
practice, obviously it's goingto be easier to get your, your
(25:02):
idea implemented, implementedfaster if everyone's like hell,
yeah, I see it, let's do it.
That is totally different thansaying, all right, you know, dr
Howard, eric, you know, let's goto dinner here.
Oh gosh boy, I hope this ideaworks.
Hopefully your team allows uspermission to do it, and that is
what so many of you do.
You sit there and you ask forpermission.
(25:25):
So the idea is is, yeah,inspire, motivate, give the
reason why we're doing this, andthen say, hey, we're doing it
Right, let's do this.
Well, doctor, or you know,brian, I don't want to do this.
Well, okay, well, why?
All right, I understand that.
Here's some reasons why tothink differently.
We're doing this.
You hope that your team is onboard, but never do you get
(25:49):
their permission to make thenecessary moves to advance your
business, to advance theircareer, therefore advancing all
of your lives.
It is literally your innovation.
It's like what personal biasdoes out there.
You've heard me in pastepisodes talk about this.
Personal bias will crushinnovation.
Well, I don't feel it should bethis way.
Well, who gives a damn what youfeel?
(26:10):
The data says it needs to bethis way.
So put your feelings aside anddo it, because the data says do
it.
And so many of you, with thisconsensus leadership and letting
your employees run yourbusiness and letting them say
what companies, your outsourcepartners, they need to go, I
don't like them.
Oh, okay, it's just asinine.
Everybody, you have got todeliver innovation.
(26:33):
You have got to inspire, yes,but you see the difference
between bringing everybodytogether like an Eric Howard
does, a big team event, aculture event, a leadership
event let's inspire them.
Let's cook for them.
Let's inspire them to do thingsdifferently.
Why this change is coming.
(26:55):
None of it was to get theirpermission.
100% of it was to tell the whyand inspire to get them on board
, and then, if they weren't onboard, we were going to do it
anyway.
And that's the difference.
So many of you.
First of all, you leave out thewhy and the inspiration and
even do that.
Second of all, it's like youbeg for their permission in
order to do things you know youneed to do.
You have to stop this way ofleading your organization,
because it's not leadership atall.
(27:15):
Like I'm never going to go tothe agents of RightChat that are
answering incoming calls andlogging into your software and
scheduling them as if they wereyour own employees.
I'm never going to go to themand get their permission on
making them role play or hiringa company speaker that pushes
(27:35):
their boundaries or making themread a book.
I'm not going to ask theirpermission.
Well, do you want to do this?
Can I do this?
Am I allowed to hire thiscompany?
No, because oftentimes, like Isaid, just like kids, they don't
know what is in store for theirown good.
You have to change theirmindset.
You have to teach them this.
You have to do things like greatleaders do, like great coaches
(27:59):
do, to bring people out of theircomfort zone, whether they like
it or not, whether they knowit's good for them or not.
Now, this doesn't mean that Idon't sit down with the right
chat agents because I like doingthis and getting their opinion
on things and making sure theyhave the right equipment and the
right training and to ask themwhat they like about the culture
and what they don't.
Of course, I'm going to haveour leaders talk to them and I'm
(28:21):
going to have one on ones withthem because I actually care.
And every once in a whileyou'll get an idea from the
people on the ground floor, likethe agents or your clinical
(28:51):
assistants or your receptionists, your treatment coordinators
and I'm talking to our nicheright now.
But this is the same thing.
If you're a restaurant outthere and going to your waiters
and saying, hey, waiter, joe, doyou want me to hire this
company?
It's going to make you roleplay so you can sell more wine
and desserts and the specialsfor the evening.
There's going to be really hardon you.
They're going to do a lot of itand Joe says no, I don't want
(29:11):
that, even though Joe doesn'trealize that if he said yes,
he's going to sell more, so histips are going to go up, so he's
going to live a better life.
They don't think this way.
They don't think this way inany business on the planet.
Therefore, you must get themthinking this way and you must
lead the organization the wayyou know is going to match your
(29:34):
vision, match your mission.
You should have both and justroll on.
But you don't get permission.
Those are two totally differentthings.
You don't seek the majority ofthe room, which is really what
consensus leadership is.
It's seeking the majority goingyeah, I'm on board, and then
(29:55):
you're going okay, we'll do it.
But if six out of 10 say no,nope, not going to do it, that's
crap, it's terrible, it sucks.
It's going to suck theinnovation and the forward
progress out of your business.
It's going to keep youremployees from developing and
getting more out of their life.
The other form of consensusleadership that a lot of you
fall into this trap is yourobsession over getting the
majority of your friends andcolleagues to say, yeah, I think
(30:18):
it's a good idea, you should doit.
And if you don't get themajority of them saying yeah,
it's a good idea, you should doit, you don't do it, and that's
just as bad as seeking themajority vote inside your office
with all of your team members.
Just like I have talked aboutwith the team members, there's
nothing wrong with consultingwith colleagues.
(30:39):
There's nothing wrong withtalking to friends, but you also
have to understand they may notknow what they're talking about
, or they may have differentdreams and aspirations and they
want a different business thanyou, so the idea to them may not
be good, because that's notwhat they're trying to get out
of their business, not whatthey're trying to get out of
their life.
Meanwhile, you want somethingcompletely different.
(31:00):
So they say no and you don't doit.
And this happens all the time.
Well, should I use thisoutsource partner?
Should I hire Brian Wright?
New patient group right Chat?
Whatever you do this across, Ido remote monitoring.
Should I do more Invisalign?
Somebody says no, you don't doit.
You've got to stop that crap.
That's not what great leadersdo.
That's not what visionaries do.
That's not what the finestentrepreneurs in the world do.
(31:23):
We love and you should too andthis is easier said than done
but we love doing it when otherpeople don't think we should do
it.
That's what a great visionaryis.
Do you know how many ideas andhow many great things that we
all take for granted in ourdaily lives wouldn't exist if
(31:44):
people sat there and said, eh,nobody seemed to want it.
Everyone thought it was a badidea.
A lot of times you've got togive the consumer things,
otherwise they don't know whatthey want.
That's why you've got to.
You've got to be the visionary.
You've got to come up andconvince the consumer what they
want.
The reality is is they don'tknow what they want until you
(32:04):
give it to them, and give it tothem in a unique way.
What that lady should have doneeverybody with the story I told
you in the beginning is sheshould have said team, look,
we're struggling, culture's down, you're not having a good time,
I'm not having a good time, ournumbers are getting crushed.
It doesn't have to be this way.
There's a different way to doit.
(32:24):
It doesn't have to be this way.
There's a different way to doit.
This is a new economy with newconsumers.
A new way of doing things is arequirement.
What I'm going to do and I'vemade the decision is I'm
bringing aboard a company that'sgoing to help us get better.
It won't always be easy.
There's still a way for us tohave fun through this process
(32:45):
but there's going to be a lot ofchange.
This company is experts at whatthey do.
They're the only company in ourspace that does what they do.
And I've made the decision andwe're going to do it, and we're
going to move forward, baby, andwe're going to transform this
place, and we can either do ittogether or the door is right
over there.
That's what a great leader does.
That's what a great leader does.
That's what a visionary doeseverybody.
(33:06):
But she didn't and thereforeshe sabotaged her entire company
, everything she's ever workedfor the ability to offer her
employees the chance to developtheir skill sets, whether they
want to or not, and all get moreout of their lives.
You've got to stop it with thisstuff.
You must change how you viewthis decision-making and become
a true leader.
(33:27):
I hope everybody enjoyed ittoday.
If you're watching on theYouTube station, hey there, make
sure to thumb this up for usand make sure to subscribe to
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It would help us out a lot aswe're building a brand new one.
As I said in the beginning, andmake some comments.
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(33:48):
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And, as always, share this withanybody that wants to transform
their life, career and orbusiness.
And until next time, everybody,take great care of yourselves,
your customers and your teammembers, and we'll see everybody
soon.
Bye-bye.