The Easy Way to Unite Your Team Around a Shared Vision

Looking to unite your team around a shared vision? This video will show you the easy way to do it. 6 minutes of business coaching for contractors by a former contractor.

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Episode Transcript

Jim Johnson (00:00):
So lots of us that are pretty good at what we do in
the sales world, uh, start toget looked at for the companies
that we're working for forpositions of growth.
Uh, things like team leader,sales manager, maybe even
general manager, who knows?
It depends upon the company thatyou work for.
And I'll never forget gettingpromoted into sales leadership.

(00:22):
I had had experience with thatbefore I'd worked in the health
done very well in that.
Yeah.
But it was a very clear culturethere that everything in the
health club world was aboutselling memberships and just,
Hey, whatever it took to get amembership sold.
They actually had this conceptof B backs don't come back.

(00:43):
And I kind of thought about thatwhen I was there in the health
club world, this, Almost selffulfilling prophecy that if I
press somebody to get them tosign, because I believe that
they wouldn't come back if theydidn't sign that day, I actually
fulfilled that prophecy becauseI pushed them so hard that if
they did leave, they certainlyweren't coming back.
And we said all kinds of awfulthings to people, but it taught

(01:06):
me something there that I tookinto this world.
Which was how do I treat thepeople that work for me and what
do I expect from them?
And whenever I got into this, Iwas still very achievement
oriented.
I looked at it like a big mathequation.
I need to get to a certainnumber in sales.
Let's call it 5 million just forrandom.
Um example, I need to get to 5million.

(01:29):
How much does the averagesalesperson sell?
Let's call it 500, 000 at thattime 15, 20 years ago.
And so if I have to get to 5million in sales, I'm going to
need, uh, what is that?
That's 10 guys, right?
I need 10 people that averagethat amount to get to 5 million
in sales.
So I had a number of people, anaverage of sale to get me to

(01:52):
this achievement number.
And so each individual thatworked for me was literally a
number like they had to get tothis number or we weren't going
to get to where we needed to go,which would reflect on me, which
I could keep my job or lose myjob.
And I was very oriented thatway.
And so everybody that I hired, Iwas like, Hey, this is the

(02:12):
expectation.
This is what we need to do.
And pressed each and every weekto say, Hey, what would you get?
How many numbers are you goingto do?
How many jobs are you going toturn in all this stuff and ran
it very much like most salesorganizations that you would
usually see.
And all these expectations ofknocking a certain amount of
doors and getting a certainamount of inspections and a
certain amount of agreements, acertain amount of contracts and

(02:34):
so on and so forth.
And because of that, um, we, weactually hit the number.
It wasn't a problem.
We hit the number, but, um, Iwould say that the people that
worked for me didn't really,truly love working for me.
It was a push all the time.
It was a press all the time.

(02:54):
And I noticed that we started tohave turnover and more turnover
than I wanted.
And one guy would go out andanother guy would come in.
I was training all the time.
And it was because I was morefocused on what they needed to
do for me.
And thus to keep my job and thusthe company then it was what
they needed to do for them Andthat was the epiphany is like

(03:16):
that absolutely Shifted the waymy mind thought and I went hey
if I make this more about themand what they're going to do
Then the result is just a byproduct of that.
So I started to actually askquestions of the people that
work for me.
Hey, what is it that you want toachieve?
What are you trying to get outof life?
What kind of lifestyle do youwant to live?
What does it look like for youto be successful?

(03:38):
I would ask these questions.
And as I asked those questions,I would take notes, and then
that's what I would focus on.
I would remind them that theeffort and the activity and
those things that they wereputting in were getting them
closer to the new truck, the newhouse, the kids college fund,
the Property they wanted to buywhatever it was that they were
truly focused on.

(03:59):
And what I noticed at that pointwas because I made it more about
them and that the vision wasabout them and them achieving
What they were after I heldpeople more there was more
loyalty to me and really andtruly the thing that broke all
this Um and made me understandit About truthfully how awful of
a person I was Was the number ofpeople that were leaving and

(04:22):
then telling me they wereleaving because of me You They
didn't like working for me,which I'm sitting there like,
how can you say that you'remaking a lot of money?
I'm taking you to the bank everysingle week to cash checks and
you're making more money thanyou've ever made before.
But they don't like me.
They didn't want to follow me aswhat they were saying.
And when somebody doesn't have ashared vision with somebody else

(04:45):
that is more about their benefitthan your own, you're going to
run into this situation ofhaving a lot of turnover.
So if you're dealing withturnover, drama, chaos, Um, a
team that's fractured and notall on the same page and you
feel like you're constantlytraining people, you're
constantly hiring people andthat nobody's loyal.

(05:05):
Like if you're saying thosekinds of things to yourself, you
really need to rethink what thepurpose is of you leading a
group of people.
Is it so they can get yousomething or is it so that you
can help them get what they'reafter?
Because if you help them getwhat they're after, the outcome
is already determined.
The journey is already going tobe what it's going to be.
You're going to help them getwhat they want, which is going

(05:27):
to help you get what you want.
Which goes completely back towhat Zig Ziglar said from the
very beginning.
If I can help enough peopleachieve their dreams, I'll
achieve mine.
So rethink the way that you'relooking at the people that work
for you.
They're not dollar signs.
They're not just another wheelin the cog.
They're each human beings thatwant to achieve something as

(05:48):
well.
That's about them.
They don't care how yourbusiness does or whether you hit
your numbers as a sales manageror any of that stuff.
They care about what they'regoing to do for them and their
families and those that theylove.
If you help them achieve that,you'll blow it away.
The outcomes alreadypredetermined.