Separation Saturdays on Elevate Springfield

Send us Fan Mail

Summary

In this episode, Robert discusses the significance of culture in organizations, emphasizing that culture is defined by what is allowed rather than what is stated. He outlines the role of leadership in shaping culture, the importance of hiring the right people, and strategies for building a 10X culture that fosters accountability and performance. The conversation highlights practical steps leaders can take to reinforce a positive culture and the necessity of continuous improvement.

Takeaways

• Culture is defined by what is allowed, not stated.
• Leadership sets the standard for team performance.
• Daily practices reinforce organizational culture.
• Hiring should focus on performance, not just immediate needs.
• Red flags in candidates include blaming others and lack of clarity.
• Green flags include accountability and preparedness in candidates.
• Management should prioritize predictability over popularity.
• Winning should be the expectation in a strong culture.
• Daily meetings and training are essential for culture building.
• Continuous improvement is necessary for a thriving culture.

Join The Elevate Insider:

https://bigdogbc.com/elevate

Facebook:  @robertferriell   @elevatespringfield

Youtube: @robertferriell

10X Health:  https://10xhealthnetwork.com/BIGDOG

Episode Transcript

SPEAKER_00 (00:00):
Welcome to Elevate Springfield, where we will dive
into strategies and stories thathelp you rise to your full
potential.
Each episode, we'll talk abouthow you can take intentional
steps to elevate your life andyour business while making a
meaningful impact on thosearound you.
Along the way, we're gonna bringin the change makers from our

(00:20):
community that are alreadyelevating.
We'll bring the actionablestrategies, you bring the
discipline and follow through,and together, we can elevate
Springfield.
Alright, let's go, Springfield.
Time to 10X your day, 10X yourlife, and all of us.
10X Springfield.

(00:41):
Hey, you are listening to theElevate Springfield podcast.
Robert Farrell here, certified10x coach, speaker, and mentor.
Here to bring you actionablestrategies.
You bring the discipline andfollow through and together.
We're going to ElevateSpringfield.
Well, we are coming to you fromthe big dog construction studio

(01:01):
in beautiful downtownSpringfield.
You are listening to SeparationSaturdays on Elevate
Springfield, where you canseparate yourself from the
competition every Saturdaymorning.
We're gonna get started afterthe break.
Hey Springfield, when it comesto reliable, high-quality

(01:24):
roofing, you don't want to leavethings to chance.
That's why you should reach outto Acosta Angeli Ruffing, your
local roofing expert servingSpringfield and surrounding
communities, from quick,dependable repairs to full
replacement, from residential tocommercial.
They are your trusted pros.

(01:46):
Call them today at 217-993-2748or visit their website to book
your free quote and inspection.
Don't wait.
A little leak now could lead tomajor damage later.
Trust the local experts, protectyour home, and get peace of mind
with Acosta Angeli Roofing.

(02:06):
All right, and we are back.
Hey, it was a phenomenal week onElevate Springfield.
But hey, it's always aphenomenal week on Elevate
Springfield.
As you know, you can be startingyour morning every morning with
a new episode of ElevateSpringfield.
If you missed any of this week'sepisodes, hey, just go back and

(02:27):
check them out now.
But today, with it beingSeparation Saturday, wanted to
touch on culture.
We all know how importantculture is.
And if you don't know howimportant culture is, this is
your wake-up call to tell youhow important culture is.
You see, culture is not what yousay, it is what you allow.

(02:51):
That's the biggest differencefor a lot of folks out there.
It's not what you say it is, orit's not what you say is going
on, it is what you allow.
Culture is not ping pong tablesand snacks and merch and slogans
on the wall and avoidingconflict to keep people happy,
hiring people just becausethey're like you.
Culture is really the repeatedbehavior that gets accepted.

(03:15):
So what is rewarded, corrected,or ignored?
And it's a system of values,conventions, and standards.
This is all straight out of the10x playbook for culture, right?
These are the things that the10x team looks at when it comes
to culture.
So culture alignment plus rolecompetency plus performance

(03:37):
potential.
One thing that owners andleaders of the company need to
know is your team cannotoutperform your leadership
standard because the owner orCEO in some instances is the
first culture carrier.
This is the one that's drivingthe bus when it comes to
culture.

(03:58):
An unclear owner creates aconfused team.
A low confront owner creates asoft team.
A disorganized owner creates areactive team.
Have you ever been in thatsituation where everything's a
fire, everything's reacting,there's no really planning going

(04:18):
on, there's no clear pathbecause the owner or the leader
is disorganized.
And a rescuing owner createsdependency.
Probably seen that before too,right?
Where the leader is constantlypicking up the slack for the
team or constantly going throughand fixing things that the team
did wrong.

(04:39):
That breeds dependency.
So the 10X leadership standardsthat you need to have.
Number one, clear on themission.
We've talked about missionbefore.
Clear on the mission.
Number two, fast incommunication.
Number three, direct withcorrection.
And number four, obsessed withtraining.

(05:00):
And this all builds yourculture.
When you have all those thingsin place, that's gonna build
your culture.
So when you look at those fourtypes of owners that we talked
about, that first culturecarrier is the owner, the
unclear, the low confront, thedisorganized, or the rescuing.
Are you on any of those four?

(05:20):
Do you see yourself in any ofthose four?

And ask yourself this question: would you rehire yourself as CEO (05:23):
undefined
based on your currentconsistency?
Tough question, right?
You would hope you'd say yes,but it might be something to
where, hey, I got some work todo in some of these areas.
You see, we talk a lot in 10xabout what you do weekly becomes

(05:45):
the culture.
So here's some things you coulddo daily.
A daily huddle, talking aboutwins, targets, obstacles,
priorities, and commitments.
Weekly, you can have scorecards,results, client issues,
department priorities, andtraining.
Monthly, you can haveperformance reviews, culture
reviews, role clarity, anddiscuss bottlenecks.

(06:05):
And then quarterly, talentaudit, leadership development,
org chart, promotion andtransition, all those
discussions could be happeningquarterly.
You see, when it comes tobuilding that culture,
management shouldn't be popular.
They should be predictable.
And a golden rule of 10x is whatwe talk about is give the most

(06:26):
attention to the people makingit go right, not the ones
sabotaging the operation.
That's the same with culture.
In order to build a strongculture that you want, you have
to have the right people inthere and the wrong people moved
out.
And when you're looking at that,when you're looking at having
the right people in there, onemistake that people make is

(06:50):
panic hiring, hiring people whenthey just need some help right
now and they can startimmediately.
Really, in 10x, we're talkingabout performance hiring.
What revenue can this roleaffect?
What responsibility will theyown?
What result will they produce?
And what standard will theyraise?
Because the right people don'tcost money, the wrong ones do.

(07:12):
So we should always be hiringand recruiting because growth
requires a constant talentpipeline.
And again, to build the rightculture, you have to have the
right people in the company.
And finding the right people canbe difficult, but having an
interview process that weeds thewrong people out and allows the

(07:34):
right people to go through iswhat we need to do.
And you can look back atprevious episodes for interview
techniques from a 10xperspective.
But basically, you want to askbehavior revealing questions
like tell me about the highestpressure environment you have
worked in, or what was yourmeasurable result in your last
role.
Those are behavior revealingquestions rather than a weak

(07:57):
question could be, are you ateam player?
Right?
Everybody's gonna say yes tothat.
So the idea is to startdetecting some of these patterns
and get the behavior-revealingpatterns out before you hire
them.
So one more thing on hiring.
Again, go back to some previousepisodes.

(08:17):
We did two or three episodes onthe 10x interview method, but
spotting the right talent.
I'm gonna go over some red flagsand some green flags for you.
So some of the red flags,sporadic work experience,
blaming previous employers.
You've ever interviewed anybody,you've probably heard that.
Anybody that's interviewed quitea few people has heard the
blaming previous employers, theconstant victim talk, vague

(08:40):
about goals.
We want people that are clear ongoals.
Clear goals would be a greenflag.
Another green flag could be ownsmistakes without theatrics, can
explain prior results.
If you can't explain priorresults, you probably don't have
good results.
And if you did have goodresults, you have zero idea how
you did that.
So you have zero idea how toduplicate that.

(09:04):
Other green flags are coachableand directable, prepared and
researched, and wants growthtied to performance.
We have all seen the red flagsof somebody showing up to an
interview unprepared, done nocompany research, present
themselves a little sloppily,right?
So look for those green flags tohelp you get the right people on

(09:26):
board so you can build a culturethat is going to grow.
Build a culture that rewards theright things and gets rid of the
things that you want gone.
So let's talk a little bit aboutthe requirements for a 10x
culture.
These are the things you wantembedded in there.
Number one, winning is theexpectation.
You want to make sure thateverybody in the company expects

(09:50):
to win.
Also want to have a dailyall-team meeting.
You've heard me talk about thisone before.
That is a great way to buildculture.
Daily training, daily role play,daily coaching, daily
inspiration, daily recognition,daily correction, daily
reinforcements of targets.
This one's really important thata lot of people don't do.

(10:10):
They don't have daily targetsand therefore cannot reinforce
daily targets if you don't havedaily targets.
So first off, get some dailytargets.
And then 10, teach me, show me,do it for me, make sure I can do
it.
But again, it is all aboutrewarding greatness.
It's building an obsessed team.

(10:33):
It's the team versus theindividual.
It's everybody going toward thatteam goal, but everybody has
individual targets as well.
It's about seeking out andeliminating the cancers.
It's about getting rid of allnegativity in your organization
to be able to build a strongculture.
So let's ask yourself these fewthings.

(10:55):
Describe your current culture.
What would you say it is?
And then list out what you aredoing to establish and reinforce
your culture daily.
If you wrote down your cultureand you can't think of anything
that you're doing each day toreinforce that culture, that is
really not your culture.
And then number three, what willyou commit to improving?

(11:17):
Whether you feel like you have aphenomenal culture now or not,
we can always improve.
So what are you committing todayto improve?
Because if you want a 10xculture, again, it's all about
everybody saying the same thing,everybody driving toward massive
targets, everybody having theirown individual targets.
It's about management, holdingeveryone accountable.

(11:41):
It is about rewarding greatness.
It is about everybody winning,and winning being the
expectation.
So is your culture in yourbusiness right now a 10x
culture?
Some of the things you heardtoday, could you implement those
into your company to helpimprove your culture?
Take a few of them, try to putthem in there, see what they do

(12:03):
for you.
Hope that helps.
And we'll be back after thebreak.
Looking for expert tree carewith hometown integrity?
Look no further than SangamonTree Service.
They're your trusted local pros,delivering quality workmanship,
exceptional customer service,and fair, honest pricing.
Every time.
Whether it's trimming, removal,or storm cleanup, their team

(12:25):
brings professionalism and careto every job, big or small.
Call the name your neighborstrust, Sangman Tree Service, or
visit them today atSangmanTreeService.com.
Sangaman Tree Service, rooted inquality, built on trust.
Well, thank you for joining ustoday, everybody.
Appreciate you making us a partof your day.

(12:46):
Hey, don't forget while you'reout on social, check ours out.
You can check my personal oneout at RobertFarrell at
everywhere.
Check out those ElevateSpringfield pages, those big dog
business coaching pages as well.
Check us out over on YouTube.
Give us a subscribe, give us alike or a follow on any of those
channels.
We would certainly appreciateit.

(13:08):
So hey, take what you learnedtoday.
You bring the discipline andfollow through and together.
That's right, y'all.
We're gonna elevate Springfield.
Be great.
Looking for personalizedinsurance with hometown care,
David Hilst, American FamilyInsurance Agent is here to help

you protect what matters most: your family, your home, and your (13:24):
undefined
dreams.
Whether it's auto, home, life,business, David and his team are
proud to serve the Springfieldcommunity with trusted advice
and reliable coverage.
Local service, realrelationships, peace of mind.
Call today or stop by theiroffice.

(13:46):
They can build your dreamprotection plan together.
Call 217 726 6343 863.