November 20, 2024 • 19 mins
Join Anthony Karls, President of Rocket Clicks, and Matt Hacker as they discuss the importance of leadership training and development in driving revenue for local businesses. Explore Rocket Clicks' 'Transforming Team Communication' workshop and learn how it helps improve team alignment, productivity, and retention.
00:00 Introduction to Revenue Roadmap
00:17 Leadership Training and Development
00:42 The Importance of Melon Hats
01:45 Transforming Team Communication Workshop
03:42 Understanding Leadership Voices
05:48 The Power of Your Voice
06:56 The Art of Collaboration
09:13 Optimizing Team Performance
10:26 Common Pitfalls in Team Development
11:06 Implementing the Workshops
18:40 Conclusion and Final Thoughts
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Episode Transcript
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Anthony Karls (00:00):
All right, here we go.
So this is Revenue Roadmap,where we talk about driving
revenue in local businesses.
I'm Anthony Carls, president ofRocketClicks.
Today I am with Matt Hawker.
Thank you for being with ustoday, Matt.
So today we're going to continueour conversation that we had
last time.
Talk about one of our bigpillars here at Rocket Clicks,
which is leadership training anddevelopment.
(00:22):
Uh, you help participate inthat.
You lead our, you lead one ofour, uh, workshop series that we
run here internally calledtransforming team communication.
Uh, so we're gonna talk a littlebit about that, what it is, why
it's important and how itimportant, how it helps drive
revenue in businesses.
So big question before we startis why do you like Mellon hats?
Matt Hacker (00:45):
Why do I like?
I do.
I love melon hats.
Um, they're a little on thepricey side for a hat, but you
get what you pay for.
So melon hats, uh, this is notan endorsement, but I would, I
would endorse them.
Uh, they are waterproof first ofall.
So I have a bald head.
Okay.
(01:05):
Uh, I also live in Iowa and Ilike to swim.
Those things don't mix if youdon't have any hair.
So I wear a melon hat.
They're waterproof.
So first of all, that's amazing.
Second thing is it's alsoreally, really hot.
And when you, when you sweatnormal hats, they leave like a
salt ring around, not melonhats.
They don't, they don't stainmelon hats.
(01:26):
Don't sweat.
Don't have no sweat stains.
So, and they just look cool.
So those are the reasons why Ilove melon hats.
Anthony Karls (01:33):
Yeah.
Matt's been talking about themsince he started.
But my first one, I thought I'dwear it for this podcast, just
to support Matt and his endeavorto advocate for them.
So, all right, so let's talkabout transforming team
communication.
So that's one of our, one of ourworkshops we run here.
It's all about leader.
One of the things we believehere is if we're going to grow,
(01:54):
our team's got to grow.
One of the ways we help our teamgrow is through.
Leadership development.
So one of those programs we runthat every team member here
needs to go through is calledtransforming team communication.
So Matt, what, what is thisoverall?
How does it fit into
Matt Hacker (02:13):
Absolutely.
So transforming teamcommunication is part of giant,
which we talked about last timeand.
Basically, it's, it's a seriesof workshops where we, we lead
our team through each one ofthese series to help them
understand what their leadershipvoice is, uh, to help them
understand how their voicecommunicates and, um, interacts
(02:37):
with other voices.
Not all voices, uh, are, areeasy.
Some voices, uh, go against eachother's natural tendencies.
So how do we, how do we workwith that and how do we
collaborate?
Uh, with with people that havedifferent voice types.
Um, how do we create the best,the best teams possible?
(02:59):
Uh, utilizing all of thedifferent voices on our team.
And then lastly, excuse me.
Lastly, there are things that,uh, will be kind of like the
kryptonite.
of this being able to be ranflawlessly, not flawlessly, but
being ran within yourorganization.
And we, we touch base on thosebecause we want people to
(03:20):
understand like.
There's going to be things thatwork against you in your, in
your pursuit to make thishappen.
And this is, this is how you getthrough those.
This is how you work throughthose things.
So, um, those are kind of all ofthe different workshops and
parts of what transforming teamcommunication is all about.
Anthony Karls (03:40):
nice?
Well, you, so you mentioned acouple of things.
So one of them is one of them,you mentioned the word voices.
So tell us what those, I thinkwe talked about a little bit
last time, but remind us whatare, what are voices in the
giant lexicon and how do wefigure out like what voice order
we are?
Matt Hacker (03:57):
So we take a there's an assessment, uh, that
we take at the very beginningand then, um, part of workshop
one is, um, you will you will gothrough this and you will kind
of self assess based off of thethings that you learn, right?
And and from that, uh, there arethere are five different voice
types.
So there's a nurture creativeguardian connector and a
(04:21):
pioneer.
So each voice type has certainattributions.
Or each voice type, uh, is likethe champion of a certain type
of, of, of thing.
So for example, a nurturer isthe champion of the people.
Like they're all aboutrelational harmony.
Okay.
Uh, creatives, they're championof like future ideas and
(04:43):
innovation.
Uh, Tony happens to be acreative, uh, a guardian.
They are really big on like duediligence, asking questions and
then asking questions about thequestions.
Uh, to make sure that they getthe right answer.
Connectors.
I am a connector.
Uh, we are all about relationalnetworks, collaboration, people.
(05:05):
Um, I know a guy who knows a guyif you need a thing done.
That type of a thing.
Uh, and then pioneers.
Pioneers are really big onstrategic vision, problem
solving, resource oriented.
So, basically.
Our team self assesses and thenwe go through workshop one and
after workshop one they can kindof reassess what their, what
their self assessment was to seeif, if anything needs to change
(05:28):
within their voice.
Anthony Karls (05:30):
So then, uh, so after we kind of get an
understanding of, so in workshopone, we're understanding what
the voices are, uh, what they'rethe champions of, uh, kind of
what they feel like so that wecan understand like, is this me
or is this not me?
Um, what do we do in workshoptwo?
What does workshop two looklike?
Matt Hacker (05:48):
Uh, workshop two is all about like understanding all
about your voice.
So it's called the power of yourvoice and it's what do you bring
with your voice to your team?
It also teaches us like thenegative impact of our voices.
So, um, we all have what arecalled weapon systems.
(06:12):
And, uh, if we're not careful,it's easy for us to let those
weapon systems out from acollaboration and leadership and
team communication standpoint.
So it kind of teaches us aboutthat.
Um,
Anthony Karls (06:26):
So really brings, so really brings awareness to
strengths, strengths of others,and then potential natural
tendency downfalls.
Uh, and helps start creatingbridges between people.
Matt Hacker (06:38):
Absolutely.
Anthony Karls (06:39):
Nice.
so and then, so we do so we dothat.
What's the, what's the thirdworkshop about?
So, we're, we've got five, fiveof these in this.
And then we'll talk, at the end,we'll talk a little bit about
how we, how we implement this.
Uh, how long it takes typicallyto get through all five of
these.
So, what's workshop three about?
Matt Hacker (06:57):
Workshop three is the art of collaboration.
And basically that is all aboutenhancing your team's
communication.
Um, how to leverage thestrengths of each person on the
team, how to enable each personon their team to bring the best
to the team, and then how toincrease capacity in general.
Anthony Karls (07:16):
Yeah.
A good example of like how toleverage voices is, so I'm a,
I'm a creative pioneer, so I'mvery future oriented.
I'm very logic driven.
So when we do teamcommunications, I'm not the
person that should really be theperson writing what we should
do.
Cause in my head, the work we'realready there, we're already
moving on to the next thing.
(07:36):
Let's just go.
Uh, and all of our presentoriented, uh, high emotional IQ
people, um, they don't, theydon't, that doesn't get, uh,
Accepted well, uh, because theywant to know the details.
They want to know how it impactsus today.
How does this impact all thepeople, all of the questions
that should be asked, they willask well.
(07:57):
Uh, so when we do an example ofwhen we do change, uh, we
recently, uh, did a large changehere at Rocket Clicks.
Um, from, uh, how are we goingto.
Uh, I had version one that Iwrote up and I passed that off
to several people on our teamthat are not future oriented
(08:19):
logic driven.
They were more present oriented,emotion driven, and we created a
way better communication to theteam because it didn't
necessarily I didn't I didn'tdraft it and all the things that
were on it after I, So myversion, which was like two
lines, uh, this is the change.
Um, it.
was way better written, waybetter received, way less
(08:41):
concerns.
Cause their look, the, those,those voices were looking around
the corner.
I'm like, here's all the thingsthat everybody's gonna be
concerned about.
I'm not concerned about allthose at all.
Good thing, good thing you were,you were involved.
So that's about how do weleverage each other, um,
practically, because like, youmight have a good idea, you
might be way out in front, butif you don't have a, if you're
not leveraging each other,you're likely leaving people in
(09:04):
your wake.
Um, is a good way to describeit.
Matt Hacker (09:08):
Yep, that's exactly it.
Anthony Karls (09:10):
Cool, so what is, what's Workshop 4 about?
Matt Hacker (09:13):
Workshop 4 is called Optimizing Team
Performance.
And basically this is where weget into the conversation of
like the characteristics ofreally high performing teams.
And honestly, who doesn't wantthat, right?
So I love Workshop 4 because,you know, getting through
Workshop 1, 2, and 3, as we takepeople through it, There's you
(09:34):
will you will learn along theway, and people will start to
understand more.
And I think when it gets to whenwe get to workshop for and we
start talking about, like, highperforming teams and, like, what
those characteristics are, whatthose look like, and how each
voice, um, connects to thosepeople really start to get it.
And that's when I see peoplereally start to get.
(09:55):
excited.
Um, because what we're doing iswe're really, uh, talking about
the, the importance and puttingemphasis on like team alignment
in, in workshop four.
So workshop four is, is a greatone for that for so many
reasons, because those thingsconnect to businesses in so many
different ways
Anthony Karls (10:15):
Yeah.
Nice.
And then you said, you mentionedthe word kryptonite.
No, that's kind of the lastworkshop.
So these are kind of the
Matt Hacker (10:22):
I did.
Yeah.
So
Anthony Karls (10:24):
water.
What's what's workshop fiveabout.
Matt Hacker (10:26):
yeah, basically.
It's the five most commonreasons that a team won't
fulfill their full potential.
And it's giving people a headsup on, Hey, this is going to
happen through the progressionof, of creating a team like
this.
Um, this is how you can be awareof it.
This is how you work throughthose things, um, to hopefully
(10:49):
lessen the impact.
We can't make those things nothappen because it's naturally
there they're going to, but wecan, we can, we can change and
we can be ready for them andadjust.
If, if we, if we know kind ofwhat to look for and how to, how
to work through that.
Anthony Karls (11:05):
Nice.
So let's start a little bit nextabout what do we, like, how do
we implement this?
So like, what does thatimplementation look like?
How do we do these, how do we dothese meetings?
How long does it take?
Like, what does that look like?
Matt Hacker (11:19):
So we have a meeting, uh, we have, we have
different groups of people, uh,well, these are video led
meetings.
So there's, there is a videoseries that we watch that we
will, we'll pause the video and,and there's like a time for team
collaboration.
We, we talk through things, wework through things.
Um, And each each meeting is anhour every week.
(11:42):
Um, and I don't really try topush like we have to get through
this today.
Um, from from that standpoint,because when when conversations
naturally starts to happen, Ilike to let that conversation
within our team flow becausethat's when that's when learning
happens.
That's when growth happens froma communication standpoint.
So I let that naturally go.
(12:02):
So
Anthony Karls (12:03):
How many, how many people are how many people
are generally in these?
Matt Hacker (12:07):
So I would say anywhere from like, Six, any
less than six.
Like sometimes you get thatawkward quietness and I I'm very
good at just sitting and beingawkward and quiet if I need to
be, but, uh, from acommunication and a leadership
perspective, like it's notreally what giant's all about.
(12:28):
So I would say six.
Anywhere up to, like, 10 to 12,um, you don't want to have too
many, like, people in on theconversation because then it's
really hard for everybody to gettheir voice heard.
So I think what I found isanywhere from like that 6 to 10
to 12 people is is really a goodsize.
Anthony Karls (12:48):
So you're, so you're meeting,
Matt Hacker (12:49):
session less.
was gonna say each session lastsan hour.
Um, we meet every week.
Um, and I would say like theduration of all of the workshops
for trans, um, uh, transformingteam communication, I would say
it takes anywhere from like fourto five months to get through.
Anthony Karls (13:08):
So in your, and through, through that, through
that process, the team's gettingto know each other more, they're
developing relationships andlike in the, you're meeting
weekly, you're playing, uh,playing a video, you're pausing
it, and then you guys areworkshopping that content and
sharing and how, how does thatland with different
perspectives?
So each week, like the team islearning more about voices that
(13:28):
are different from theirs orsimilar to theirs and how the
world is processed throughtheir,
Matt Hacker (13:32):
And what's really cool is like you can see
progress throughout Giant.
Throughout the duration of thatfour to five months.
So we'll, we'll talk aboutsomething one week.
And then when we talk again, thenext week, people will bring up,
Oh, that thing that we talkedabout last week, like there was
a practical application of that,that happened since we last met.
This is what it looked like.
We're like, cool.
(13:53):
And that's how we can learn fromeach other along the way.
It's not just giant.
Isn't just a train giant is alsoa way for us to learn from each
other throughout this practicalapplication of this four to five
months.
Anthony Karls (14:06):
Yeah.
The other, the other thingthat's been, um, cool with giant
is how it applies to yourrelationships generally.
Cause it's not just, it's notjust your work relationships.
It gives you a lens to see theworld, see, see through more
clearly all of your relationalinteractions in the world.
And like, maybe you're, maybeyou have frustrations with
(14:29):
somebody and they're, they maybe more built in like your, both
of your natural tendencies andyou're unaware of that.
And now you might be more awareof it.
And it might give you a littlemore patience and tools to lean
into that conversation andapproach it differently.
And we're literally changed thedynamic of the relationship.
So it's
Matt Hacker (14:49):
Yeah,
Anthony Karls (14:49):
valuable in my own life for, with my wife, you
know, it's been helpful for theteam.
Matt Hacker (14:55):
absolutely, this isn't just a work thing, like
the things that you learn from,from transforming communication
to Giant in general, those arethings that you can take with
you in other areas of your life.
Um, you know, as you go throughthis, you learn about like
different voice types aredifferent.
They, they're, they thinkdifferently from like a, some
voices care about the, the,immediate future and like right
(15:17):
now and some people care aboutthe future a lot more.
Um, as you meet people and you,you learn about them and you
hear them talk like you, I canpretty much tell like, okay,
this person is a future futurethinking person.
So that's the, that's how I'mgoing to be successful in this
conversation and talking tothem.
And I learned that through giantand the rest of our team is
(15:37):
learning that as well.
Anthony Karls (15:38):
How would you, so as it, as it pertains to, you
know, the point of this podcastis how do we help, how do we
help, uh, local small businessesdrive more, drive more revenue
and improve their business?
How does this, how does thisparticularly.
Supporting that.
Matt Hacker (15:57):
Yeah.
Um, team, especially when you'rea small business is going to be
one of the most important thingsfor your business and making
sure that your team is alignedand everybody's speaking the
same language and everybodyunderstands how to communicate
with each other, knowing thatthe, that multiple people aren't
(16:17):
necessarily the same, uh, theythink differently, they act
differently and that's okay, butthey understand how to
communicate with each other Um,that's going to, that's going to
be mind blowing from you from aproductivity standpoint, from,
uh, a business growthstandpoint.
(16:39):
Um, if you have an unalignedteam that are doing unaligned
tasks.
Using different phrases andverbiage for everything that
they do, uh, your business isn'tgoing to be in business for very
long because your team is goingto fail.
People are going to leave.
People are going to getfrustrated.
Um, so making sure thateverybody is aligned is going to
(17:02):
keep you.
It's going to help keep you inbusiness.
It's going to help help you growyour business.
Anthony Karls (17:07):
Yeah.
So really is that we, I know weuse this for like too big, the
too big, like if we're going toboil this down to metrics, it
would be, how do we improve,prove our retention and how do
we increase our productivity andthat will show up because we're,
We're having the realconversations.
We're solving the rightproblems.
The team is more engaged becausewe see, we, they see us as
(17:31):
investing in them and theirgrowth.
I think it was Henry Ford thatsaid you have two options with
your team.
You can be afraid to train thembecause they might leave, um, or
You can not train them and theycould stay and his, his
perspective.
And I think he did.
Okay.
It was, I'd rather train themand give them the opportunity to
leave, but actually create thatculture versus not train them.
(17:52):
And then I have the problem inmy business and they are still
here.
Um, so, you know, this reallyhelps us.
Attack those, those two veryspecific problems is how to, how
do we improve our team memberretention?
Um, how do we increase ouroverall product productivity and
how do we build that next, nextperson up mentality within our
(18:12):
team?
So as we grow, we're able toabsorb the opportunity.
Matt Hacker (18:16):
Absolutely.
There's a, there's a quote.
I can't remember who said it,but you know, in, in business,
sometimes the, the question is,you know, I don't know if we can
afford to do that.
And when it comes to this, it'slike, I don't know if you can
afford not to.
Like, you can't afford not toinvest in your team.
The way that we've done that isthrough Giant and transforming
team communication has beenvital in us to build the team
(18:38):
that we have.
Anthony Karls (18:40):
Awesome.
Well, appreciate it, Matt.
Any closing thoughts before wewrap up?
Matt Hacker (18:44):
Uh, no, I know that we'll be back to talk about some
other things, uh, in depth, soI'm excited for that and, uh, I
appreciate your time.
Thank you.
Anthony Karls (18:52):
Appreciate it.
Thank you, sir.
All right, here we go.
So this is Revenue Roadmap,where we talk about driving
revenue in local businesses.
I'm Anthony Carls, president ofRocketClicks.
Today I am with Matt Hawker.
Thank you for being with ustoday, Matt.
So today we're going to continueour conversation that we had
last time.
Talk about one of our bigpillars here at Rocket Clicks,
which is leadership training anddevelopment.
(00:22):
Uh, you help participate inthat.
You lead our, you lead one ofour, uh, workshop series that we
run here internally calledtransforming team communication.
Uh, so we're gonna talk a littlebit about that, what it is, why
it's important and how itimportant, how it helps drive
revenue in businesses.
So big question before we startis why do you like Mellon hats?
Matt Hacker (00:45):
Why do I like?
I do.
I love melon hats.
Um, they're a little on thepricey side for a hat, but you
get what you pay for.
So melon hats, uh, this is notan endorsement, but I would, I
would endorse them.
Uh, they are waterproof first ofall.
So I have a bald head.
Okay.
(01:05):
Uh, I also live in Iowa and Ilike to swim.
Those things don't mix if youdon't have any hair.
So I wear a melon hat.
They're waterproof.
So first of all, that's amazing.
Second thing is it's alsoreally, really hot.
And when you, when you sweatnormal hats, they leave like a
salt ring around, not melonhats.
They don't, they don't stainmelon hats.
(01:26):
Don't sweat.
Don't have no sweat stains.
So, and they just look cool.
So those are the reasons why Ilove melon hats.
Anthony Karls (01:33):
Yeah.
Matt's been talking about themsince he started.
But my first one, I thought I'dwear it for this podcast, just
to support Matt and his endeavorto advocate for them.
So, all right, so let's talkabout transforming team
communication.
So that's one of our, one of ourworkshops we run here.
It's all about leader.
One of the things we believehere is if we're going to grow,
(01:54):
our team's got to grow.
One of the ways we help our teamgrow is through.
Leadership development.
So one of those programs we runthat every team member here
needs to go through is calledtransforming team communication.
So Matt, what, what is thisoverall?
How does it fit into
Matt Hacker (02:13):
Absolutely.
So transforming teamcommunication is part of giant,
which we talked about last timeand.
Basically, it's, it's a seriesof workshops where we, we lead
our team through each one ofthese series to help them
understand what their leadershipvoice is, uh, to help them
understand how their voicecommunicates and, um, interacts
(02:37):
with other voices.
Not all voices, uh, are, areeasy.
Some voices, uh, go against eachother's natural tendencies.
So how do we, how do we workwith that and how do we
collaborate?
Uh, with with people that havedifferent voice types.
Um, how do we create the best,the best teams possible?
(02:59):
Uh, utilizing all of thedifferent voices on our team.
And then lastly, excuse me.
Lastly, there are things that,uh, will be kind of like the
kryptonite.
of this being able to be ranflawlessly, not flawlessly, but
being ran within yourorganization.
And we, we touch base on thosebecause we want people to
(03:20):
understand like.
There's going to be things thatwork against you in your, in
your pursuit to make thishappen.
And this is, this is how you getthrough those.
This is how you work throughthose things.
So, um, those are kind of all ofthe different workshops and
parts of what transforming teamcommunication is all about.
Anthony Karls (03:40):
nice?
Well, you, so you mentioned acouple of things.
So one of them is one of them,you mentioned the word voices.
So tell us what those, I thinkwe talked about a little bit
last time, but remind us whatare, what are voices in the
giant lexicon and how do wefigure out like what voice order
we are?
Matt Hacker (03:57):
So we take a there's an assessment, uh, that
we take at the very beginningand then, um, part of workshop
one is, um, you will you will gothrough this and you will kind
of self assess based off of thethings that you learn, right?
And and from that, uh, there arethere are five different voice
types.
So there's a nurture creativeguardian connector and a
(04:21):
pioneer.
So each voice type has certainattributions.
Or each voice type, uh, is likethe champion of a certain type
of, of, of thing.
So for example, a nurturer isthe champion of the people.
Like they're all aboutrelational harmony.
Okay.
Uh, creatives, they're championof like future ideas and
(04:43):
innovation.
Uh, Tony happens to be acreative, uh, a guardian.
They are really big on like duediligence, asking questions and
then asking questions about thequestions.
Uh, to make sure that they getthe right answer.
Connectors.
I am a connector.
Uh, we are all about relationalnetworks, collaboration, people.
(05:05):
Um, I know a guy who knows a guyif you need a thing done.
That type of a thing.
Uh, and then pioneers.
Pioneers are really big onstrategic vision, problem
solving, resource oriented.
So, basically.
Our team self assesses and thenwe go through workshop one and
after workshop one they can kindof reassess what their, what
their self assessment was to seeif, if anything needs to change
(05:28):
within their voice.
Anthony Karls (05:30):
So then, uh, so after we kind of get an
understanding of, so in workshopone, we're understanding what
the voices are, uh, what they'rethe champions of, uh, kind of
what they feel like so that wecan understand like, is this me
or is this not me?
Um, what do we do in workshoptwo?
What does workshop two looklike?
Matt Hacker (05:48):
Uh, workshop two is all about like understanding all
about your voice.
So it's called the power of yourvoice and it's what do you bring
with your voice to your team?
It also teaches us like thenegative impact of our voices.
So, um, we all have what arecalled weapon systems.
(06:12):
And, uh, if we're not careful,it's easy for us to let those
weapon systems out from acollaboration and leadership and
team communication standpoint.
So it kind of teaches us aboutthat.
Um,
Anthony Karls (06:26):
So really brings, so really brings awareness to
strengths, strengths of others,and then potential natural
tendency downfalls.
Uh, and helps start creatingbridges between people.
Matt Hacker (06:38):
Absolutely.
Anthony Karls (06:39):
Nice.
so and then, so we do so we dothat.
What's the, what's the thirdworkshop about?
So, we're, we've got five, fiveof these in this.
And then we'll talk, at the end,we'll talk a little bit about
how we, how we implement this.
Uh, how long it takes typicallyto get through all five of
these.
So, what's workshop three about?
Matt Hacker (06:57):
Workshop three is the art of collaboration.
And basically that is all aboutenhancing your team's
communication.
Um, how to leverage thestrengths of each person on the
team, how to enable each personon their team to bring the best
to the team, and then how toincrease capacity in general.
Anthony Karls (07:16):
Yeah.
A good example of like how toleverage voices is, so I'm a,
I'm a creative pioneer, so I'mvery future oriented.
I'm very logic driven.
So when we do teamcommunications, I'm not the
person that should really be theperson writing what we should
do.
Cause in my head, the work we'realready there, we're already
moving on to the next thing.
(07:36):
Let's just go.
Uh, and all of our presentoriented, uh, high emotional IQ
people, um, they don't, theydon't, that doesn't get, uh,
Accepted well, uh, because theywant to know the details.
They want to know how it impactsus today.
How does this impact all thepeople, all of the questions
that should be asked, they willask well.
(07:57):
Uh, so when we do an example ofwhen we do change, uh, we
recently, uh, did a large changehere at Rocket Clicks.
Um, from, uh, how are we goingto.
Uh, I had version one that Iwrote up and I passed that off
to several people on our teamthat are not future oriented
(08:19):
logic driven.
They were more present oriented,emotion driven, and we created a
way better communication to theteam because it didn't
necessarily I didn't I didn'tdraft it and all the things that
were on it after I, So myversion, which was like two
lines, uh, this is the change.
Um, it.
was way better written, waybetter received, way less
(08:41):
concerns.
Cause their look, the, those,those voices were looking around
the corner.
I'm like, here's all the thingsthat everybody's gonna be
concerned about.
I'm not concerned about allthose at all.
Good thing, good thing you were,you were involved.
So that's about how do weleverage each other, um,
practically, because like, youmight have a good idea, you
might be way out in front, butif you don't have a, if you're
not leveraging each other,you're likely leaving people in
(09:04):
your wake.
Um, is a good way to describeit.
Matt Hacker (09:08):
Yep, that's exactly it.
Anthony Karls (09:10):
Cool, so what is, what's Workshop 4 about?
Matt Hacker (09:13):
Workshop 4 is called Optimizing Team
Performance.
And basically this is where weget into the conversation of
like the characteristics ofreally high performing teams.
And honestly, who doesn't wantthat, right?
So I love Workshop 4 because,you know, getting through
Workshop 1, 2, and 3, as we takepeople through it, There's you
(09:34):
will you will learn along theway, and people will start to
understand more.
And I think when it gets to whenwe get to workshop for and we
start talking about, like, highperforming teams and, like, what
those characteristics are, whatthose look like, and how each
voice, um, connects to thosepeople really start to get it.
And that's when I see peoplereally start to get.
(09:55):
excited.
Um, because what we're doing iswe're really, uh, talking about
the, the importance and puttingemphasis on like team alignment
in, in workshop four.
So workshop four is, is a greatone for that for so many
reasons, because those thingsconnect to businesses in so many
different ways
Anthony Karls (10:15):
Yeah.
Nice.
And then you said, you mentionedthe word kryptonite.
No, that's kind of the lastworkshop.
So these are kind of the
Matt Hacker (10:22):
I did.
Yeah.
So
Anthony Karls (10:24):
water.
What's what's workshop fiveabout.
Matt Hacker (10:26):
yeah, basically.
It's the five most commonreasons that a team won't
fulfill their full potential.
And it's giving people a headsup on, Hey, this is going to
happen through the progressionof, of creating a team like
this.
Um, this is how you can be awareof it.
This is how you work throughthose things, um, to hopefully
(10:49):
lessen the impact.
We can't make those things nothappen because it's naturally
there they're going to, but wecan, we can, we can change and
we can be ready for them andadjust.
If, if we, if we know kind ofwhat to look for and how to, how
to work through that.
Anthony Karls (11:05):
Nice.
So let's start a little bit nextabout what do we, like, how do
we implement this?
So like, what does thatimplementation look like?
How do we do these, how do we dothese meetings?
How long does it take?
Like, what does that look like?
Matt Hacker (11:19):
So we have a meeting, uh, we have, we have
different groups of people, uh,well, these are video led
meetings.
So there's, there is a videoseries that we watch that we
will, we'll pause the video and,and there's like a time for team
collaboration.
We, we talk through things, wework through things.
Um, And each each meeting is anhour every week.
(11:42):
Um, and I don't really try topush like we have to get through
this today.
Um, from from that standpoint,because when when conversations
naturally starts to happen, Ilike to let that conversation
within our team flow becausethat's when that's when learning
happens.
That's when growth happens froma communication standpoint.
So I let that naturally go.
(12:02):
So
Anthony Karls (12:03):
How many, how many people are how many people
are generally in these?
Matt Hacker (12:07):
So I would say anywhere from like, Six, any
less than six.
Like sometimes you get thatawkward quietness and I I'm very
good at just sitting and beingawkward and quiet if I need to
be, but, uh, from acommunication and a leadership
perspective, like it's notreally what giant's all about.
(12:28):
So I would say six.
Anywhere up to, like, 10 to 12,um, you don't want to have too
many, like, people in on theconversation because then it's
really hard for everybody to gettheir voice heard.
So I think what I found isanywhere from like that 6 to 10
to 12 people is is really a goodsize.
Anthony Karls (12:48):
So you're, so you're meeting,
Matt Hacker (12:49):
session less.
was gonna say each session lastsan hour.
Um, we meet every week.
Um, and I would say like theduration of all of the workshops
for trans, um, uh, transformingteam communication, I would say
it takes anywhere from like fourto five months to get through.
Anthony Karls (13:08):
So in your, and through, through that, through
that process, the team's gettingto know each other more, they're
developing relationships andlike in the, you're meeting
weekly, you're playing, uh,playing a video, you're pausing
it, and then you guys areworkshopping that content and
sharing and how, how does thatland with different
perspectives?
So each week, like the team islearning more about voices that
(13:28):
are different from theirs orsimilar to theirs and how the
world is processed throughtheir,
Matt Hacker (13:32):
And what's really cool is like you can see
progress throughout Giant.
Throughout the duration of thatfour to five months.
So we'll, we'll talk aboutsomething one week.
And then when we talk again, thenext week, people will bring up,
Oh, that thing that we talkedabout last week, like there was
a practical application of that,that happened since we last met.
This is what it looked like.
We're like, cool.
(13:53):
And that's how we can learn fromeach other along the way.
It's not just giant.
Isn't just a train giant is alsoa way for us to learn from each
other throughout this practicalapplication of this four to five
months.
Anthony Karls (14:06):
Yeah.
The other, the other thingthat's been, um, cool with giant
is how it applies to yourrelationships generally.
Cause it's not just, it's notjust your work relationships.
It gives you a lens to see theworld, see, see through more
clearly all of your relationalinteractions in the world.
And like, maybe you're, maybeyou have frustrations with
(14:29):
somebody and they're, they maybe more built in like your, both
of your natural tendencies andyou're unaware of that.
And now you might be more awareof it.
And it might give you a littlemore patience and tools to lean
into that conversation andapproach it differently.
And we're literally changed thedynamic of the relationship.
So it's
Matt Hacker (14:49):
Yeah,
Anthony Karls (14:49):
valuable in my own life for, with my wife, you
know, it's been helpful for theteam.
Matt Hacker (14:55):
absolutely, this isn't just a work thing, like
the things that you learn from,from transforming communication
to Giant in general, those arethings that you can take with
you in other areas of your life.
Um, you know, as you go throughthis, you learn about like
different voice types aredifferent.
They, they're, they thinkdifferently from like a, some
voices care about the, the,immediate future and like right
(15:17):
now and some people care aboutthe future a lot more.
Um, as you meet people and you,you learn about them and you
hear them talk like you, I canpretty much tell like, okay,
this person is a future futurethinking person.
So that's the, that's how I'mgoing to be successful in this
conversation and talking tothem.
And I learned that through giantand the rest of our team is
(15:37):
learning that as well.
Anthony Karls (15:38):
How would you, so as it, as it pertains to, you
know, the point of this podcastis how do we help, how do we
help, uh, local small businessesdrive more, drive more revenue
and improve their business?
How does this, how does thisparticularly.
Supporting that.
Matt Hacker (15:57):
Yeah.
Um, team, especially when you'rea small business is going to be
one of the most important thingsfor your business and making
sure that your team is alignedand everybody's speaking the
same language and everybodyunderstands how to communicate
with each other, knowing thatthe, that multiple people aren't
(16:17):
necessarily the same, uh, theythink differently, they act
differently and that's okay, butthey understand how to
communicate with each other Um,that's going to, that's going to
be mind blowing from you from aproductivity standpoint, from,
uh, a business growthstandpoint.
(16:39):
Um, if you have an unalignedteam that are doing unaligned
tasks.
Using different phrases andverbiage for everything that
they do, uh, your business isn'tgoing to be in business for very
long because your team is goingto fail.
People are going to leave.
People are going to getfrustrated.
Um, so making sure thateverybody is aligned is going to
(17:02):
keep you.
It's going to help keep you inbusiness.
It's going to help help you growyour business.
Anthony Karls (17:07):
Yeah.
So really is that we, I know weuse this for like too big, the
too big, like if we're going toboil this down to metrics, it
would be, how do we improve,prove our retention and how do
we increase our productivity andthat will show up because we're,
We're having the realconversations.
We're solving the rightproblems.
The team is more engaged becausewe see, we, they see us as
(17:31):
investing in them and theirgrowth.
I think it was Henry Ford thatsaid you have two options with
your team.
You can be afraid to train thembecause they might leave, um, or
You can not train them and theycould stay and his, his
perspective.
And I think he did.
Okay.
It was, I'd rather train themand give them the opportunity to
leave, but actually create thatculture versus not train them.
(17:52):
And then I have the problem inmy business and they are still
here.
Um, so, you know, this reallyhelps us.
Attack those, those two veryspecific problems is how to, how
do we improve our team memberretention?
Um, how do we increase ouroverall product productivity and
how do we build that next, nextperson up mentality within our
(18:12):
team?
So as we grow, we're able toabsorb the opportunity.
Matt Hacker (18:16):
Absolutely.
There's a, there's a quote.
I can't remember who said it,but you know, in, in business,
sometimes the, the question is,you know, I don't know if we can
afford to do that.
And when it comes to this, it'slike, I don't know if you can
afford not to.
Like, you can't afford not toinvest in your team.
The way that we've done that isthrough Giant and transforming
team communication has beenvital in us to build the team
(18:38):
that we have.
Anthony Karls (18:40):
Awesome.
Well, appreciate it, Matt.
Any closing thoughts before wewrap up?
Matt Hacker (18:44):
Uh, no, I know that we'll be back to talk about some
other things, uh, in depth, soI'm excited for that and, uh, I
appreciate your time.
Thank you.
Anthony Karls (18:52):
Appreciate it.
Thank you, sir.
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