October 14, 2025 • 19 mins
In this powerful live recording of the Will Power Podcast, Will reveals why culture—not strategy, not systems, not talent—determines the destiny of every business and team. He breaks down the foundation of intentional culture, why emotional connection is the true leadership advantage, and how purpose shapes performance from the inside out. You’ll hear real stories and practical culture strategies from entrepreneurs and leaders who are building movements—not just companies.
What You’ll Learn In This Episode:
- Why the purpose of a leader is to create other leaders
- The difference between heart-set vs. mindset in culture
- Why culture is created by intention or by default
- The four pillars of culture: Purpose, Mission, Values, Vision
- How to align culture internally + externally
- Why storytelling is a cultural tool, not just marketing
- Real-life examples of culture initiatives that build loyalty
- How to use social media and PR to amplify your mission
- The power of charity and social impact as cultural anchors
If this episode challenged your thinking and fired you up, SUBSCRIBE and leave a review. It means the world and helps us reach more purpose-driven leaders around the globe.
Virtual Rockstars specialize in helping support or replace all non-clinical roles.
Learn how a Virtual Rockstar can help scale your physical therapy practice.
Subscribe here to our completely free Stress-Free PT Newsletter for your weekly dose of joy.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:00):
Today's episode of the Willpower Podcast comes to
you from a live speakingengagement.
Yeah, I am excited because we'retalking about culture.
So, real quick, let's do a briefrecap of yesterday's
presentation than I did 101.
What's the purpose of a leader?
To create other leaders.
(00:20):
That's right.
And leadership is love.
And love looks like service.
Oh God, Jared, I love it.
Okay, so from that place now, wecan understand that when culture
can be described as the feelingor experience, we understand
that there's variables that gointo this, but there's a heart
set and a mindset the culture Iwant to talk about.
(00:43):
The heart set is my favoritepart, in case you haven't gotten
to know me at all by now.
I'm super into this thing calledexperience and connection.
And it's it's the humanexperience.
It's about so much more thanbusiness or classification or
any of that stuff, because whatwe're talking about is being
with other humans and helpingthem achieve whatever it is that
(01:05):
they're going to achieve.
It's such an important part ofthis.
So culture to me is everything.
There's a quote that's myall-time favorite quote when it
comes to business and life,which is that culture eats
strategy for breakfast.
Um, I don't know if you knowthis, but Amy's actually a
(01:26):
sister I didn't know I had.
Well, actually, both Amy's.
From a training perspective, Amyand I, she and I were just like
whole timer talking, like, yeah,because we were trained in the
same thing.
But why do you guys let me startwith that?
Why do you think culture eatsstrategy for breakfast?
What does that mean to you?
What does that sound like toyou?
Or do you or like I have noidea?
Yeah.
SPEAKER_02 (01:46):
I just said uh strategy has heeded up by
trouble.
SPEAKER_05 (01:52):
Studied the pattern.
Yes.
SPEAKER_01 (02:01):
I love that.
That culture and connection isbigger than any plan, yes.
SPEAKER_02 (02:04):
And I feel like along with that, the people
drive the strategy, so it can goeither way, right?
If the whatever you take in iswhat we get out.
So if the culture is somethingthat takes in the strategy and
then perpetuates it, it's gonnabe a great, great strategy.
Right?
The pitcher is against thestrategy, you get it.
SPEAKER_01 (02:23):
Absolutely.
And to use what Simon Sinek saidyesterday, going those three
circles.
Remember this?
That Cinema circle was what?
Why?
He talked about how when youstart with this, you're in a
position where you dominatebecause people it they
internalize it, it becomes whothey are, right?
We use terms like putting thecult in culture.
(02:47):
I always told my people that,right?
I was like, I want this to be acult, almost a cult, where you
guys want to wear the logobecause it means something to
you personally.
This is the greatest joy and thegreatest fulfillment of our
individual purposes, is tocreate culture.
And this isn't just a culturethat like pertains to like the
(03:08):
people within our business, itpertains to the people outside
of our business.
So, do we have a little erasything?
There we go.
So when we look at this thingcalled culture, there's factors.
Let's go into a little bit ofthe mindset, or excuse me, the
yeah, the mind over the heartside of it.
When we're looking at culture,there's these two elements, but
(03:32):
it's always centered on thisoverlapping piece of a of a
cultural foundation.
This is the external and thenthe internal expressions of
culture.
Internal, what would you guysguess I'm talking about when I
say that?
The team, right?
Like this is what we do withinour companies.
And by the way, if you rememberwhat I said yesterday,
(03:53):
everything that we learn inbusiness in this bouncy ball is
really so we can practice tolearn it where?
In the home.
We can so culture exists whetherwe intentionally create it or
not.
It can be created by intentionor default.
If we don't put language aroundit, it doesn't mean we don't
have a purpose.
You probably heard thatyesterday.
One of you said that withAlexis.
(04:15):
Hey, I'm pretty sure I have apurpose.
I just never used words beforeto describe it.
So we have these things, they'rejust, they just exist.
But as creators, and in mylanguage, sons and daughters of
a God that created the universe,and you have the actual DNA to
go and create whatever it is,that's how I see it.
No matter how you see it, you'recreators.
(04:36):
You can put intention into thiscreation called the experience
of being a part of thisorganization, whether it's a kid
in my family or a newentry-level employee in my team,
because staff is an infection.
So you have the internal andthen the external.
What do I mean by external whenwe're looking at from the
business perspective?
Who am I talking about?
(04:57):
Customers.
So we create these experiences,and it's all based on this
cultural foundation that exists.
And I think sometimes we getlost when we talk about culture
and these elements, like we haveto be in business to understand
what this means, right?
Again, I'm looking at three ofyou I know who are currently
recreating your new future.
(05:18):
And this is the part of thisjourney that is the most
exciting.
And I was sharing this recently,but do you guys know the
etymology of the wordenthusiasm?
It's Greek and literally meansGod within.
So when we feel enthusiasticabout something, like the most
exciting, if we don't know whatto do, follow the excitement.
(05:42):
What excites me?
What's the thing that gets methe most lit up?
For me, that's God saying, Hey,do that thing and then explore
that as far as it can go.
Stay with it and commit to it.
So cultural foundations, this iswhat we talked about yesterday
with Alexis.
We have purpose.
Mission now, I'm gonna throw inthere.
I actually wasn't one who used amission statement.
(06:04):
I used a purpose statement.
I saw those as interchangeable,but it's a Vern harnessed piece.
Amy, what are you thinking?
SPEAKER_00 (06:10):
Yeah, no, I'm I'm I'm watching the whole thing.
SPEAKER_01 (06:13):
Okay, yeah.
Okay, I just not because for me,I always Vern Harnish and
Scaling Up talks about howpurpose is more of like a more
nuanced way of saying mission,but then Alexa separated that
out for me.
I'm like, that's kind of cool.
It's more like my product.
SPEAKER_00 (06:24):
Yeah, I separated out as well.
Uh purpose being a lot morepersonal.
Everything you're you're saying,like what are the things that
light you up?
Um, those are your garden andguests, those are the bits that
you be home.
Those are the things that andlike the why do you exist?
SPEAKER_01 (06:40):
Right.
And that's that emotionaldriver.
And so I love the idea becausefor my company Virtual Rockstar,
our purpose was to build andstrengthen families.
You've heard that so many times,you're probably uh able to
recall that back to me.
But when we're talking aboutmission, people don't ask me,
like, hey, well, what do you do?
And then I tell them my purpose.
I tell them my mission.
And my mission is actuallypretty well defined.
(07:01):
It's to free up private practiceowners with virtual assistance,
AI, and playbooks, virtualassistance being the first one.
So the purpose, the mission,then we have the values, and
then we have the vision.
This is the foundation of ourculture.
And I want you to think about itin a couple different angles.
(07:24):
Um, the first is that yourpurpose comes from your past,
and it always has to be from thefounder.
It's why you exist.
And then you know, Alexis wastalking about it from a
marketing angle yesterday abouthow you develop a story around
it.
But here's the power in this.
The story is how peoplepsychologically are going to
(07:44):
connect to your culture.
It's the story of why youstarted what you're doing, and
it's just the authentic trutharound it.
So, my physical therapypractice, Raj Rehab, started
when I fell off a mountain whenI was 17 trying to impress a
girl rock climbing on a Fridaythe 13th.
That's a good beginning of thestory.
I fell 50 feet because I wasn'tusing ropes at 130 pounds.
(08:06):
I wanted her to see every one ofmy skinny muscles.
I broke 21 bones, both arms,both legs.
That's when my shoes is threeinches bigger than the other,
because I do this and I don'thave shoes on.
I had eight surgeries.
I still have surgeries.
Um, but my physical therapistConnie Clemens came in like a
ball of light and hope.
Right?
This is how I led recruitingstories.
(08:27):
This was when I was when I wasthe only provider.
This is what I told my clients.
This is why I became a physicaltherapist.
It began in my past.
Values, by the way, that's we'regonna talk just briefly about
how we can use messaging tocreate that experience for
people, because nothing createsexperience more better than a
story.
But the middle, the values isthe present.
(08:49):
That's the stand we're taking inthe world.
Those are the words we use todescribe the filter by which all
decisions will be made.
What do we stand for?
And then the future is thevision, right?
So another way to look at thatfor those who are in healthcare
is that the purpose is yourheart, the emotional heart, the
(09:09):
values is your musculoskeletalsystem because it's what moves
you through space and yourvision in your eyes, right?
And the brain, the leadershipthat oversees all this.
So I understand that culture isnot a new concept for you, but I
think it's important to hit thefoundation of this before we
start sharing best practices.
I have all sorts of ideas of howto do this, but I understand
(09:30):
this is a room of entrepreneurs,leaders, and experts.
What are some of the coolestways that you guys have been
able to express your companyculture internally and
externally?
Anything come to mind?
Brian?
SPEAKER_02 (09:45):
Yeah, I mentioned yesterday the diaper program
because I couldn't pay fordiapers for my kids.
We Black February came, so Ididn't have enough money.
So we started paying for diapersfor all of our stack who have
children.
I'm under two years old.
So every month they get adiaper, they get a diaper.
It's called the Weekgate programbecause week date is diaper
(10:05):
spelled backward.
And so and it's ironic in someways.
Right, so up to you.
So we do that, and every month,uh, everybody who has a child
under two years old in theircompany just gets a box of
bangers.
It's it's sort of like a rainbowin the sky, but I love that.
SPEAKER_01 (10:20):
And so how did you communicate that?
What do you put any PR behindthat?
Did you sabortize thatinternally?
SPEAKER_02 (10:24):
When we when we first pushed it out to the
entire company, it was a bigkind of like uh Swobber Doik for
everybody, and even 90% of thecompany that are like, oh man,
that's not us anymore, andthey're like, our company out of
this box.
Every month you send out emails,and then it's also in the
newsletter.
So it shows up all the time.
SPEAKER_01 (10:43):
That's amazing.
Why is it important to put PRbehind our cultural initiatives?
Yeah, man.
So that's why all of you want tobe on social media.
All of you want to be on socialmedia, all of you want to be on
social media.
Okay?
Those of you who are doing it,I've I'm looking at a few that I
(11:06):
know, it's like, man, it's agame changer.
It is, we are in a period oftime, as Gary V says, that has
never been better in terms ofmarketing and public relations
because anyone can pick up theirphone and just create value from
a place of what they'repassionate about.
unknown (11:23):
Right?
SPEAKER_01 (11:24):
And passion is that underlying thing around it.
So I don't care if you have noidea what you want to do, or
you're so clear that you have amillion clinics and you're
starting 30 other businesses andfrankly killing them all.
Like, I want all of you to getin the habit of putting it out
there.
And yeah, it sucks.
I've been doing it for a year,and it's been so humbling to see
comments like, uh, well, I won'tget into them because they're
(11:45):
personal and offensive.
But for so many on the otherside of it, it's this powerful
thing of like, wow, that reallyspoke to me.
It's opened doors for me.
I can't describe.
Real quick example, I starteddoing this thing on LinkedIn
called the gratitude posts.
I literally learned this fromnobody.
I just thought I need moregratitude in my life because
(12:06):
things started getting heavier,and gratitude is the greatest
thing.
So I would just get online andstart, who am I grateful for
today?
And I just start posting aboutthem.
I think I posted about you.
Yes.
Because I'm I worry because Iforget who I post.
I'm like, I already post aboutJared, but I'll just post about
it.
One day I was posting about aleader that I've never met, Vern
Harnish, who wrote Scaling Book,Scaling Up, which is a Bible for
(12:28):
me of business books.
Very big guy, whatever.
And he saw my post.
Because I tagged him.
I'm not stupid, I'm gonna taghim.
But I tagged him and he's like,hey, that was a really touching
story.
Would you can I feature you inmy online magazine?
That online magazine opened up acouple of stages that I spoke on
and drove drove in over aquarter million dollars of
revenue.
(12:48):
Because I and I wasn't trying toget the revenue, but I'm just
saying social media works.
We had another handback here forhow you guys have implemented or
sorry, I kind of went on atangent.
Anyone else?
Yeah, Jared.
SPEAKER_04 (13:00):
One of the things that we do is starting with why
and our purpose and our valuesand every team meeting to be how
we state it, and we sh that westart the meeting.
And it's not so much to be sorepetitive or overkill, but we
sup at that and I highlightevery single boy who's my bike I
used to spend that last sincethe last meeting.
unknown (13:21):
Every week.
SPEAKER_04 (13:22):
Every every meeting someone gets uh highlighted on
how he gun hire problems thevalues during another uh
assessment of who we're hiringyet and during a uh a creature
or cultural alignment ground.
We rebbed a b and that is ourculture is that we'll be the
values and let me hire andhigher this little I love that,
(13:46):
yes, friend.
SPEAKER_03 (13:47):
So I had a friend that uh ended up taking his life
after surveying Iraq.
He's a childhood friend, and umit hurt me pretty bad.
And part of our purpose is toidentify things that hurt us,
right?
Like I want to create a changein the world to make sure no
veteran ever takes their lifeagain.
And that has been an integralpart of my business to build our
(14:10):
soul-pilled platforms and tobuild awareness about this
terrible thing that's happening.
So we've made it a socialmission to in ingrain that in
our culture.
Every clinic we open, socialmission, big uh big grand
openings, and you raise aroundten thousand dollars for Woody
Warriors.
So we partnered with the WoodyWarrior Project.
(14:31):
Uh for every patient thatgraduates to get a little card
with a t-shirt with a bow, andit it says on the card that
because you sews up, we're gonnadonate.
And if you refer one of yourfriends, then we'll donate yeah,
X amount more.
Yeah.
Right?
So it's just been part of ourculture that that is what we do.
We're here to support veteransas well.
SPEAKER_01 (14:54):
So there's been gold just shared right here.
Let me kind of pull it back alittle bit and reframe it so
that you have some applicationfor each of you that sounds like
palatable.
Because when you hear a lot ofgreat ideas, it's inspiring, but
you're also like, how many greatideas do I have to go back and
implement when I come home?
You know, that overwhelm isreal.
But what's really powerful aboutthis is that Simon Senex says
(15:14):
start with the why.
I'll tell you the why is thefoundation of culture.
So again, whether you'restarting over or you're
accelerating a vision that'sbeen around for decades, it
doesn't matter.
Recentering around the why isalways the best place to start.
It's always the best place forus to achieve the next level,
whatever that is for us.
And so when we look at our why,we have our personal purpose or
(15:36):
our professional purpose, butmore importantly, what does love
look like?
I said that yesterday.
What does service look like?
What does it look like to makean impact on people?
So pulling it back again, we hadthree great points.
First, Brian talked about havinginitiatives that really met the
employees' personal needs in away through a professional
organization that felt like theywere speaking just to them as
(15:59):
individuals.
There's so many ways to do that.
Um, one thing I did recently, bythe way, if you're gonna do uh
Amy, what did you call bonuses?
The because you don't giveraises, it was ID spot the
discretionary discretionary orspot bonuses.
One thing I ripped off fromGoogle, because I do a lot of
RD, which doesn't stand forresearch and development, it's
(16:19):
rip-off and duplicate.
So I went for ripped off fromGoogle, is I found in one of
their programs how they usedexperiences over money.
So one of my employees, uhKayla, our director of ops, she
broke another record.
And I was like, should I giveher a raise?
I'm like, no, let's give her adiscretionary bonus.
And then I thought, oh, let's dowhat Google does.
And I I knew she was a hugeDisney fan.
(16:42):
So I took the$2,000 I would havegiven her and I bought a
three-day pass for her, herhusband, and her kids.
It took a little bit of extraeffort.
And then I thought, well, howcan we make this even better?
And I decided, let's let's printout a letter with Mickey.
Let's have like, you know, thisgold.
I found some gold envelopesonline.
And then I had my son deliverit.
Like I was in communication withher husband.
(17:02):
I had my son deliver it to herafter dinner, right before the
girls were getting ready to goto bed, which ruined their
night.
But they I like, you know, butthey were like that.
Literally, I got this reallycool Marco Polo from them, and
they were just like the thelittle girls or eight and ten
are screaming.
They're like, ah, thank you,Will.
You know, and I was like, and Ijust got back.
(17:22):
I'm like, this is the company,this isn't Will, because I'm
always keeping that stewardthing because it feels really
good when they thank me, but ithurts a lot when they're angry
at me.
So I keep that distanceintentional.
Like, well, that's the company,and it's because you earned it.
That's what that is.
So just like those littlecultural pieces are phenomenal.
What Jared said that I want tohit really hard is the idea that
I don't care if it's your kidsor if it's a business, if we
(17:45):
don't say our purpose, vision,and values, they won't know or
care about our purpose, vision,and values.
So if you don't know where tostart, write them down.
If you don't know where to gofrom there, repeat them until
they make fun of you, andor thatthey can repeat them verbatim.
Because in our company, we wouldsay Rise Rehab's purpose is
Jared.
(18:05):
Everyone say that every singletime, every single week.
We'd have it posted in places.
And then we, like Jaredbeautifully does, he highlights
people through the values sothey become meaningful and real
and they have their own storiesthat they connect to them.
And then when they tell theirpatients, that's how you scale.
They have their own story ofbeing the light and hope in the
lives of others and how someonein the company or outside does
(18:27):
that.
And then you build and you buildand you build.
So step one, create thelanguage.
Step two, if we're gonna do thisepistemologically or step by
step, step two would be to makesure we repeat it and use it and
anchor it to things like thediaper initiative or this
wonderful thing called thesocial mission.
(18:48):
Here's a hack.
This is a thing that transformedour culture that I have been
doing over and over again.
Is we anchor our culture, ourpurpose, our greater purpose to
a charity the way that Braddidn't.
Today's episode of the Willpower Podcast comes to
you from a live speakingengagement.
Yeah, I am excited because we'retalking about culture.
So, real quick, let's do a briefrecap of yesterday's
presentation than I did 101.
What's the purpose of a leader?
To create other leaders.
(00:20):
That's right.
And leadership is love.
And love looks like service.
Oh God, Jared, I love it.
Okay, so from that place now, wecan understand that when culture
can be described as the feelingor experience, we understand
that there's variables that gointo this, but there's a heart
set and a mindset the culture Iwant to talk about.
(00:43):
The heart set is my favoritepart, in case you haven't gotten
to know me at all by now.
I'm super into this thing calledexperience and connection.
And it's it's the humanexperience.
It's about so much more thanbusiness or classification or
any of that stuff, because whatwe're talking about is being
with other humans and helpingthem achieve whatever it is that
(01:05):
they're going to achieve.
It's such an important part ofthis.
So culture to me is everything.
There's a quote that's myall-time favorite quote when it
comes to business and life,which is that culture eats
strategy for breakfast.
Um, I don't know if you knowthis, but Amy's actually a
(01:26):
sister I didn't know I had.
Well, actually, both Amy's.
From a training perspective, Amyand I, she and I were just like
whole timer talking, like, yeah,because we were trained in the
same thing.
But why do you guys let me startwith that?
Why do you think culture eatsstrategy for breakfast?
What does that mean to you?
What does that sound like toyou?
Or do you or like I have noidea?
Yeah.
SPEAKER_02 (01:46):
I just said uh strategy has heeded up by
trouble.
SPEAKER_05 (01:52):
Studied the pattern.
Yes.
SPEAKER_01 (02:01):
I love that.
That culture and connection isbigger than any plan, yes.
SPEAKER_02 (02:04):
And I feel like along with that, the people
drive the strategy, so it can goeither way, right?
If the whatever you take in iswhat we get out.
So if the culture is somethingthat takes in the strategy and
then perpetuates it, it's gonnabe a great, great strategy.
Right?
The pitcher is against thestrategy, you get it.
SPEAKER_01 (02:23):
Absolutely.
And to use what Simon Sinek saidyesterday, going those three
circles.
Remember this?
That Cinema circle was what?
Why?
He talked about how when youstart with this, you're in a
position where you dominatebecause people it they
internalize it, it becomes whothey are, right?
We use terms like putting thecult in culture.
(02:47):
I always told my people that,right?
I was like, I want this to be acult, almost a cult, where you
guys want to wear the logobecause it means something to
you personally.
This is the greatest joy and thegreatest fulfillment of our
individual purposes, is tocreate culture.
And this isn't just a culturethat like pertains to like the
(03:08):
people within our business, itpertains to the people outside
of our business.
So, do we have a little erasything?
There we go.
So when we look at this thingcalled culture, there's factors.
Let's go into a little bit ofthe mindset, or excuse me, the
yeah, the mind over the heartside of it.
When we're looking at culture,there's these two elements, but
(03:32):
it's always centered on thisoverlapping piece of a of a
cultural foundation.
This is the external and thenthe internal expressions of
culture.
Internal, what would you guysguess I'm talking about when I
say that?
The team, right?
Like this is what we do withinour companies.
And by the way, if you rememberwhat I said yesterday,
(03:53):
everything that we learn inbusiness in this bouncy ball is
really so we can practice tolearn it where?
In the home.
We can so culture exists whetherwe intentionally create it or
not.
It can be created by intentionor default.
If we don't put language aroundit, it doesn't mean we don't
have a purpose.
You probably heard thatyesterday.
One of you said that withAlexis.
(04:15):
Hey, I'm pretty sure I have apurpose.
I just never used words beforeto describe it.
So we have these things, they'rejust, they just exist.
But as creators, and in mylanguage, sons and daughters of
a God that created the universe,and you have the actual DNA to
go and create whatever it is,that's how I see it.
No matter how you see it, you'recreators.
(04:36):
You can put intention into thiscreation called the experience
of being a part of thisorganization, whether it's a kid
in my family or a newentry-level employee in my team,
because staff is an infection.
So you have the internal andthen the external.
What do I mean by external whenwe're looking at from the
business perspective?
Who am I talking about?
(04:57):
Customers.
So we create these experiences,and it's all based on this
cultural foundation that exists.
And I think sometimes we getlost when we talk about culture
and these elements, like we haveto be in business to understand
what this means, right?
Again, I'm looking at three ofyou I know who are currently
recreating your new future.
(05:18):
And this is the part of thisjourney that is the most
exciting.
And I was sharing this recently,but do you guys know the
etymology of the wordenthusiasm?
It's Greek and literally meansGod within.
So when we feel enthusiasticabout something, like the most
exciting, if we don't know whatto do, follow the excitement.
(05:42):
What excites me?
What's the thing that gets methe most lit up?
For me, that's God saying, Hey,do that thing and then explore
that as far as it can go.
Stay with it and commit to it.
So cultural foundations, this iswhat we talked about yesterday
with Alexis.
We have purpose.
Mission now, I'm gonna throw inthere.
I actually wasn't one who used amission statement.
(06:04):
I used a purpose statement.
I saw those as interchangeable,but it's a Vern harnessed piece.
Amy, what are you thinking?
SPEAKER_00 (06:10):
Yeah, no, I'm I'm I'm watching the whole thing.
SPEAKER_01 (06:13):
Okay, yeah.
Okay, I just not because for me,I always Vern Harnish and
Scaling Up talks about howpurpose is more of like a more
nuanced way of saying mission,but then Alexa separated that
out for me.
I'm like, that's kind of cool.
It's more like my product.
SPEAKER_00 (06:24):
Yeah, I separated out as well.
Uh purpose being a lot morepersonal.
Everything you're you're saying,like what are the things that
light you up?
Um, those are your garden andguests, those are the bits that
you be home.
Those are the things that andlike the why do you exist?
SPEAKER_01 (06:40):
Right.
And that's that emotionaldriver.
And so I love the idea becausefor my company Virtual Rockstar,
our purpose was to build andstrengthen families.
You've heard that so many times,you're probably uh able to
recall that back to me.
But when we're talking aboutmission, people don't ask me,
like, hey, well, what do you do?
And then I tell them my purpose.
I tell them my mission.
And my mission is actuallypretty well defined.
(07:01):
It's to free up private practiceowners with virtual assistance,
AI, and playbooks, virtualassistance being the first one.
So the purpose, the mission,then we have the values, and
then we have the vision.
This is the foundation of ourculture.
And I want you to think about itin a couple different angles.
(07:24):
Um, the first is that yourpurpose comes from your past,
and it always has to be from thefounder.
It's why you exist.
And then you know, Alexis wastalking about it from a
marketing angle yesterday abouthow you develop a story around
it.
But here's the power in this.
The story is how peoplepsychologically are going to
(07:44):
connect to your culture.
It's the story of why youstarted what you're doing, and
it's just the authentic trutharound it.
So, my physical therapypractice, Raj Rehab, started
when I fell off a mountain whenI was 17 trying to impress a
girl rock climbing on a Fridaythe 13th.
That's a good beginning of thestory.
I fell 50 feet because I wasn'tusing ropes at 130 pounds.
(08:06):
I wanted her to see every one ofmy skinny muscles.
I broke 21 bones, both arms,both legs.
That's when my shoes is threeinches bigger than the other,
because I do this and I don'thave shoes on.
I had eight surgeries.
I still have surgeries.
Um, but my physical therapistConnie Clemens came in like a
ball of light and hope.
Right?
This is how I led recruitingstories.
(08:27):
This was when I was when I wasthe only provider.
This is what I told my clients.
This is why I became a physicaltherapist.
It began in my past.
Values, by the way, that's we'regonna talk just briefly about
how we can use messaging tocreate that experience for
people, because nothing createsexperience more better than a
story.
But the middle, the values isthe present.
(08:49):
That's the stand we're taking inthe world.
Those are the words we use todescribe the filter by which all
decisions will be made.
What do we stand for?
And then the future is thevision, right?
So another way to look at thatfor those who are in healthcare
is that the purpose is yourheart, the emotional heart, the
(09:09):
values is your musculoskeletalsystem because it's what moves
you through space and yourvision in your eyes, right?
And the brain, the leadershipthat oversees all this.
So I understand that culture isnot a new concept for you, but I
think it's important to hit thefoundation of this before we
start sharing best practices.
I have all sorts of ideas of howto do this, but I understand
(09:30):
this is a room of entrepreneurs,leaders, and experts.
What are some of the coolestways that you guys have been
able to express your companyculture internally and
externally?
Anything come to mind?
Brian?
SPEAKER_02 (09:45):
Yeah, I mentioned yesterday the diaper program
because I couldn't pay fordiapers for my kids.
We Black February came, so Ididn't have enough money.
So we started paying for diapersfor all of our stack who have
children.
I'm under two years old.
So every month they get adiaper, they get a diaper.
It's called the Weekgate programbecause week date is diaper
(10:05):
spelled backward.
And so and it's ironic in someways.
Right, so up to you.
So we do that, and every month,uh, everybody who has a child
under two years old in theircompany just gets a box of
bangers.
It's it's sort of like a rainbowin the sky, but I love that.
SPEAKER_01 (10:20):
And so how did you communicate that?
What do you put any PR behindthat?
Did you sabortize thatinternally?
SPEAKER_02 (10:24):
When we when we first pushed it out to the
entire company, it was a bigkind of like uh Swobber Doik for
everybody, and even 90% of thecompany that are like, oh man,
that's not us anymore, andthey're like, our company out of
this box.
Every month you send out emails,and then it's also in the
newsletter.
So it shows up all the time.
SPEAKER_01 (10:43):
That's amazing.
Why is it important to put PRbehind our cultural initiatives?
Yeah, man.
So that's why all of you want tobe on social media.
All of you want to be on socialmedia, all of you want to be on
social media.
Okay?
Those of you who are doing it,I've I'm looking at a few that I
(11:06):
know, it's like, man, it's agame changer.
It is, we are in a period oftime, as Gary V says, that has
never been better in terms ofmarketing and public relations
because anyone can pick up theirphone and just create value from
a place of what they'repassionate about.
unknown (11:23):
Right?
SPEAKER_01 (11:24):
And passion is that underlying thing around it.
So I don't care if you have noidea what you want to do, or
you're so clear that you have amillion clinics and you're
starting 30 other businesses andfrankly killing them all.
Like, I want all of you to getin the habit of putting it out
there.
And yeah, it sucks.
I've been doing it for a year,and it's been so humbling to see
comments like, uh, well, I won'tget into them because they're
(11:45):
personal and offensive.
But for so many on the otherside of it, it's this powerful
thing of like, wow, that reallyspoke to me.
It's opened doors for me.
I can't describe.
Real quick example, I starteddoing this thing on LinkedIn
called the gratitude posts.
I literally learned this fromnobody.
I just thought I need moregratitude in my life because
(12:06):
things started getting heavier,and gratitude is the greatest
thing.
So I would just get online andstart, who am I grateful for
today?
And I just start posting aboutthem.
I think I posted about you.
Yes.
Because I'm I worry because Iforget who I post.
I'm like, I already post aboutJared, but I'll just post about
it.
One day I was posting about aleader that I've never met, Vern
Harnish, who wrote Scaling Book,Scaling Up, which is a Bible for
(12:28):
me of business books.
Very big guy, whatever.
And he saw my post.
Because I tagged him.
I'm not stupid, I'm gonna taghim.
But I tagged him and he's like,hey, that was a really touching
story.
Would you can I feature you inmy online magazine?
That online magazine opened up acouple of stages that I spoke on
and drove drove in over aquarter million dollars of
revenue.
(12:48):
Because I and I wasn't trying toget the revenue, but I'm just
saying social media works.
We had another handback here forhow you guys have implemented or
sorry, I kind of went on atangent.
Anyone else?
Yeah, Jared.
SPEAKER_04 (13:00):
One of the things that we do is starting with why
and our purpose and our valuesand every team meeting to be how
we state it, and we sh that westart the meeting.
And it's not so much to be sorepetitive or overkill, but we
sup at that and I highlightevery single boy who's my bike I
used to spend that last sincethe last meeting.
unknown (13:21):
Every week.
SPEAKER_04 (13:22):
Every every meeting someone gets uh highlighted on
how he gun hire problems thevalues during another uh
assessment of who we're hiringyet and during a uh a creature
or cultural alignment ground.
We rebbed a b and that is ourculture is that we'll be the
values and let me hire andhigher this little I love that,
(13:46):
yes, friend.
SPEAKER_03 (13:47):
So I had a friend that uh ended up taking his life
after surveying Iraq.
He's a childhood friend, and umit hurt me pretty bad.
And part of our purpose is toidentify things that hurt us,
right?
Like I want to create a changein the world to make sure no
veteran ever takes their lifeagain.
And that has been an integralpart of my business to build our
(14:10):
soul-pilled platforms and tobuild awareness about this
terrible thing that's happening.
So we've made it a socialmission to in ingrain that in
our culture.
Every clinic we open, socialmission, big uh big grand
openings, and you raise aroundten thousand dollars for Woody
Warriors.
So we partnered with the WoodyWarrior Project.
(14:31):
Uh for every patient thatgraduates to get a little card
with a t-shirt with a bow, andit it says on the card that
because you sews up, we're gonnadonate.
And if you refer one of yourfriends, then we'll donate yeah,
X amount more.
Yeah.
Right?
So it's just been part of ourculture that that is what we do.
We're here to support veteransas well.
SPEAKER_01 (14:54):
So there's been gold just shared right here.
Let me kind of pull it back alittle bit and reframe it so
that you have some applicationfor each of you that sounds like
palatable.
Because when you hear a lot ofgreat ideas, it's inspiring, but
you're also like, how many greatideas do I have to go back and
implement when I come home?
You know, that overwhelm isreal.
But what's really powerful aboutthis is that Simon Senex says
(15:14):
start with the why.
I'll tell you the why is thefoundation of culture.
So again, whether you'restarting over or you're
accelerating a vision that'sbeen around for decades, it
doesn't matter.
Recentering around the why isalways the best place to start.
It's always the best place forus to achieve the next level,
whatever that is for us.
And so when we look at our why,we have our personal purpose or
(15:36):
our professional purpose, butmore importantly, what does love
look like?
I said that yesterday.
What does service look like?
What does it look like to makean impact on people?
So pulling it back again, we hadthree great points.
First, Brian talked about havinginitiatives that really met the
employees' personal needs in away through a professional
organization that felt like theywere speaking just to them as
(15:59):
individuals.
There's so many ways to do that.
Um, one thing I did recently, bythe way, if you're gonna do uh
Amy, what did you call bonuses?
The because you don't giveraises, it was ID spot the
discretionary discretionary orspot bonuses.
One thing I ripped off fromGoogle, because I do a lot of
RD, which doesn't stand forresearch and development, it's
(16:19):
rip-off and duplicate.
So I went for ripped off fromGoogle, is I found in one of
their programs how they usedexperiences over money.
So one of my employees, uhKayla, our director of ops, she
broke another record.
And I was like, should I giveher a raise?
I'm like, no, let's give her adiscretionary bonus.
And then I thought, oh, let's dowhat Google does.
And I I knew she was a hugeDisney fan.
(16:42):
So I took the$2,000 I would havegiven her and I bought a
three-day pass for her, herhusband, and her kids.
It took a little bit of extraeffort.
And then I thought, well, howcan we make this even better?
And I decided, let's let's printout a letter with Mickey.
Let's have like, you know, thisgold.
I found some gold envelopesonline.
And then I had my son deliverit.
Like I was in communication withher husband.
(17:02):
I had my son deliver it to herafter dinner, right before the
girls were getting ready to goto bed, which ruined their
night.
But they I like, you know, butthey were like that.
Literally, I got this reallycool Marco Polo from them, and
they were just like the thelittle girls or eight and ten
are screaming.
They're like, ah, thank you,Will.
You know, and I was like, and Ijust got back.
(17:22):
I'm like, this is the company,this isn't Will, because I'm
always keeping that stewardthing because it feels really
good when they thank me, but ithurts a lot when they're angry
at me.
So I keep that distanceintentional.
Like, well, that's the company,and it's because you earned it.
That's what that is.
So just like those littlecultural pieces are phenomenal.
What Jared said that I want tohit really hard is the idea that
I don't care if it's your kidsor if it's a business, if we
(17:45):
don't say our purpose, vision,and values, they won't know or
care about our purpose, vision,and values.
So if you don't know where tostart, write them down.
If you don't know where to gofrom there, repeat them until
they make fun of you, andor thatthey can repeat them verbatim.
Because in our company, we wouldsay Rise Rehab's purpose is
Jared.
(18:05):
Everyone say that every singletime, every single week.
We'd have it posted in places.
And then we, like Jaredbeautifully does, he highlights
people through the values sothey become meaningful and real
and they have their own storiesthat they connect to them.
And then when they tell theirpatients, that's how you scale.
They have their own story ofbeing the light and hope in the
lives of others and how someonein the company or outside does
(18:27):
that.
And then you build and you buildand you build.
So step one, create thelanguage.
Step two, if we're gonna do thisepistemologically or step by
step, step two would be to makesure we repeat it and use it and
anchor it to things like thediaper initiative or this
wonderful thing called thesocial mission.
(18:48):
Here's a hack.
This is a thing that transformedour culture that I have been
doing over and over again.
Is we anchor our culture, ourpurpose, our greater purpose to
a charity the way that Braddidn't.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
My Favorite Murder with Karen Kilgariff and Georgia Hardstark
My Favorite Murder is a true crime comedy podcast hosted by Karen Kilgariff and Georgia Hardstark. Each week, Karen and Georgia share compelling true crimes and hometown stories from friends and listeners. Since MFM launched in January of 2016, Karen and Georgia have shared their lifelong interest in true crime and have covered stories of infamous serial killers like the Night Stalker, mysterious cold cases, captivating cults, incredible survivor stories and important events from history like the Tulsa race massacre of 1921. My Favorite Murder is part of the Exactly Right podcast network that provides a platform for bold, creative voices to bring to life provocative, entertaining and relatable stories for audiences everywhere. The Exactly Right roster of podcasts covers a variety of topics including historic true crime, comedic interviews and news, science, pop culture and more. Podcasts on the network include Buried Bones with Kate Winkler Dawson and Paul Holes, That's Messed Up: An SVU Podcast, This Podcast Will Kill You, Bananas and more.