Featuring Jerel Benjamin, CEO of the ProfitGold Group

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Episode Transcript

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The following is a paid podcast.iHeartRadio's hosting of this podcast constitutes neither an
endorsement of the products offered or theideas expressed. It's time for Mind Your

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Business on seven ten wo R andthe iHeartRadio Network to present the weekly business
radio show produced by the award winningmarketing firm bottom Line Marketing Group BLMG,
sharing business and marketing strategies to makeyou and your business successful. Now here's
your host, the president and founderof bottom Line Marketing Group, Yets Hawks

(00:49):
Sapless. You know every week I'mexcited about the incredible guests that we have
on the show. Today, I'mreally tonight, I'm really excited about the
show. But that's not a slightto everyone else. It's just hey,
you'll find that soon. Why.It's because of the relationship and the topic.

(01:11):
Well, yes, welcome to anotheredition Mind Your Business right here on
the voice of New York seven tenw R and around the world on the
powerful iHeartRadio Network. And as ourlisteners know, we cover such a wide
range of topics on this show,and we've had so many incredible guests.
Steven sadof the former CEO of SackswiftAvenue John Scully, the former CEO of

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Apple and some Dick shows. Thefounder and chairman emeritus are Best Buy and
so many other guests. By theway, on our YouTube channel, you
can access over three hundred videos thatthat share great business. People call me
all the time, Hi, I'dlike to know about marketing this. I'm
like, go to the YouTube channel. It's there, this tremendous advice and

(01:55):
insight. I gotta get to myguests. But before I do, I
kind of thank that team here heteaches about saying thank you. I don't
know if we're gonna get to thattonight because he has so much to cover,
but a special thank you and shoutout to the great team here a
bottom line marketing group BLMG in particular, thruly Mikhalanachi, and thank you to
the team out at seven ten WRand ze Brenner, the veteran radio personality

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precedes me here on seven ten.Thank you you the shout out, shout
out back, and as special thankyou to all those who stopped me anywhere
and everywhere giving me feedback about theshow. And of course we're we are
syndicated on so many channels Spotify,the Jewish Home article of course our popular
business class channel. But we've gotto get to our guest. What is
tonight's show about. We're featuring GeraldBenjamin, the CEO of the Profit Gold

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Group. And what's the topic Energizeand Empower your team? What a critical
subject? How does one energize andempower their team? And you know what
it sounds to some people, they'regonna say, you know, you know,
just they throw up their hands.It's complicated, it is, but

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there is a process to it.There is there is a way. There's
an art and a science to it. Gerald Benjamin founded nearly twenty years ago.
I guess the big anniversary coming upnext year. Founded in twenty oh
four, Gerald Benjamin found a profitGold Group. He's a serial entrepreneur,
founded nine businesses even over the years, and over the last twenty years,

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consults with companies worldwide in over fiftyindustries. Gerald has the knowledge experience to
talk about the subject of how doesa company energize and empower their team?
Without further ado, Gerald Benjamin,welcome back to Mind your Business. Thanks
for having me. You know,I love being back here with you,

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so absolutely pleasure. Thank you again. Amazing. Okay, so hey you
know, it's not such a simpletopic energizing and empower your team. Now
I understand you have it broken downto four points. Now, It's interesting
when I interviewed John Scully years agohere on the show, he shared a

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point he said, simplification is theultimate I think form of sophistication something like
that. So here you're taking thisvery big, heavy topic energizing apparient team,
and you're saying you have it downto four points. I'm gonna challenge
you, Gerald, you have itdown, you make you know, it's
not that simple. You know thatright, You've run businesses, You've been

(04:31):
consulting business with businesses worldwide in fiftyindustries. It's not that simple. So
I'm gonna challenge you. You sayyou have it into four points, Go
for it, my friend, gofor it back where you know. The
four points makes sense when people understandthe why. A lot of times when
it been small businesses, they kindof bypass why do I need to empower

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the team? You know, everybodyshould know what we're doing, and so
they think that they're getting a teamthat can motivate themselves, get moving and
just remain energized on every objective thatthey have to go pleasure. That's not

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the case. And so when Isay you need to energize and empower your
team, that's why you see alot of people with questions. It's complicated.
How do I accomplish it? Andthat's why we worked so many hard
over the years to bring it downto four points. Okay, so we

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have the four points. Perhaps youcould share the four points and then we
dive in. Let's get let's saywe give each each point, you know,
seven eight minutes and so like this, we could really break it out
and explain it in a way thatpeople could then in their own business implement
it to be successful. Sounds good. So what we need to do is

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then the four points of this masteringresetting the overall vision. That's point one.
Point Number two is mastering the articulationof the action steps needed to achieve
it, okay, which actually rollsright into point three, which is establishing

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relevant accountability as it's being executed.And then number four is to develop reporting
systems that will empower while also reportingon the activity and the action steps being
taken. Now, when we getto three and four, naturally I'm going

(06:45):
to ask or hopefully you'll address.In some industries that's not so simple.
You know, if we're talking abouta brick and mortar operation, you want
to know how many sales took place, or it's something that it's an online
store, and how many transactions camethrough you contract. But let's say in
a professional company and a law firm, an accounting firm and marketing agency,

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where there's a lot of creativity involved. So I don't want to get side
struck. We're gonna go in order. But when we get to accountability,
we would love to hear uh,your your your your advice on that.
How you make that happen? Okay, well that's the first step. You
know that that really a lot ofcompanies, and you write a working companies
all over the world, they theyforget that. You have to reset the

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vision that it's a constant thing.It's it's it's literally like telling your loved
ones I love you once and hopingthey'll remember. For resting their lives not
gonna happen. You have to resetthat. You have to keep repeating that.
And so the first step you're empoweringyour team is really creating almost a

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repetitive mantra out of what is thevision? What are we trying to accomplish?
Now I'm gonna I'm gonna add thispoint. So if I start going
too long, you just get Buthaving a vision that is just based on
revenue we need to make this muchis not a vision because that only really

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matters to the executives. Everybody elsethey're getting paid with. They're getting paid.
Sure, they may get a bomper, they may get a bonus,
or they may get something like that, but essentially, no matter how much
the company makes, they're going toget paid with. They're getting paid.
So that's not empowering or motorbody orenergizing. A vision is something that when
you stated the people who work withyou cannot only see it and understand it,

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but they can see themselves in it. And because they can see themselves
in it, they now can evaluatethe vision, approve of what they're hearing
or seeing and that and from thatpoint become energized to follow your leadership.
That's really the key to resetting thevision. Are you saying it in a

(09:01):
way where they are invited to embraceit because they see themselves in it.
That's the key to energizing and reallyempowering a team. There has to be
something in their tangible that they cangrab their arms around. And it's not
just dollars and cents. Now,is there is there any particular time for

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an amount of time or or frequency, that's the word. I'm looking for
any any suggestions on the frequency thatthe overall vision has to be reintroduced and
and and and and recommunicated to theteam. You know, I always would

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say, if someone's looking for ametric, I'm gonna say it this way,
but I'm going to add a caveatto it. Um it should always
be repeated at least weekly, butas the owner or as the executive of
your company, find more creative waysto say it. Okay yea. So
it's not just a formality that wesay every Wednesday in the sales meeting at

(10:07):
ten a m. But really tryto incorporate it into the conversations whenever you
are doing check ins with your team. You know, how is the subjective
moving us towards the overall vision thatwe have agreed upon together is going to
be in the best interest. Souse that creativity in you, which is

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where you became an entrepreneur from inthe first place to find more interesting ways
to introduce it through to your teamthroughout the week. It's a great point,
right, It's if it's just thesame way week in and week out,
it can get just a little boring. I guess it needs to be
introduced. Okay, any other pointsagain, tonight's show is all about energizing

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and empowering your team, and Geraldis identified point number one is resetting the
overall vision, making sure that everyoneon the team is clear about the direction
of the company, and not justfrom a financial point. It's not just
a you know, just dollars andcents and a transactional type of approach.

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No, it's the why any otherpoints on this Jaal, Yeah, there
is. There is another point tothat. And because I'm sure a lot
of people listening going okay, Ican do that. I'm pretty much you
know the vision, and I thinkI know where everybody wants, what everyone
wants to hear. But I'm goingto add a little point to that.
A vision that really has some legsto empower and motivate has room for those

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who are listening and participating to addtheir uniqueness. So a vision that incorporates
other people must have room to addto allow those others who are participating in
it coming to fruition to participate andadd their unique skill, their unique genius

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is what I like to call it, to the equation because now they feel
like they're bought in. Otherwise,if you don't do that, and I'll
just say this point, don't dothat, you're gonna find yourself constantly trying
to resell the vision. But ifyou can make it where they can participate
in it, now you don't haveto resell it. They'll be advocates for

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it because they're part of building somethinggreat. Doesn't every business dream about this
making sure that everyone's on board andeveryone gets it. We're speaking with Gerald
Benjamin's CEO of the profit Goold Group. Tonight show is titled Energize and Empower
your Team, Gerald. How couldpeople find out more about the amazing work

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that you provide for businesses worldwide?The easiest thing to do is to go
online. Thank you use your smartphone, they can use their PC. Just
go to profit Gooldgroup dot com.And in fact, because we have the
privilege of speaking with you today,we're offering complimentary consultations to those who use

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it. The site and who mayhave questions and may just may just want
a little bit of clarity on someof this stuff. Well, it doesn't
always have to cost you, soit's complimentary. Just going to go to
our website, send us a contactus the forums there, it's very easy
to find. We'll reach out toyou. We'll give you as much time
as necessary to help with you theright direction. That is very kind.

(13:26):
That is very kind. Well,thank you, thank you. We'll be
right back after this commercial break.Stay duned. Living a purpose driven life
is the theme of this year's PinnacleConference due to eleven to thirteenth thea Toronto.
To learn more, go to CovenantGroup dot com. The program is

(13:48):
designed for industry leaders entrepreneurs who wantto become better business people and better people
in business. There are five keyareas, self and family, relationships,
worked, and community that will beaddressed. Each of these is centro to
living a purpose driven life. Tolearn more, go to Covenant Group dot

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the successlist right here on seven toten WR the Voice of New York and
Tonight Show, featuring a good anddear friend and someone who has the experience
and talent to speak about the criticalsubject, Energized and empower your team.
What a critical subject? What animportant subject for any business? Right the

(15:48):
success of a team. The successof a company is its team. There
you go. The success of acompany is its team. Are they motivated?
Are they energized? How does onego about that? And Gerald is
sharing normally charges big bucks. Hedeserves it for what he charges with this,
and he's sharing it with us.On seven ten w R. Gerald,
thank you, that's very kind.Oh goodness, thank you for having

(16:11):
me. It's been a pleasure ofbeing here. Always a pleasure to see
you. Thank you, thank you. So Gerald pointed out that there are
four I'm holding up my hand withfive. Four. There we go.
Four hello. Four key points resettingthe overall vision, articulation of the action
steps needed to achieve it, numberthree establishing relevant accountability, and number four

(16:36):
create reporting systems on activity and thefirst portion of tonight's show we discuss point
one resetting the overall vision. Nowwe move on to Okay, this is
complicated articulation of the action steps neededto achieve it. Gerald, could you
please explain that and even give somepointers that people could then actually take this

(16:59):
back. That's one of the successthe success points of the show is that
people could listen. It's not justyou know, words buying this guy.
It's tackless, it's real takeaways thatpeople could then implement and be successful in
their business or up this point numbertwo. Yeah, absolutely, because the
first set, the first point ofthe vision really needs to be broken down.

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The first thing I remember as abusiness owner and an executive who's trying
to get your team motivated, youhave to realize that, and you can
look this up at eighty five percentof the population cannot visualize. So with
that reality, you have to realizeonly fifteen percent of your team really can

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under take a vision and know whatneeds to happen next. The other eighty
five percent are going to need somedirection even if they see themselves in the
vision. And again with small businesses, that's something that we always forget.
We feel like, okay, everybodyunderstands it. Great, you know your
part, you know your title.Go, and then we're frustrated when they
don't go, or they don't goin the direction by which we would expect

(18:07):
them to. Well, that's becausewe didn't articulate the steps. Now,
it doesn't mean we need to micromanage, So I want to put that out
first. You don't need to necessarilygive them step one to step one hundred,
but most people would love steps onethrough five, so they can at
least start moving in with the cadenceand in the direction of what it would

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take to fulfill their part in yourvision. Because remember, we've articulated it
in a way now where they seethemselves, and even though they see themselves
in the vision, that doesn't meannecessarily know which foot to put in front
of the other. So the firstthing we do as leaders when we're trying
to empower our team is we say, okay, well, here are the

(18:56):
first things that I like to usethis term my definition of excellence as we
move towards this vision is and wedefine the excellence as it relates to their
role. Now, what you've doneis you've not only given them steps to
take practical steps, but you've also, like I said earlier, you've also

(19:21):
created the space now for their owngenius and creativity because you've said, is
all right, everyone has a vision. My definition of excellence in that particular
aspect looks like this boom off theygo and they feel like they can own
it because now you've given me adirection. You've told me what excellence means

(19:44):
as it relates to what I do. Now I can start moving in that
direction. Owning what's happening. Andnow I don't need you to restart my
fire on this particular aspect of practicaltactical steps moving from one point in the
next. Now it's it's it's youbroke it down, but maybe you could

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still hold onto it because again articulationof the action steps needed to achieve it.
A great stat that you shared again, eighty five percent right, eighty
five percent of people cannot visualize.Therefore, what are some suggestions that you
have that a senior management executives cangive over information in a way that the

(20:30):
team fully understands it, and maybeyou can even explain like what happens if
like or maybe what maybe warning signsis the right word, or what what
what insight can can an executive havethat they'll even be more mindful and realize

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that they haven't given it over correctly. M I love that question. Well,
you know, the first strategy ofbreaking things down in articulation and where
you're still empowering the person is whatwe call chunking. I'm sure there's better
words, but I'm going to usethe chunking. That's how we use it
internally. So we're really setting adivision of excellence. We say excellence looks

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like this as it relates to therole that you're playing, and then we
start chunking little sections of what itwould take to accomplish it. Now in
order to achieve that, here's hereit is checkpoint one, you know,
or here's waypoint one. You know. I love aviation, so I use
that a lot. But here's waypoint one, you know. So we
have to make sure that we getthis part accomplished. And then way point

(21:37):
two means that this particular aspect hasbeen accomplished, and way point three.
Now the key is, don't giveme forty two waypoints. Okay, if
at all possible, keep the waypoints three to five three or five checkpoints
or waypoints or every one a tournamentwhere okay, this part, then this

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part, then this part excellency achieved. Because when you can establish a waypoint
like that. Now, to answeryour other question, how do I know
that they're on course? You nowcan go to that checkpoint and you'll know
if did they reach it? Canwe set a time by which they would
reach that waypoint? Something that's areference that the two of you can agree

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on without saying micromanage. Pick upyour pen or pick up your pencil right
on this piece of paper. That'snot what they need. What they need
to know is, as I'm goingalong this journey of excellence, let's check
in with each other here, andthen let's check in with each other here

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now in between those waypoints. Speakingto the employee, they can say,
you have the freedom to use yourcreativity and to use your own genius,
but I would like to by theend of the week to check in here,
because if you're going along to thevision, you should be at this
point at this point in time,okay. And that will create dialogue where

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if it's not clear, the employerand will start asking, or the person
being empowered will ask for clarity andrealize that the more questions they asked the
better because they're using that as fuelto empower their action stops moving. Both.
This is great, makes a lotof sense. Here's another delicate question

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that I could feel comfortable asking someonelike yourself, because you've overseen teams,
and you know from the businesses thatyou've built and run to the you know
the many businesses that you could consultwith on a regular basis. Are there
any tips that you could recommend forto encourage because we know there are some

(23:48):
people that are more reserved in nature. And let's say they senior management gave
over the pointers, they articulated theaction that's needed, but that a particular
employable call employee A, didn't reallyget it. But they feel uncomfortable,
like, oh, if I'm goingto bring it up, they might think

(24:08):
I'm stupid and and and therefore theythey they hesitate. But meanwhile that doesn't
end well, right because then ifthey don't have it clear, it's just
it's you know, it's gonna bea lot of wasted time and because and
they're not going to produce the desiredresult. What recommendation do you have for
companies in order to make sure thatthere's an environment that people are comfortable speaking

(24:33):
up if they didn't really get thevision, that is a good one.
And if you get asked that alot, and my response is very similar
to what you had said, andusing the word environment, where I will
say to them, you must mastercreating the environment for the success you seat.
And so if you want to achievea certain level of success, you

(24:55):
have gaut you create an environment wheredialogue can happen the best way to do
that is to hide it in plainsight. And what I mean by that
is when you're setting the vision andwhen you go into the articulation of the
steps, it is okay to say, I understand that some of you may
not fully grasp well, we're tryingto accomplish here, and I want you

(25:19):
to know that that's okay. Seebecause with adults you can hide that in
plain sight. If you feel thatyour team is not going to immediately be
able to grasp and run with whatyou're saying, which is most of the
time, then open with that concernand allay that fear before it can even

(25:41):
have a chance to begin to fester, and make yourself available. I'm going
to make sure that it's no partyfoul to not fully understand. The only
thing I'm gonna ask you to dois ask as many questions it's necessary until
you feel you have achieved a comfortablelevel of understanding. It's really that simple

(26:06):
because it takes all the ego out, it takes all of the reticence to
talk out, because you've created anenvironment where you've actually encouraged it. And
that's how we move forward with thatobjective. That is great, that is
great, That it's clear, askquestions, don't be afraid, and as

(26:26):
long as that's stated from the outset, they'll feel comfortable, and therefore that
will eliminate a lot of frustration thatthe people may have, like I don't
know if I get do it andthen they do it the wrong way,
I'm like, why didn't you speakup? Why didn't you just speak up?
Yes, and that has to comefrom the top. As long as
the top is saying it at theoutset, you've given permission. We're speaking

(26:48):
with Gerald Benjamin, the CEO ofthe Profit Gold Group, and tonight's show
is all about energizing and empowering yourteam. What a critical subject for any
business. A business is only asgood as its team. Gerald, How
could people find out more information aboutyour amazing firm, profit Goold Group.

(27:10):
Well, they can go straight toour website, which is profit gooldgroup dot
com. There's a history of usthere. There's also all kinds of little
pointers that you can find on thesite. But most importantly, there's also
an area where you can just fillout a questionnaire at or ask us to
speak with you about it. AndI want to make sure that everyone listening

(27:32):
takes advantage of that, because wereally love the idea of just having a
complimentary consultation with people who sincerely wantto move forward in their business. So
that's where you find us profit Gooldgroupdot com and yeah, we'll be more
than happy to address whatever you wantto ask. Amazing. We're going to
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(28:48):
driven life is the theme of thisyear's Pinnacle Conference June eleven to thirteenth,
the Toronto. To learn more,go to Covenetgroup dot com. The program
is signed for industry leaders entrepreneurs whowant to become better business people and better
people in business. There are fivekey areas self and health, family,

(29:11):
relationships, worked, and community thatwill be addressed. Each of these is
central to living a purpose driven life. To learn more, go to Covenant
Group dot com. And we're backbind your business with the Succespolis right here

(29:37):
on seven to ten WR and tonightshow titled Energize and Empower your Team.
What an important subject. And bythe way, when a company is doing
that really really well? And infact, you know what, I'm going
to even turn to my guest onthis one, even though we're in the
middle again tonight show Energize and Empoweryour Team, We're featuring Gerald Benjamin of

(29:59):
the profit Goald Group, and helists four key points that are critical to
keep an eye on to manage properly, and if you do that, you
will energize and empower your team.But just I'm going to ask even just
a quick question before we get tonumber three in in your on your four
points, is that is it fairto say that, for for for leadership

(30:23):
within a company, Um, whenthey're doing this correctly, they'll be you
know, they may even energize themselves. You know, sometimes there's a like
burnout factor, but if they're doingit right, this would eliminate the burnout
factor. Is that Is that fairto say? You know, actually,
it is very fair to say itwill virtually eliminate it. Because now,

(30:45):
especially for executives, we've all heardthe term it's lonely at the top um
and it can be. But usuallya lot of that is self induced.
We've closed off the team to theircreativity and their ability to contribute to the

(31:06):
innovation that is required as the companygrows. We've allowed them to play their
part, and thus the company maygrow to a certain extent. But you
want to really eliminate that burnout,allow opportunities for your team to become part
of the process. And that ishow we get rid of that burnout,

(31:27):
because I gotta tell you, Ideal with that almost as much as I
deal with the subjects we're talking about. Now. Wow wow, Now again,
the four points as was discussed,as was addressed. We covered two
out of the four so far,and the previous segments to four points are
resetting the overall vision. That's one. Number two is articulation of the action

(31:51):
steps needed to achieve it. Numberthree establishing relevant accountability, and number four
create reporting systems on activity. Sonow we get to number three and it's
Gerald, here's the good stop andit is someone that can cover it.
It's you, and I'm going tobefore you jump in with your answer,

(32:12):
I want to also just ask youplease to even address it from the framework
of a B to B company,not something where it's like, I don't
want to say it's simple, butstill if you're talking about an online store,
you could see right away how manyclicks came from Google, Google Smart
and through Facebook Ads, etc.Here you're talking about, I mean,

(32:35):
for example, a B to Boperation where I don't see there's intangibles,
But how in the world are youable to establish relevant accountability? So it's
a tough one, Gerald, it'sall yours well, you know, and
you framed it really well because theword relevant is the key word in that
sentence. See relevant accountability is itmakes it where the accountability is based on

(33:04):
the vision that everyone has participated it. Like you mentioned a great example while
if it's an online store, wecan see by clicks and all those types
of thing. That's accountability, butit's not relevant to the vision by which
you have everyone bought in on seeing. Because if you think about that vision,
we've created a vision they can seethemselves in, which means that they

(33:27):
can see themselves in and they canbe a part of that. Coming to
fruition, it just simple how manyclicks that means something to one sector of
this business, not everyone. Sowhen you establish relevant accountability, here's the
key that I always try to getbusiness owners to do. Let the person

(33:50):
that you're speaking to be a partof establishing what that accountability is. Ask
them, once you establish the vision, ask them for their part in it.
What they believe those checkpoints or thosewaypoints should be once they speak to

(34:10):
you about that. Now you're establishingaccountability. What do you believe I should
see by waypoint one or checkpoint one? What do you believe I should see
by checkpoint two? And so on? Because what you're actually doing, and
this is the psychological spend to establishingrelevant accountability, you're now putting them in

(34:35):
the position where they will own theoutcomes and they'll own those outcomes because they
said it. Because they establish whatyou can expect to see at checkpoint one,
checkpoint two, checkpoint three, andso on. And when they're able
to say, I believe based onyour vision that you can expect to see

(34:58):
this at checkpoint one, you canexpect to see checkpoint one on this dating
time, you have now given themthe most empowering incentive to achieve it,
which is their own words. Andthat is really the mastery of a leader,
because now you're not trying to sellevery step, but you are allowing

(35:22):
them to take it, take itapart, establish the accountability checkpoints, and
then to give you timelines by whichyou can dissipate achieving it. You've given
them the highest motivator, which istheir own word. Now, Gerald,
I love what you said, butI'm about to challenge you. Okay,
I know you love a good challenge. Okay, Let's say the leadership the

(35:45):
executive team at a company are veryclear about the relevant accountability. But based
on what you said, less itis going to be a conversation with employee
A. Okay, And I lovethe way you framed it and the way
you said it, and it's trueinvolved them in the decision, because once

(36:05):
they're involved, they have they haveownership in it, and they'll be more
empowered and energized to actually produce it. Here's a key. Here's a delicate
question. Let's say you're dealing withemployee A, and he's just you know,
I won't say lazy, he justhas less of a drive. Less

(36:25):
of a drive. If you're gonnalet him be involved in making that decision,
he'll say, project A, Ineed two months to do it.
But management knows they can't even beprofitable if you give if you give them
two months to do it, andit really could be done in two weeks.
But employee A is like, Ineed two months and they, you
know, kind of how do youallow them to be part of the decision

(36:50):
when you kind of know going inthat person is, you know, has
a low drive and they're just goingto say an amount of time that's needed.
That's that's realistic, and a companycan't even survive on, you know,
and on that type of productivity.I love it. And that's a
very good question. And I getasked that quite a bit, and this
is how I always respond. Remember, we're allowing them to participate in the

(37:15):
checkpoints, not the vision itself.The vision was set. This is the
vision, and this is what weneed to achieve. It's great. Now
I'll let you be a part ofthe checkpoints by which we can walk along
to see it. But if there'sa timeline, that's part of the vision.
So something needs to be done intwo weeks. Part of my vision

(37:38):
is in two weeks. This isthis is that this is the end result.
Now you can set a three daycheckpoint, a five day checkpoint,
a seven day checkpoint, you caneven set a thirteen day checkpoint. But
by day fourteen, the vision iscomplete. So so that's how we do
it because and I'll say this point, I think you brought up so many

(38:01):
relevant things. But as a consultingfirm, what I always tell our clients
is I'm here to establish one oftwo things. I'm going to establish systems,
no matter what, systems, ofaccountability to move your company forward.
That's my primary objective. But itis going to reveal one of two things,
those who are with you and thosewho are not. And what you're

(38:24):
learning we're speaking about tonight is oneof the systems that we deploy to find
that out. We call it youknow we always say you got to flush
that bird out. Well, theway that we flush that out is we
say, okay, here's the vision, here are the checkpoints. If that
person and we don't want to useord laysy or whatever, let's just say
not motivate it, then maybe there'sa deeper question that needs to be considered.

(38:50):
Are they in the right role forwhere your vision is taking you?
And that's a deeper discussion, adiscussion that I will say we have all
the time. That's a great point. So there there are two ways they
answer the question. One is thatthe overall vision is set from the outset.
It's they're evolved in in the inthe touch points and the checkpoints along

(39:13):
the way. Number one. Numbertwo is sometimes it reveals maybe they're not
in the right position, or sometimesthey may not be part of the right
team. And you know, lifemoves on. You know this this this
plenty of opportunity out there, andif someone feels that they they have some
type of frustration, maybe maybe it'stime to move on. You know,

(39:35):
it's not the need to have thatconversation. Yeah, we have a phrase
for that. We say, sometimesit's necessary to find your future somewhere else
and that's okay. I mean andwhen we're not, and that's never a
fun barge, right right, Butwe need to reveal that and these types
of empowering strategies. The systems revealit for you. I don't have to

(39:59):
go with my up. We justran with it. We let the system
blush it out. And that's whatyou need to do. It become a
master of as a leader and asan executive. It's a great point because
also then it's devoid of emotions.It's not an emotional type of a conversation.
It's like you know, it's it'sit's data. It's it's it's data.

(40:20):
Wow. Tonight's show Energize and empoweryour team, that's the title.
And we're speaking with Gerald Benjamin's CEOof the profit Gold Group. Gerald,
how can people find out more aboutyour amazing services for companies worldwide? Easiest
thing to do? Go online.Just go to profit gooldgroup dot com.
You'll find texts about us, you'llfind out history about us a little bit

(40:44):
there, but most importantly you'll findavenues to reach us, which is the
contact cost forum where you can justsimply say, you know, this is
who I am. I'd love tohave a conversation. You can actually go
straight to our calendar from our websiteand you can book a time that's most
immediate for you, and then we'llgo ahead and we'll meet with you.
We'll have that conversation and move thingsalong in the direction that you know is

(41:06):
possible. Amazing, Gerald Benjamin.We're going to be right back after this
commercial break. Stay tuned. Livinga purpose driven life is the theme of
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(41:28):
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(42:45):
nine one one. Powerful people,famous names, impactful content leaders who are
able to engage their teams more effectively, who are demonstrating a level of under
standing in empathy. It doesn't meanwe're not going to hold people accountable.
We have to hold people accountable forresults. And at the same time as

(43:06):
a great quote, which is Idon't care what you know until I know
that you care. The clip youjust heard is from the CEO of Del
Carnegie, Joe Hart. For morefantastic business advice, follow us on Instagram
at Business Class Clips and we're back. Mind your business will gets like apples.

(43:28):
Here on seven ten War the Voiceof New York. Here the Home
Stretch, The Ninth Inning, Allright, maybe, general, are you
a Houston Astros fan? You knowwhat, I'm actually not, but but
I'm a baseball fan, so youcan still speak really okay, border racing

(43:51):
Chicago, So okay, that's all? Is it? The Cubs of the
White Sox. It's a north side. I'm a come fan. Oh man,
Well, a lot of listeners hereare either the Yankees of them at
so yes, yes, I hopefan and he is from Houston. That's

(44:15):
why I brought that up. Butthe topic, let's let's let's get back
to the subject matter because it's avery important one and we only have around
ten minutes left to the show.Tonight's subject Energize and empower your team,
And it's all about how does acompany maintain division. I'm a vision of
excellence and make sure that the teamis empowered to actually go out and execute

(44:39):
division for why the whole company existsin the first place. And again,
as Gerald pointed out, a companydoesn't exist solely officially to make money.
It exists to service to solve apain point in the marketplace, and through
that, of course, they generaterevenue obviously, U But the point of

(45:01):
tonight show is that without motivating.Without motivating and energizing and empowering a great
team, you can't expect a teamto to then go out and and and
and serve their clients in a greatway. And that's why we have Gerald
An and he identified four points forempowering and energizing a team. Number one

(45:23):
resetting the overall vision. Number twoarticulation of the action steps needed to achieve
it. Number three establishing relevant accountability, and number four. The first three
were addressed in the previous portions oftonight's show. Number four create reporting systems
on activity. Now, let's see, we have five words. Create reporting

(45:45):
systems on activity sounds rather simple,gerald is not so simple? How does
the company do that? You're right, it's not simple, but it's it's
not simple for reasons that are usuallyself induced by the owners of a company.
Okay, because the worst thing isto set expectations and then not give

(46:06):
your team room to do it.And we talked about establishing checkpoints or waypoints
as I like to call it,from and from aviation. But when it
comes to creating reporting systems on activity, the tendency that I'm going to say
to avoid that I'll give the answeris to start to look at all of
the tactical steps being deployed by thatperson to get to that checkpoint and that

(46:36):
waypoint. You have to avoid thetendency or the temptation to do that.
And the way we do it isby establishing or creating reporting systems that are
focused on those checkpoints only. SoI'm going to role play this and say,
okay, now you've talked with keypeople on your team. Those key
people understand the vision. You hadthe conversation about the checkpoints or the way

(47:00):
points when you're going to see certainactivity to hit the overall vision. During
those conversations, you let the personknow I will be inspecting a B and
C at that checkpoint secause what I'mdoing is I'm creating a system where I

(47:21):
can check on the activity. Butlet's just say the person says, okay,
checkpoint one is a week from now, and at that I'm at that
checkpoint. The employee is speaking tothe executive and says you can expect to
see a B and C. Okaygreat. Well, then the way that
we solidify that as an executive aswe say okay, great, then on

(47:42):
Friday at three pm, I willbe slowly looking at this and this.
Now at that point you can addyour a thought or two. Okay,
I'm going to be concerned. SoI'm going to check this point and this
point as well. So what we'redoing is we're creating a definitive line and
what will be inspected Because you've alwaysheard this from the from the chet Holmes

(48:07):
days and then the ultimate sales machine. People respect what inspect yep, yep.
So make it very clear what youwant to inspect that gives you the
certainty that they are moving in thedirection of the vision. And now,
and now I'm going to say onemore thing about it is if you're an

(48:28):
executive, we're a business owner,and you're doing that, don't change the
goal post during the process. Right. Very important if you're going to create
a reporting system. System is thekey word in that sentence, which means,
if there's things that you need tosee that neat that will give you

(48:49):
the certainty it's moving, you mentionedthem during that conversation. You articulate them
during that conversation, so that asit's being executed over time, the goal
post isn't moving. Okay, NowI want to know about this. Now
I want to know about that thatis your job as a leader to be
very clear on that from the outsetbefore you engage in that conversation, because

(49:14):
that is very disempowering to a teamwhen they feel that the goal posts just
moving. Okay, now on thispoint two questions, what advice would you
suggest that that that that the teamcan check in on their own for the

(49:36):
overall vision and for what needs tobe accomplished, meaning is it a cloud
based tool? Is it something postedon the wall? So okay, that's
one. And number two is isthere an advice on how often senior management
should actually check in along the wayto make sure that the plane is on
course? M Well, there's twotwo questions there, so I'll try to

(49:59):
address and as far as the asfar as the platform that we want to
use, whether it's writing it onthe wall or having a crmor or some
other established thing, it should bewhatever it is that is universally accepted.
Okay, okay, and so andI know where you're getting. As far
as you know, let's just saythat checkpoint one is a week out,

(50:20):
well on Wednesday. The executive teammay be curious, well, if that's
the case, because of a certainthe importance of a certain objective. Then
when you establish those checkpoints, youjust simply have to let the person know
as you're progressing put your data intothe CRM or whatever platform. Because what

(50:47):
we don't want to do is wedon't want to disturb them and mess up
their flow, but we also wantto see what's happening. So if it's
that type of activity where they canhave the data piled. Sometimes we have
activity where you know, all ofit goes into the file, so as
you completed, it goes into thefile. Now they don't know that we're

(51:07):
checking it on Wednesday night, butit's in the file. And so that's
what I would suggest. In noparticular instances where you know the checkpoints on
Friday, but you want to seehow the activity is moving because of the
importance of it, that's okay,but just make that instruction clear when you're

(51:29):
having that checkpoint conversation. So itis okay to check in, and necessary
even to check in along the way, because otherwise it could just run off
the rails. And again it couldbe a lot of frustration in terms of
waste of time, frustration on bothsides. On both sides, certainly for
the company because a lot of wasteof time and even for the person working

(51:50):
on it. I mean, ithas to be disheartening for them to work
on something and it's and it's goingnowhere, so to speak well, and
that's where communication comes in. Imean, you're making a very valid point
checking in, but giving them thefreedom to work. Now, I'm going
to put a caveat in there.Okay, communication throughout the process is fine.

(52:10):
So if that if that person that'sa sign of that task is communicating
with you and back and forth,that's okay. Now there is there is
a level of accountability there that thatwe don't have time to get into you
today because I don't want them communicatingwith us to shift accountability back onto you.
But that's a whole other show.Um, I would love to but

(52:34):
but it is, so communication ingeneral is there. We don't want them
to shift accountability. But when youdo check in you throughout the week.
I set platform for a reason becausewhat the executive should be going to the
platform to access that information. Ifyou are that concerned about whatever it is
they're working on, then don't setweekly checkpoints. Set a midweek checkpoint,

(53:00):
because you remember, you can createthe system at the outset with whatever frequency
you need, but let stick toit, don't disrupt the flow. And
that's that's something that I'm so gladyou brought it up. We have those
three briefings, which is what wecall it, with it with executives all

(53:21):
the time, so we can realizeyou let them know you have a leaning
to stand as well. You've giventhe instruction, so stay in your lane
and that person will continue to feelempowered. If you start breaking the rules,
then they're going to feel you don'ttrust them, and you know how
much of a downward spiral that's goingto create. You know, Gerald,
one of the reasons that I lovespeaking with you and interviewing you is that,

(53:43):
like you take these complicated subjects notthe walk in the park. It
is not a piece of cake.This is this is This is critical stuff.
But you have a way of justexplaining it and making sense of it.
Thank oh well, thank you.It's a pleasure to do it.
And you know, it's nice toseek companies as send from these types of

(54:05):
ashes that can really slow them down. As you've mentioned, the time flies
all right, time right, we'llknow, right, the time flies,
and you're having fun. We hada great time yet shared incredible information.
Tonight show Energize and Empower your Team. That is the title, and we
feature Gerald Benjamin, the CEO ofthe Profit Gold Group. Gerald, before

(54:28):
I let you go, how couldpeople find out more about your amazing company?
For again, your company services overcompanies worldwide and over fifty industries.
How can people find that more informationso that they can benefit from you?
The best and most interactive way toreach us is to go online. Just
to go to our website profit Gooldgroupdot com. Everything that you need is

(54:51):
there, The resources are there.Even contact us is there, which we
are giving complementary consultations for those wholisten to your show so that we can
provide I've been the specific tailor directionthey need in their business. But yeah,
go there profit group dot com.You can't miss us, and we'll
be more than happy to give youeverything we have to make sure you're successful.

(55:13):
What an incredible show. Again,the title is Energized and Empower your
Team and case you missed it andthe podcast will be up usually by Monday
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(55:58):
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(56:21):
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(56:45):
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