"You're In Charge" with Glenn Pasch
"You're In Charge" with Glenn Pasch

Episode 6 · 2 years ago

The Key to Fixing Employee Performance with Cory Mosley


In this episode Glenn Pasch and Cory Mosley, author, speaker and entrepreneur discuss the things most manager miss about creating a culture for their business. Cory shares how culture/structure leads to hiring the right employees as well as allowing leaders to be developed within the organization. 

Cory share his expertise and experience as both a business owner, highly regarded business strategist and now helping to guide new entrepreneurs as they launch their new companies. Please share as well. Also, love to hear your comments 

About Cory Mosley: https://corymosley.com/ Cory's Podcast: Fearless Entrepreneurship https://corymosley.com/podcasts/ Cory Mosley, CSP, is Company Principal of Mosley Strategy Group. As a business growth speaker and consultant, 

Cory helps business owners and companies that want to thrive in the new economy by giving them strategies to increase sales, build fanatical teams, and future proof their business. 

He has been featured on NBC, CBS, and ABC affiliate stations, and at global events like INBOUND. 

About Glenn Pasch:

"Everyone finds themselves in charge at some point in their lives. Yet many of us lack the skills to generate consistent results. My goal is to help you learn the skills to adapt and grow in your personal and business life.”

Glenn Pasch is CEO of PCG Digital, a full service digital marketing agency that specializes in helping businesses create and deliver customers raving, recommending & returning for more. He is author of 2 books including "The Power of Connected Marketing" and has spoken and educated audiences throughout the US and internationally.

Let’s Connect:

Linkedin: https://www.linkedin.com/in/glennpasch/

Personal Website http://glennpasch.com/

Company website: https://pcgdigital.com/

So let's say your team's not generating the results you need, or someone's asked you for your opinion on how their business could improve. What should you look at? How do you do that? How do you get those teams back on track? Well, I have a great person who's going to answer those questions today. Gentleman's name is Cory Moseley. He is a podcast or, he is an author. He is a businessman himself, but his newest ventures are helping new entrepreneurs get their business is launched in the right way. So let's dive in. Let's go talk to cory. Hi and welcome back to another episode of you're in charge now what? I'm your host, Glen Pash, and the goal of this channel is to help those of you that find yourself in charge of a team, a division, a project or even a business, learn the skills necessary to build and lead high performing teams. Each week, I'm going to focus on one topic and I'm going to share some tips and strategies that have helped me build my businesses, or I'm going to bring in some guests and we're going to talk to them about those topics in those skills that they put in play. To help build this business. Our goal is to give you a tactical tips so that you can generate consistent results. So, without any further ado, I want to welcome in my guest, Corey Oslie, who's a very dear friend of mine and he is the host of fearless entrepreneurship podcast and he is also the author of this great new book. I got two copies of it, entrepreneurship confidential. It's for sale right now. It is really and I don't want you to get look over the fact that you might think just because this is an easy read that it's not jam packed with great advice. I breathe through it and I started writing and penciling things in, saying, all right, I got to go back and look at this again. So, before I get started, let Corey talk about himself again introduce a little more. I definitely want to just take this moment to thank you, Corey. I've said it to a couple people. I've said it to you off are. Without your kicking the butt, even though it took a long time, without your encouragement, without your example, I would not be doing this right now. So again I just wanted to publicly thank you for all your support, your kindness and your friendship. Well, listen, it's my pleasure and I certainly what they say people in glass houses shouldn't throw stone. So I've certainly procrastinated, let's call it that, right, procrastinated, or enough stuff over the years to have complete sympathy for what you're doing. But I am super excited now that you are doing it and thank you. I got a royalty check the other day from the book. So that extra one you put in there that double by must get help that alog. So I appreciate that as well. No problems. So, yeah, just if you could just take maybe five thirty seconds to just share with people who you are, what you do and how you help businesses through all your different ventures, that would be fantastic. Yeah, me, ultimately, as you know, based on our past relationship, I spent almost twenty years in the automotive industry, pretty much exclusively working with automotive manufacturers, automotive dealers, really moving from small dealers through big groups all the way up to several the fortune five hundreds, including Volkswagen and Mercedes out of America, all became my clients at one point in time and ultimately, from that I went through a journey of not just building a business, running a business, dealing with the EBB and flow of that, but also getting really good hat looking at these areas where performance could be optimized, when it could be opportunities to grow, and really broke that down the three areas, which is the idea of human capital, the idea of optimal partnerships and making sure you're working with the right partners and in vendors, and then making sure our process and...

...approach, because any area of your business can be looked at from a process and approach. And so it was really those three areas that became the cornerstone of my consulting practice and really, after having entrepreneurs and business owners come to me over year, over years, pulling me aside or the got a minute or pick me a grain conversation, I said, well, I really should be dedicating myself more to the small business owner and entrepreneurship kind of community because I think, especially now, they need it more than ever. And the way I treated is is if I said to you, Glenn, I'm going from New York to California, and I took that trip and then you said, hey, cohere I want to drop from New York California and I came back and said, you are right. Well, great. Well, here's what you want to stop. Here's what you don't want to stop. You want to stop at this restaurant. All I'm doing is it's not about me being better than or larger than. I just happen to take the journey. I have to be a little ahead of you, maybe right on that trip, on that journey that we're taking, and that's kind of how our approach everything. That's great. That's great, and so that actually tease up what I want to talk to you about this morning. As I've said, the goal of this channel is to give folks tactical advice. Just what you just said is here's a direction, not in a way of I'm better than you are, but I've already figured out a few things and I'll give you that guide. You know, speaking with someone the other day and they said that's the difference between tactics and strategy. Strategy sort of the road map, like here's a direction. Now how you tactically get there may be different, but I'm going to at least point in the right direction. Right though, there's, as they said to you in the pre show. There's three areas that I think you you all of those skills that you talked about pitot a little differently, and so I want to share, you know, want to pick your brain on a couple of those. In terms of that, you just said that process, the structure, the the human capital of starting your own business, because we're going to have people who are listening who say I'm starting my own business. Either I've left and I'm doing this war and yours you mentioned in this time I'm sort of forced to figure out something to do myself. Then we have other people who are where you've gone into say hey, cory, my team, my business, is underperforming. How do you help? And then the other one is again someone who comes to you right out and you're saying, listen, I know how to guide you, I know how to be right. So we have all these things. Your own business, you guiding someone's business or fixing someone. So what do you think is the most important? So let's take that middle one. I'm calling you up and I'm saying, Corey, my business is struggling. So all those people you named before, we're struggling. Where do you start? Right after your first sort of meeting and you have, or even I'll step back you. I are first meeting. Yep, I need help. Walk me through what you're either your first meeting is your first thirty days is what do you do? Yeah, I mean. So the first meeting is understanding Your Business, right. So I talked about the idea of a playbook over a business plan. So, and my belief system is is that a thirteen year old to be able to walk into your business, you should be able to explain to them in very simple terms that they can understand. Right. And if a thirteen year old can understand how your business operates, then then maybe nobody can. So I want to understand what it is that you do, and I call it himm how I make money? How do you produce Revenue Inside Your Business? Right, so, what a sales look like? What is the productor service? And then I'm working to understand your assessment of your own business. Sometimes you as simple questions like margin, and people can answer that right, because what I find is most of the time in the on in our sweet spot right now for working with small businesses is solo pre nors up to teams of about twenty that I maxim that are doing two million or lesson business. So that's kind of our lane versus the fifty million dollar company or her...

...run all a company, right. So that's our lane. To within that lane, what you have a lot of times is an owner that is operationally strong at a skill. So I'm a baker, I bake great cookies. That doesn't mean I can understand my pnl or or actually how to run my business or a marketing funnel or my brand. It means I can make a hell of a chocolate tip cookie. So once you get past that skill piece, right, we're looking for skills, then we're looking for where the openings are. Three step process. I always use what are you doing now? Why do you do it that way? And now making the decision. Is there a better way? And then we go find out what that is. Do you so? So when you have that conversation, and I like the analogy of the thirteen year old, I use my mother, I always say because she's in her eight S, they say if I hand her an article or something to read or edit for me, because she's a writer, and if she doesn't understand it, you'll say, Oh, you're getting in that business speak or you're getting in that automotive speak. So I always go if she could understand it right, I'm in the right place. So I like that analogy. So that's a really good tip. So we talked about this tools for the toolbox. That's a great tool right there. If you can't explain it simply that a thirteen year old good can't, wouldn't go, Oh, I get it right, you need to whittle it down. Your caught in your own technical terms. So once you sit there, and I like that, where do you make money? Because it's an interesting thing. There's a lot of businesses, when you ask that question, think they're making money in one area when they should be making it in the other area, or they can't even answer that because they're head down working so hard. And that is that Solo Preneur, that operator of trying to do everything. How do you have that conversation right after that analysis? All right, on the baker, Great Bank, but I can't. I don't I don't know my margins, I don't really I just just I just got to know. I got a bake cakes in order to sell, to make money, but I'm not actually digging indeed. So how do you have that conversation, or so I think it's all. I mean, I think it's some point you have to do math. Now I'm not the great I won't. I was given some order to work. God gave me some oratory skills, right, I gave you some other things I can do very well, but I'm not the guy that's giving you the complicated math. You know, maths information. However, I do understand basic math and when you it's amazing. Once you start to hone in on something, you can have that exercise. I'll give you a great example. One of my philosogtray, Russian society members, is a coach and coaching consulted, and he says, man, I just closed this tenzero piece of business. That's it. Great, let's unpack what that tenzero piece of business is. And by the time I took him through an exercise. Right, what's the deliverable? Okay, great, you've got to be on site. So how many days on site? What's your travel time? What's it cost you to go? What type of materials? How much time will you be working with the client when you're not on site? By the time we extrapolated this tenzero win, and I certainly wasn't trying to verse his bubble blend, but by the time we pulled the onion back on it and broke it down, he was working for about fifteen and eighteen cents an hour right when we broke it all down. Right. So we took this high level win. That's because we didn't understand what Martin was or what what our profit goal was going to be on that deal. It was just about getting the deal right. So then do you then work with them? So now we'll take that Janman, that gentleman. So then do you then reverse it backwards then and say here to do that again, this is the price and if someone says woo, that's no one will pay that price. Do you then help work to scale it back so that we are making money? or in the beginning, just get the business? There's that balance to it. I just need a couple wins under my belt to then go charge more. Right. Well, so listen, I mean there's several schools of thoughts to that. Right. So I think the unique thing about working with somebody in their...

...business is always remembering it's their business and not your business. Right. So what I think somebody, what I think somebody should be doing or one way to execute. It's, like you said, strategy is the high level goal. Right, I want to have a million dollars in my business. The ex the tactics of how you get that get there could be a multitude of different things. Right, right. The idea of do I do I sell ten people a product for Tenzero or do I have to sell a hundred people a product for a hundred dollars? Right, right. So it's that kind of equation based on you know, what you do. So it's not a direction on that, but it is understanding what you want to accomplish. If someone's goal set is I want to any you'll notice in the book, at the back of a book, I have the hymn document there, which is about fourteen steps. We talk about some simple things like living expenses. Right to connect with your expenses of right now and what your goals are. And then backing into that where I see a lot of people building a building a brand or trying to do marketing that have it built the product yet? Right? Or I going to get on social media, I gotta get my instagram going. Well, what's the end result of that? What are they supposed to buy? So it's what the product is and then backing into how you lead them through the journey to make that purchase decision and make that and obvious person's decision that they want to make. Right. So, so again, I just want to summarize a couple things there for people listening here. I like that. I'm always I've always wanted the books. That always impacted me early on with Stephen Cubby's seven habits, and the only one, the one that always stuck, was begin with the end in mind, which is what you're talking about. Is like, where are we going and why are we even going that way? Right. A lot of times I've made those mistakes to just sign business get revenue, when you're looking at well, you're actually losing money because it's your time and a lot of people, I don't think, value their time enough, because it's just I'm working through that. So again, we get so excited about stepping on the gas and running. So, going back to the baker, when you talking with Solo preneurs or those initial those smaller businesses, right, that conversation of either outsourcing right. So, like you said, I'm not a mathematical genius, so I need someone to run the books for me or I need someone who is good at that. Is that a hard conversation for most people to allow that or understand why that's important. Because, again, sometimes entrepreneurs have a I can do everything mentality. How does how have you seen that successful pivot to embrace that? Well, I'm pretty much transparent and I'm very antidy. Right. I think DIY is overrated. If, if you going with that Baker example, if I'm a great baker, then when I want to focus on is how do I make sure I'm putting out the best product? I should not be running my bakery from seven am to five PM and then nine to midnight doing my quick books. Right, right, so if I have to do that, then there's something wrong in my revenue model. Right. I'm a big believer professionals higher other professionals. So if that's not a skill set you have, you shouldn't be I don't believe you, especially in the gige economy and in this Sass software economy where you have all these variants of ways to do it now today. So I don't you know, I think there's a old people are overrun with courses. Right, Oh, I'm gonna, I'm going to now here. I am a baker, but now all of a sudden I'm buying some course for how to be an instagram superstar. Right, I'm trying to figure out how to be an instagram superstar. So my baking cells more and I'm struggling with that. Right I'm up at night, I'm not sleeping enough. My baking suffers the all these things are to suffer because I'm trying to be chief marketer, I'm trying to be chief Baker, I'm trying to be CFO and I told an entrepreneur the other day that I was doing a discovery call with listen, you have an accumulated enough dollars. What you need...

...to do is scale down your expenses, hunker down in your job, to build your nest egg enough so that you can now actually start and run your business, not try to be starting it and hustling and grinding, as everyone likes to say, hustling rounding your way, when you're trying to do all these things and you're not getting enough sleep, you're not getting all these type of things because you are trying to do Dili. DIY is overrated. Now you don't need to go get KPMG as a small business to do to be your accounting firm. But there are plenty of ways to get what you need done. So you're not trying to do everything, because that's not the that's not the goal. No, and I wholeheartedly agree with that. I think that, even if you said to yourself, in my opinion, because I remember when, when, when I started, you know, it was a short term. I have to do everything for a very limited time, right. That was my point of keeping the expenses down, growing revenue where I could hire someone. But I think to your point is, and this is another really good tool tip, is outsourcing and Gig economy is completely different. You know, starting businesses ten years ago, everyone thought that if I have to go get someone to do my books or, like you were saying, run my panl to my quick books, I'd hire a person full time, right, and that was always the debate of do I have enough revenue to bring someone off full time. Nowadays, with the technology, you can, you can outsource this. There are there are places that you can outsource and you can be doing it. I only need somebody to do three hours a week. Completely different, because then you're going looking at that person that you paid, you know, a salary to going well, what am I paying you for? And so I think to your point, almost to use the analogy of the baker, is that if the cakes your business, you know, everything is in ingredient. I need a little bit. I don't need a ton of it, I just need a little bit of that. So that that's great. So I wanted them pivot. Now you've you've talked about the you know, going in and helping the business, when you've for yourself when you started all these ventures. Right, so now you're in charge. Right, so that's the point of this. You're in charging. You sit there and you save yourself. I'm going to start a podcast or I'm going to start this or, as you just said, on pivoting and saying how do I? So let's go back for you, for your personal journey, when you made that pivot to saying I'm getting pulled by a lot of entrepreneurs, a lot of people, hey, got a minute, got a minute, and you finally said, Hey, I think there's there's something here that I can build a business revenue stream off of. That walk me through that decision process of I think who to here's how we how we do it. Sure, while said a couple things. Number One, going back to some of my kind of core philosophies, right, I say do what you love, as long as it pays. Right. Some people, just a lot of people, motivate you, ignite your passion and they stop right. Go, you know, whatever you love, go, do it. Well, some of the things that you love may not pay your bills right. So so you always have to connect the dots. You always have to have the monetization right. I can do a better job if I'm passionate about what I'm doing, for sure, but I need to have that monetization conversation. How do I make money at doing this right? Yeah, people will people. There's always people that will listen to what you have to say who will pay you for your information right exact becomes a different kind of situation. So the other thing is, you know, depending on what God you believe in, what you're what you're into spiritually, what your thing is, sometimes there's going to be things put on you. They're going to be pulling your heart, are going to be putting your head. That's going to come from somewhere else right. That's going to start to tell you and start to direct you into what you should be doing. You know, we're all free to evolve. I laugh. I you know, when I talk to my wife, my...

...wife will remember something I said eight years ago. Oh yeah, I don't holy meet you, something I said eight years ago today, and I'm often saying I look at her and I go am I not entitled to ever change my mind? Am I not entitled to ever do something different? And I not entitled to have a new opinion or to evolve? So sometimes you evolved. You know, I looked at a lot of the work that I was doing in the auto industry and it became obviously applicable to small business owners, because we all find a car dealers as being on their hundred eighty foot yacht, and there's a bunch of that are, but most of them want right. So they're they're they're in, they're working every day. They are the quintessential idea of a small business owner. Right. So I looked at that work and then started looking at instances where I felt disconnected from the work and where I felt most alive in the work. And as you start to evolve, and this is against arguments with my friends, against arguments with my colleagues. No, go deeper. You don't want to leave a vertical go deeper and sometimes, again I go back to what what the sometimes put on your heart, but it sometimes put on your mind, and you have to start to make that make that journey, and you can get punished for that. Make no mistake. I don't want to make pivotings sound easy, because it's not an easy thing to do to have a business doing x and then have to give that up or put that in jeopardy to go pursue what maybe you feel more like as td Jakes, cause you know your purpose or your destiny right to fulfill. So I think once you made the decision on once, I made the decision very slowly. When I think about everything that we're doing with our feeling side of norship brand right now, it's a little funny thing. If you look at our and logo, if you look at the fields entrepreneurship study logo, it says two thousand and seventeen on. That was the conceptual date. That was the idea that I put that brand together, but it took till two thousand and twenty to really execute. We had the PODCAST, but the podcast was just out there. But the business philos entreneurs to society, our membership group, are our group of entrepreneurs that we're working with. That didn't come to fruition until this year. So sometimes life people don't want to account for things that happen right. They think they write a plan down and then they go execute that plan, but life has different as different rules of engagement here. So that's why it's always for me, when working with somebody, it's always about what they are trying to accomplish. Right. What do they need? Like a couple shows that we like to watch. One's the the new Amsterdam, and in the capt main character says he walks up to everybody and he starts his interaction with them with how can I help right now life, and I've been binge watching scandal right recently and Olivia Pope, the main character, she comes up and she says what de she has every client. What do you need right? Right, and that's a different question than telling somebody what they want to do or what they need to be doing or exactly how they need to be doing you can have exchange of ideas, you can help people in a journey, but at the end of the day, you're going to have to have that kind of conversation about what is unique to them. So that's what I did. I asked myself what was unique to be almost I laugh and say it's kind of like being nostredaminicus a little bit right. You know, three, three years ago, you know, we had our office and all this other stuff and all these at all these offices and you know, the the all the stuff going on. And then I looked at bottom line. I looked at where people, where my team, really wanted to be crab. You know, most of them were would rather have been at home or we're set up. A creative guy was would have rather been in his house working than having to drive to the office. So we made that decision to close that office and not be as depended...

...on an office. We talked about everybody rushing the cell out by green screens and lighting and everybody's rushing to get their microphone. You know, our studio. We've had this set for I'm going to say two years now, so it's it's that constant. But that all came to what I wanted to do right and how I wanted to go about doing and you you paid the place. Say you paid a price to be the boss, as you know, and the goal is to come out on the other side position the way you had been visioned. Yeah, and I think that's that's a very interesting thing because we've done that, the same thing. You know. We we're dealing with people going remote. I was talking to your wife as we were starting. Now we're trying conditioning, thinking how to bring back by thank God, we downsize to a smaller office space in February. So this whole lockdown has cost us less. But the other piece to this, I think even for us, we're we've launched a new agency focusing on non automotive because we had a lot of people coming to us and saying can you help us? Your successful on a motive and it took it's interesting. The idea comes in, the set up comes, but now it's taking your focus from one to another to be able to go now. Thank God we have a great team in place and that took years to build that team to be able to allow us, brine and myself, to pivot our focus and focus on other things because we've built that team. So let's let's talk. Let's as we move into the last sort of section of this. If you had to pick skills that you you when you're looking at an entrepreneur and you're looking at a leader and you're saying that person eventually will be successful or not, sometimes you get a sense of I don't know, what, do you think that their toolbox has a couple things in there that will help them become more successful. Well, I think. I think one of the keys is going to be adaptability. Right, one of the things I look for in a conversation is if I'm walking through somebody through, if they're walking me through their business and I'm having a dialog with them about it, and I would say something like, well, have you ever thought about this? Right, I'm listening to how they process the question. Right, if they, if they, if their response starts with reasons why it won't work or why you can't do it that way or why or whatever, I start to look for pattern to tell me that they're not going to change, they're not going to adapt. And I saw this for years in the auto industry. Right, right, or committed to do whatever it takes to get it done. Okay, Great, I'm gonna need you to do this. This is the that we got to bring this in, this guy's gotta know this into and can't do that. Came Right. Yeah, so, and then it was, you know, full breaks, and now it's six weeks, eight weeks, twelve weeks to make a decision. And now they look at the Consultan and go, why is it anything happening? Well, right, right, right, and I've looked at that as well. I hear that a lot of times when I ask questions, even when I'm interviewing someone, and I'll say we talk to me about a time when something didn't work, and what I'm listening for is, did you take responsibility or was it everybody else's? And if it's everybody else's fault, that sort of makes me go, I don't know, because then you're going to be fighting me every way. And I agree with you, with with him will your will. We go in and consult. That's a hard conversation and beginning everybody's excited, but change is hard. Yeah, that's to say change is easy you go first. So I'm so I'm looking for a dam I'm trying to gage adaptability and I'm trying to understand, in assess. Do they actually know what they whatever they're so product of services. Is that even any good? Right? Right, so I'm listened to God tell me about you know, I'm want a coach to great he's selling his coaching for ninety nine dollars. I looked at him through the camera and I said, are you any good? You can't be any good, right, because why would I buy coaching you for ninety nine dollars? and Do you know how much coaching you have to do at nine nine dollars to make any money? Right? So sometimes you have to make that hard assessment with people because in...

...the social media world everybody gets to have an opinion, everybody can wax poetic about a topic, everybody gets to be an expert. So that's the that's the interesting thing. And you find the other thing you can do, right, you can always ask questions to determine, to determine that knowledge base. Right. So somebody tells me that there's such a great entrepreneur and they're they doing all this business, and you know, I'll say, well, we'll tell me about your what was on your twenty? And they don't know what on one hundred and twenty. They don't know what even twenty tax document even is. Right. Well, that tells me a lot because it tells me that they're that tells me about their business structure or lack there of their business structure. So there's different terms of different ways seen in there, not to trip somebody else, but to really get an assessment because again, you have people who may have a great skill, they may have a great singular skill. It's the rest of it that doesn't necessarily equate that you have to let you have to work on and you can do that. So I'm looking for adaptability, I think. I think in a couple key areas. Right, are what we call our fearless framework. Right, we're looking at mindset, skill set. That's number one. So I'm just do you have the right mindset? How do you master it to your skill set and what's lacking and what we call de okay, the efficiency of knowledge. Right, what are your deficity of knowledge areas? Next thing we're looking for is we're looking for clarity. So we need to create clarity in and you've gone through this, I know we've talked in the past and people you've worked with create greater what brand clarity, message clarity to so you want to create that clarity in that area. The next thing we go to look at is the playbook. As I said, can a thirteen year old understand how your business runs? Then we look at what we call execution and production, and by production, fancy word for sales. Right, are you executing your plan and what are you producing? And the fifth thing is accountability. WHAT'S THE ACCOUNTABILITY PLAN? Especially the smaller team, the greater your accountability plan needs to be right, because you get to make the decision. Right, I could have not gotten up this morning. I you know the world. The world would not have ended if I didn't get out of bed or if I just watch TV now. Things wouldn't get done, people wouldn't be served. I wouldn't be serving myself, but there's nobody that's going to call me at hundred and five and say, Corey, you're late. Right. So you have to have an accountability plan in place if you're a solupreneur or you're managing a small team, because a people are depending on you. But when you have the ability to not do something, jerone said, what's easy to do is also what's he is also easy to not do. Yes, so a county movie plan is going to be huge day, and that's kind of our five step circle that we run everybody through. Well, boy, I tell you that it's awesome, awesome, awesome, awesome. I love that. That's something. Again, you want tools in the tool boxes of the man to listen to. So again I have one more question for you. But again, please get his book right, entrepreneurship confidential Amazon. By it, it will be worthwhile. Listen to the podcast again. Just Corey just has a very what I admire a lot is you had just have a very simple way. Your passion bubbles up without to your point is you're not pushing it on someone. It's just right. I did about it and I and the what you're sharing is coming from experience, not theory, not I watch somebody that beat. Yeah, you listen, I think I take it a cut of law, a ton of else. Right, I'll take it a ton of we've tried a ton of things that did not work. So it's I'm certainly it's not about the golden touch right. It's about what it's about learning, keeping going and getting an alignment what may be true to you and what you should be doing. And and that's really again, what I'm the goal of this channel is is to save you a little bit of time. Right. We've both made a lot of mistakes and that's why we learned. I think that's really why our businesses have continued to grow, is that we can admit that something didn't work.

And sometimes that's hard because you loved it and you ego as the enemy soul in it. And listen, we've all said it, the market sets the tone. You know, you can think it's a great product, you could love it, you could say whatever, but if nobody's buying it, then we got a figure it out. So here's my question. I asked everybody that sits down with me, brand new person, either on your team or someone who just says I've just been put in charge of a team of employees. Maybe not a business owner, but it would apply. I now have a team, I'm in charge of them. What is the first thing, the best piece of advice? Either someone gave it to you or, as you just said, I've learned it over the years myself. What should my focus be with my team in the first thirty days so I get off on a good foot? So, okay, I want to I just want to augmit a little bit, only because I have a particular piece of material on that topic and I call it the so so many people have the ninety day probation period right, and I asked organizations to flip that. You should have a ninety days stay strategy, not a ninety day probation strategy, because we welcome people to a company, we go hey, great, we're so happy to have you. Here's your water bottle and we got your keyboard and here's your workstation and Oh, by the way, now for any reason in the first ninety days, right, welcome. So I talked about the ninety days stay strategy. So to augment your question, if I put it down the thirty days, what we have always tried to do, and we've scaled up when we have larger projects. But you know, one point we had ten trainers and coaches in the field working on some manufacture accounts. So when we've scaled down scaled up, our our strategy is always, especially in the new phase, is we try to get to know our team as much as possible. And FYI, your team is not just w two employees. So we work with the host of freelancers. We have a containment way of how we work with them, what our expectations are, but I know the name of people who graphics works for me. I know the name of their cat, I know the sun asture was sick last week and now can quickly send a text message to check on them. So I think that care in the first thirty days. It's very important because it's going to give a culture example for the organization which they get to look at and see if this is a place I want to give my all to see. If they're not willing to run out middle of the street for you, well, you've got some work to do right. Okay, so now I agree with Gary Be. You can't expect people. If you own a hundred percent of a company, don't go expecting your employees that have the same level of care and determination for zero ownership that you do. I think that makes a lot of psycholog school sets, but we certainly gets time getting to under getting to understand your employees and learn everything you can about them. Quick thing. I keep a voicemail on my phone that is from I always keep it here. I keep a voice from l from my phone and it is from the date is from two thousand and thirteen and it's a voice mail from a guy that works for me, who was probably sixty at that time, and he left me a voicemail. I always kept it and he talked about it being the best me, me being the best boss, not paying on some on the back, but this being the best place an organization that he ever worked in his professional career in terms of how we cared for him, how we asked about his family, how we sent birthday car city kids and some little nuance things that weren't expensive to do, but that we did them, and how it his whole professional career, which this was a sixfigure employed, the six figure guy working for me, so a guy who certainly has worked in different courtate environments, and how it was one of the best places because of that care and that approach. And I think that that's has to be an attitude. And I was...

...shaped because I had some questionable managers in my life over the course of my time. So I took the attitude of I want to make sure I am different than they, set an example of what not to do and not to be so I can learn to do the opposite. Some people repeat eat that though, right, Glynn, especially in the auto industry, they've manage how they were managed because that's what they saw as acceptable for people who parrot like they were parted, which may not be the ideal way to have done it. So that's basically, you know, that's that's my approach. That's my answer. That thirty days is I want to know everything about you. I want you to see that this is a place that you want to be, not just here because you're getting paid on the fifteen of the thirty right. So that fantastic answer. I could not agree more. I think that's one of the things. That's how we get along so well, because we know we have a lot of similarity and we've had a lot of managers and I walk people through the same thing, basically say list all the things that those bad managers did and then put them up on your wall and don't do them. Just run they are. Just don't do them and you'll be better off to do it. So again, so again, thank you so much. I really appreciate it. So again, folks, please follow Corey. Just share a little bit where they can find you on your social what your social is, and the easiest thing, I mean, Cory Moscom, is easiest thing that's going to get you connected to entrepreneurship pidential. That's when we get you connected to Philis Entrepreneurship Society, so you connected to all the things that you speaking. Wise, we try to house all of our media and everything there. So a lot of my content is really is really there. On instagram, I'm official prey, mostly because I'm super special. But there's another cory Mosli, thirty year old white blond woman who's also most like as she got there before me. So that's not me. I'm official Cory Mos on instagramming the pretty much for me mostly. Everywhere else great, great rate. So again, for all of you, if you found value here is always please click the subscribe buttoned, Cook The bell get notified. We're posting new videos every Tuesday, every Thursday. Tuesday's or one on one with me. Thursdays are going to be the interviews with my friends here. So again, please share it out to your network. The value that you got from Corey is going to help other people. Don't be selfish, you know, share it with other people because, as Corey and I know, there's a lot of people who get put in charge of projects and teams or even think they're going to run businesses, but no one ever helped them, share some of the tips and strategies or even just trained. Like Corey said, it's congratulations during charge, and that's where the concept of the title came from. You're in charge and you're sitting there going now, what do I do? That's what we're going to help you. So again, thank you so much for your attention. As always, and as I say every single time that we end this, you're in charge, but now you have a few more tools to help you become more successful. So thanks so much again. Click on everything. Thanks, Corey, I appreciate it. See you some time, all right,.

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