Ep #10: Dysfunctions of a Team: Inattention to Results: Part 5

In this episode of The Integrative Entrepreneur Podcast, Dr. Nick & Dr. Nicole speak about how to measure success… and why this matters with your business and your employees. The two discuss how a sense of responsibility and accountability helps your A-players show up.

“It was when we all came together as a leadership team - with the directors and executives - being leaders and encompassing all of the behaviors.” - Dr. Nicole

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Noteworthy Time Stamps:

4:00 How to grow up from the foundation 

7:16 Why your leadership needs to speak the same language

9:33 The system to support your leadership

16:00 Dr. Nick & Dr. Nicole’s IWG Start Up Story

17:42 Employees contributing to the bottomline

21:09 Dr. Nick’s experience as an athlete translating into business

LISTEN TO THE FULL EPISODE

Dr. Nicole:
The Integrative Entrepreneur Podcast, where it’s not what you do, but how you do it. This is a podcast for entrepreneurs, brought to you by entrepreneurs. We have been building a multi-million dollar healthcare business for over 10 years, and we have weaved together some of the best information for the people that are doing the best work in the business. This includes Dr. [Demartini 00:00:29], who is a master in human behavior, to Verne Harnish, who has created the methodologies of scaling up that has scaled many, many of the best businesses that we all know of. We want you to not only have a business that you love, but also a life that you love.

All right. So welcome to the last podcast of our series, The Five Dysfunctions That Are Happening in Your Organization. So we have talked about four different principles that led up to this very last one, which is inattention to results. So unfortunately, when we do not have effective meetings and we don’t have vulnerability and we don’t ask for feedback and we don’t have proper measures in place to hold people accountable, this is something that is going to lead to us having a team that unfortunately is going to only be able to retain B players, C players, and even worse, D players.

Dr. Nick:
Don’t. Just don’t.

Dr. Nicole:
So very often,* we’re going to find that the A players in the company are going to leave and they’re going to seek out other opportunities and that we start to notice that there are a lot of decisions that are being made that are more self-serving. So individuals are not necessarily doing what’s best for the business, but really doing what’s best for themselves. They’re not motivated, nor are they inspired. They’re not very motivated or inspired because there’s an inattention to results. So nobody really knows what the scoreboard is. Nobody knows what the major goals and objectives are. Even if you do decide, “Oh, we’re going to work towards this,” is that nobody feels a major responsibility to if you achieve it or not. I would say that that was probably one of the biggest things that we experienced, even though we were putting some of these other foundational pieces in place.

I do feel that we were having good meetings and we were really trying to create more accountability in the business. The accountability was not super clear, which we’ll talk about momentarily. We definitely were inviting feedback and trying to create more trust. But something that we just noticed is that everyone had these pieces of paper that told them what they were responsible for. They knew what the monthly goals and the quarterly goals were, but no one seemed phased if they were achieved or not. I just remember, we were sitting around just racking our brains around, “What’s going on here? How can we shift this? The only people that are feeling this pain is us as the business owners,” because…

Dr. Nick:
And that sucked.

Dr. Nicole:
Yeah, nobody gave a shit because at the end of the day, they still got their paycheck.

Dr. Nick:
Not where you want to be, not a fun place. We’ve been there. But the awesome thing is that you can grow from it. Sometimes we need to acknowledge where we’re at, even if it’s a shitty place, because that’s the foundation that we can grow with off of. It’s a lot of times people come to us in the Integrative Wellness side of things, where we have our physician hat instead of business coach hat on. From that, a lot of people come in fear and like, “Oh my God, these are my results.” But I’m like, “There’s nothing to be scared of because now we have clarity on the cause, and as soon as we know the cause, we can actually create solutions to achieve your goals.” So whether it’s personal health or whether it’s actually business sickness, once we figure out the cause of that sickness, we can grow from there.

Dr. Nicole:
Mm-hmm (affirmative). I will say in the event of this pain point that we are describing is, and some people might disagree with me. I’m actually curious what your feedback is when I say this is, I feel that when this specific thing that we’re talking about when people were not phased by meeting the goals or not was when you and I were still very involved in every aspect of the business. Even though we quote unquote appointed directors and appointed a COO, and appointed an operations assistant, we really, truly weren’t letting them run their position and run their teams. They were still coming to us and we were trying to constantly add value and they had the labels, but they weren’t really truly stepping into leadership. I found that for you and I, as the owners of the business and myself being the CEO of the business is that it wasn’t enough to create that level of accountability, and for people to really feel responsible to the goals.

It was when we all came together as a leadership team, and we truly had the directors and the executive team being leaders and encompassing all of the behaviors as leaders and them getting very serious about goals and benchmarks and what are the rewards if we’ve reached these, but also what is going to happen if we don’t? And things got real and got transparent and got vulnerable, and I feel like that made a very big difference. So I think the point of what I’m trying to say is that if you have a small business and maybe there’s two or three employees, that’s one thing. But if you have five, six or more employees, it’s not just about you as the business owner, you really have to have other people that are quote unquote in charge of other people that are speaking the same language as you.

Dr. Nick:
Yeah. I mean, to call ourselves out, we were owners, we weren’t leaders.

Dr. Nicole:
True.

Dr. Nick:
That was our issue that we had to go through is that we set up everything through the scaling up, all these amazing processes, but at the end of the day, your business is a reflection of yourself. We were still honestly coming from an aspect, not full fledged, but an aspect of people could lean on us too much and that was disempowering them and we were disempowering them because we were giving them more of that shoulder to be able to lean against instead of actually being that self-accountability and taking that ownership and growing with that, and with growth becomes mistakes. It’s like you don’t grow without having times where you fall down and that’s not a failure. A failure is the lack of being able to learn from that to get back up and to start running again. So it’s really about one aspect of leadership is allowing people the opportunity to fall down and to grow and to learn and become stronger from that.

For the longest time, me speaking personally, I think probably both of us, is that we were too scared to have those aspects of falling down, so we wanted to pretty much be the helicopter parent to be able to make sure that everything was okay and that was not only such a huge disservice to our business, but it created so many nights of literally us arguing and bickering about each other and tears and why the fuck are we running the business that’s running us? It’s like, it’s not why we got into this. As soon as we actually got through and we had the systems down and we really worked on ourselves and became better leaders ourselves that you can’t give something you don’t have. So honestly it was like the business didn’t transform until we transformed. A big part of that transformation was us stepping fully into that leadership potential so that we could actually honestly remove [inaudible 00:09:09].

We just did for a month, remove ourselves from the business. It works completely efficiently without you, because it’s not that you just set up systems, but you actually set up people to run the systems. That’s the most important aspect of the business is you can have a team of A players, but if the system isn’t there, they’re not allowed to be able to use all their gifts. That’s like what you’re saying objectively is it’s a game. Life is a big game and it’s like, how well are we going to show up and play? And it’s also based on the tools that we get to play with, but it’s also coming back and understanding that we have to have a challenge and that’s like A players want to be challenged. If there’s no challenge, they’re not going to grow and they’re wasting their gifts. So as a leader, we need to set up and strategize how we can actually create specific challenges to grow the team, to grow the business, to be able to serve more people

Dr. Nicole:
And continue to coach, though, as well. Because one of the things that I find myself doing on a weekly basis with my leadership team is really going back to the second module or the second podcast in this series is going back to fear of conflict. It’s not necessarily that I’m creating conflict in the meetings, but what I’m doing is I’m extracting out the struggles that they might be experiencing as leaders, because now they are the frontline person for individuals that they are managing and they are sometimes being presented with hard conversations. I’m asking them, “Okay, in handling that situation, where do you feel like you were really strong? Where do you feel like you could do better or you feel like there were weak points? And do you feel like the situation is resolved or do you need some coaching around it?”

There’s just such a huge opportunity to help them continue to grow and leverage. Sometimes, I do step in very rarely, but I’m never stepping in to step over them. There was a specific situation in the business where there were some new employees that were giving a lot of pushback and it was a repeated conversation. So there was clearly a hindrance and hearing it from an individual who was the director, because it was challenging the way that we actually create our programs in integrated wellness group. When it comes to the creation of the programs, it’s been a 10-year evolution. The creation of what it is now is deep, deep rooted into all of the obstacles and pain points that we experienced.

So after the director dealing with this for a couple of times, I was like, “You know what? There stories that you don’t even know as my director, because I’m talking, this has been an evolution for 10 years, and you’ve been with us for two-and-a-half years. So I’m going to create a video and we’re going to send it to the entire staff, because I think people deserve to know a little bit more of the history and a little bit more of the strategy as to why we do things the way that we do.” Now, this is becoming part of our onboarding process. It’s going to become a part of videos that people have to watch prior to ever starting their job at Integrative Wellness Group.

That video went a long way because I was speaking and busting every single myth that was created by this individual that was giving pushback about the programs. So sometimes you do your due diligence to continue to coach and be the leader and the mentor to your leadership team. Then there are times that you want them to be able to feel comfortable to say, “I don’t feel like this was handled as best as it could. I want coaching around it.” Then you make that decision of, “I’m going to coach you and you got this,” or, “I’m going to actually create a learning for the entire team around this.”

Dr. Nick:
That’s capitalizing off of conflict. It could have been like, “It’s not a big deal. This is a new employee in turn. They’re trying to help. They don’t understand. Not a big deal.” But it’s like, no that’s culture. One, like we talked about it many, many times, one slight infection will spread like a wildfire. So we have to be able to look at the small things to nip them, to even look at things before they even become small things. That’s really looking at vision to be able to grow a sustainable business and to continually upgrade your service and quality.

Like you said, it’s like you took a disservice, a conflict, and you made it into a huge growing point opportunity to serve literally the business, as well as the myths busting from just the program that everybody comes in not understanding the evolution of IWG and why and how we do what we do, but it’s going through and maximizing on that to be able to continually serve, but it’s not what you do, it’s how you do it. You created a video, so you’re not repeating yourself. That’s just the genius of using technology in today’s day and age.

Dr. Nicole:
Yeah. And also the video is just allowing us to let this live on longer. It’s not necessarily about, “Oh, I’m just going to create this learning in this current moment.” But like I said is, now this is trickling into the onboarding of new employees so that we just completely resolve the possibility of this coming up again.

Dr. Nick:
And increased trust, increased self-accountability, increased literally all of the issues.

Dr. Nicole:
Well, this even comes back to Russell Brunson is someone who I’ve followed for many years. I’ve read all of his books and it really comes down to creating that vulnerability in your sales funnels or your marketing campaigns. When I was following one of his recommendations in one of his books, I think it was DotCom Secrets, is I just created the story around how we started the business, because how we started our business is actually a pretty wild story. It is not your conventional story, but we hit so many obstacles that most people would have just quit before ever even starting based on what we had to go through. There were funny elements of this story, there were sad elements of this story. The funny one was the fact that we woke up every day for eight months on a blow up bed that was deflating and we joked that we were the contents of a taco because we would just be like sandwiched in the middle as the bed was rising, because it was deflating in the middle.

Dr. Nick:
We’d race to the chiropractic table and like, “You adjust me first.”

Dr. Nicole:
Yeah. We put that out in an email sequence and we had such an outpouring of love from that. It was just vulnerability is really what it came down to. It was truth, it was honesty, and the same thing goes a very long way in your business. Again, we’ve talked about all of this as we’ve led up to this specific podcast about inattention to results, but you can see how it all coincides with each other. The other thing that I want to mention about this idea of people not feeling overly responsible or overly affected by the company, meeting their goals versus not is first and foremost, is you have to dig deeper into these other modules of where are the kinks in the chain? Are there kinks in the chain when it comes to the trust, the vulnerability, the conflict, et cetera?

But if it does come to the fact that there is no scoreboard. Your employees really don’t know what are the things that they do on a day-to-day basis that contribute to the bottom line. That was happening even in our business is that you have individuals that are in admin positions, you have individuals that are in potentially clinical positions, but these are people that they’re like, “Oh, but I’m not in sales,” or, “I don’t take on new clients that then I sell them on a program.” You have individuals that are doing day-to-day tasks that have no idea how they move the needle forward. So one of the things that we teach in The Growth Institute is how do you create KPIs, key performance indicators, for every single position in your company? This is not, “Oh, you need to sell this many products and you need to sell, sell, sell,” this is about how many individuals did you strike up a conversation about referring a new customer?

How many people came into the facility that were having a bad day, that then left with a smile on their face? Those things matter because that’s what creates long-term clients retention. But this is also what creates… This creates referrals. It creates cash in different ways. So it’s creating cash in secondary or tertiary ways, opposed to the primary of just like, “Boom, I sold this and I had an exchange of $50 at the front desk or the cash counter.” Is that a thing, cash counter? So I definitely think that that’s really important, but I will say is it took us a couple of months to do this. It even took…

Dr. Nick:
To do it right.

Dr. Nicole:
To do it right. Even presenting it to the team, they were kind of like, “Uh. Another thing we have to do,” but we actually created laminates and they had the laminates at their workstations in the office and they actually tally as different things happen through the day.

Dr. Nick:
And they’re excited about it because it’s…

Dr. Nicole:
Well, now they are though.

Dr. Nick:
Yeah.

Dr. Nicole:
That’s been the really cool thing is they now have the ability at the end of the day, at the end of the week to say, “Did I crush it this week? Or did I do okay? Or was this a pretty crummy week?”

Dr. Nick:
Yeah. And I mean, it’s not really a small thing, but we think of a small thing of like somebody came in feeling like shit and even if they still felt like shit, they left with a better attitude. We all know, well, maybe not everybody knows, but attitude can create changes in our physical body. Just even the body positions. Go on YouTube and just look up if you’re in a crunched over state, your body is in what’s known as a fight or flight state where it can’t heal in that aspect. But when we’re empowered, we stand up tall, our posture is different. We’re literally strong and we allow our body to change and to adapt to our thinking. This is why so much of what I say always starts from interning then going externally. Not to wrap it up in a man’s point of view, but maybe, I mean, I grew up as my whole aspect of living when I was younger, my identity was wrapped up into an athlete and a lot of competitiveness within the family.

But from that, it was brilliant to be able to take everything that I learned from there and into business because when you’re a leader, a captain on a team, it’s really, it’s your job to be able to steer the direction of where we’re going and working together, because on a team, you can have the best team, but if we’re not working together, we’re never going to win. So it’s literally the act of compounding of working together, which creates literally huge changes. One of the things coming from the Midwest, my grandpa taught me, he raised horses that when I was young, roughly he was hooking up two horses to a stagecoach. Yep. Really hillbilly there.

Dr. Nicole:
Our upbringing was quite different.

Dr. Nick:
But when he did that, he asked me, he’s like, “You know how much one horse can pull?” I didn’t know. He’s like, “Roughly around 2,000 pounds.” I was like, “Wow.” I was just starting grade school, so I could add. He was like, “You know how many two horses can pull?” I was like, “4,000 pounds,” like really excited. He’s like, “Nope.” I’m like, “What do you mean? 2,000 plus 2,000 is 4,000.” He’s like, “The math is correct, but you don’t understand the compounding of a team working together and when you get a team of horses, two horses can pull not only three, sometimes four times amount of the weight of one horse.” So you can have pretty much a team of A players, but if they’re not working together, you’re never going to capitalize on really the results in success we could have. The only way we work together is through having very clear objective goals.

This is a simple thing that we all go through goals, but a lot of our goals, like Dr. Nicole said, is a lot of goals are held so much just with the higher up executives that the people down below don’t really know what they’re working for. That’s a huge mistake. If they’re not held accountable to really working and striving and achieving those objective goals, then you’re going to lose all your A players because we want to achieve, we want to be successful in life. That’s what really drives us. It’s really about going through, structuring the business to have those clear cut objective goals, where everybody knows and everybody’s working together to create that magnificent achievement.

Dr. Nicole:
Yeah. And the other thing too is if you have people that don’t give a shit about the bottom line and how much money the company is making, and if the company is meeting its goals, chances are they’re not A players and hence why we’re saying you’re going to lose your A players because your A players do want to see your company succeed, because they feel like they are succeeding, that they are achieving and accomplishing, and they’re succeeding in their position, which has then moving the needle forward and driving the company forward. A players truly want to be part of that growth and evolution in that scale. The individuals that could care less that are just showing up and doing the bare minimum, yes, maybe there are some major, major kinks in your culture and trust and meetings, but you also sometimes have to call a spade a spade and know that these individuals are probably not mission-driven and they’re not necessarily going to be overly stimulated by the growth and evolution of the company.

So it’s being able to know how to strategically ask better questions and take people through mentorship, coaching, and implement different strategies in your business to decipher who are the C players and who are the A players, but then also who is underperforming because they’re not clear, they’re not feeling heard, they don’t even understand what they’re working towards, because you might have people underperforming because of those flaws in your business. So in the institute, we dig deep into this and first step that we really do is our triple D is what we call it. But our deep dive diagnostic is we figure this stuff out for you. We’re able to really decipher do you have people on your team that are C players that potentially need to go, or do you have issues? Do you have confusion? Do you have people that are frustrated and overwhelmed because they’re not being heard or they’re not clear on their position or their position changes every week? So these are all things to be evaluated.

Sometimes an external person can get that ball rolling, because if this has been going on for years, and now you’re like, “Hey, guys. Now I want you to give me feedback.” Some people are going to call your bluff and they’re not going to be as transparent and vulnerable because they’re like, “But we’ve been operating like this for five years. Now, all of a sudden, you want me to tell you how I really feel?” So sometimes bringing in that external mentor, you’re able to extract more and really be able to figure out the root cause and then find the solution faster and more efficiently.

Dr. Nick:
Yeah. I mean, especially on the East Coast, people call you out on your talk if there’s no walk. So having that external it’s really just we always have at least two coaches that we’re learning and mentoring from. So it’s like if somebody can see that you’re being coached, that you’re being lead and taught as well, the buy-in, they’re not going to be as much fight and rolling back, I would say one last thing is that going through and looking objectively at a business and at employees, I could honestly easily disagree that there’s no such thing as C players and B players and A players.

Dr. Nicole:
Oh, here we go.

Dr. Nick:
Just completely disagree with everything we talked about. And really the fact is that I think everybody is an A player, they’re just not doing what is most important to them. A lot of times, there’s…

Dr. Nicole:
I understand.

Dr. Nick:
… there’s somebody that maybe shouldn’t have been hired in the first place that it was a hire out of emotion or out of fear or just quick, this has to be filled and fill in that aspect, so is a mis-hire or that we just need to work on connecting, there’s a disconnect in communication and with the vision, the mission, and the purpose of the company. When we can get both those entities, the business and the employee, on that same wavelength serving each other, then you take somebody that’s quote unquote a B player, and then they’re right back into serving the business and themselves and they’re an A team.

Dr. Nicole:
Mm-hmm (affirmative). Yeah, no, I do agree with what you’re saying because there are definitely times where people get hired that shouldn’t have been hired in the first place. There’s many reasons that happens. But overall is this last segment here about inattention to results, just again, reiterating this is the top of the pyramid. So all of the other aspects have to be considered before you’re really addressing this piece. So it really, really starts with building trust and vulnerability in your company, being able to open the door to conflict and feedback so that you do have your employees that are being transparent and you’re able to find solutions to things that aren’t working.

Then that really trickles into having more committed employees, people that want to be accountable, they know what they’re accountable to, which then creates amazing results and allows you to meet those goals and benchmarks. So we hope this was really, really valuable. Again, I want to make sure that I reiterate that this is the work of Patrick Lensioni. This has really just changed my life as well has transformed our companies. I wanted to make sure that we could share this because his books are absolutely amazing. His approach to organizational health has so much love and integrity and it works. I think that’s the most important is the proof is in the pudding. All right, guys, we’ll see you next time.

Dr. Nick:
You’ve reached the end of another episode of The Integrative Entrepreneur Podcast. Connect with us at integrativegrowthinstitute.com. Don’t forget to sign up to our newsletter to receive our free materials. See you at the next episode.

Dr. Nicole:
If you loved today’s episode of Integrative Entrepreneur Podcast, please head over to iTunes, subscribe, rate, and leave us a review. It is very much appreciated. Thank you.

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