How I Manage 500+ Employees (My System)

Summary

In this video, the speaker emphasizes the importance of delegation and effective communication in management, introducing the 'Management Diamond' framework to troubleshoot tasks not being completed as expected. The framework guides managers to identify whether the issue is due to lack of clarity, training, deadlines, motivation, or external blockers. The speaker also discusses the importance of breaking down complex skills into actionable steps, using specific examples to illustrate how to address behavioral issues in the workplace and enhance team performance.

Takeaways

• 😀 The most valuable skill is the ability to delegate effectively, allowing others to build your business on your behalf.
• 🔍 The 'Management Diamond' is a framework for addressing issues when tasks are not completed as expected, focusing on communication, training, deadlines, incentives, and removing blockers.
• 🗣️ Clear communication is crucial for ensuring team members understand what is expected of them, including the specifics of tasks and deadlines.
• 🏋️‍♂️ Training is key to solving the problem of employees not knowing how to do a task, and it should be broken down into specific, actionable steps.
• ⏰ Assigning deadlines is essential to hold people accountable and ensure tasks are completed within a specified timeframe.
• 💡 Incentives play a role in motivation; understanding what motivates each individual can lead to better performance and task completion.
• 🚧 Identifying and removing blockers, such as lack of resources or external obstacles, is necessary to ensure a smooth workflow.
• 🔧 The concept of 'bundling and unbundling terms' helps in providing clear directives for behavior change, making expectations actionable.
• 📝 Checklists are useful tools for onboarding and training, providing a clear set of expectations and standards for performance.
• 🧠 Understanding human psychology and behavior is fundamental to effective management, including the use of reinforcement to motivate actions.

Q & A

What is the primary skill set emphasized in the video for business success?

The primary skill set emphasized in the video is the ability to manage and delegate tasks effectively, enabling others to contribute to the business and build it on your behalf.

What is the 'Management Diamond' mentioned in the video?

The 'Management Diamond' is a framework used to troubleshoot issues with task delegation. It involves identifying whether the problem stems from a lack of communication, training, deadlines, motivation, or blockers.

How does the video suggest handling situations where an employee is not performing well?

The video suggests having a structured conversation to identify the root cause of the underperformance, whether it's due to unclear expectations, lack of knowledge, missed deadlines, lack of motivation, or external blockers.

What is the importance of setting deadlines according to the video?

Setting deadlines is crucial for holding people accountable and ensuring tasks are completed within a specified timeframe, which is part of effective task delegation.

How does the video address the issue of an employee who is not motivated or is blocked?

The video suggests identifying whether the lack of motivation stems from missing incentives or blockers and then addressing those specific issues, such as providing necessary resources or removing impediments.

What is the concept of 'bundling and unbundling terms' as discussed in the video?

The concept of 'bundling and unbundling terms' refers to breaking down abstract concepts like 'being patient' or 'charismatic' into specific, actionable behaviors that can be taught and learned.

How does the video handle the situation where an employee is described as 'a dick'?

The video suggests reframing the issue by providing specific, actionable feedback instead of vague labels. It involves identifying concrete behaviors that contribute to this perception and offering clear instructions for improvement.

What role do checklists play in training and management according to the video?

Checklists play a crucial role in training and management by providing a clear, step-by-step guide for employees to follow, ensuring consistency and quality in their work.

How does the video suggest motivating employees?

The video suggests understanding the individual's reinforcing stimuli, which could be praise, money, or other personal motivators, and using that knowledge to encourage desired behaviors.

What is the significance of 'logic, evidence, utility' framework mentioned in the video?

The 'logic, evidence, utility' framework is used to critically evaluate statements and assumptions, ensuring that they are based on observable evidence and lead to practical outcomes, which is essential for effective communication and training.

How does the video recommend handling emotional statements in a professional setting?

The video recommends breaking down emotional statements into specific, observable behaviors and actions, which allows for clearer communication and more effective problem-solving.

Outlines

00:00

🔑 Effective Delegation and Management

The speaker emphasizes the importance of delegation as a critical skill in business, allowing one to leverage others to build and manage aspects of the business. They introduce the 'Management Diamond,' a framework for addressing issues when tasks are not completed as expected. The framework involves identifying whether the problem stems from a lack of communication, training, deadlines, motivation, or external blockers. The speaker provides examples of how to use this framework to facilitate difficult conversations and improve outcomes, highlighting the need for clear communication and structured delegation.

05:01

🗣️ Addressing Behavioral Issues in the Workplace

This section delves into managing and correcting undesirable behaviors within a team. The speaker uses the term 'bundling and unbundling' to describe the process of breaking down vague terms like 'being a dick' into specific, actionable behaviors. They share a real-life example of how providing clear, constructive feedback and expectations can lead to significant behavioral changes in employees. The importance of specificity in communication is underscored, as is the value of checklists and training to ensure consistent performance and improvement.

10:02

💡 Understanding and Enhancing Motivation

The speaker explores the concept of motivation, distinguishing between intrinsic and extrinsic motivators and how they can be leveraged to improve employee performance. They discuss the idea that people are motivated by what they are deprived of and how understanding an individual's past experiences can help tailor motivational strategies. The speaker also touches on the universality of money as a motivator and the importance of creating a reinforcing environment where the work itself is rewarding. The discussion highlights the need for managers to understand and cater to the unique motivational drivers of their team members.

15:03

🧠 The Role of Psychology in Management

In this segment, the speaker discusses the application of psychological principles in understanding and managing behavior within a business context. They advocate for a data-driven, observable approach to behavior analysis, suggesting that focusing on observable actions rather than assumptions about feelings or intentions leads to more effective management. The speaker also introduces a framework for critical thinking—logic, evidence, utility—which can be used to challenge and refine management strategies. The discussion serves as a reminder of the importance of clear definitions and evidence-based reasoning in business decision-making.

20:05

🛠️ Mastery and Skill Development

The final paragraph focuses on the development of mastery and skills within a team. The speaker discusses the concept of return on effort in training, emphasizing the importance of starting with a clear understanding of the skills a new employee or customer should possess. They highlight the need for training to be broken down into the smallest possible components to ensure comprehension and application. The speaker also touches on the idea that more skilled individuals can handle more abstract instructions, while those with less experience require more detailed guidance. The discussion concludes with the importance of recognizing and rewarding skill development within a team.

Keywords

💡Delegation

Delegation refers to the act of entrusting the performance of a task or the authority for its execution to another person or group. In the video, the concept is central to effective management, where the speaker emphasizes the importance of not just assigning tasks but ensuring that the delegatees have clear instructions, know the deadlines, and are motivated or have the necessary resources to complete the task. The speaker uses the analogy of handing off a task and ensuring it gets better or at least remains neutral after being delegated.

💡Communication

Communication is the process of exchanging information, ideas, or feelings. The video underscores the significance of clear communication in management, especially when addressing issues where an employee may not have understood what was expected of them. The speaker provides an example of a framework for hard conversations, starting with clarifying whether the employee knew what was expected ('did you know that I wanted you to do that').

💡Training

Training in this context is the process of teaching or developing in someone a specific skill or type of behavior. The script mentions that if an employee knows what is expected but fails to do it, it might be due to a lack of proper training. The speaker gives an example of breaking down the concept of 'charisma' into specific actionable items like vocal range, pausing for emphasis, and making eye contact, which when bundled, constitute charismatic behavior.

💡Deadlines

Deadlines are the time by which something should be completed. The video script mentions assigning deadlines as a way to hold people responsible for their tasks. It's part of ensuring that employees not only understand what is expected of them but also have a clear timeline to meet those expectations.

💡Motivation

Motivation is the reason or reasons one has for acting or behaving in a particular way. The speaker discusses motivation in the context of why an employee might not complete a task even after knowing what and how to do it. It could be that they lack the necessary incentive or are not motivated to perform the task, which can be addressed by understanding what drives the individual.

💡Blockers

Blockers refer to anything that hinders or prevents progress. In the script, the speaker gives an example of a chef who knows how to make an omelet and has the motivation but lacks the necessary ingredients ('eggs'), representing a blocker. Identifying and removing blockers is key to ensuring a team can perform effectively.

💡Frameworks

Frameworks in the video refer to a set of concepts or rules that serve as a guide to understanding and interpreting complex realities. The speaker uses the framework of communication to address issues in the workplace, suggesting a structured approach to diagnosing problems (e.g., not knowing what was expected, not knowing how to do it, not knowing by when it was due).

💡Reinforcing Stimuli

Reinforcing stimuli are events or things in the environment that strengthen the probability of a particular behavior occurring. The video discusses how understanding and applying reinforcing stimuli can motivate employees. For example, the speaker talks about how some people are motivated by praise, while others might be motivated by avoiding negative outcomes like getting fired.

💡Debundle

Debundling is the process of breaking down complex or abstract concepts into smaller, more manageable parts. The speaker uses the term 'debundle' when discussing how to address negative behavior, such as being 'a dick', by breaking it down into specific actionable behaviors rather than giving vague directives.

💡Checklists

Checklists are tools used to detail a set of tasks or actions to be completed in a certain order. The video script mentions checklists as a practical tool for training and ensuring consistency in performance. The speaker gives an example of using checklists for onboarding new employees to ensure that all necessary steps are followed.

💡Feedback Loops

Feedback loops are processes that involve the return of a portion of the output of a system to its input, often with the intention of controlling the system. In the context of the video, the speaker discusses creating artificial feedback loops to motivate employees, especially in roles where the natural feedback cycle is slow or less noticeable.

Highlights

The most valuable skill is getting others to do things for you, allowing you to delegate all parts of the business.

Managing people effectively is key to achieving consistent outcomes.

A structured approach to problem-solving in management involves understanding whether the issue is communication, training, deadlines, motivation, or blockers.

Clear communication is vital for ensuring team members understand their tasks.

Training is necessary when team members know what is expected but not how to do it.

Assigning deadlines is crucial for holding team members accountable.

Understanding whether lack of motivation or external blockers is preventing task completion.

The importance of having hard conversations made easy through a structured framework.

The concept of the 'Management Diamond' as a tool for effective delegation and problem-solving.

The necessity of advocating tasks rather than merely delegating them.

The importance of providing specific instructions rather than vague directives.

The process of 'bundling and unbundling terms' to provide clear directives for behavioral change.

An example of how to address a team member's undesirable behavior through specific, actionable feedback.

The use of checklists for onboarding and training to ensure consistency in performance.

The role of motivation in task completion and how to identify and leverage reinforcing stimuli.

The concept that motivation comes from deprivation and how to use this to drive behavior.

The idea that behavior is best understood by looking at the consequences rather than the causes.

Practical advice on how to handle and train employees who are lacking certain skills.

The importance of breaking down skills into observable activities for effective training.

How to approach training based on the skill level of the trainee, from detailed instructions for beginners to broader strokes for experts.

Transcripts

the single most valuable skill set you

can have is getting other people to do

things for you because fundamentally if

you know how to do that then you can get

somebody else to do every other portion

of the business and they can build it on

your behalf and so in this video I'll

walk through an in-depth process of how

I think about managing people to get the

desired outcome on a consistent basis

and how to have some of the hardest

conversations you have to have and make

it feel easy so let me show you

something that I haven't done in any

other school days but I'll I'll walk you

through it so I just call this like my

Management

Diamond so fundamentally if you ask

someone to do something you want them to

do it if they're not doing it then comes

the problem solving right which is

what

how when

oops okay so if someone doesn't do what

you want them to do the first and

obvious reason they didn't know what you

wanted them to do and so you fix this

one communication this is by the way a

really good framework for having hard

conversations when someone's not doing a

good job so you say hey

Carly I wanted you to do this and you

haven't done it so I just want to figure

out what the reason was so we can solve

it or make it less likely to happen in

the future so I figured the first was

that you didn't know that I wanted you

to do that did you know that I wanted

you to do that if they say no I didn't

know then you're like great now you

know right now if they're like I did

know that you wanted me to do that then

you're like oh did you not know how to

do it which you solve with

training which we'll dovetail into the

whole teaching thing in a second but

okay yes I did know that you wanted me

to do it and I know how to do it but I

didn't know you wanted it by now or by

tomorrow and so I didn't have a deadline

here so we assign deadlines when we tell

people to do

things and that's just again to hold

them responsible now if someone knows

what you want them to do they know how

to do it and there's a deadline

associate and they still don't do it

then the question is do they need some

sort of incentive were they not

motivated to do it or was something

blocking them I could have the best chef

in the world who's the most motivated

know that I want to make an omelet knows

how to do it knows I want it in the next

five minutes he's like bro I don't have

eggs doesn't matter how much I do like

sometimes people don't have like we

actually had this issue with my editing

team was I was like why don't you all

edit in the building and they're

like the upload speed they're like my

upload speed at home is faster than here

and so it actually just takes me more

time and so we paid Google Fiber to

drill a hole into the wall and

here we are now they can up it's faster

here now right but it's fundamentally

like if there are blockers then it's

like okay well can I just solve whatever

that blocker is can I remove that

impediment and so walking through this

has helped me have a lot of hard

conversations with people and not make

them hard it's like there's five reasons

that you didn't do it you didn't know

what it was how to do it when I wanted

it you were't incentivize or something's

blocking you any of these sound familiar

and if there's more than one then you

got to fix more than one and often times

if you

delegate if you basically you hand

something off to somebody and it gets

worse after you hand it off it's because

you didn't delegate it advocated it you

just said here you go good

luck and so that's a very easy litmus

test if you hand it off and it gets

better or it's neutral then you actually

delegated it and so what happens is most

entrepreneurs just find a human being

that has a pulse say they have a meeting

like this and just say a lot of things

at them expect the person to have 100%

retention and know exactly what to do

when they want to do it how they want it

done with no blockages the person's not

aware of and then be done be like oh

yeah I already I told him once it's like

yeah once not in a written format in no

structured form like and then you're

just yelling at them on a zoom call and

then two weeks later you're surprised

that they're not doing as well as you

after having done it for years

you know what I mean so we we think

through this and this is how I think

through um trying to figure out um

employee issues so this one's fairly

straightforward I my opinion this one's

fairly straightforward the two hard ones

are these guys so from a training

perspective I'll give you I'll give you

an example I had to do recently with um

a teammate or an employee here um I'll

just give

a so let's say there's somebody on your

team who's a dick right you're like hey

Caroline you're being a

dick um the thing is is that stop being

a dick is actually a pretty terrible

directive and the reason is because they

don't know what they're doing because

they're dicks they're like you just want

me to not be me and you're like kind of

and so what we have to do is so I call

it bundling and un bundling terms and

this is fundamentally why I think my

content does better than most people's

is

that like you've heard me to find terms

it's like okay patience is figuring out

what to do in the meantime so if I told

someone be patient it doesn't mean

anything if I say be

charismatic how do I be charismatic it's

like okay I need you to have more uh

vocal ranges when you're talking I need

you to pause for emphasis I need you to

say people's name I need you to look

them in the eyes I need you to nod when

they're talking like these are a series

of activities that when someone does all

of them we bundle them together and say

this person's charismatic and so rather

than saying be charismatic say I need

you do these six

things or stop doing these six things

that you are

doing and by doing that then people will

stop describing you as a dick and so we

had um so a teammate who's really high

potential like really smart hardworking

did all that stuff but something started

happening and it started acting a little

bit dickish and we had four leaders in

my company have like sit down talks

which normally wouldn't do but the

person was really good at their job like

I don't really want to lose the

productivity and so I was the last stop

I was like it's me or you're out so we

got to figure something out here and

he'd already been given a lot of

instruction a lot of don't be a dick be

nicer things like that but that doesn't

help anyone change their behavior and so

fundamentally giving someone a frame of

what I want to have happen as a result

of this conversation helps fil or what

you're actually talking to them about

and so like me insulting them or making

them feel bad doesn't actually do

anything for increasing the likelihood

that they behave in a certain way most

of the time it's just Clarity just like

when you hop on the call and you tell

people to do this stuff immediately they

will not like you and if they don't like

you they'll complain more which makes it

more like you get fired you don't want

to get fired great so all you have to do

is not do that at the beginning of the

calls people stop describing you that

way he's like this is so eye opening I

didn't even know and there was like four

or five other items that I'd asked for

specific examples so that I could say

like stop doing these things and people

stop calling you a dick and within a

month people were people were like dude

he's completely turned around it's like

he just actually had Specific

Instructions and so most of us aren't

willing to do the hard work of saying

like what is this person doing or what

does this person need to do which is why

I'm a big fan of checklist because it's

like this is what you have to do when

you onboard someone like check your hair

make sure that there's not a bed in the

background like I'm like yeah you're

onboarding a customer and it's got like

you know a pink bunny poster behind you

and it's like that's probably not the

first impression I'm really looking for

right so it's like these are the

checklists that you go through it's like

first you greet them by name second you

look at the notes and you tell them

about the goal and then when you took a

recording of the onboarding call it's

like why does Sarah suck and Caroline's

great just say well Sarah here's the

checklist you did three there's 11 items

Sarah consistently or Caroline does you

know nine out of 11 and hers

consistently get higher scores now if

she if Sarah follows the checklist and

she does all 11 and her scores are way

below the other girls then it means the

checklist is wrong which means that's on

you not on her and so it means that

you're incomplete in terms of what

you're trying to train them on and so

sometimes it's useful to know that so if

both people do the checklist and they

objectively meet the things then there's

other things that you don't know about

and so

fundamentally soft skills and hard

skills are all just skills it's just

that soft skills people just have a

harder time teaching because it's

bundled language and I think that's why

so many people struggle teaching

them so in training the team to loop

back to your question I want to figure

out what the problem is with the person

so I can try and loop to these things if

it's a training issue I try and break it

down as much as I humanly can if it's a

motivation issue um it really comes down

to reinforcing stimuli so either people

do things that uh because they get stuff

that they like or they avoid things they

hate getting fired is usually a pretty

aversive stimulus so a lot of people

will do things to just not get fired so

it's fairly strong um but the best

performers do it do things because they

just like doing them like the best

employees the best teammates they just

work all the time because the actual

conditions of work are more reinforcing

than any boss can be right which is why

a lot of people like on my team for

example with like a lot of editors and

whatnot they just edit in their free

time they picked up editing because

editing itself is a reinforcing thing no

one call cold calls in their free time

oh yeah I just picked up cold calling on

the side yeah I just cold call like on

my days off just because I just like it

like no one says that uh but the thing

is is that sales and editing have very

fast feedback loops and so you can

immediately get off the call and get a

reward you immediately get you see an

edit and or you catch a moment and

there's there's this F A lot of feedback

loops that are really tight and good

other roles have slower and longer

feedback cycles and so as a manager you

have to basically artificially input

more feedback loops into longer project

timelines or jobs that require more

complex tasks

um that motivate people through

reinforcement and so a lot of people I

think in culture say oh someone did

something crazy and so what we do is we

say what happened that caused them to do

it

but we actually invert how Behavior

Works which is people do things because

of what happens after they do them not

because what happened

before and so that's like what happens

after you do stuff is the latency of

training and that's how you train people

and so anyways I I I ge out on human

behavior stuff a lot but um motivation

fundamentally comes from deprivation

which is what are you most deprived of

so if someone who's very deprived of

Praise which many people are giving

praise motivates them if someone gets

praise all the time praise might not

motivate them just depends on the person

and so this is figuring out what are the

reinforcing stimuli from someone's past

that's getting to know your employees

better so you can do the things that

motivate

them money by the way has been

conditioned as a universal uh reinforcer

we've learned at an early age that this

thing equals whatever we want so it's

just a generalized reinforcer but there

are more specific reinforc that you can

give to individual

people so yeah that's that's that and

then block you just unblock the thing if

you can afford it whatever the problem

is so um that's my little Manifesto on

management if that helped out okay cool

oh great Where do you um where do you

find like more information to better

understand these Concepts because we're

in a very in like human capital

intensive industry management is the the

big piece that's missing for like every

company and that's why so many people

fail where would I find like this in

more depth and in more volume so that I

can understand these Concepts better so

I've got a special CTA for you today uh

this exerpt was from a school day so

this is from the school winners who came

out they were the top 10 and they asked

me about managing team and so I answered

that question but if you don't have a

business then none of that matters and

so to start a business you can go to

school.com we run the school games it's

for people who are just getting started

in business and that's what that's for

if you already have a business and you

have a big team and you want to scale

your team we run workshops occasionally

at acquisition. at our headquarters here

in Vegas and so if you'd like to partake

in one of our workshops you can go there

and click the scale button and uh

hopefully we'll see you soon so most of

these Concepts were derived from the

ground up from just like rat studies

with Dr cashy Who Sam Sam knows my my

good buddy and so um I think most

people just do a lot of things and just

like see what happens like it's very

halfhazard I think almost no one knows

how to train period I feel I feel like

understanding human psychology like that

was always my found even ignore

psychology really I completely ignore it

I I would say that you talk a lot about

it like you probably never heard me say

the word psychology not the word

psychology but what you're maybe I'm

blanking it right so so to get no I

don't want to get too far into that

because I will go there but um so this

is this is like for everyone like if you

want to basically have your

ometer always turned on it's separating

out when people give reasons because

statements or just blank statements of

like the other day somebody was like

there's only three ways that you can you

know make a customer worth more and then

they and then they continue the sentence

I was like that's just false they just

started the statement that way and a lot

of people make statements that are just

false they have no idea what they're

saying and so we walk through a

framework when we're trying to basically

detect

which is logic evidence utility

which is what does this mean

how do you

know and then so

what so I'll give you an example so I

had um I had someone the other day say

I'm stressed because I'm lonely and I

was

like okay I was

like what does lonely mean to you it's a

bucketed term right it's a bundled

term he was like well I was like that on

Friday night you have known to text or

that people don't respond back to you or

like what what is the what what does

that mean to you because it's there's a

thing there's an activity that occurred

and then they described it they chunk it

up as loneliness but when you get two

steps below that of to like what

occurred what was the action that got

stunted or something that you wanted

that you didn't get then you can get a

lot more specific we're like okay so

then I say all right so that was the

lonely occurrence now have you been

stressed before when that wasn't

happening yes okay so then how do you

know that that thing has anything to do

with your stress they're completely

decoupled right it's like all right

and who cares you're stressed have you

been stressed when things are going well

yes have you been stressed when things

are not going well yes so in general

you're stressed when you're alive noted

what's your point right and so we like

breaking this down allows you to just be

less confused about what other people

say and so the reason I'm going here is

because most people are full of not

purposefully not maliciously they just

don't know any better and so they just

like paired out other things they talk

about pop psychology whatever and I for

the most part have just erased feelings

intentions beliefs all of these words

from my vocabulary in terms of what

influenc his behavior because I just

only focus on what can we observe

because if I were to say this guy is

really motivated I'd say how do you know

what does motivation mean to you I said

can you motivate me I was like Define

motivation and she just like stood there

and melted and I was like right so you

want me to answer a question that you

can't Define the word for so what's the

likely that you get what you want really

low and so the thing is is we ask

questions about stuff all the time we

can't Define which means maybe we need

to ask better questions or at least know

what the we're talking about and so

anyways I bring this up

because if you going back to the

motivation thing if I say this person's

really motivated you'd say how do you

know it's like well they do all the

stuff it's like great then forget about

concept or label of motivation and just

say this person does these things great

and so I don't care if you feel

motivated or not if you do these

activities people describe you that way

and if you do these activities when I

had the conversation with the the dick

in particular right I said I want to be

clear I don't care if you're a dick I

don't care if you hate everyone as long

as you behave this way doesn't matter to

me and so a lot of people spend all this

time trying to be like there's these

seven stages of awareness I'm like how

do you know

how do you know that what's your

evidence for that and so what like what

are the activities someone has to do

okay they have to see your ad great then

they have to interact with it in some

way they have to take an action so if

you go through the leads book I walk

through the lead stages in the book and

it's only based on the observable they

took a step then they give you their

information they give you means to

contact them then after you have means

to contact like you these are the things

that like no one can like fight me like

these are the things that have to occur

and so if you if you reason up from what

can I observe with with my eyes it makes

life a lot

easier even when you're talking to like

a spouse you're like okay I'm really

upset like okay what does that mean

right now how do you know you're upset

and so what what do you want me to do

about it and so then you say like when

you say this what do you want me to do

when you say like if someone says like

you should know it's like oh I'll play

that game I'm hungry either means you

would like me to go get you food you

would like us to go get food together it

could mean that you want space it could

mean you're in a bad mood I was like but

I won't take one Q for six behaviors

pick and then it makes things a lot

easier and so you can start training

real realistically like anyone in your

company to behave a certain way by just

saying when you say this what do you

want to have

happen and also when you're having the

conversation with staff or employees or

whatever like sometimes we in in the

moment like someone disrespects you you

want to like immediately insult them or

whatever right but you're like okay

well what do I want to have happen well

if I insult them they're going to be

more resistant to me in the future but I

need to have more influence over them

not less so me counter punishing to

prevent their their thing in the future

it's probably going to be

counterproductive and so what can I say

that increases the likelihood that what

I want to have happen happens and so

it's like taking a second step forward

and me back to think what's two the

second order of magnitude effect on

their behavior rather than what I feel

like doing in the moment um and so when

you're trying to look for okay how do I

manage people better or how do I train

people better most training is just not

chunk down far enough and so the people

who are successful in whatever your

education thing is come in more

qualified than other people like have

you ever had a student or a customer who

you're like this guy's going to win no

matter what right it's not you it's

because of them because they have a

history of skill they have a larger

skill set um that they bring to the

table and so fundamental

the people who are successful with your

program are lacking the things you teach

the people who are not successful lack

those things and other things and so to

have the most comprehensive training you

would have to start with here's how you

write words here's how you type here's

how the internet works of course you're

not going to do that because there's a

base assumption which is what qualifies

someone to be a customer of a certain

level of skills it also works the same

way with an employee there's certain

level of skills that are required to

work for this role and so if someone

does have a deficiency then the question

is what's the return on effort I think I

could teach someone who has Down

syndrome to be a neuros a neurosurgeon

well I could but somebody could right it

just might take 30 years it's probably

not worth it because for the same

resources we get 2,000 other

neurosurgeons who don't have Down

syndrome right and so if you think about

your customers that way it's like and

simply thinking about like take out

character traits take out beliefs

whatever it's just I need them to behave

this way that's it just break it down to

the activities and it makes a lot easier

and so fundamentally it's like I wish I

were more charismatic I wish more

patient I wish I were more confident if

you just debundled those things and just

say how do I break this down to the

smallest level and how do I just do

those activities it makes it a lot

easier and so usually when training does

not work it's because we made an

assumption of a skill set that they

didn't have and so the more advanced

someone is the vager the instruction can

be so I can say or Sam can say hey man

you think you just Market school I say

sure

that's it that's the directive it's not

like okay do you think you can make this

many pieces of content you think you

could run this many pieces of AD or like

whatever it is right and if I'm like hey

think you make an amazing product keep

making he's like sure like it's not like

do you think you'd have an activation

sequence an onboarding are we're going

to do these things I like I trust that

he's to do it because he has the skill

set you trust that I can do it because I

have the skill set and so fundamentally

the more skilled the person is the

bigger the instruction can

be and so if you have lowl people you

don't have a lot of room for vagueness

so you have to be more specifically your

instruction as people get higher and

higher up in your organization you can

be vager and vager with the instruction

because they have more

skills and so experts fundamentally just

have more ways to be rewarded within the

same

context like if you're really good at

editing video then you have many things

that reward you because you have more

skills if you're really bad at it

there's very few things that reward you

and so that's what Mastery development

is