The SIMPLE Managerial Framework that changed my business
Summary
TLDRIn this insightful video script, the speaker discusses a three-pronged framework for diagnosing and addressing issues when employees do not perform as expected. The framework includes ensuring clear communication of expectations, providing necessary training, and assessing motivation. The speaker emphasizes the importance of these elements in driving organizational growth and aligning individual actions with company goals, ultimately leading to success and efficiency in the workplace.
Takeaways
- 🗣️ Communication is Key: Ensuring employees know what is expected of them is crucial, and it should be communicated clearly, frequently, and documented.
- 👨🏫 Training is Essential: Employees must be trained on how to perform tasks and understand the company's desired outcomes and processes.
- 🏆 Motivation Matters: Incentives and motivation play a significant role in driving employees to accomplish tasks and meet expectations.
- 🔍 Diagnosing Underperformance: When an employee is not meeting expectations, it's important to consider whether it's due to lack of communication, training, or motivation.
- 📈 The Triangle Framework: A simple yet effective model to understand why tasks are not being completed, focusing on communication, training, and motivation.
- 🤝 Protecting Egos: When addressing underperformance, it's important to focus on the process, not the person, to maintain a positive and constructive dialogue.
- 🔄 Consistent Reinforcement: Repeated communication and reinforcement of expectations help to ensure that tasks are understood and prioritized.
- 📝 Documentation: Having expectations documented in writing and integrated into regular reporting helps to emphasize their importance.
- 💡 Understanding 'Why': Employees are more likely to perform tasks when they understand the purpose and benefits of those tasks to the company and themselves.
- 💼 Realigning Incentives: Sometimes, the issue may be with the incentive structure, and realigning compensation to motivate the desired behavior can be necessary.
Q & A
What is the main purpose of the video script?
-The main purpose of the video script is to provide a framework for diagnosing and addressing situations where employees are not performing as expected, focusing on communication of expectations, training, and motivation.
What is the triangle framework mentioned in the script?
-The triangle framework is a three-pronged approach to understanding why employees may not be doing what is expected of them. It includes communication of expectations, training, and motivation.
Why is it important to communicate expectations clearly to employees?
-Clear communication of expectations is crucial because if employees do not know what is expected of them, they cannot fulfill those expectations. It helps in setting the right direction and ensuring everyone is on the same page.
What does the script suggest doing if an employee is not performing a task they should be?
-The script suggests using the triangle framework to diagnose the issue by checking if the expectation was communicated, if the employee was trained on how to perform the task, and if they are motivated to do it.
How can the communication of expectations be reinforced according to the script?
-The script suggests repeating the communication, documenting it in writing, and ideally including it in daily or weekly checklists or reports to emphasize its importance.
What role does training play in the triangle framework?
-Training is essential in the framework as it ensures that employees know how to perform the tasks expected of them. It involves showing them what the task looks like and how to do it properly.
How can motivation be assessed using the triangle framework?
-Motivation can be assessed by determining if the employee wants to perform the task once they know what is expected and how to do it. If they are still not performing, it could indicate a lack of motivation or misalignment with incentives.
What does the script suggest when an employee claims to be too busy to perform a task?
-The script suggests looking at the claim of being too busy as a potential sign of a motivation issue. It implies that with enough motivation, such as a financial incentive, the task would likely be completed.
Why is it important to understand the 'why' behind tasks for employees according to the script?
-Understanding the 'why' behind tasks is important because it provides purpose and context for the work, making employees more likely to engage in the task and perform it to the best of their ability.
What is the significance of tying tasks back to personal benefits for employees as mentioned in the script?
-Tying tasks back to personal benefits helps to increase an employee's motivation by showing them how performing the task can directly benefit them, such as improving their sales performance or job satisfaction.
How can the triangle framework be used to improve communication with underperforming employees?
-The triangle framework can be used to have a structured conversation with underperforming employees by asking if they were aware of the expectation, if they know how to perform the task, and if they are motivated to do it, which helps in pinpointing the exact issue.
Outlines
🧐 Diagnosing Situations with Employees
The author discusses how to approach diagnosing issues with employees by attacking the process rather than the person. Emphasizing that influencing others is inevitable, especially in a company setting, the author introduces a 'triangle framework' to manage employees effectively. The framework includes clear communication, frequent and documented expectations, and ensuring that employees understand their roles and tasks. Additionally, the importance of training and motivation in managing employees is highlighted, referencing Andy Grove's ideas from 'High Output Management.'
💡 Communicating and Training for Success
This section focuses on the importance of clear communication and training. The author shares a personal anecdote about failing to communicate expectations to a sales manager, leading to misunderstandings. Key points include the need to communicate expectations clearly, repeat them, and document them. The author emphasizes that effective communication includes frequent and detailed interactions about tasks and metrics, which signals their importance to employees.
📈 Motivation and Incentives in Management
The final part of the video discusses motivation and incentives as crucial elements in getting employees to meet expectations. The author explains that unmotivated employees might not perform tasks even if they know how to do them. The section includes practical advice on how to handle underperforming employees by using the triangle framework to diagnose and address the root causes of performance issues. Emphasizing the importance of explaining the 'why' behind tasks, the author illustrates how understanding the purpose of their work can motivate employees. The video concludes with a call to action for viewers to like, comment, and ask questions.
Mindmap
Keywords
💡Diagnose
💡Triangle Framework
💡Communication
💡Training
💡Motivation
💡Expectations
💡Call Reviews
💡High Output Management
💡Incentive Structure
💡Personal Benefit
Highlights
The importance of diagnosing situations when employees are not meeting expectations.
A three-prong framework for understanding why employees may not be performing as desired.
The significance of clear communication in managerial roles and ensuring expectations are understood.
The necessity of repeating and documenting communication to ensure it's understood and remembered.
The role of training in ensuring employees know how to perform tasks effectively.
The concept of 'advanced is simple', emphasizing the importance of mastering the basics.
The impact of personal interaction and service quality on business growth.
The importance of maintaining high standards even as businesses scale up.
The role of motivation and incentives in driving employee performance.
The practical application of the framework to diagnose underperformance in a team member.
The strategy of embedding compliments within constructive feedback to protect employee ego.
The importance of understanding the 'why' behind tasks to increase employee engagement.
The role of personal benefits in motivating employees to perform tasks.
The impact of aligning employee tasks with company goals and personal incentives.
The value of understanding and communicating the purpose of tasks to employees.
The importance of providing a clear purpose for tasks to avoid pointless labor.
The strategy of appealing to both the larger organizational benefit and personal employee benefit.
The call to action for viewers to engage with the content by liking, commenting, and asking questions.
Transcripts
when you're trying to diagnose a
situation if you're asking an employee
and i'll give you like some of the
scripting around this at the end it's
like hey is it this like i've noticed
you're not doing this thing is it this
this or this that's causing it and then
you're not attacking the person you're
attacking the process and it makes it
much easier to talk about all right
if you deal with human beings you are
going to inevitably try to influence
them at some point to do what you would
like them to do and this happens within
the context of when you go to a
restaurant you ask waiter do you hope
that they put the thing in for you right
you want the food to come out the way
you want to come out we have desires and
demands that we make of the universe and
we want them to come back to us based on
our preferences now that being said when
we run a company right we deal with
employees and other people a lot in
order to organize them in a single
direction to get them to the outcome
that we desire all right and so i have
talked about this in the past but i will
give you alex's simplest framework which
is a triangle framework
[Music]
uh
uh it matches acquisition.com and if you
don't know why my name is alex from
rosie on acquisition.com probably with
companies that deserve a hundred million
dollars a year to make these videos
because i want you to make tons of money
and then hopefully partner with us in
the future to get from 3 million to 10
million to 20 million 30 million and
beyond all right awesome so let's rock
and roll so one of the easiest
frameworks and i've actually been
somebody who's struggled at the
managerial side more than kind of like
the strategy or the marketing things
like that like i i've struggled more on
the managerial side so for me frameworks
here in some ways actually provide me
for more value than other frameworks
because some of these other frameworks
came more naturally to me this one did
not and this one is something that i
have stolen ruthlessly from layla
because she's the one who really does
more the managing than i do um but i'm
sharing this for the entrepreneurs of
the world because i hope that you do not
struggle as i did all right so if you
want somebody to do something and they
do not do it what do you do all right so
there are three reasons that someone
will not do something and part of this
two of these i snagged from uh andy
grove who was the founder and storied
ceo of intel uh he wrote high output
management which is an excellent
excellent book it's very it's a little
uh it's a little hot a little advanced
but it's really good so recommend that
being said he said there's only two
reasons that an employee does not do
what you want them to do which is either
they do not know how or they are not
motivated right and so he said therefore
the job of the boss is to motivate and
to train he said if you're not training
you're not motivating you're not being a
good boss and i thought that was
wonderful that being said i came up on a
circumstance in my life where both of
those situations were not actually uh
the case there was a third scenario
which came up which is why i now have a
triangle for why people uh don't do
stuff all right number one is they don't
know that you want them to do it and so
i'll tell you a quick story so i i had a
sales manager that i really wanted uh to
succeed right and so uh we hired them
and they were new and i was super
excited and uh you know a few weeks in i
was like hey dude had a conversation
with some of the sales guys and uh you
haven't done any call reviews wtf bro
and uh the guy was like i was unaware
that you wanted me to do call reviews i
was like well i just i mean i just
figured that's that's what you would do
as a sales rep now mind you that is
probably what they should be doing a
sales director but guess what i didn't
do i didn't tell him i didn't tell him i
want him to do that and so two things
here with uh with communicating
expectations number one is you have to
communicate them number two is you have
to repeat the communication number three
you have to make sure it's documented
all right which means it's in writing
and ideally multiple places and if you
can make sure that as part of daily or
weekly checklists or things that they
report on the things that you ask them
to give you are going to be the things
that you subconsciously communicate are
important to you all right so if you say
hey i need you to report on these three
metrics guess what they're going to
think is important to you the three
metrics if you want something to be done
make sure they are reporting it to you
on a weekly or daily basis the faster
the communication cadence that you have
around the item or task or activity or
metric the more important they will deem
it so if you meet twice a day about a
specific metric they will think it's
very important right if you meet once a
quarter and you and it's one line item
on a slide chart they will probably
think it's less than board and if you
don't report on it at all and never talk
about it all they will definitely not
think it's important and very very very
high likelihood of not doing it all
right so peak of the triangle here is
communicate the expectation it sounds
silly but when you think about this and
this is why i'm sharing this framework
is that when i have somebody who's not
doing what i would like them to do or
not adhering to the preferences that i
have i think which one of these three is
it so it's very helpful it's also really
helpful when you're trying to diagnose a
situation if you're asking an employee
and i'll give you like some of the
scripting around this at the end it's
like hey is it this like i've noticed
you're not doing this thing is it this
this or this that's causing it and then
you're not attacking the person you're
attacking a process and it makes it much
easier to talk about all right so that's
number one number two is training which
is do you not know how to do this thing
do you not know how to do a call review
well let me tell you what a call review
looks like let's do two of them together
and we'll record the thing so that in
the future you can go back to it right
this is what we're looking for this is
the transitions this is how we take the
notes and this is how i want you to
communicate it to the sales team aha
right and so not only did we communicate
what we wanted we said hey this is how
you do it and this is how i would like
it to be done right and then finally
this is how i want you to report on it
to me so that i know it was done right
very very simple but you know what
people don't do it and being advanced is
simply never not doing the basics and i
do have a double negative there because
that makes it makes you think a little
harder but what it means is that bing
advance is always doing the basics like
that is what being advanced is is doing
the basics even while you have
tremendous volume right if you think
about this for a second when people
start small businesses they tend to grow
because they have lots of personal
interaction they provide lots of service
they service with a smile and what
happens they hire some teammates the the
service goes down there's less smiles
less skill and so what they did was they
stopped doing the basics at scale that's
all it is and that's why businesses
plateau and so it's thinking about what
are the things that made you successful
in the beginning and then how can i
duplicate those at scale it's always
doing the basics that's what it is all
right so number one communicating the
expectations doing so ideally frequently
and making sure it's measured and in
writing and if we do that we have hit
the peak of the pyramid number two is
that we have the training side is that
we showed them how to do it and how we
want them to do it and how they how we
want them to report on those things all
right that's number two number three
drum roll please is
incentive is motivation is do they want
to do the thing because think about it
if i said hey dude i need you to do x y
and z right and you know how to do x y
and z and you're not doing it the reason
might be that they are unmotivated now
i'll give you the caveat here is that if
someone says i've been too busy right
now you can look at that as a because
that's usually what will happen like
let's go real world for a second right
theory sounds great but let's what's
real world they'll say i was busy
because they're not no one's gonna be
like i was not motivated right so part
of that could be motivation right
because if i said hey if i give you ten
thousand dollars to get this done by
tomorrow will you do it they probably
would so i think with enough motivation
they can do it but that being said they
might also not have the training know
how to manage their schedule in a way uh
to prioritize these activities so you
might have to train them on other
components to make sure that it's easier
for them right now that being said when
you introduce that this three frameworks
i just love it from a conversational
perspective and how to assess and
problems so if you have a teammate so
this is for you right now real world if
you have a teammate or a director or
manager or an individual contributor
who's in the company and they are not
doing things to the extent that you want
them to to the quality you want them to
at the speed that you want them to or
they're just not doing it at all think
about using this three this three-prong
framework which is like hey johnny
you're underperforming right now and
it's really unlike you right and the
reason we say that is because it also
embeds a compliment which is like it's
not like you to suck right and so
automatically we're actually protecting
the ego of the person while still
attacking the behavior all right it's
really nuanced i learned that one from
layla just being real but it works
really really well she said hey it's not
like you to be late for stuff so what's
going on right it's not like you did not
get your end of week reports in like
what's going on right and this is where
when you say that what's going on it's
you look through the three lenses like
what's going on is it you didn't know
that i wanted you to do it did i not
communicate it well is it that you don't
know how to do it either in general or
given your workload or is it that you're
not motivated to do it right are there
other priorities that are more
motivating for you to do right and so
when you ask those questions it gives
them very clear boxes to direct their
their replies and then you can isolate
the issue and then you can solve it and
the thing is is if you have the three
boxes and you can isolate the issue and
then you take the actions to solve it
and if the activity still doesn't happen
then you say hey we talked about these
three boxes we solved the problem like i
can't say we haven't communicated so is
it just a motivation issue right and so
at that point then you can get into a
little bit more real conversations like
you know what i actually hate this job
and you're like you know like we hate
having you i'm kidding you don't you
wouldn't say that
you could say you'd say oh my gosh that
sucks let's see and if you like the
person they're a cultural fit and they
have other skills you may be like well
maybe there's another role in the
company that would fit you i would say
nine times out of ten that's what you
want to do it's usually not the right
call because usually if you were to hire
somebody for this other position that
you might have opened the company you
should probably just hire the person
that you would normally hire there
because if you look at that person and
this person and a track record of
failure does not make it a high
likelihood candidate all right so big
picture for everyone use the triangle of
figuring out why people do not do the
things that you want them to do which is
one did i communicate the expectation to
you am i doing it with adequate
importance to tell you how important
this is to me which is frequency and
detail of communication and making sure
that it's recorded down right the
training oops that's the side of the
triangle the training is that i actually
show them how to do it and then how to
manage the other things in general that
they are doing so they can get all this
stuff done yes check that box and then
finally are they motivated or
incentivized in order to get this done
and so i talked about their internal
motivation but there's also external
motivation which is like do i need to do
i need to realign their bonus structure
do i need to rely on how they're getting
compensated because if for example i ask
them to do this thing and they're
getting compensated for four other
things and they don't get compensated
for this extra thing well then guess
what they're probably not going to be
motivated to do the thing so we have to
make sure that they are properly
motivated you know internally as a human
being in terms of their aligned with the
company they see why this thing actually
makes a difference all right this is a
this is my last little little tidbit on
this is that people a lot of times just
want to know why just why why am i doing
this and if you if someone understands
why they're because otherwise activity
without purpose is what they do at
prison camps right it's pointless labor
right and so that's the thing it's like
you have to give it a point you have to
give it a purpose right which is like
when you update the crm with the notes
from your calls it helps finance it
helps judy in finance actually have good
conversations with these people which
helps us collect more money and helps us
get more people staying on track right
it helps uh cindy in customer success on
the onboarding give them a much more
personalized experience so we want to
sell something great right don't you
want to sell something great well if you
don't put notes in you're actually
selling something that's worse because
we're going to provide a worse
experience for them right and so they're
going to get on the onboarding call and
we're going to be able to have no
personal life we're not going to know
what their issues are we're not going to
know what their pains are we're not
going to know what they're struggling
with and then we can't even help them
more so you're going to try and sell
them this amazing solution and then
we're not you're not giving us the the
ammo to actually do the things that you
have just promised them oh right and the
other reason we do this is because for
us to not waste your time so now i just
did two benefits to the global benefit
which let's be real a lot of people
might care about if they're good people
but a lot of people do not so but for
you specifically when you leave the
notes it helps us screen out candidates
on the front end so that we can use that
data to make your call likelihood of
close higher so that a higher percentage
of your time is spent closing people and
talking to people who have the money who
have the problems that we actually fix
rather than wasting time with tire
kickers and people who are probably not
going to buy does that make sense right
so when you do this we help you sell
more and make more money fair enough
great and so you can appeal to the the
larger picture of like why do we need
this as an organization but then also if
you can ideally tie it back to a
personal benefit uh to why it benefits
them a lot of people just don't know and
so just explaining that process you hit
all three of the triangle boxes and you
are far more likely to get somebody who
does the things that you're asking to do
so that your company can grow the way
that you want it to so you can make all
the money in the world and then wonder
why you did it to begin with all right
motivation keeping awesome lots of love
and i'll catch you guys next video bye
mostly nation you guys are the best and
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