1067. Q&AF: Tiers Of Leadership, Networking With Older People & Closing Deals

On today's episode, Andy answers your questions on how to set different levels of leadership in your growing business, how to network with older professionals in your industry, and how to close deals with clients who take forever to commit.

• 0:02Speaker 00

  What is up guys? It's Andy Frisella and this is the show for the realists. Say goodbye to lies, the fakeness and delusions of modern society and welcome to motherfucking reality. Guys, today we have Q and A F. That's where you submit the questions and we give you the answers. You can submit your questions a few different ways. DJ will tell you how.

• 0:35Speaker 01

  Yeah, guys, you can email your questions in as always, but you can also submit video clips and audio clips. You check the links in the description below for that, or just drop them in the comment section of the Q and A videos on YouTube.

• 0:47Speaker 00

  As you guys may or may not know, tomorrow we'll have CTI. That stands for Cruise the Internet. We're going to put topics on the screen. We're going to talk about what's going on in the world. We're going to speculate and then we're going to talk about how we, the people, have to solve these problems going on. All right. Other times, we're going to have 75 hard verses. 75 hard verses is when someone who has completed the 75 hard program comes on the show. They talk about how they were before, how they are now, and how they use 75 hard to transform their lives. If you are unfamiliar with 75 hard, it is the initial phase of the Live Hard program, which is the world's most famous mental transformation program in history. It is available for free at episode 208

• 1:31Speaker 00

  on the audio feed only. You can also get the book. The book is available at andyfrisella.com. It's called The Book on Mental Toughness. It includes the entire Live Hard program plus a whole bunch of other information on mental toughness, how to use it to become the best version of yourself. And guys, don't forget, we don't run ads on the show. Okay, we're the biggest show in the world that doesn't run ads. We do that because I don't want you to be thinking I'm getting paid to say something or think something. And in exchange, I ask very simply that you help us share the show. All right. So if it makes you think, if it makes you laugh, you see a clip out there, do us a solid, man, and share the show. Put a lot of work into it and, you know, it does us a great deal of good when you guys share it out. So don't be a hoe.

• 2:16Speaker 01

  Share the show. What's up? Uh, guten Morgen.

• 2:20Speaker 00

  Yeah.

• 2:20Speaker 01

  Yeah. How's it going?

• 2:21Speaker 00

  It's good.

• 2:22Speaker 01

  Yeah, man. It's beautiful, beautiful Friday. We got Fall Fest. We're recording on a Friday, guys. The show's on Monday, but yeah, Fall Fest is probably one of my favorite things to look forward to.

• 2:32Speaker 00

  Yeah, it is my favorite event. We do.

• 2:34Speaker 01

  Like, it's fucking awesome. We got the Bulls, got the.

• 2:37Speaker 00

  I can't wait, dude. I can't wait.

• 2:39Speaker 01

  Yeah, they said you signed up to ride this year. Yeah.

• 2:42Speaker 00

  They signed up to ride me.

• 2:47Speaker 00

  It's like Chuck Norris. What is that guy?

• 2:51Speaker 01

  Well, that's pretty, yeah. I mean, yeah, yeah.

• 2:54Speaker 00

  Little gay.

• 2:58Speaker 00

  It's Monday. It's Monday. Hey, I forgot to mention, you know, if Q and A F is your jam, uh, remember the MFCEO project is back and we are hammering away at episodes on that. We have been all year. And for those of you who love personal development, how to build, how to create, how to become, you could get the MFCEO project at operatorstandard.com. Uh, go over there and sign up. And not only will you get the MFCEO project, you will gain access to the most incredible personal development tool that has ever existed. So if you're tired of being who the fuck you are, it is a no brainer. So go check that out at operatorstandard.com.

• 3:40Speaker 01

  Yeah. We also saw a lot of you guys are not fucking subscribed. Quit being ho.

• 3:44Speaker 00

  Yeah, dude. What is it with you guys? You watch the show, but you don't subscribe. If you, if you're on audio and our video, however you consume the show, make sure you subscribe. Leave a comment, too. Get involved in the conversation.

• 3:54Speaker 01

  That's right. Hors. Sorry, you're not hors. You guys are great. Subscribe. Yeah, man. Well, guys, it's Monday. Um, it's time to make some people better.

• 4:03Speaker 00

  Yep.

• 4:03Speaker 01

  I got three good ones for you.

• 4:04Speaker 00

  Cool.

• 4:05Speaker 01

  Let's get into it. Guys, Andy, question number one. Hey, Andy.

• 4:11Speaker 00

  Hey.

• 4:14Speaker 00

  Hey. Hey, I got my form energy.

• 4:18Speaker 01

  Yeah. Oh, that's all right. I haven't seen you do orange in a minute.

• 4:22Speaker 00

  Bro, orange is so good.

• 4:23Speaker 01

  Orange is good, bro. Bro, you know what I had? I had that, uh, that lemonade.

• 4:28Speaker 00

  The clear?

• 4:29Speaker 01

  The clear.

• 4:29Speaker 00

  Dude.

• 4:30Speaker 01

  Fuck, bro.

• 4:31Speaker 00

  That Formula One Clear Lemonade is the best protein ever.

• 4:34Speaker 01

  No, no, the non-carb.

• 4:35Speaker 00

  Oh, oh, yeah.

• 4:36Speaker 01

  The non-carb, bro, fuck. This is juice.

• 4:39Speaker 00

  Well, the Formula One Clear, we're just gonna make this a whole fucking commercial.

• 4:41Speaker 01

  Let's do it. Yeah, let's do it. Yeah.

• 4:43Speaker 00

  Anyway.

• 4:44Speaker 01

  Yeah.

• 4:44Speaker 00

  You got the what? Non-carb, which one?

• 4:46Speaker 01

  Non-carb lemonade.

• 4:47Speaker 00

  Yeah.

• 4:47Speaker 01

  Bro.

• 4:47Speaker 00

  The pink or the regular?

• 4:48Speaker 01

  The regular.

• 4:49Speaker 00

  I like the pink lemonade.

• 4:50Speaker 01

  Yeah, pink's good. Pink's good. They're both fucking great, but I gotta drink them on ice.

• 4:54Speaker 00

  You could drink them warm, dude.

• 4:55Speaker 01

  Yeah. See, I like.

• 4:56Speaker 00

  Ask me how I know.

• 4:57Speaker 01

  How?

• 4:58Speaker 00

  Cause we, I had, I needed some energy and we only had a warm one and I fucking drank it. It was still good.

• 5:03Speaker 01

  It's still good.

• 5:05Speaker 01

  Yeah, man. Uh, but yeah, let's, uh, let's make some people better. Guys, Andy, question number one. Hey, Andy, uh, me and my brother own an excavation company, uh, and we're wondering how, at what point in business do you set tiers of leadership, executive managers, et cetera? We, we run about 40 employees and growing. Um, I would just love your advice on this. Is there like a ratio of leaders to lead, to leades?

• 5:32Speaker 00

  You know, I, I bet there's people that have a certain formula for that, like X amount of people for this amount of leaders. But at the end of the day, you know, you got to find out what works for your particular organization. And, you know, I wouldn't say there's a, a quote unquote time, but in terms of like, okay, we've got 10 people or 12 people or 40 people or whatever, but you have to pay more attention to what's actually going on. Okay. When you are leading a small group, it is very easy to lead a small group because the communication comes from your mouth, directly to their ears, and there's no game of telephone in between, right? There's no delusion of message or standards.

• 6:14Speaker 01

  Yeah.

• 6:15Speaker 00

  As you grow, when you get, you know, 20, 30, 40 people, and you're not able to talk to all of them at the same time, or get all of their ears at the same time, now you're in a position where you're starting to depend on other leadership inside your organization to take up that cause and make sure that they're leading. Now, the best way to do this is that as you start, you know, like excavation, for example, like a lot of people think that that's just hopping on an excavator or a piece of equipment and doing work, right? Most excavation companies operate that way. But if I were building an excavation company, and let's say I just started and I

• 6:58Speaker 00

  had 20 or 30 guys, what I would do is I would make leadership training part of the training. So I would have off-site trainings that, you know, you paid the guys to be at, where you talk to them about leadership and you explain to them, hey, this is what we're trying to do. This is where we're going with the company. These are the opportunities as we grow, and I need some of you guys to step up as leaders so that we could scale that out because it's impossible to scale without good leadership. So making leadership training part of whatever you do inside your organization is a must from the beginning if you want to scale from the inside

• 7:38Speaker 00

  out. If you want to hire in leaders, that's a different thing. It takes money, first of all. But second of all, a lot of times when you hire in leaders, there's no rapport built between the new leader and the people who have been there. So there's not much respect and it creates issues. So.

• 7:56Speaker 01

  Growing the culture either.

• 7:57Speaker 00

  That's right. Growing your leaders from the inside is super important to long-term culture because you want new people that come in over, let's say you're going to grow this excavation company into 500 employees. You want the new people to come in and see the success stories of the other guys who started, grew, escalated, and built a career inside your organization. So while I wouldn't say there's an exact time or an exact method, now some people might have one. I don't think there is one. I've run many different companies in many different industries. And it's always been the same. You, you, you kind of need it from the beginning. You need to start cultivating it from the beginning.

• 8:38Speaker 00

  Your natural leaders, the people who pay attention to what it is that you're trying to do, the people who are bought in, will escalate their skillset, which will help you scale out the brand. But you want to start that way before you need it, not just when you need it.

• 8:52Speaker 01

  A hundred percent dude. One thing I, I've learned, when you know, when you talk about leadership, one of the things you, you've said before in a certain way, but it's like, you know, you don't just go out and here's the title of leader now.

• 9:05Speaker 00

  No.

• 9:06Speaker 01

  The peers kind of develop, okay, who's this guy? And then you give the title once they've acknowledged it.

• 9:11Speaker 00

  Yeah. Leadership is not a title. It's, it's an initiative. It's a, it's a mandate.

• 9:15Speaker 01

  Yeah.

• 9:15Speaker 00

  It's something that you have to like recognize. And you know, on Friday I talked about, uh, solutions people.

• 9:22Speaker 01

  Right.

• 9:22Speaker 00

  Okay.

• 9:23Speaker 01

  Right.

• 9:24Speaker 00

  Solutions people get paid. All right. And that's how it works in any organization. And what happens is, is as you start to paint the vision, as you start to move down, those, there's, there's people like that in every organization. You may not know them because you're not leaning on them to actually, or empowering them to actually show that. But as you start to train, you'll see people buy in, they will start to escalate their skillset. They will naturally become someone who is very clearly taking control of what's going on. And then those people basically become, they go from peer leadership to recognize leadership. And that's a good way to do it because there's respect built there.

• 10:02Speaker 01

  Yeah. Yeah. What, I, I guess, you know, my next question on this, like, you know, a small company, like, you know, this guy's excavation company. You know, how important is it for him to, to be very hyper aware at the leaders? Because I feel like, you know, leadership, you can have great leaders who are, you know, actually pushing shit the right way, but you could also have bad, you know, leaders of the peers that are fucking off doing the bullshit.

• 10:23Speaker 00

  That's absolutely a thing.

• 10:25Speaker 01

  Yeah.

• 10:25Speaker 00

  Yeah. I mean, dude, there, there are leaders, just like there's people in life, who use their natural abilities for not good things.

• 10:35Speaker 01

  Right.

• 10:36Speaker 00

  And just because you think of leadership as something that leads towards the outcome that you're after, if you have someone who learns leadership skills and is not bought into what you're doing, they could very easily lead your guys off into the fucking wilderness where you don't want them.

• 10:52Speaker 01

  That's right.

• 10:53Speaker 00

  Okay. So it is extremely important to recognize who has influence and what are they using it for? And are they using it for good? And those are going to be the people that lead. And those people that are gonna, that you, that have leadership skills that come in and are cancerous to your, you have to, you have to fucking get rid of those guys. Immediate, immediately. Because they will use their natural ability to lead to turn into like a little coup. You know what I mean? Inside your culture.

• 11:20Speaker 01

  Yeah.

• 11:21Speaker 00

  So.

• 11:21Speaker 01

  Yeah. Last question. Leadership is a great conversation, dude. It's just.

• 11:25Speaker 00

  Well, it's because it's an ever-evolving skillset.

• 11:27Speaker 01

  Yeah.

• 11:28Speaker 00

  It never ends.

• 11:28Speaker 01

  Yeah. But I want to ask you, you know, let's go back to 2010, right? 2011, when, you know, your companies really started pushing, right? How, how easy or hard was it for you? Right? Because, you know, it's like that saying, you know, like you want shit done right, you do it yourself. You know what I'm saying? How, how easy or hard was it for you transitioning into allowing others to carry the fucking ball down the field?

• 11:54Speaker 00

  It's very hard. Because when you're used to doing things yourself and you have a high standard for the way that things are, are to be done.

• 12:00Speaker 01

  Yeah.

• 12:01Speaker 00

  It's very frustrating, especially in the beginning years, because the, the, the stakes are higher. Right? You have less tolerance for mistakes because there's less business. Your brand isn't established. Every dollar fucking matters, which by the way, is how you should run your business regardless of what level it's at. But in the beginning, that's a real thing. Like it's not a made up thing. It's very important that you recognize that you can't scale without it. Can't scale with just your own two hands, bro. And a lot of entrepreneurs kill their growth because they refuse to allow other people any responsibility.

• 12:39Speaker 00

  And as a leader, what you have to look at when you're scaling out a company is what is your tolerance for the mistakes to be made? And how do we view those mistakes through the proper perspective? And the proper perspective is that when someone makes a mistake, if they make it in good faith, like they made a mistake because they're trying to make the company better, or they're trying to do a job right. That mistake should be looked at as an investment in their skillset. So you have to understand, there needs to be an allowance for them to create, uh, you know, mistakes.

• 13:15Speaker 01

  Yeah.

• 13:16Speaker 00

  And then when they make them, you have to, you have to eat that, even if you knew the answer, looking at it as a positive to their own development as a leader. You follow me?

• 13:26Speaker 01

  A hundred percent. Yeah.

• 13:27Speaker 00

  So, so like if you were to, if you had a, a company, and let's say people keep making mistakes and you keep firing people for the same mistakes, they keep coming in and making the same mistake, right? So you have a guy who's invested a year or two and he makes a big mistake, but he did it with the right intention. And you fire that guy, you're going to bring a guy in who's going to go for a year or two. When he gets to that same point, he's going to make the same mistake. And then you're starting with the same thing over and over and over again. So you have to have tolerance for their mistakes

• 14:00Speaker 00

  to a level of which it's looked at as a deposit into their education. Now, if they make big mis, like you should never allow people the enough leeway for them to make mistakes that will like crush the company, right? You want to limit their capacity to hurt the company with what they're able to handle.

• 14:26Speaker 01

  Yep.

• 14:28Speaker 00

  But you also want to give them the freedom to make some of those decisions, right?

• 14:33Speaker 01

  Yeah.

• 14:34Speaker 00

  So it's like, if there's a nuance there.

• 14:36Speaker 01

  Yeah. I think, you also mentioned too, like how you respond to those mistakes that are made too is important. Because if you shut it down and you fucking, you know, maybe you don't.

• 14:43Speaker 00

  Well, it depends. It depends. It depends on what it was. If the mistake is made in good intent, that's a coaching point. If the mistake is made out of laziness, that's when you fucking, you know, do what leaders got to do sometimes.

• 14:55Speaker 01

  Hammer down, baby.

• 14:56Speaker 00

  Yeah.

• 14:58Speaker 01

  Yeah.

• 14:58Speaker 00

  You know, dude, you can't tolerate fucking bullshit, bro.

• 15:01Speaker 01

  Right.

• 15:02Speaker 00

  You can't do it. You cannot tolerate it. Like, the reason most companies fail is because their standards are fucking, they allow the standard of the owner to be diluted to a point where they just accept mediocre work and they end up failing. So,

• 15:20Speaker 00

  you know, your standards have to be protected and they have to be protected aggressively. And any, any person who's ever won at any business ever, whether it's a small business, medium business, large business, sports team, organization, whatever, their standards are high and those standards are consistent. And they are monitored by the leadership and they are, they are enforced. And, uh, if you do a really good job building culture, the culture will enforce those standards itself. You won't have to.

• 15:50Speaker 01

  Yeah. Going back to the importance of raising those leaders.

• 15:53Speaker 00

  Right.

• 15:53Speaker 01

  Yeah. I love it, man. Uh, guys, Andy, question number two.

• 15:59Speaker 01

  Uh, Andy, I'm 28 and I've landed a job as president of a smaller oil field service company. How do I network with people that are older than me? Most people are 50 plus in similar roles and same for my clients age. Uh, most of their kids are my age. I feel like this is more of a, how do I get the respect of the older, old OGs in the group?

• 16:21Speaker 00

  You get the respect by being good. Okay. Your respect doesn't come from your fucking age. It doesn't come from your title. It doesn't come from what school you went to. It doesn't come from the experience you had. It comes from if you're able to put, put up when everybody's watching. That's what respect's about. And you got to earn it every single time, dude. You go, it doesn't matter what you did for 20 years. Okay. If you don't come in the room and fucking show them what the fuck you're all about, you're not going to have the respect. Respect is always earned all the time. So when you're a young person and you're trying to make an impact with older people, you have to earn that respect by being good at what you do, by being a hard worker.

• 17:04Speaker 00

  And if you're, if you're doing those things, like if you're outworking all the old guys, which isn't hard, it's not hard.

• 17:11Speaker 01

  Yeah.

• 17:11Speaker 00

  They're all fucking set in their ways. They're all, they all cut corners. It's all, oh, this is the way we do things. I mean, dude, you could run circles around old people because dude, old people have stopped giving a fuck. So.

• 17:21Speaker 01

  Does that come with his own headaches though? You know what I'm saying? Like the, you know, the young bucks showing up, the older guys.

• 17:26Speaker 00

  Who cares?

• 17:27Speaker 01

  Yeah.

• 17:28Speaker 00

  Why you care about that?

• 17:29Speaker 01

  Yeah.

• 17:29Speaker 00

  I don't give a fuck. Get better.

• 17:32Speaker 01

  Yeah. Hell yeah. And I'm with it. I'm with it. Hell yeah, bro.

• 17:36Speaker 00

  Them motherfuckers don't, they don't, they don't give a fuck about you, bro. They, they fuck, oh, don't work so hard. You're fucking making us all look bad. Well, get better. Like that, see, and that's another thing. They'll respect that. Like they respect that. When you, when you first get into a group and everybody's, and this is the, this is why people have such a hard time leading. They get in, and this is not do, this is not dedicated to this question exactly. This is just in general. When you insert yourself in a group and you try to lead it, you, you understand that you're fighting an uphill battle automatically because that group has its ways that they do things, whether it's the right way or not.

• 18:18Speaker 00

  When you come in and people start like pressuring on you, like, hey, that's not the way we do things. And your response is, I don't give a fuck how you used to do things. This is how the fuck we're doing things now. They might go bitch in the corner and they might not like it, but they're going to fucking respect that. And that is a natural thing with humans. Humans respect people when they know that those people are holding the line that they're supposed to hold, whether they voice it or not. So if you really want the respect of older people in an organization, earn it by being great. It is that simple. Don't take any shit. Don't let them fucking influence you. Don't let them talk you into being mediocre.

• 19:01Speaker 00

  Don't let them talk you into cutting corners. When they try to, you say, hey, you might do shit that way. It's not how the fuck I do shit. And by the way, on our team, we're doing shit my way. Okay? Leadership takes assertiveness. And if you don't have the courage and the fortitude to look someone in the eye and be like, I don't give a fuck how you used to do things. We're doing them this way now. Then you can't lead. Can't lead.

• 19:26Speaker 01

  How, how hard was that for you, bro? Cause like, I'm trying to like imagine.

• 19:29Speaker 00

  Not hard.

• 19:30Speaker 01

  Well, I'm saying like, I mean, you started when you were 19, you know what I'm saying? Going in these meetings and shit where people like.

• 19:34Speaker 00

  Yeah. Everybody's older than me.

• 19:36Speaker 01

  Everybody.

• 19:36Speaker 00

  Yeah.

• 19:37Speaker 01

  You know what I'm saying? You probably, I'm sure you, at one point you had employees that were still fucking older than you.

• 19:40Speaker 00

  Yeah.

• 19:41Speaker 01

  You know what I'm saying? But like, you just like, was that never, like you just never had an issue with that? Like you never had any.

• 19:48Speaker 00

  No, I did. Because people, no, there's issues with it because people who are fucking low IQ, they.

• 19:57Speaker 00

  Think that because they're a certain age, that they are better than you at the thing.

• 20:02Speaker 01

  Yeah, in life, just because I've been.

• 20:04Speaker 00

  Yeah, and it's like dude, well, if you're so good at life, why the fuck you still doing this? You know what I mean?

• 20:08Speaker 01

  Right.

• 20:09Speaker 00

  So you get a lot of that shit. And dude, when you, you know, when you're dealing with people who have low IQ and they think, well, I'm like, think of how stupid this argument is. I'm older than you, so I'm, I'm, I'm more important than you. I'm better than you.

• 20:23Speaker 01

  Yeah.

• 20:23Speaker 00

  I'm, I know more than you.

• 20:25Speaker 01

  Right.

• 20:25Speaker 00

  This, that, this, this, this. It's all irrelevant shit, dude. It's low IQ shit. Like, I never had a problem with it because the truth of the matter is, is our asses were always on the line. And if my ass is on the line, I don't really give a fuck what your perception of me is.

• 20:41Speaker 01

  Yeah.

• 20:41Speaker 00

  I don't care if you're old, young, in between, it doesn't matter. We're getting this done. Okay, and that is, that is something that when your ass is on the line, for real. And, and this is how you could tell a lot of people that ask these kinds of questions, their asses aren't really on the line.

• 20:58Speaker 01

  Yeah.

• 20:58Speaker 00

  Because at the end of the day, bro, if your ass is on the line, you don't care if someone's five years older than you or 10 years older than you. Do the fucking job or get the fuck out of here.

• 21:08Speaker 01

  A hundred percent.

• 21:08Speaker 00

  Yeah.

• 21:09Speaker 01

  Now, now, on this piece, you know, you got a young buck in this situation. What's something he shouldn't do though, in this situation?

• 21:18Speaker 00

  Try to overly assert.

• 21:19Speaker 01

  Yeah.

• 21:20Speaker 00

  And flex on him. That is something that, that young people tend to do. You know, they think that quote unquote, it's about being the boss. So they'll come into a, uh, an organization where people are maybe a little bit older than them. And they'll start like trying to flex that authority as, in, in inappropriate times. And that's what loses the respect of people like that. You know what I mean?

• 21:40Speaker 01

  Yeah, the goal is to gain respect.

• 21:42Speaker 00

  Yeah.

• 21:42Speaker 01

  Period.

• 21:43Speaker 00

  Yeah.

• 21:43Speaker 01

  Yeah.

• 21:44Speaker 00

  See dude, and, and those situations, sometimes a lot of young people will try to.

• 21:50Speaker 00

  They'll try to assert leadership as opposed to earning respect. And there's a complete different thing.

• 21:56Speaker 01

  Yeah.

• 21:57Speaker 00

  Okay? Yes, you need to assert yourself. But you need to do so when it's appropriate. And a lot of young people, what they do is they get in pissing contests. This is very common amongst men too. They want to show the older men that they are in charge. So they will try to get those guys to do things that they necessarily like really don't need to do. Just to like prove the point of I'm being in charge and that's where you lose the fucking respect. Right?

• 22:26Speaker 01

  A hundred percent.

• 22:27Speaker 00

  You don't misuse your, your leadership capital.

• 22:29Speaker 01

  Yeah, or play the game of like, I want to be liked.

• 22:32Speaker 00

  Yeah, that's not, that's not, you shouldn't be thinking that. Being like and being effective are two different things and, and you don't have to not be liked to be effective. And in fact, the more effective you are, the more they're going to like you. That's what people don't understand. It's like when I talk about leadership. Leadership isn't about what they're going to say about you tonight when they go home. Leadership's not about what they're going to say, you know, this month because you're, you've, you've been in a bad, you know, it's been hard and you've been up their ass, right? That's not leadership. Leadership is what they're going to say five years from now. Okay, and if you get someone to fucking win. They're going to fucking think highly of you later. So if you really want to be liked and loved, you're going to demand the best out of that person every single time.

• 23:16Speaker 00

  And that's what leadership's about. Leadership is about making them better so that we collectively can get to an outcome that we're all trying to get to. And it's that simple. But where it gets confusing for people. Is when they start to make it more complicated, they start to think it's a bunch of different things or. You know, sometimes young leaders will be like, well, nobody made me the leader. No, you made yourself the leader. And leaders are self-made. They're not anointed. They're not picked. They're fucking self-made. They, they, they materialize. You understand?

• 23:51Speaker 01

  Yeah.

• 23:51Speaker 00

  They show up and then you're like, that's the guy.

• 23:54Speaker 01

  Yep.

• 23:54Speaker 00

  So the leadership from an entrepreneur and employee standpoint. Is the leadership is taken. It's not granted. And that's where people get, get confused, right?

• 24:06Speaker 01

  Yeah.

• 24:06Speaker 00

  They think that like, I've got to come around and say, oh, well, they're, you're, you're in charge. No, take charge and then the, the people will come along and they'll say, okay, well, you're in charge. He's already in charge.

• 24:18Speaker 01

  Yeah, he's our guy.

• 24:19Speaker 00

  Right.

• 24:19Speaker 01

  Yeah, I love it, dude. Love it. Guys, Andy, our third and final question, question number three.

• 24:27Speaker 01

  Andy, I have a prospective client. Uh, that I've been in talks with for over a month. Uh, the contract idea has been laid out and the client has been receptive of it. However, they are dragging their feet. We will go days without a reply from them. How do I motivate the client to move forward without coming across desperate or overbearing?

• 24:49Speaker 00

  Read a question, what was the first part of the question again?

• 24:51Speaker 01

  Uh, prospective client, he's been in talks with for over a month about signing this contract and they've been dragging their feet. How do you come off, uh, how do you motivate them to sign without coming across desperate or overbearing?

• 25:02Speaker 00

  Well, first of all, months, not a long time. It's not, it's not really that long. It takes people sometimes to, some time to make decisions.

• 25:11Speaker 00

  You know, there's a number of things you could do to increase urgency, you know, you can, and by the way.

• 25:17Speaker 00

  That, what I'm about to say has to happen before you get to this point. Okay? So.

• 25:24Speaker 00

  The more familiar people are with you, the less in demand you're going to be. Okay? So. When you make yourself available.

• 25:37Speaker 00

  To the point of. I'm always available. People don't respect that. Okay, they don't respect your time. They don't respect, you know, really anything because they're like, well, they're just waiting on me to do this. While that's a good place to be as a business owner, it also creates the scenario that you're in. So one of the best ways that you can eliminate this scenario from happening is to make yourself and your time valuable. Perception wise before you get to this point that we're at. Okay, which means you have to set that precedent in the first conversation, the second conversation, right?

• 26:14Speaker 01

  Yeah.

• 26:14Speaker 00

  Hey, man.

• 26:17Speaker 00

  Here's the proposal. Uh, I've got an opening. I can do it now, but if I can't do it now, I'm not going to be able to do it till fucking July, which is six months away. Okay, that could create some urgency.

• 26:29Speaker 01

  Dude, that's incredible. Like if I were thinking about that, that's incredible.

• 26:32Speaker 00

  No, it's just basic psychology.

• 26:33Speaker 01

  Crazy.

• 26:34Speaker 00

  What?

• 26:34Speaker 01

  Like, like, because like, I mean, I feel like on one hand, like, you know, you, you, like, you are fucking desperate. Like I need this shit to go, but you have to like, like, that's like, bro, that, that's crazy.

• 26:44Speaker 00

  Well, I mean, do you want people to fucking buy your shit or not?

• 26:47Speaker 01

  Right.

• 26:47Speaker 00

  Okay, and do people want to buy shit from someone who's, who's just waiting for them to do, or do they want to buy it from the guy who's in demand?

• 26:53Speaker 01

  Yeah.

• 26:54Speaker 00

  Sometimes you gotta make that perception happen. Sometimes you gotta fucking razzle dazzle that.

• 27:00Speaker 01

  Bro, that, oh, fuck.

• 27:01Speaker 00

  So another thing you could do now. Since you're already in the situation. Is you can try that move a little bit differently. And you could, you can call them and you could say, hey.

• 27:16Speaker 00

  Look, I know we've been talking about this for a month. I just want to give you a heads up. I've only got this much time to do this job. I'm kind of putting all, everything else on hold for this. I need to know if you want to do it or not. Now, you don't have to tell me right now, but I'm going to need to know in the next week or so, if you want to do it, otherwise. I'm not going to be able to get to it until X.

• 27:37Speaker 01

  Right.

• 27:37Speaker 00

  Okay?

• 27:38Speaker 01

  Right.

• 27:38Speaker 00

  But that, and that can work, but that, that it works better when you set the precedent up front, right? Does that make sense?

• 27:46Speaker 01

  Bro, yeah.

• 27:46Speaker 00

  There's a lot of ways.

• 27:47Speaker 01

  It makes so much fucking.

• 27:48Speaker 00

  Yeah, there's a lot of ways to create urgency when you're selling. That. You know, it, it, to, to create this urgency that we're talking about, but ultimately.

• 28:01Speaker 00

  To solve the problem permanently, so you don't keep running into this problem. Is that you have to set that table up front. You got to set those expectations up front. You got to let them know, even if you're, even if they're your only fucking client. You got to let them know that your fucking time is valuable. And you've got to do that by setting that precedent in the first conversation. Okay, and don't fucking, you'll fuck it up if you don't commit to it.

• 28:25Speaker 01

  Yeah.

• 28:25Speaker 00

  Right? You know what I'm saying? Like if they think you're full of shit, you're going to, they're going to laugh at you.

• 28:30Speaker 01

  Right.

• 28:30Speaker 00

  Right? But, but dude, if you do it in a professional way, it's, it's pretty effective.

• 28:35Speaker 01

  Fuck dude, that, that's incredible, bro.

• 28:36Speaker 00

  I don't, I don't know. I think it's pretty basic.

• 28:38Speaker 01

  It, I mean, yeah, but like, bro, that is fucking incredible. Like I've never even like, that's crazy.

• 28:45Speaker 00

  Well dude, I mean, think about who you want to spend, okay, let, let's just hypothetical.

• 28:49Speaker 01

  Yeah.

• 28:49Speaker 00

  All right, let's say you want your kitchen done.

• 28:51Speaker 01

  Right.

• 28:52Speaker 00

  All right, you just got your kitchen remodeled.

• 28:53Speaker 01

  I did. It was a fucking, it was hell.

• 28:55Speaker 00

  Yeah, it sucks. So let's say you have two guys bidding the job. And the one guy is. Basically giving you off like desperate vibes, like, hey, man, are you ready? Are you ready? Are you ready?

• 29:10Speaker 01

  I can be there tonight.

• 29:11Speaker 00

  Yeah, right.

• 29:12Speaker 01

  Yeah.

• 29:12Speaker 00

  Okay, and you appreciate that.

• 29:13Speaker 01

  Mm-hmm.

• 29:14Speaker 00

  You appreciate that. But let's say the other guy. Has. Set this level of urgency up front. And let's say he's more money. This is how you could sell for more money too. And let's say he's a little more money. And you're kind of dragging your feet because you're like, fuck dude, I'm not sure. And then the fucking second guy calls you and he says, hey dude, look. It's time to shit or get off the pot in respectful way.

• 29:39Speaker 01

  Yeah, yeah, yeah.

• 29:39Speaker 00

  Right?

• 29:39Speaker 01

  Yeah.

• 29:41Speaker 00

  You're gonna go with that second guy most of the time.

• 29:43Speaker 01

  Yeah.

• 29:44Speaker 00

  You know what I mean?

• 29:45Speaker 01

  A hundred percent.

• 29:45Speaker 00

  You're, cuz the perception is that you're gonna get a better quality job.

• 29:48Speaker 01

  Right, right. And I think the value too, it's like, you know, you're almost playing it. It's like, you know, dude, I got, I'm booked up for the next fucking three months, man. So it's like, you know, it's now or, and I don't know what price it's gonna be like that.

• 30:00Speaker 00

  Yeah, but not, yeah, but dude, there's other benefits to that too. So if you create the expectation that it's hard to work with you, and then you get the job, and then you do the job, now you've set a, a, a post-job word-of-mouth story that is worth them telling, which is, bro, I got, you, listen, I got this guy, I don't even know if you can get him cuz he's booked up. All right, but I know him, and maybe I can get him to do your shit too, but he's fucking awesome. Okay, and he doesn't do everybody, and I don't even know if I can get him. Now all of a sudden, that guy wants the, that-

• 30:42Speaker 01

  He wants it so bad.

• 30:44Speaker 00

  And that's what we're talking about.

• 30:45Speaker 01

  Yeah, fuck dude, that's incredible, bro. Fuck.

• 30:49Speaker 00

  Same way, same way you pick up chicks, just for you young dudes.

• 30:54Speaker 00

  Yeah, for like, for like you young dudes, you know, the more into man you make yourself, the more scarce you make yourself, the more, more girls are gonna wanna talk to you. So, but you can't do that because you're fucking so desperate for the P.

• 31:08Speaker 01

  That's right.

• 31:09Speaker 00

  You can't even think it through.

• 31:10Speaker 01

  I could be there tonight.

• 31:11Speaker 00

  Yeah, we should, we should do a whole episode of just game for the boys. You know what I'm saying?

• 31:16Speaker 01

  I fucking love it, dude. I mean, real shit, like, like, real question for you, bro, like, because like, you just said, man, like, well, it's pretty simple to me, you know what I'm saying? Like, why do, why is most shit just like overly complicated? Like, why do they, why does it appear to be just so overly complicated?

• 31:31Speaker 00

  Why do you think it does?

• 31:32Speaker 01

  I don't know.

• 31:33Speaker 00

  Well, why do you think it's overly complicated? Huh? No, no, no. That's not what he's saying.

• 31:39Speaker 01

  Yeah. I, I genu-, bro, I genu-, like, I feel like I, I do not know. I, I can't, like, I feel like, cuz like, you, you say this, you're like, it's so simple.

• 31:48Speaker 00

  Why, why would anybody be confused about anything? What, what confuses people in general?

• 31:56Speaker 01

  Uh, too many fucking opinions.

• 31:57Speaker 00

  Too much information.

• 31:59Speaker 01

  Yeah, okay.

• 31:59Speaker 00

  Okay, so we have too much information on the internet about, from a bunch of people who have never done a fucking thing telling people how to run their businesses. That's gonna confuse people. Okay, and this is why I tell you guys, you have to be very careful who you listen to. You have to like, do your due diligence. And so it's very important to block out information from people who are playing a different game than you are playing, or they have never played the game. So you've gotta find someone who's kinda on a similar journey. The real journey, which is, I start with nothing,

• 32:42Speaker 00

  and it takes a long time, and it's very difficult, and I have to go through all these challenges. Whether they ran a, you know, a fucking snow cone company, or an excavation company, or a real estate company, or fucking any kinda company, someone who's run a company for 20 years that's been successful, they, they're gonna know all of these little things.

• 33:05Speaker 01

  Yeah, and learn that it actually is pretty fucking simple.

• 33:08Speaker 00

  Yeah, it, it, it, it is super simple, and what fucks it up is the amount of

• 33:16Speaker 00

  bullshit information.

• 33:17Speaker 01

  Unnecessary fucking goob. He's just out there, the unnecessary goob mess that's out there.

• 33:23Speaker 00

  Yeah.

• 33:23Speaker 01

  Yeah. Oh, fuck, man.

• 33:25Speaker 00

  I mean, listen, if you're trying to, you know, walk from here to California, and you open up your phone to like, go on Instagram, make a post, and say, how do I get to California? And you have 4,000 people telling you a different fucking thing, you know what's probably gonna happen? You're probably not gonna go.

• 33:45Speaker 01

  Probably do nothing.

• 33:46Speaker 00

  Right. So, there's this thing called paralysis by analysis, which means, and there's also this other thing called the paradox of choice. But when you're presented with too many choices, the natural choice is to do nothing. And that, that's the problem that we have with so much information. It's confusing and it causes paralysis.

• 34:06Speaker 01

  Hmm, fuck. I love it, man. Well, I know somebody got better today. Uh, guys, any tips?

• 34:12Speaker 00

  Alright, guys, let's go out there and have a good week. Don't be a hoe.

• 34:15Speaker 01

  Show the show.