Edmonton Business Coach | Employees Wont Do What What You Won’t
So I think if you want to take one sick day, so you’re thinking to yourself, oh, I’m kind of sick, I got the sniffles and coughing a little bit. Um, and I’m gonna take one sip sixth day. I want you to, before you take it, what I want you to do is multiply that one sick day by the number of people on your Edmonton Business Coach team. You know, we’ve got 10 people here on the team, right? So I’m going to multiply it by 10 that’s 10 and then I’m going to take that number and multiply it by two. Again, because I think if I take a sick day, everybody in my team is going to take two. So when I want to take a sick day, I’ve got to think to myself, do I want to lose 20 days of productivity? That’s the calculation that goes through my head. And then I think, man, how important is this sick day? You know, how much is that a bottle of dayquil going to cost me? How can I get through the day by any means?
Yeah, I can see why I can be, because it’s not,
hi, thanks for joining us for another episode of ask a spiral CPA. Today. As a business coach, we’re talking about employees won’t do what you want. Again, on a Ebitda business coach, we’re talking about employees won’t do what you won’t. I have Trevor and my business partner with me from inspired method. Um, yeah. Trevor, how are we, how are you looking? Going into the summer. Okay.
Oh, we’re looking good. Uh, I mean we’ve got our calendar’s starting to fill up and get more and more, uh, new people in on the $1 offer. Yeah. And a lot of those are converting into regular clients. So things are looking up.
Fly wheels turning right. That’s right. It’s all right. So, uh, the quote that we have here today, uh, it’s from Jocko Willink, retired Silver Star, navy steal off author officer and founder of Echelon Front Consulting and author of, you know, one of our favorites. Extreme ownership. Yeah. So, uh, and it says the most fundamental and important truth at the heart of extreme ownership is there are no bad teams, only bad leaders. Ouch. It’s harsh. It’s harsh, but it’s true. And we’ve all been there and we’re blaming teams and it’s our fault. Yeah. And we have to face it. And you know, the statistic is 50% of walking in and small business will go out of business in the first five years. 23% of these failed businesses will list their inability to recruit the right team as one of the primary reasons for their failure making it, you know, one of the top three reasons, uh, for businesses failing, um, and as Jocko Willink pudding is there are no bad teams.
It’s homely bad leaders. So the story that we have here as business owners, we’re struggling to get employees to do certain tasks or fall on certain principles, but we’re unwilling to demonstrate these habits ourselves. Um, so Trevor, what are the questions that these business owners should be asking on this tough subjects? Number one question Josh is, will it be difficult to get employees to show up on time if you don’t show up on time? Oh my goodness. So we have these business owners and you know, early on in my career I would have thought, yeah, I could do that too. I could show up to a job site whenever I wanted and the guys would, uh, would be there. But you know, if you’re not willing to be on time everyday, you know, do not expect your employees to do it. So you know, if you don’t want them and that being on time translates into and not just being on time, it translates to getting projects and jobs done on time.
Um, so you know, if you’re not willing to be on time expecting your Edmonton Business Coach employees to be on time, it’s not going to happen. So you better be the most punctual person on that team. You better be there at the start time, long before the start time, every single morning. Yeah. Now, as an owner, what should your Edmonton Business Coach expectation be when you take sick days? Here’s my, here’s my theory. I don’t, I don’t have a huge matrix to do this, but here’s a general rule that I’m going to give everybody because I’m a CPA and I like to captain. So I think if you want to take one sick day, so you’re thinking to yourself, I’m kind of sick. I got the sniffles and coughing a little bit. Um, and I’m going to take one sip sick day. I want you to, before you take it, what I want you to do is multiply that one sick day by the number of people on your team.
You know, we’ve got 10 people here on the team, right? So I’m going to multiply it by 10 that’s 10 and then I’m going to take that number and multiply it by two. Again, because I think if I take a sick day, everybody in my team is going to take two. So when I want to take a sick day, I got to think to myself, do I want to lose 20 days of productivity? That’s the calculation that goes through my head. And then I think, man, how important is this sick day? You know, how much does that bottle of dayquil going to cost me? How can I get through the day by any means possible. So if you are a business owner, I want you to take that sick day, multiply it by the number of people on your team, then multiplied by two. Because if you take one, they’re going to take at least two.
Um, and that’s the effect of your sick day. So when you think about it and all myself, I think about what is this worth? 20 days of lost productivity. Um, do that calculation in your head, you might take a lot less sick days as a business owner. Wow. So if you don’t meet with employees as planned, what will they do with deadlines? Yeah. So you know, the employees, if you have time carved out to meet with them and the schedule with them, or uh, they’re, they’re going to think that your deadlines and your Edmonton Business Coach schedule is flexible, right? And they’re going to think all of the deadlines you gave them our flexible, even though the customer is sitting there, they’re not flexible, they have a deadline in mind. They want this plan all the door. They want this project done. They want this meeting to happen at this time.
You know, they’re not flexible on it. Um, but now all of your team are going to see the same flexibility, the flexibility, uh, in you, and they’re going to perceive that all of the deadlines that they have are also flexible. Um, so if you want people to hit deadlines, you know, when you, when you plan to meet with people, you should actually meet with them. Um, I think that’s one of the keys if you’re, if you are short with everyone, how employees behave. Yes. Tumors. That’s the, that’s the thing to you. If you want to, you want to snap at the employees when things are tough. Um, you know, the snapping at the employees is usually, um, I would say 99% of the time it’s the easy way out. Right. You know, you’re not being the leader in that case. It’s just because you haven’t thought of a better idea on how that had a, mitigate that.
Um, you know, other than the public hanging that needs to have it a few months, every few years, um, it’s generally because you’re too lazy to find a better way to do it. So if you’re going to be short with your employees on necessarily, they’re going to be short with their, your Edmonton Business Coach customers unnecessarily too, they’re going to be too lazy to find the better solution. Hmm. Now, if you don’t communicate your passion for the mission, what will happen? They will. The employees won’t be passionate or either if, uh, you know, no, nobody knows. Nobody cares how much you know, until they know how much you care. Right? Um, so if you’re not passionate about, you know, the mission that you’re trying to accomplish, there’s no way your Edmonton Business Coach employees are going to have anywhere even close to that level of passion. So you need to be able to communicate about not what you’re doing, but why it’s important.
You know, what effect it has on the bigger picture. Uh, you need to be able to communicate that passion and that, you know, strategic benefit of, of everything that you’re trying to get people to do. Now in general, uh, Josh, should you expect an employee to do what you’ve never done? Probably not. [inaudible] you want to think about, there are certain things that you’re going to, you’re awful, but if you’ve never done it, you know, if you’ve never even attempted to do it or, or something similar to that and you’re asking other people to do it, it’s going to come off as disingenuous, right? You’re going to come off as, you know, fake and someone who’s asking people to do things that are impractical or, or you know, not necessary. Um, so in general, if you’re asking people to do things, you better have done either that task or something very similar to that task.
Um, you know, and then you’re going to be able to relate to the employees who have more sort of stress. Uh, it’s, they should encounter in a task like that. Right? And you’ll know if they’re actually overreacting, uh, for, you know, doing a tough task or if it’s actually, it’s a really tough task. So they’re going to have, you know, some apprehension about doing it. So if you’ve never done the type of task that you’re asking them to do or something similar, I would give some pause and think maybe I should try to do this a couple of times and then try to delegate it. Hey Josh, once you’ve done the task, is it okay to delegate them in order to scale? Yeah, I it is. It’s fine to, you know, delegate the task once you’ve done it. Because if you continually do everything yourself, you’re just going to have you have a job, not a business.
So, uh, it, it’s no problem at all to delegate those tasks. And once you’ve done those has an end. Even if you’ve done similar tasks, you don’t have to do that exact tasks. You know, um, you know, you swept the upstairs yesterday and today you’re asking someone to sweep outside the front door. Um, something like, like that 100%. You are going to, uh, not that it’s just okay, it’s actually necessary to scale. So it’s, it’s no problem. But you should have some background at some point in your Edmonton Business Coach career that you’ve done tasks like that. Uh, and then started telling it and wrote to the, the people that you’re delegating to and if not, you know, do those couple of tasks a couple of times yourself and then delegate it. And Josh, will anyone in your Edmonton Business Coach business work harder than you have? Yeah. Um, no, no.
Uh, you know, people at times might work, you know, uh, their, their productivity might exceed the owner’s productivity that will happen, but ultimately the end of the day, the employees will always gravitate probably slightly less than what the ownership is doing. Um, that’s just the natural, um, way of things, right? So if your Edmonton Business Coach effort level is here and you have this one employee who is excellent here, and you think, I can just keep doing that and I can keep coming in at 10:00 AM and, and not really, and this person’s going to carry and eventually they’re going to slowly come down and they’re going to be here. So if you want the effort level to be here, you need to operate here and that you can expect everyone that they’re going to set that tone here. If you’re giving it a 10, and you can expect, everyone else will, will, uh, you know, contribute that night afterwards.
But if, if you’re not working as hard as them, no, that’s not gonna work. So now the million dollar question is, can you eventually step back and be an owner instead of the CEO? Yeah, you can’t. So at some point you can a step back, but it’s probably, it’s contingent on, you know, I’ve seen business owners progressed to this. It’s, they’ve, they’ve set that tone for a number of years and now they can, they can actually step back and, and they can be the owner, uh, as opposed to being the CEO because being the CEO, you are the ones setting the tone. Um, so you’ve got to think about this. If, do I really have someone on my team who can now be the CEO? And that’s not some of it. You can, you know, jump in and undermine them at every, every, every instance. So that is something that takes years and most people think it’s going to take a weeks or months.
Uh, but he is going to take years. And you start looking around yourself and you have, you know, people who have been with you for, you know, three, five, seven, 10 years and you have mall Topal, people like that. And you probably have some people who are, you know, have been operating at that same level as you, that all you need is the title at that point. Um, but it is usually a process, uh, from what I see is years. And the mistake that most people think is that, okay, I’m there, I’ve shown this person how to do it. I’m going to start location number two or move onto this other business or, or expect this business, the autopilot. And that person who’s been working with them a couple of months or a year and a half is now in charge and invariably always, almost always fails. Right, right. Um, so they didn’t have that long tenured person that they develop to step into that role and they didn’t have a team of other people who were probably even somewhat as capable as well.
Right. So you shouldn’t just have one, you should have multiple people in. It should be a hard choice and you can pick one of them. And if that one fit falters, you’d have, you know, more than one other one who can step into that role to now you can think about being the owner of a business rather than just the CDO. Great. Thanks Josh. So like that’s what we have here today. Thanks so much for joining us. Again. As always, you’ll please leave some comments so we can respond back and know what you guys would like in future videos and please hit the like and subscribe buttons so we can continue to deliver your tips on how to beat the odds at business. Thanks very much.