People Quit People, Not Company’s.

Count money, man, money, that grits is fine.

I told him, I'm a beast, but

what's up gang?

Welcome to the podcast.

I'm an area here.

Get ready to do the new day.

What's up gang?

Thanks for tuning in to another episode, the

grind cast, Simon Areas here.

We're going to dig straight into people,

quit people, not companies.

People quit people, not companies.

And so there's always an exception to the rule, but for

the most, the majority of the time, people quit their

leaders, people quit their managers, more than they quit

companies.

You know, I could tell you looking back on my career, I

joined the company that I'm with now because of first, a

person, one person that I met that I believed in in the

beginning, you know, I stayed when I could have quit due to a

few people that I believed in, more than the company per

say. And so I want you guys to, to let's all start wrapping our

head around taking ownership in our situation, whether it's

leadership, coaching, running a business, you know, whatever

it is, let's look at ourself first.

We can't pass everything to outside circumstances that it was

out of our control.

We can only take ownership.

We can only control our state when we start to control our

self and taking ownership of what we can do a better job at.

And when you take ownership, good things can happen.

So, you know, I think I saw the growth in this area, you know,

wasn't always perfect like anything else.

And I'm still not perfect.

But when you look at anything in life that you become good at

happens over time.

You don't just immediately walk in the door, brand new, being

great at it.

Although you may start out with the head start, you should evolve

over time.

So, you know, I look at the one of the things that I'm most

excited about and proud of, you know, that I've been able to

do. I'm actually flying to Flag today, wearing the shirt,

inspired my junks town.

When we started the youth program after school program,

summer program, inspiring my junks town, we're five years

strong now.

And it actually started a year before that, starting the whole

process.

So, I've been in the company that I'm with for 14 years.

Follow me.

I know I'm bouncing around, but just you'll see how it all

wraps together.

So, I've been with the company that I'm with now and that I

own franchises of for 14 years.

And six years ago, we started the process for inspired my

junks town.

So, that's eight years in this business.

I could tell you that without me being in this company, I never

would have been able to lead the board members, build a board

and deal with people concerning a youth program because the

way that I was the way that I had to lead the youth program

was through vision and relationships because a lot of the

people were volunteers and a board of people that sits around

and volunteers their time where they have their own family,

they have their own jobs, they have their own stresses, and

they come together and they want to do something after hours

typically in the evening for the greater good of other

people.

You can't lead those people the same way that a boss would

lead people that's paying them a salary or bonuses or

but you still got to lead them.

And so, when you can start to lead people like their volunteers

and thinking of them as volunteers that they don't have to be

there, they don't have to be here.

You start to get away from leading people through your title or

position.

That's the foundational,

that's the foundational level of leadership is when you lead

people because they have to follow you.

So do this because I said so.

Do this because I sign your paychecks or because I'm your boss.

Although that's a part of it, your position sometimes that can't

be the pinnacle, that can't be everything in the way that you

leader people are eventually going to lead you.

Before asking for a person's hand,

you got to first ask for their heart.

You got to first win a person's heart if you truly want to be able

to lead people.

So think about, you know, how we can get better in these areas.

People leave people who devalue them, who make them feel

unappreciated.

Try to look at things that are going on in your leadership role

and ask yourself, who can I make feel more appreciated?

And how can I make them more appreciated?

And what can I do a better job at in showing appreciation to the

people that I'm leading?

Not them always showing me appreciation.

How can I show them more appreciation?

Am I devaluing people or am I elevating them, making them see the

value that they have and feel the value that they have in the

appreciation?

We can't treat people like objects.

We have to treat people like people.

No matter what type of business that you're in at some point,

you're going to need people.

Great companies are made up of great people.

And great people can only be led so long by people that treat them like

objects.

You got to treat people like their human beings and like their people.

You got to see people like their assets and not liabilities.

People that are assets you work with, your patient with, you invest into an

over the long haul.

Maybe you'll get a return.

It's been a journey.

You know, in the beginning, I know when you're starting out in business and

you're just trying to get it and you're just trying to make it, you know,

we're all as human beings born selfish.

You know, you look at two kids, I look at my children, you know, I got a two

year old son and a four year old daughter and you know, they get in fights,

blowouts over candy or toys or give me that.

That's mine.

You know, everything's mine.

And so we're born this way and we have to fight that urge and teach that over

time constantly fighting the urge to be selfish and be more selfless,

although that we're going to fall short.

And so you do that by the more you give to others, the more you pour into others,

the more you're going to receive from them over.

You're going to win more than you lose.

You know, I think people stop doing that sometimes because two people burned

them or three people burned them or this person didn't show them appreciation.

Now you start to let other people dictate you in your heart in the way that you

treat people.

When you play the odds, if you pour into people and treat people the right way,

over the long term, you're always going to win.

Try to find genuine value in things that your people are doing that you can

express appreciation to.

You got to also be trustworthy.

Try to try to gain the people's trust.

Most people in America are just burned by people.

So everybody got their guard up and trust is earned.

You know, I think they say trust is earned in drops, but lost in buckets.

It could take so long to earn a person's trust in only a moment to lose it all.

You could be loyal in your relationship for 10 years and cheat on your spouse one

time and it can lose all trust.

It's a lot more work to build up the trust of someone that it is to lose it.

And so I want you to look at this trust thing and look at how can we

become better with our word?

How can we be someone that other people trust and can rely on?

You're either adding money in the bank or you're taking money out of the bank

when it comes to your relationship in the trust that you have in your bank

account with other people.

So look at your bank account with the people that you lead or the people that

you're in business with.

The more that you can be trusted, the more that you find ways to come through

with your word, the more money that you add to the bank.

This way, if you ever make a mistake and it's not drastic, sometimes you can

make such a big mistake that you could bankrupt your whole life, right?

So you may save millions of dollars and make one bad decision and you could lose it

all. So sometimes your trust, if you break the trust to somebody and it's that bad,

you could lose it all in one withdrawal.

But most of the time people understand that.

Everybody makes mistakes.

People are people.

So if you got enough money built up into the account with the person, you could make a

mistake. You could drop the ball here and there once in a while, although you,

your goal could be zero.

You're going to be able to afford that if you're pouring into that trust bank

account, try to make your word mean something to people.

What you say and what you do needs to align the best that you possibly can.

You're not always going to be perfect.

But can you start to bat 80% can you start to bat 90% and then go to 99% the 99.9% of what I say

is what I'm going to do.

What I preach is who I'm going to become.

This is who I am because people are going to view you and look at does his or her actions

align with their words.

People quit people that lie.

You can't lie to people.

People quit people that are closed minded, especially people that bring something to the game.

If they bring something to your team, they're an A player type A player and they bring out ideas

and they're throwing stuff out.

It helps when you're at least open minded to what that person has to say.

You may not always make the decision that they want you to make.

But at least be viewed as a person that is open to a possible change, to a possible solution.

Because the best way to lead others is to make things their idea to get their buy-in

on where it is and give input on where it is that the organization is going to go.

And you can't do that if you're closed minded.

And so the next thing I want to mention is mentoring people for where they are.

So if you're leading somebody that's 18, 19, 20 years old,

of course it's different than leading somebody 40 years old.

If you're mentoring somebody that's no one's ever spent time with them

to help them on the inside,

where I see a lot of people neglected in business is that leaders and bosses focus on

what production they can do and what is going on on the outside.

But inward growth precedes outward growth.

So maybe you hire someone and you're working with them and no one's ever developed them inside.

No one's ever worked on their mindset.

No one's ever worked on their heart.

No one's ever worked on their spirit.

The way that they think they're perspective, development of the person.

Instead of getting so frustrated with them,

even if they're grown men or grown women, sometimes you got to look at them like they're a kid in the process.

So my five year old is supposed to want

skittles.

She's supposed to, she or she is supposed to, and I don't have a five year, I'm just saying,

I got a four year old, but you look and say,

here she is supposed to have bags of candy and want you to want to eat them all.

That's what kids do.

You can't get frustrated with them.

That's where they're at in their life at that point.

Teenagers are supposed to do with teenagers are going to do or want to do.

And so you have to embrace where the person is at in their current life.

If I want to connect with a five year old, I got to sit there and color with them and play with them,

and play with their toys or play with race cars.

So when people are coming into your business or into your life, you have to connect with them for

where they are, mentor them for where they are, and be a part of the process.

Nobody wants to be a part of the process.

Everybody wants to be a part of the outcome.

Great things happen in the outcome only if you could pay attention in the process.

I've learned to embrace and love the process of developing other people.

In my business, I don't always get people that are already a perfect

mental match.

They're already, they've been reading books, they're mentally tough, their spirit is right,

they're working out, they had no past issues in their family, you know, they're just a perfect person.

Not all the time does that happen.

Most of the time it don't happen.

Are you going to be the person that five years from today, that person can look back and say,

man, that leader made a difference in my life.

They made me a better person.

You got to look at them for where they are and understand three years from today.

They're not going to be the same person because of you and them.

Five years from today, they're not going to be the same person because of you and them.

And you can't get so angry and frustrated in that journey and in that process that you start

to dog them and treat them bad.

Now, can you hold them accountable?

Absolutely.

I tell my daughter, no, you can't have that candy.

I tell my 17 year old get up and work out.

It's five o'clock.

Your alarm's going off.

Get up.

Let's get it cracking.

Hold them accountable.

But I'm not so disappointed and angry that I can't see the vision of my 17 year old is going to be

better at 22 than she is at 17.

My four year old's going to be better at 10 than she

He wasn't for an understanding some of these things.

That's the development process and leadership is a lot like parenting.

Parenting adults, what would you do around your kids?

What would you not do around your kids?

Think about that when you're doing that around your people.

How much patience do you think you should have with your children?

Think about if you give your people the same amount of patience.

Sometimes ourselves, we like to judge ourselves based on our intentions.

What we intended.

We didn't mean to do that.

We didn't mean, but we judge others based on their actions.

Not so hard on ourselves, hard on everybody else.

And so I want to challenge you to look at how can we mentor people for where they are

and be patient with them in that process.

I've also learned, and this is an area that I've gotten better at, that I need to get

better at.

I had somebody tell me in my podcast when I interview people, I got to give them a chance

to finish saying what they're saying.

I get all excited sometimes and I start jumping in and talking with them.

So that's something I'm going to try to improve at here going into 2020.

But being a good listener, I know in leadership you can't lead if you can't listen.

Are you giving your people a chance to talk?

Are you listening to the words of your people?

What they're saying?

Are you trying to find out what's in their mind?

What they're thinking?

Sometimes people are so dominant in their leadership that they intimidate people to the

point where people can't, they don't even want to tell you what they're thinking and what's

on their mind.

If they don't tell you what's on their mind and what they're thinking, how can you affect

the way that they're thinking?

A lot of times they're thinking is wrong.

The perspective is off, but you can't adjust it because they're afraid to bring it up.

To you.

And so I think we can help to retain people, to develop people better if we become a

better listener.

Listen to what they like.

Who is the person that you're leading?

What was their background?

What are their interests?

How do they grow up?

What was their mom like?

What was their dad like?

What was their home life like?

What are they like to do?

Where are they competitive?

Where are they not?

Why are they the way that they are?

Don't you learn about them?

Now you can lead them.

It's hard to lead people if you don't first learn about them and you can't learn about

them if you're not willing to listen.

And then closing today, your mission got to be right.

You know people ask, well how do you stay motivated?

Motivate it.

The word, the root word is motive.

Motive.

Motivation.

Which are motive?

Which are mission?

And so if your mission is truly about people developing other people, then you can't

be dictated by your mood.

Your mood won't always align with your mission.

Sometimes you're in a good mood.

Sometimes you ain't.

Sometimes you're tired.

Sometimes you ain't.

Sometimes it's rainy outside and you're not in the best mood.

Sometimes you got a headache.

Sometimes you got stuck in traffic.

That cannot affect your mission.

You know I got the utmost respect.

I look at sometimes my wife man and I don't think she listens to many of my podcasts at

all.

But she hears me enough.

It's a walking grind cast.

But when I want out, sometimes I'm leaving the house on the grind and my wife, I remember

seeing one time, both of my kids were kind to sick and she was sick, super sick and I

had to go.

I had a whole full day schedule at work, things that couldn't be replaced and things that

couldn't be missed.

And I'm walking out the door and I'm like, dang, I feel horrible.

What a beach she is because she continues to find a way to get the job done even though

her mood don't match the mission.

The mission is being a mom.

The mission is being a great mom.

The mission is doing what in her love for them finds a way that she rises anyway, even

though the mood ain't right to carry on her mission.

And so this is what we got to do as leaders.

This is what we got to do as a people to get better, to be a professional.

You're going to have good days and bad days.

Sometimes the weather will align.

Sometimes you got to know extra pep in your step.

As you don't, what separates amateurs and professionals is how you can play the game

when your mood isn't perfect.

You got to be able to coach great when your mood ain't great.

You got to be able to play great when you don't feel that great.

You got to be able to show up, show out when you got a headache.

When somebody pissed you off on the road, when something ain't right in your home life,

your personal life, don't let your mood dictate your mind staying on your mission.

Thanks for joining us.

If this, if this helped you, do me a favor and share this with other people.

Spread the word.

Let's keep on grinding and keep on pushing and making this world a better place to live.

Thanks for tuning in to another episode of The Grindcast.

Get ready. It's a new day.

Count money, man.

Money back riches.

I'm trying to talk, trying to talk to my beast, bud.