Author: growability

Stephen Covey Time Matrix – How to get MORE TIME out of every day!


Hey, this is Joshua MacLeod, founder of Growability.

Today we’re going to talk about how to maximize your time. When I was growing up one of my very favorite TV shows was MacGyver. Now MacGyver was a guy who not only figured out how to rock a mullet successfully. He also could get out of any sticky situation with only some duct tape and a Swiss Army knife. He was a ninja of escaping from the bad guy at the last second when his life was on the line or somebody else’s life was on the line.

Now my children and I have an Amazon Prime account, and so we watch MacGyver, and we watched every episode from beginning to the end. I know, it’s bad, but I still, I love MacGyver. But one of the things that I recognized as I was watching MacGyver through not only in my childhood but now watching it now, one of the secrets to MacGyver’s success? Really stupid villains.

Every time a villain had MacGyver to where he could just shoot him or kill him, or, you know, do the job that needed to be done, that villain would set up a trap and then they’d leave. They’d walk away. Now if you’re trying to kill a superhero or you’re trying to kill the star of a TV show, don’t set up a trap and just walk away. I mean, 19 seasons of MacGyver, somebody should have figured this out.

As I watched MacGyver, I realized that most TV villains are pretty bad at time management. In fact, most superhero villains are pretty bad at time management. They have problems doing the thing that needs to be done at the time that it needs to be done. You know who else is often very bad at time management? The business owner. Today I’d like to give you a tool that has been incredibly helpful for me as I’ve made a plan for managing time effectively in my business. It’s a time matrix created by Stephen Covey.

Stephen Covey said that there are two ways that we can spend our time. We can spend our time on important things, or we can spend our time on non-important things. In addition, he said we can also spend our time on urgent things or non-urgent things. And so in this diagram you can see I have important and non-important and urgent and non-urgent.

So let’s look at these quadrants. There’s four quadrants in this diagram. In the upper left-hand quadrant you have important and urgent tasks. This is like the taxes are due tomorrow. So it’s urgent that I get them done. It’s also important that I do them because of taxes.

In the upper right quadrant we have the non-urgent and important tasks. This is something important to do, but nobody’s stressing you out to get it done. So this is the taxes are due in three months.

In the lower left-hand quadrant you have urgent and non-important. This is like somebody runs into your office and says, “Hey, you’ve got to check out this new cat video,” or perhaps it’s many emails that come into your inbox with salespeople trying to sell you something.

And then finally in the lower right-hand quadrant you have non-urgent and non-important. This is achieving level 985 on Candy Crush Saga. It’s not really urgent. You don’t have to get that level. And it’s not really important. It’s not going to help your life or your business.

Which of these quadrants do you think the majority of business owners in our world spend most of their time? If you guessed the upper left quadrant, the urgent and important, you’re right. Most business owners before they become efficient time managers spend most of their time in urgent and important tasks. You can tell an entrepreneur that’s in this mode when you say, “How are you?”, and they say, “I’m really busy.” Or, “How are you?” “Ah, I’m really stressed.” Spending time in the urgent and important quadrant is an unavoidable reality for a business owner.

There are things that are going to come out of the blue that you’re not expecting. You know, the building is on fire. There’s an electrical problem. Something blew up. You know, this employee started a fight in the office. There’s always going to be some things that are urgent and important. The danger is when the entrepreneur gets used to the adrenaline that happens in an urgent and important task. And so what they do is they delay accomplishing something that’s important until it’s the very last second. It’s absolutely urgent. It must be done. So then it’s not just putting out fires. It’s living as a firefighter. There’s continual effort put into urgent and important tasks.

What I call this quadrant, with the entrepreneurs that I work with, I call it the Path to Burn Out. No matter how effective a leader you are, no matter how much stamina you have for work, at some point, and likely it’s the end of every day, you get totally burnt out, you’re stressed out, and you just go into vegetation mode. This is one of the reasons why entrepreneurs get done with work, they sit back, they watch television for three hours. Because everything they did all day long was urgent and important.

The upper right-hand quadrant is the non-urgent and important quadrant. This is the place where people who spend the majority of their time are doing important things before they’re due. They’re doing the taxes three months before due date. I call this the Path to Awesome. Entrepreneurs who spend a lot of time, the majority of their time in the important but non-urgent quadrant, you can always tell who they are because they’re ridiculously successful. Creativity is maximized when you do something that’s important but not urgent. There’s an illusion that I can be at my best when I’m stressed and when there’s pressure on, but in fact, it’s an absolute illusion. No person creates their best work in an urgent situation. People are most clear with their thought that make the most creative decisions. They have the best ideas when they’re doing something that is not urgent but important. Like reading books and education and working on the business. Stepping out of the whirlwind of working in the business. All of those things happen in the non-urgent and important quadrant.

Okay, down in the lower left quadrant we have the non-important but urgent quadrant. What I call the lower left-hand quadrant is the Path to Mediocre. This is the social media quadrant. I’m at work, I’m trying to think about a problem, I’m trying to move through something, and bleep, I get a text. Bleep, I get a face message. I get a ping. And what we’ve done is we’ve actually trained ourselves to allow ourselves to be interrupted. Here I’m at my desk, I’m trying to do my work, and now I have interruptions. They’re urgent, they’re jumping up at me all day long, and instead of getting a lot of work done at the end of the day I allow myself to get distracted by things that are urgent but they’re not important. Instead of you as the business entrepreneur achieving the goals that you have set forth, achieving your vision mission values, you’re actually living the dream of the advertiser. Now you’re being sold and interrupted to look at somebody else’s agenda. Somebody else’s value.

And then finally you have the non-urgent and the non-important quadrant. Everybody loves this quadrant. It’s great. It’s Candy Crush Saga. It’s let me vegetate. I just want to feel, you know, good and check out. And I’ve been thinking all day and so no more thinking. The challenge with people who spend a lot of time, or even a little time in the non-urgent and non-important quadrant, basically take a good look at your life because you’re gonna be at the exact same place in 10 years from now. It is so important that instead of checking out and doing things that are non-urgent and non-important, take that non-urgent time and instead invest that into doing something that’s non-urgent and important.

So there’s a pretty good overview of the Stephen Covey Time Matrix and what will happen if you spend time in each one of those areas. But I want to do is I want to give you a little bit of a deeper dive and give some advice for what to do if you find yourself in a particular area. If you find that you spend the majority of your time doing urgent and important things, I want to give you two tools to help you escape from the burn out that is certainly coming.

The first tool is to learn to say no. Saying no is okay. Here practice this with me. No! Just because somebody asks you to do something, it doesn’t mean you have to do it. There’s a great quote that I heard, and it said, “Your lack of planning does not constitute “my sense of emergency.” If you say yes to everything, you spend your life in urgent and important and you’re gonna have burn out. Let other people deal with their own problems. Learn to say no and you’ll escape the path to burn out.

The second tool, and this is really difficult if you’re a type A entrepreneur that loves to be hands-on and do stuff is to actually let the ball drop. There are certain things that you are doing that are important, but in order to move into a better thinking arena, in order to move into a healthy organization, you’re going to have to let some good things actually drop. You’re gonna have to drop the ball on purpose This is really difficult, but if you do it you’ll create more margin in your life, more time that is spent in non-urgent and important things, and what that margin will do is create a healthier organization where you’re actually able to achieve much more than you were in the frenzy of urgent and important.

If you spend the majority of your time in the non-urgent and important quadrant, what I call the Path to Awesome, stay there. Don’t do anything else. You’ve figured out a mastery of time management that is fundamental for the most successful entrepreneurs on the planet. Teach others. Show people what you do with your time management skills to help them grown organizations that are successful.

So what do you do if you find yourself in what I call the Path to Mediocre? This is the quadrant where there’s a lot of urgency, there’s a lot of urgent tasks, but they’re not really important. How do you escape that area? There are two tools that can help a person be much less distracted if you find yourself in this quadrant.

The first is to create what I call a choose to ignore list. When I go to work with a client one of the things that I choose to ignore is any social media or cell phone. When I’m working with a client I want to give them my undivided attention. Whether it’s a two-hour session or a four-hour session, they are getting all of my focus. If I spent all of that time checking my latest Twitter feed and Instagram and looking at the weather and seeing what’s happening, I’m really not going to be doing the best job that I can for that client. Well, if you’re a business owner and you’re allowing yourself to be distracted, you’re not doing the best job for yourself. Creating a choose to ignore list. Maybe it’s social media. So Twitter and Instagram and Facebook not during eight to 12. You know, at lunch I can check my Twitter feed. But before then that’s on my choose to ignore list. It may be a phone call. It may be your email. There’s a great strategy of only checking your email several times a day. So I check my email. Maybe after two hours of work I’m gonna check my email for that morning. And then at lunch I’ll check my email again. And then maybe right before I go home. If I choose to ignore my email during certain times it frees up plenty of thought time. Plenty of non-urgent and important time so that I can focus on my goals and not allow my life and my business to be driven by somebody else’s goals.

Another tool if you find yourself in this quadrant is… It’s pretty simple, actually. It’s to allow people to solve their own problems. I know, that sounds kind of harsh. But if somebody comes in with you with something that’s urgent and it might be important, the question you have to ask is is this their problem or is this my problem? Because if I’m allowing everyone else’s problems to be my problem, then what happens is… I call this a hero manager. These are people that are “I’m going to be your hero.” But what ends up happening is is that person never gets developed. Instead of that person learning how to overcome their own problems and challenges, if I solve their problems for them I’m not actually being a good leader. I’m not helping them develop as a person. Most of the time people need to learn to solve their own problems. And I’m not doing them a favor if I solve the problem for them.

The final quadrant where you may find yourself spending a lot of time is non-urgent and non-important. It’s whatever video game is on your phone. If you find yourself in this quadrant, I’ve got two suggestions, two tools. The first: Find a job that you’re passionate about. If you don’t love your work and you’re living so that you can get to the end of the day and go watch a movie or go play Candy Crush Saga, find a job that you can be passionate about and pour yourself in there. Your life will be so much better. If you need to escape from your job and you don’t enjoy your job, escape from your job! Leave it! Go do something else.

The second tool is to replace check out time with education. Spend that time that you might be watching useless YouTube videos… I’m a fan of useless YouTube videos. I’m not saying never do this, but spend that time also watching TED Talks. Now I’m being educated with my time. Spend that time reading a book or listening to an audio book. Or, you know, maybe calling a mentor and asking them to meet with you and spend some valuable time to give you some things to chew on.

The tools that I just shared have been so incredibly helpful in my own life and business. I’ve started three nonprofit organizations and a for-profit, and I have eight children. If anybody needs time management, I’m that guy. But what I’ve discovered is is if I apply the tools that I just taught you, I not only am able to excel in each of those areas, but I’m even able to have time to do videos like this to share with you. I hope that you will take these tools and this understanding of how to maximize your time and go out and grow an organization that makes a significant impact in our world.

Thank you so much for your time. Check out Sign up for the Daily Business Question so that you can get videos like this in your email inbox. And check out the Growability workbook. It’ll save you years of frustration at your business at Thanks for your time.

The Four Seasons of Business Growth – 5 of 5


In this fourth and final video about understanding your business season, we’re going to talk about the fourth stage of growing any business, your winter or your legacy.

The three key ingredients for leaving a positive legacy at your organization are succession, mentoring, and empowerment.

[read more=”READ MORE” less=”READ LESS”]

My wife’s grandfather started a company in 1975, and as he grew the company he started bringing in members of his family and the company grew. One of the things that I’ll never forget is how he retired from the organization. Five years before leaving the organization, he set out a plan and he systematically removed himself from different responsibilities and functions at the organization.

There’s a popular book on the market called The E-Myth. The book says that one of the ways to measure the success of your organization is to ask yourself, what does the organization look like when you’re not there? If you go on vacation for a month, does the organization still maintain its level of excellence? So many business owners are so tied into every aspect of the business that they have no way to untangle themself and if they leave, the organization has a serious detriment. Having a plan will create a transition that is so much better and smoother for every person in the organization.

The second ingredient in your winter or legacy season is mentorship. This isn’t being mentored by somebody else but choosing who you’re going to mentor with the skills and tools that you’ve picked up in your business. Another friend of mine also had a grandfather who started a small business, and that business actually turned into an international corporation. He inherited tons of money from the business. But when you talk to my friend, the mentorship and the lessons and the values that were taught to him by his grandfather were so much more valuable and important to his life. When you grow a business, you learn so many lessons that can save a young entrepreneur years, maybe even decades, of frustration or doing the wrong thing. There is so much potential in choosing people that you can mentor and invest in. This is a wonderful tool to leave a positive legacy with your business.

The final ingredient is empowerment. If you learned what you needed to to start the business, launched that business, and were able to leverage or scale that business, then you have resources that you’ll be able to give away and empower others.

I’ve had the incredible privilege of visiting more than 20 countries on more than 30 trips studying global poverty. And one of the lessons that I’ve learned is that the biggest need to really help someone is not giving them a handout. The biggest need to really help someone is to give them a hand up. As an entrepreneur, don’t just give charity without thought. Really think about, how can I leverage my gift to make the maximal impact? Think about your giving like an investment and put as much scrutiny as you do into a business investment into a ministry investment.

If you’re growing an organization, think about what you want the legacy of all of your hard work to go into. And then create a succession plan, mentor others, and empower those with a hand up instead of a handout, and you will be greatly satisfied with your work.

Thank you for watching these videos about understanding your business season. Please visit to see more videos like this about common and not so common business questions and answers. Thank you for your time.


The Four Seasons of Business Growth – 4 of 5


What does an organization look like that’s about to maximize it’s talent and explode its growth? Imagine Ray Kroc as a multi-mixer milkshake salesman, going in to talk with the McDonald brothers. What did he see in that organization that helped him know, this thing is about to take off?

[read more=”READ MORE” less=”READ LESS”]

As a business consultant and investor, I’m looking at three key ingredients, that are good indicators that an organization is about to explode. These key ingredients are, purpose, expertise and partnerships. What does it mean for an organization to have purpose?

Purpose is really different than passion. The thing about passion is, passion is about you. What are you into? What are you excited about? What are you willing to suffer for? Purpose, on the other hand, is really about others. How does your organization serve society? What is your function to society? What do you accomplish through your business? An organization that has passion is great, but an organization that has purpose is better.

It’s interesting to look at the transformation of Microsoft with Bill Gates. When I used to think about Microsoft, I kinda felt like Bill Gates was kind of like the business nerd. Steve Jobs is like cool, he’s got Apple, this is cool and Bill Gates is kind of like the nerd. Now when I think about Bill Gates and I think about Microsoft, I think about the Bill and Melinda Gates Foundation and all of the amazing work that’s being accomplished in Africa and fighting Aids and Malaria and the good that they’re doing. An organization that has purpose creates excitement and buzz in society.

In addition to purpose is expertise. We live in a ridiculously competitive society, particularly in the marketplace. It’s not good enough to be good, you have to be great in order to really thrive and grow.

There are a lot of forms of expertise at an organization. You might have an expert team or you might have expert technology. One of the key ingredients for expertise that I look for in an organization is, does that organization have an expertise in systems? It’s important for organizations to have their best team members take what they do intuitively or through the experience that they have and systemize that expertise. How do you extract that intuition of an employee into a system that other people can use?

The third indicator that an organization is ready to scale is partnerships. Who does your organization partner with? When I was in the litigation industry it was very difficult, almost impossible, to set up a meeting with a partner at a large law firm because they didn’t want to associate with someone who was a nobody. Eventually, I was able to set up some meetings and sell a technology to these law firms. Well, one of the firms that I was working with used the technology on a 60 million dollar lawsuit and they won! Now, instead of saying I wanna give a presentation at your firm about how to use legal technology, I was saying, I want to show you what this firmed used, that won this 60 million dollar lawsuit and we’ve been happy to serve them as a client. Well the doors were open.

There’s a proverb that says, whoever walks with the wise will become wise, but a companion of fools will suffer harm. When you see a business leader who surrounds themselves with other great business leaders, it’s a great indicator that that organization is going to grow.

If your organization has the purpose, you are a true expert in the field and you have great partnerships, these are really good indicators that your organization is going to grow and you’re going to maximize the potential of your organization. They’re also great indicators if you’re an investor and your looking to buy into a good business.

If you’re a business owner that’s looking to leverage your business, go to and check out our consolation services. You can also get a copy of the Growability workbook. This workbook is designed to teach organizations how to grow leaders and leaders how to grow organizations. You may also want to check out our Daily Business Question video blog, where you can have common answers and not so common answers, to business and non-profit questions delivered directly to your e-mail inbox.


The Four Seasons of Business Growth – 3 of 5


Continuing in our conversation about understanding your business season, in this video we’re going to talk about the second of four business seasons, your summer or launch. As a business consultant there are three key indicators that let me know that an entrepreneur is ready to start a business. These indicators are passion, experience, and a unique methodology.

Now there’s a big difference between an idea and a passion. The problem with ideas is they come and go, you might do them, you might not. A passion is a lot more than that. The word passion actually comes from Latin pati which means to suffer. Do you love that idea so much that you’re willing to suffer for it?

The second ingredient in your launch or summer season is experience. There’s a great story about two wood cutters that have a competition to see which one can cut more wood. One of them is an old man, the other is a young man. At the end of the day they stack the two piles of trees together to see who was able to create more logs. The old man’s pile was three times larger than the young man’s pile, and the young man said, “How is this possible? “I’m stronger than you, I’m talented. “How did you get three times the amount of wood “while you were off taking breaks every hour?” And the old man said, “Oh, I wasn’t taking breaks, “I was sharpening my ax.” You can have all of the talent in the world but if you don’t have experience it’s very difficult to grow a business.

The final indicator that you’re ready to launch a business is what I call a unique methodology. In the education system we’re taught to have a great balance, you know? I need to get a B-plus average across all of these fields. In business, that’s not as important. What’s important is can I do one thing exceptionally well? And it’s those organizations that really create that unique methodology to do one thing exceptionally well that do great in our economy. Think about going into a Home Depot or a Lowe’s. When you go into one of those stores what’s interesting is they’re all set up pretty much the same. There’s an electrical aisle, there’s a plumbing aisle, there’s a lumber aisle, and even if I drive a hundred miles and go to a different Lowe’s or Home Depot they’re going to have basically the same format. Well what they’ve discovered is a great recipe to stock the shelves and to build their stores. When you’re launching your business, do you have a recipe that can be multiplied or recreated like a Home Depot or a Lowe’s?

If you have a passion to grow your idea into a business, and you also have the experience necessary to overcome obstacles and hurdles in running that business, and you have a unique methodology, a playbook, that can give you exceptional results, it’s pretty good indicator that you’re ready to launch a business.

In the next video we’re going to talk about leveraging or maximizing your business in the fall, or leverage, season. If you want to maximize your business launch check out and get a copy of the Growability Workbook. This workbook is designed to help organizations grow leaders, and leaders grow organizations. While you’re there, check out the daily business question video blog where you can get answers to common and not-so-common business questions delivered directly to your email inbox.

The 4 Seasons of Business Growth – 2 of 5


Okay, continuing our conversation about the four seasons of business growth. In this video, we’re going to talk about the first of those seasons. The spring or the learn season.

I can always tell an entrepreneur that’s in the learn season because they’re primarily talking about the idea. What is the big idea? How am I going to change the world? One time I was at a business seminar for a very well known business author. At the end of the presentation, there was a time for Q&A. A man raised his hands and he started asking the question, what do I do if I have a phenomenal business idea for the auto industry? He was asking basically, how can I sell my idea without putting any work into it and make millions of dollars from the great idea. What the speaker said was, in essence, continue to follow your dreams. What I wanted to say to the man was, your idea isn’t actually worth anything. Until you put legs on an idea, it’s just an idea.
[read more=”READ MORE” less=”READ LESS”]

When I talk with an entrepreneur with a great business idea, the first question I’ll ask is, what talent do you have that can help that idea come to fruition? For example, you might have the idea of becoming the next star on American Idol. But if the reality is that the voice in your head doesn’t sound as good as the voice that comes out of your mouth, then there might be a problem.

The third question and the third thing to think about during the spring season is, what education do I need to be able to move that idea into a product or service?

When you think about creating a product or service that are three fundamentals. The first is creation, what does it take to create your product or service? The second is production, what does it take to produce that on a major scale? And the final is distribution, how do I get that product or service into the hands of my customer?

Let’s say you’re a songwriter, you might write an amazing song in the shower. The fact that you can write a good song doesn’t necessarily mean that that song is gonna get played on the radio. Before you can get that song to the radio, to your customer, you have to first create it and then you take it to a studio where the song is produced. Now you’ve got drums and vocals and all the background music. But even if I produce my song excellently, it doesn’t mean that it’s going to get played. Now I have to connect with an agency or a distribution channel, maybe it’s an online streaming mechanism so that my song can get heard by my potential customers. Turning an idea into a business, you have the creation phase and the production phase, and the distribution phase.

If you have a great idea, great talent, and the education necessary to create, produce, and distribute a product or service, now you can start thinking about launching your business.

In the next video, we’re gonna talk about the fundamentals necessary to launch a business. If you need help launching your business, please visit and get your hands on a copy of the Growability workbook.

This workbook is designed to help organizations grow leaders, and to help leaders grow organizations. While you’re there, check out the Daily Business Question video blog. Where you can get in your email inbox, answers to common and not so common questions for growing a non profit or for profit organization.

The Four Seasons of Business Growth – 1 of 5


Hi, I’m Joshua MacLeod. Founder of the Growability model. Did you know that there are 12 fundamentals necessary for cultivating health and accelerating growth at your business? Today we’re going to talk about the first fundamental, understanding your business season.

When my wife Sarah and I bought our first house, everything was perfect. Except this one little spot in the front yard where there was no grass growing. Apparently the builders have dumped some debris and things in the front yard when they built the house and so, the grass hadn’t grown. I researched the internet, I looked at what kind of grass seed to get in our area, I looked at how to aerate the lawn, I got the grass seed, I got the fertilizer, I aerated and then I began to water the lawn. After two to three weeks, nothing happened. Four weeks, nothing happened. And I was so frustrated because I had done all of the right things and still, the grass wasn’t growing. What I learned is that if you plant grass in late summer when it’s really hot in Tennessee, there’s no chance that you’re gonna get your grass to grow.
[read more=”READ MORE” less=”READ LESS”]

This taught me a really important lesson in life but particularly in business. It’s not enough to do the right things. You have to do the right things at the right time. If you are starting a new business, or adding a new product or service to your business, there are four stages that you will go through to bring that product to market. I call these the four business seasons. The first stage is where you learn what to do. I call this spring. The second phase is where you launch your initiative or your business. This is the summer. The third stage is where you leverage and you maximize what you’ve put into the business so far. This is your fall. And finally, there’s your legacy stage or your winter.

It’s really important to understand what business season that you are in so that you can understand what you should be focusing on right now in your business.

Before launching a business, you should always start with the spring or a learn phase. The primary question to ask yourself if you are in the spring or learn season is, can I create, produce, and distribute a product that someone will buy? If you can’t answer each one of these questions, don’t start a business. So many people launch into initiatives that they can’t really sustain and that’s why our statistic for failed businesses are so high.

The primary questions before you launch a business or move into the summer season, can I deliver the product and service I’ve created with convenience and consistency? In our market, people are ready to have products come to them. It’s not enough to make a great product, it has to be easy for the customer to acquire that product. And consistency in any business is a must. I can’t just make a really great hamburger, I have to make a really great hamburger 1,000 times over and have ’em all taste exactly the same.

The primary question of your fall, or leverage season is what can I do to maintain a competitive advantage? If there’s not a lot of competition in your space, there’s a good chance that there’s not a lot of demand for that product or service. If there is a lot of competition in the space, you have to ask yourself, what can I do to set my services? What can I do to make my business perform better than those others? I mean, you might, for example, give away really amazing free business videos so that people will buy your workbook or get consulting.

And finally, there is your winter or legacy season. This is where you’re thinking about what’s next? What is the legacy that I want to leave with what I’ve done at my business? I don’t know about you but I am a fan of movies where they have a really great ending. Like every Star Wars movie, just everything seems to work out. When I go to a movie and it has a terrible ending, I leave the movie theater just totally depressed. I mean, everybody dies? This is how you wanna end the movie? In business, you don’t wanna have a bad ending. You spend your whole career doing this thing where you put so much effort into this product or service. What are you doing to leave a legacy, to hand this off to the next person? Having a plan is critical. In the next four videos, we’re gonna take a deeper dive into each one of these business seasons and think through what you should do in each season.

If you wanna maximize your business growth, visit to get your hands on a copy of the Growability workbook. This workbook is designed to help organizations grow leaders and leaders grow organizations. While you’re there, please sign up for the daily business question video blog. This blog is designed to answer common and not so common business and non profit leader questions. We set it up to come directly to your inbox. Thanks for watching.[/read]

Overcoming Gossip at Your Office


Do you have gossip in your office? Generally, gossip happens when people are not courageous enough to confront somebody with a problem they see and they want to feel better about themselves being different than that person gossiped about. So instead of talking to the person they go and talk to their friend.

One of the core indicators of gossip in an organization is distance. You used to have a close relationship with somebody, but now they’re kind of standoffish. They’re a little far away. There’s a good chance that someone has been gossiping to that person about you, or you have been gossiping about that person to someone else. There’s a scripture verse that says a whisperer separates intimate friends. And that really happens with gossip.
[read more=”READ MORE” less=”READ LESS”]
The other thing that happens with gossip is suspicion. Now someone gossips in my ear and I start looking at that person in a negative light. If you’re a leader of an organization, it’s not likely that you’re a gossiper, because gossipers don’t really grow in leadership. The problem for a leader is what do I do when someone is gossiping to me?

Here are three tools that you can use to turn that gossip around. The first is to tell that person that you have made a promise not to gossip about others. That will build trust with the individual who’s gossiping to you to where they know they’re not gonna get gossiped about, but it’ll also challenge them to stop gossiping.

The second tool that’s a little bit more direct but really works is to setup a meeting with the gossiper and the person gossiped about. Oh, you heard that Johnny did this? Well, let’s go talk to Johnny. I’ll setup a meeting. You be there, we’ll be sure to talk about it. That’ll stop gossip in its tracks pretty quick.

And finally, just like negative sarcasm in an organization, have a zero tolerance policy for gossip. Gossip will destroy your environment, so don’t allow it to grow. Thanks for watching this video about how to remove the culture killer of gossip in your organization.[/read]

Overcoming Whining at Your Office



Today’s video is about addressing the culture killer of whining. Now with eight children, I know a lot about whining. Mostly from me, mostly it’s me whining. But when a child of mine comes in and they’re whining, it’s like the worst thing in the world. I don’t have my shoes on. If you don’t have your shoes on, then go get your shoes. I’ll help you put your shoes on or put your shoes on.

Whining is talking about a problem without offering a solution or genuinely seeking help. The problem with whining is, for some reason, it makes us feel better, even though we’re not solving any of the problem. Maybe it’s we’ve got our whiny feelings out, but who does this actually help?

[read more=”READ MORE” less=”READ LESS”]
Whining in an office is a culture killer. It’s more contagious than the flu. If one employee starts whining, then somebody else starts whining, then you start whining because they’re whining. And everybody is whining. It’s like, it’s like the kid in the nursery that starts crying and then everybody starts crying.

Whining kills innovation. Because when I’m talking about a problem and not looking at a solution, I’m not being innovative. I’m not being creative. My thought process is negative instead of positive. And whining leaves people underdeveloped. If we as leaders of organizations allow people to whine, they’re never gonna grow. So how do you solve the problem of whining that’s a culture killer in any business?

First, require two solutions for every whine. So let’s say a team member comes in and they’re whining because the printer is never working right. So go back to that person and say, you’re right, let’s have two solutions for how we can solve our printer problem. Or maybe somebody’s whining because their sales are down or maybe somebody’s whining because of market conditions. Every time someone brings a whine, turn it around and ask for two solutions for the thing that they’re whining about.

The second thing is adding a “but” to the end of every whine. And you can do this with your team, you can do this with yourself. So the whine happened. Oh, the coffee maker is broke. But, it did work for 15 years. Oh, the printer is broke. But, we probably have a tech team that can fix that. Instead of just letting the whine end, put a but at the end of every whine and turn it around into something positive.

If you will address this culture killer to your office, your staff will be more empowered and accomplish much greater things. In the next video, we’re gonna talk about the final culture killer that you can get rid of at your office, gossip. Please hit the subscribe button below and stay tuned for the next video on how to grow your business.[/read]

Overcoming Negative Sarcasm at Your Office


Okay, continuing with our course about how to build a healthy work culture we’re talking about removing what I call culture killers. In the last video we talked about the culture killer of personality ignorance. Today I wanna talk about the second culture killer in any organization, negative sarcasm.

There’s a big difference between wit and sarcasm. Wit is when you make a keen observation and then you express that observation in a clever way. Sort of like a joke about the dyslexic agnostic that laid awake at night wondering if there really is a dog. Negative sarcasm on the other hand is hostility towards an individual that’s disguised as a joke. It’s making an unnecessary comment that makes someone feel uncomfortable or pushes them to do something.
[read more=”READ MORE” less=”READ LESS”]
Now here’s some things that we all know about negative sarcasm in the office. One, it grows. Somebody makes a snarky remark and then somebody else makes a snarky remark and now who can make the better snarky remark and it never stops until somebody goes over the top and says something they really shouldn’t say. We know this is true.

The second thing about negative sarcasm is it distracts. Rather than actually focusing on your job, which you’re there to do, now we spend all day going back and forth giving snarky remarks.

Finally, it makes your environment less safe. If I go into the office and there’s a lot of sarcasm at some point in time I know that I’m going to be the brunt of the joke. Negative sarcasm is a culture killer. So how do we get rid of this negative culture killer in an organization?

The first step is to have great communication in your office. Sometimes people feel like their opinion can’t be heard and so they resort to making a joke to get something that’s important to them out in the open. If your office has regular meetings where people are able to express their concerns and opinions, if there’s an open door policy where you can talk to the boss if you need to then there really is no excuse for having sarcasm in the office.

The second step is basically make your office a sarcasm free zone. No sarcasm in this office. It’s one of those things where you have three strikes. The first time you get a warning. The second time you get written up and the third time, you gone. Organizations without negative sarcasm create much healthier environments for every team member in the organization.

In the next video we’re gonna talk about the third culture killer in any organization, whining. Please click the subscribe button if you’d like to get more videos like this on how to grow your business. Thanks for watching.[/read]

Overcoming Personality Ignorance in Your Office


Okay, let’s start with a number one culture killer in any organization, personality ignorance. If you’ve ever found yourself in a conversation talking with someone and realizing, that no matter what you say, they are not gonna understand the point that you’re trying to make. There’s a good chance that they have a way different personality than yours and understanding a different personality profile will help you be able to communicate better with that individual.

There are several great personality profiles that you can find online. One of them is a DISC profile. And you can actually get a free DISC profile from Tony Robbins website, just type in Tony Robbins free DISC profile, and it’s on there. Hopefully it’s still there.
[read more=”READ MORE” less=”READ LESS”]
Similar to a DISC profile, is an animal personality profile test created by a guy named Gary Smalley. And that’s the one I wanna share about today. In Gary Smalley’s free personality profile, he says that there are four different types of personality. One is a lion, the second, an otter. The third, a retriever and finally, the beaver. If you follow those in terms of a DISC profile, your D is your lion, your I is your otter, your S is a golden retriever and your C is a beaver. Let’s talk about each of these different profiles to help gain some personality intelligence.

The first personality is the lion. What makes a lion, a lion? Well, for starters, they like to be in charge. The lion is first in line to take responsibility for an organization, they wanna be the captain of the team, they like to be the owner of the business, the boss, the person in charge. That’s what drives them. They love to be in charge. If you’re talking to a lion, it’s really important to be efficient and get to the point. Don’t wait around in this long story that never actually ends in anywhere. Get to the point, tell them what you want, what they need and they will love you for it. Consulting business owners, I meet lions all of the time. And I’ve discovered a really important question to ask a lion in a meeting. And that question is, what does winning look like? If you’re a lion, you care about winning. You like to be in charge because you want to win. A lion is going to win the game. They might have a broken leg, they might have a black eye. A couple of people might have died on the way to the finish life, but they’re gonna win. So when you’re working with a lion, ask the question, what does winning look like?

The second personality type is an otter. This is an I on your DISC profile. The otter has a single question. What does fun look like? Otters love fun, they love interesting facts, they keep life real. Otters are people who remember that life is about having fun so when you go to work, it’s not just George Jetson pushing the button, you can actually have fun. Otters are outgoing, they’re compassionate. They’re fun loving, they cry at movies, they’re just into life. And it’s fun to be around an otter. In the workplace, a lot of your top sales people are otters because they can take any situation and figure out a way to make it interesting. If you’re in a meeting with an otter, ask the question, what does fun look like?

The third personality profile is a golden retriever. This is an S on the DISC profile. Golden retrievers are trustworthy, they’re safe. They are people that look for balance in the organization. If you go and meet with them, you’re gonna feel calm, you’re going to feel good. They like to make the environment comfortable. In a business meeting with a golden retriever, the question you wanna ask is, what does balance look like? Winning is not as important for a golden retriever like it is for a lion. A golden retriever wants to know that this is gonna be good for everybody. It’s going to be good for them. It’s going to be good for the team. So asking the question, what does balance look like, allows that golden retriever to express their opinion.

The final of the four personality types is what Gary Smalley calls the beaver. This is the C on the DISC profile. Beavers are detail oriented. They like to be right. They don’t wanna just have the computer, they wanna have the exact computer to do the thing. They don’t just want tires on their car, they want the right kind of tires. If you’re relating with a beaver, give them lots of evidence. Put the details on the paper so that they can look at it and think about it and make sure they’re making a right decision. The question to ask a beaver in a business meeting is, what does the ideal look like? They will give you incredible insights about what is the right thing to do in your business.

I want to give you an incredible tool for understanding the different personalities of individuals when you’re in a business meeting or when you go to work. Ask the questions, what does winning look like? What does fun look like? What does balance look like? What does the ideal look like? In the description of this video, there are some links to some free personality profiles that are extremely helpful for gaining personality intelligence for your organization. Understanding these personality differences is an incredible tool for dismantling the culture killer of personality ignorance. In the next video, we’re gonna talk about another culture killer, negative sarcasm. Thanks for your valuable time.[/read]