« The Tony Robbins Podcast

Cracking the code on company culture | How to turn lukewarm customers into raving fans, and disengaged employees into high-performing teams

2019-10-25 | 🔗

Hear from Tony on what it takes to create a raving fan culture in business, both internally and externally.

You’ll also hear from two highly respected authors and researchers: David Meerman Scott, a marketing growth strategist who has uncovered the building blocks of what makes people raving fans of certain organizations, and Daniel Coyle – who has dedicated his career to writing about the highest performing people, and cultures, on the planet. 

This is an unofficial transcript meant for reference. Accuracy is not guaranteed.
Here. Listening to this part cast, it means you're, ready, no more than ready to have me A breakthrough in your business, your hung for change in your hungry for growth and that's why feeding her mind right now. With all this valuable information, to drive those changes to be really smart about what you're doing and to make the right choices before you take massive action. You need from someone who's been there, someone who's, gonna coach, you through it Even just someone to get you started on your journey, that's why, robins is offering free one to one business strategy session from one of his top of business coaches. Hundred dollar value, completely free, no strings attached that's right! If you're listening right now, you can go to Tony Robin Stockholm, Slash CEO incentive! free session with a member turn his team, whose how business owners like yourself overcome their
pickles and set them on the path of success. So the outcome of any great business. Is it the crate, satisfied? Customers know your goal is to constantly create raving fan, customers and, most importantly, a raving fan culture, because the only way you're going to go from a business operator to a business owner is if you can build a culture. What is a culture mean a set of beliefs and values that guide everyone in the company and they consistently follow. Culture is what creates a business. So the culture has to be where you train everywhere the company and understand that we live and breathe, for who were the quiet and our goal is not dissatisfied and ardour is the delight them. Our goal is the blow them away. Our goal is to turn them into raving Van somebody follow your say. Welcome to the tuna is passed
they were taking a look at something that can truly make or break any business culture, business are under pressure to create workplace environments that will attract and retain top talent, some of the perks they offer our. Peter lunches, transportation, stipends and Jim Class memberships culture is not having a trendy office space or unlimited vacation days. Culture is the feeling, the values, the heartbeat of Europe, both internally and externally, and there's a reason for it but here from two highly respected authors and researchers, David Norman Sky, a marking growth strategies who has uncovered the building blocks of what makes people raving fans of certain organizations and Daniel COIL, who has dedicated career to writing about the highest performing people and cultures on the planet. But before We hear from David and Daniel curse. Tony gives an example of how, on company that we all know today. Fedex avoided bankruptcy early on
Is it the reading, fan culture and established? Here's tunny federal, Express, spread Smith created that company? He designed it business and was given a d minus on his report, because the idea was so stupid. According to a professor, he funded this idea- he built it and at the very beginning they had an element of the number, but I think there are twenty five planes, they least to make this happen. On the day, the launch Federal Express the really big goals robots are going to achieve. They end up having thirteen letters to deliver and to back adjusts. Fifteen things total. It was a total disaster with huge overhead trying to figure out what to do and they thought well just first day it's gonna catch fire. It did not catch fire, it continue down this road and they are in deep, huge overhead, almost no sales. No one gram.
Hold of it till one person when the verge of bankruptcy did one something simple. What couple things happen? He get the business opening literally had no money left. He flew at who LAS Vegas. Took all the money unless in gamble that on one roll, the dice and what took the winnings kept the business open now, the first thing, but that wasn't enough to sustain the business. What created Federal Express was one activity, they became legendary and it became an inspiration for other people in the company and those people start to think differently about the company as a whole and here's what it is. There was a woman who wanted to have her wedding dress, delivered pretty important overnight and her family was a family than on one of the largest fortune, five hundred companies they founded that company. I outside my Kodak, if you're familiar with Kodak in that area- and this is
Kodak was still really big right. The photograph company today most we don't even know, Kodak areas because they create a digital photography, but they never marketed it and they went out of business selling film. Basically, they went bankrupt, but at the time Codex, really big, the daughter of the founders of Kodak getting married and there's a storm and there's a problem and sure enough? It's not going to get there, and so somebody on the team said we need to really take care of the what customer we gotta over deliver. We gotta find a way to do it. No one else can do for this woman. You can't not out of the way dress short discuss the planes Brook, so she went uncharted a plane for just one dress: to deliver it now they had no money at this time. The going bankrupt and somebody said, we're going Megrims. You can't do that. You goes we're gone bankrupt anyway. We might as well serve the customer. This is one woman who works in the distribution,
side of that business in a small little company. Well sure enough, storms are happening. Everything else is cancelled. Almost everything else they order for the wedding didn't show up because of all these problems This woman got a small to go, deliver the dress on time. What happened? The wedding came off a superstar and who was unbelievably grateful, the daughter of the founders of Kodak, she told who do you think this story to who every by the way who was at the wedding, some of the leaders of some of the largest fortune. Five hundred companies in the world, Rikers Kodak values echoed it acknowledges that the heads of the company they got more business and that referral to state keep the business open. They quadrupled the size of the company from that one delivery, because one person in that group it was a cultural bang. It wasn't. The founder saying send that dress is smart enough to say this is what we're here
in you have a culture when everyone on your team sees it. Their job is to make your customer, only the boy having where they think on their own feet. Doing if you're gonna go from being an operator to an owner. You have to create a culture. A culture is a place where people understand what you stand for, what you believe and what should be done in their empowered to do it without you being there. Any organisation can build sounds, and one of the interesting outer manifestations of found them is that, once people become raving fans, they are eager to share that found with the world they'll put on the ball cap with your companies logo on it the put on the t, shirt that has your product name on it: the put a her on their computer with your companies logo and also they are fabulously exe Cited.
To share the fact that they love you. I'm is one of the most important ways to grow business in to the twenty two one, because it's true human connection, not just trying to focus on yet another digital communicate That's David, Merriman, Scott he's a marketing in business. Strategist, author and the speaker at Tony's business event, business mastery about five years ago, he started exploring this idea of phantom, what That makes someone a true fan explore this idea by first taking a look at the person. He knows best himself What it is that makes him arriving fan shores.
We thinking about the idea of fans. I first started thinking about myself. I'm a massive fan of the grateful dead. I've seen. Seventy five grateful dead shows, which is kind of crazy. I've been to over seven hundred live, shows of all kinds in my life since his aged. Sixteen and my daughter, rakers, says daddy. I know it's crazy. I've not only in such a passionate raving fan of Harry Potter, that I've read every book multiple times and I've seen the videos multiple times, but I've gone down to our land afforded to the wizard enrolled of Harry potter and I've gone to London to these studios where they found the movie Not only that, I wrote a ninety thousand alternative word: alternative ending to the Harry Potter Series, where Draco Malformed was a spy for the order of the Phoenix
So we both decided that we just have this crazy passion. I me for life music, my daughter rake over Harry Potter, and we started to think about where that passion was coming from and we interviewed hundreds and hundreds of people about what their passionate about their compassion about sports. Both Arching sports of their favourite team are participating in sports and they're interested in in now. Car racing, their insertion, birdwatching, gardening, all kinds of different things and the more we dug in two found on the Moor, realized that you are Fan of something because of the human connections that you have with like minded people who do
same thing, and that was a really important moment when we figured that out, because we recognised that it's possible to create a prescription for developing fans with this understanding of the fact that phantom comes from a connection with their people, in their research and through conducting interviews with countless neuroscientist business owners and executives deepening a further three things that make somebody a true fan. The first thing is that there really eager to replicate that thing that a fan of number one number to their eager to spend time and or money doing it. And thirdly, and probably, most importantly, the people who they share that fanned and are our among their best friends, and so we recognise it. There's a prescription for how organism
nations can tap into existing phantoms. David Enrico also found that many people are sceptical of creating a phantom in their own businesses, because they just don't think it's possible. Many people have told us over the last five years as we ve researching this idea of building raving fans. Is I can't build fans from my business, I'm in awe and then fell on the blank They say I'm in a software business, I'm in a bid to be company. I run a nonprofit, I'm a dentist, I'm a doctor. I can't build a fan base. Will it turns out from the research we ve done. Any organisation can build fans. We find beat a bee companies that have raving fans. We found doctors and dentists who have in credit,
a fan basis. They even found insurance companies that have built incredible fan, bases actually ended up. Speaking to the CEO of Haggerty Insurance, Mchugh Haggerty, and he said David, everyone here my business, everyone thinks insurance sucks, so I had to figure out how to do something different to market my business, because it's a business every hates- and I realise that I needed to develop, sounds so what Mchugh Haggerty did Haggerty insurance was, he specifically went out to develop founts and he created an auto club. There Haggerty insurance does classic car insurance written auto club, which six thousand members. Now they have a Youtube channel about classic cars with seven hundred and eighty thousand subscribers, and they go to hundreds of classic car events around the country every every year, and
they're they're, giving seminars about classic cars. So what they recognized is that if they are a part of the community of people who love classic cars, who are fans of classic cars, then the rubber factor is that people become fans of Haggerty and in fact they have their the largest growing auto insurance company in the country. There are two hundred thousand customers this year and it's a business, everybody hates that has a whole bunch of fans. David Enrico, identified nine steps to creating phantom, which they wrote about in their new book. Phonography one of those nine stops is getting close physical proximity to your customers, in fact the degree of human proximity. That is how close you are to somebody. Is tied to shared emotion. It has an enormous effect on how well we do in business, especially in the digital age, when physical interactions between business owners and customers and amongst
customers is overlooked, dynamic. One of the cruellest ways that you can create a fan accuracy is what we call get closer than usual, and this idea comes directly from neuroscience and we interviewed several different Neuro scientists about what actually goes on in your brain. When you become a fan of something and input, Hey what's happening. Is that when you're a fan of something you're with like minded people who are also fans? It's this cool idea that, in your brain, the closer you get to another person, the more powerful the human emotion that's hard wired into us. We can't
I hope that that is something that comes from our ancient brains. So what that means is, if you're with somebody who you really enjoy being with a really close friend or buddy, who shares the same phantom as you do, or the company that creating the thing you're a fan of very positive human emotions are happening in your brain, but if you're close to people, you don't trust like in a crowded, elevator or a subway car, something There is very negative emotions that happened, and it turns out. There is actually degrees of how close you get to someone that gauge this power for human emotion about me. Close to people, so the furthest away is twenty feet or further, and that's called public space and public space humans. Dont really true. People, we know There- are there in the back of our minds. Will we don't really track them?
inside of twenty feet from about four feet to about twenty feet is called social space and in social space, our human brain? We can't help it begins to track people and we track people, because our brain wants to know is this person a friend a foe or a possible mate, and we can't help that human reaction. So that's why, when you walk into a room you begin to track the people in that room because you want to know: are they friendly? Are they potentially dangerous and is did you see a friend in that room? You have a very positive human, sure, if you see someone that you sent danger of it's a very negative emotion, This means that, as organization who wants to build found the more you can put people in a room.
Who share like minded phantom or perhaps put your customers into a rumour, perhaps but your customers into a room with other of your employees that that becomes a very positive human emotion. The next step is called the personal zone and that's from about a foot and a half to four feet. That's cocktail party distance and the cocktail party distance is the most powerful human emotion cause it's even closer, and so this concept of getting closer than usual and getting literally physically closer to people is an important concept around phantom, and you know it's interesting. I've been to fifteen business mastery as at present. Her and Tony is: so powerful with this idea of getting closer than usual to people, because he
on doesn't just stay on this stage, which is public space more than twenty feet away he comes down into the audience and walks among people and and engages people where he's in there personal space. A footnote have to four feet away, as he's talking to them. That's where incredibly readily powerful human emotions are happening, but if you aren't tony robins, what, if your business is one hundred percent online and doesn't lend itself to being in person with your clients in an event or conference are anywhere David met with Marco Giovanni perfect of psychiatry and Bio Behavioral sciences at you, see allay to answer this question and so that our brains have something called mirror neurons at fire when we have faced face interactions and vat, is what gives us the sense of human connection with others on the way this works? if the mirror neurons in our brain, is what fire
When we see somebody do something and it fires in our brain as if we were doing it ourselves. So, for example, if you're watching a movie- and you see something scary- you literally feel scared or if you you something sad. You literally feel sad. Your brain is firing as if that is happening to you. What this means for all of us is that we can use digital communications. We can use video and we can use photographs to crop and image as if we were actually physically close to people. So we can create a video and crop that video, as if we're in the personal space a foot and have to four feet away from the audience. Member
talk directly into the camera and through the power of mere neurons, we can create a strong physical connection in our ancient brains, and that connection is a strong emotion, between the people who are in that camera setting and the people who are watching it. This these ideas come from. Neuroscience are actually ways that any one of us can help to develop, fan sounds is number one. How can you get physically close to your customers and number two? How can you get virtually close, your customers through photographs and through video? This concept also explains the important of the humble selfie. You know some people sort of dismissed the selfie as as frivolous, but in fact it's incredibly powerful lobby
has the idea of a selfie is taken with your hand and by definition that means the camera is within four feet approximately, and that means the photograph is taken as if you're in the personal space of yourself and then, when you put it on social media, a selfie generally gets way more reaction on social networks than other photographs or of just text, and that's because of this incredibly powerful connection that you're sick up with people through the power of mere neurons, something that neuroscience tells us is hard wired in us that we can use to develop fans of our business in a world an overwhelming amount of online communications? David has found that people are hungry for true human connection, especially with the companies they choose to do business with and while technology has enabled us to do so much David Enrico say
that the pendulum is swinging back. People are craving genuine. Authentic human interactions so, as we were researching this concept of why? Because people become fans were saw that there were so many organizations out there that were just treating their customers as a number treating them as just another person to talk to and so they were used. In a I too, to make them into groups of people that all get exactly same message or their using? What I call gobbledygook language like this is a flexible scalable solution for improving business process using cutting edge technology mean what the heck does that,
or their using images of customers that came from stock photographs, that weren't real people, weren't real customers, but were kind of like cookie cutters, sort of ideas of what a customer might look like, and we recognise, through the research of talking to organisations that have developed a mess, amounts of found that you really need to focus on the understanding of people. It's a deep understanding of what motivates different types of buyers its. Understanding of the actual true human connection that a company or an organization Organization or a brand can have with their customers. If they truly understand who those people are,
David Enrico, had the opportunity to talk to SIRI Linley, a former number one world professional, try whose now a coach about how she approaches performance series to us about the same idea about humanity and listening to re, humanizing, understanding people at a human level when it comes to triathlon coaching, because practically every other coach on the planet, coaches, their athletes, based on the data of the way the athletes perform. What's going on with their heart rate, what's going on with the times of their bike eggs and their swimming in terms of the number of seconds per meters and so on. Serious as no I, you and I want you to wear a power meter. I don't even want you to wear a device on your wrist or your bike. I want you to focus on your passion for triumph,
I want you to focus on what makes you a human and that approach that series taking to her coaching, a humanistic approach is creating winning try athletes, and so these ideas around medicine, around coaching world class athletes around trying to get away from the whole gobbledygook a I driven stock photo generic approach to business is a terrific way to build fans. How can you and your business create a true human action with your potential and existing customers by treating them as individual people. Those were just two and gave enricos nine steps on how to turn customers in defence. Their new book fan turning
hands into customers and customers into vans includes all nine step, and I will be released in early twenty twenty featuring a forward invite only robins to find out more order assigned copy, go to double, W w dot fan accuracy, dot, com, follow David on social media at De M Scott? Are you ready for a major breakthrough in your business, for you hungry for growth and ready to take massive action turn around has been working with most successful businesses and leaders for more than forty years and he's taken everything he knows and packed into an immersive high energy programme called business mastery. This is not a typical business conference or seminar over Five days, you learn directly from Tony how don't uncover critical factors? Compaction, your business right now and then refocus and real line? with the business strategy. You need to compete in any economy, so Is your hunger? Let go of your fears and take your business to the next level of business. Mastery visit Tony Robin dotcom slash, be empty, cast
Tony Robin Stockholm, Slash be M. Podcast everybody wants culture. Everybody talks about good culture, its it and we know that its performance. We know that it adds to your performance. Minos, the most potent thing you have, but our waiver, standing. Culture is really really primitive. You know we normally think of culture is like the personality of a group like it's in their dna. That is wrong. Culture is not, about what you say. It's about what you do, it's not about words. It's about behaviour. That's me, time is best selling author, Daniel COIL, in writing about town and performance for the past twenty years. In fact, you may have heard of his book the talent code sports. The reasons why certain people are exceptionally good, things he's got all over the world. Looking a great performers trying to figure out what makes them tech and his travels and research observing and analyzing people in their behaviors. There is one other question he hadn't answered, yet what is it that makes certain groups
we all have in our lives. Like we walk into a restaurant, we walk into a school. We walk no bids I welcome your family and it's like things, feel different. There people are more tightly connected there. We have all these ways of explaining it or they have great chemistry or whatever, but it's there and there it feels like magic, So that was the mystery that drew me to say. Look what's we go on in this places that have incredible culture. What's really going on in the top reforming cultures on the planet, so I started lists. I broke it down in the groups that have performed in the top one percent of what they did. And had done so sustainably for more than a decade with a variety of people and the list gotten pretty targeted in pretty quickly San Antonio spurs basketball team Navy seals, same sex idea, design Pixar even US
serbian gang of Josephs, like the who, who are actually really really good at what they did, and I spent some time diving into the science then some time on the boots on the ground, visiting these places and seeing what they're really like and see, what patterns they share because it was so that Mystery drew me in and that idea like their performing really really well. What's behind the magic dinner, about his research in his newest book, the culture code and, in fact, Tony Robbins the books so much that he recommended that all members of his leadership team read it would Daniel found is that there are three key behaviors that determine the success or failure of your organizations. Culture biggest platforms for building culture is- maybe number one its building safety, because safety gives you that sense of certainty, because you know oh you're connected it, we ve got these brain consider several million years old between all of our ears and behind
all of our eyes- and so we are incredibly susceptible at all times, to signals that we're not safe. If, if we get a signal that we are not safe, that we don't share a future that someone doesn't care about us, we can help it we shut down. We turn off. We put our gee elsewhere. So the idea that the first thing a leader has to do, the first thing of business has hit. The forcing a group has to do. Is send signals of safety at the very beginning of a relationship, is probably the most the biggest idea around you, the tea as the biggest idea for performance, because that moment of safety is where is the platform on everything let's get created and the best my favorite story about what safety is and how we are. Defaulting away from it all the time is, is a story about a man in Peter skills and peace. Stillman was an engineer any get supervised in this question of what makes great performance as decided to investigate it with a contest
and the contest was really simple. Who can build the tallest tower with the following materials? Twenty pieces aroused daddy one yard a scotch tape and sing standardized marshmallow, the only rule The marshal has to go on the top. As we divide people up in a teams for person, teams, teams of sea owes teams of lawyers, teams of MBA students and teams of kindergartners ready set, go and they all start and all of the adult groups star by talking, they all talk, and then they have an idea, and then they kind of home that idea and make suggestions on it in a divided up into roles, and they start to build an it looks A good meal of super smooth, eventually smart, the Kinnock
nor do not that way. The kindergartners they eat all the marshmallows except one. Then they start jamming stuff together in a totally chaotic way, and if you had a bet, your salary over, which group would win. Most of us would bet on one of the adult groups, because that's what our mental model of group reform. Its is I mean when we see people interacting smoothly and cooperating. We think it's going to add up in a good performance when we see total chaos, we think is, can add up in a bad performance. But what Peter Skinner discovered is it kindergartners win towers are taller and their taller by a significant amount. Actually there to tolerate the echoes the the NBA students build the lowest towers than the lawyers than this than the ceos, and then the kindergartners. It's not even close. And the reason that they win is it. Our mental model of group performance is wrong. Totally wrong. It leaves out the two most important factors: it leaves out status management
and it leaves out safety. The adults look like their cooperating, but in fact they're using as you know, several million your old brains to do what we always do in a group we navigate status. We worry about where we fit in. We wonder who's in charge. We think. Is it ok to say that in our some key his brain is wrestling with all that status stuff and as a result, you get Dahmer. You get less creative, you dont, give good feedback and you get a bad performance in the kitchen. Earners, nobody cares who's. The ceo of Spaghetti incorporated, although who is jammed stuff together and what better way to build that in a completely safe environment where you put some Heather falls over that's great feedback and you pick put it together shoulder to shoulder jamming things together until you get a good result, that's what safety That's standing shoulder to shoulder with people not paying attention. Who is doing what everyone absorbed in the same problem? It's not about how smart you are it's about a safe you can be together.
That's that's why safety is so important. Is the basic foundation to create certainty on which everything else depends. All the other exchange of information, all the other feedback, all the other leadership. All the other purpose is built on a platform of certainty You don't have to be a kindergartner to create certainty within a group, their professional sports teams. That dude is really well like the San Antonio spurs their one of the most successful sports franchises of the past twenty five years? But why What makes them more mysterious, is it like their coach by we're cool guy who appears to be the craziest man in America? A great pomp of achieved he's like a hundred fifty old? He turns pinky yells at his players all the time and in the other thing it makes a mysterious actually is that their continually drafting the least talented players in the first and second and third round of the draft, and yet they continue to add up to me. Or the internet using any magical
scheme or reinventing the game through some strategy there just there's play basketball and they keep waiting, and so that's the mister and when you walk in, if you had a parachute into their practice or into their life at any point, you'll find what I found when I visited there actually got there the day after they had lost a big game, Pavlovitch coach Pavlovitch, the first thing he did on coming out to practice. He went straight over to the player, who had missed the big shot the night before and he put his hand on their player shoulder any asked that player not about the game about the dinner? The pomp of for that player and his wife and his wife than before in the bottle of wine package had gotten for that player and his wife than I before it turns out the spurs like it's not about that. Their actual playbook is like a menu
like they eat together more often than most families, they they put food at the app at the absolute centre of their lives of the players in their coaches and of their whole team at the end of every year, each coach gets a leather round album with the menu the places they visited and the wines of the labels of the wines that they ve enjoyed together it. Unbelievable, how they use food and wine as a vehicle for connection, but that's not the We think they do he's contained. Willie sending belonging queues. Belonging cues are like the currency of safety that the language of safety, their simple, clear, behaviors. That say, I see you I care we share a future. And I thought really vividly in the film room, as I said, it just lost a big game. They go to watch Phil everyone's expect Missy gainful to look at to analyze? But what up on the screen was CNN documentary on the history of this
rights, act and coach. Pavlovitch turns to the players and start asking questions like hey. What would you have done it? Would you have marched? Would you ve gone at lunch counters? What did your parents do like? I'm really curious, tell me, and they had this incredible conversation, bringing whole person. To that conversation in public is continually sent any signals of curiosity and care, and- as one of the assistant coach puts it. He said Papa does two things. He tells you the truth and he loves you to death and I love it because I think it speaks to how great leaders think and behave. Most of us fall into the trap that we feel like we can be one of the other. We came there till the truth, or we can be very warm and that's not it actually, the great ones do both. They tell you the truth. I tell you to come that the real was really happening and they also express intense care and belonging queues and sense of connection it's what's that combination
Oh special, but that's the combination that you find it. So That's the combination that you find it so many of these great cultures where this, Since a lot of us have a sense, the great cultures are placed in perfect harmony where everyone, always nodding in agreeing in smiling all the time? That's not true. I get deeply great cultures are places where people are facing in towards hard problems and tensions and navigating them together there having tough conversations but they're doing it. This warm connected way So I think that's a profound kind of the kind of switch. The purpose of your culture isn't to sort of create the situations where you ve transcended all the problems and when you don't have to have hard conversation the purpose of our culture, is to find ways to navigate hard problems together and connected connected way. Shall somber often says she asks the people who work with
have you had a hard conversation today in with the idea? Yeah. That's that's not a bad thing. That's actually a good thing to navigate these hard conversations and dissolve hard problems with people. We admire. So you may be asking how does this translates into a business setting party create strong sense of belonging and identity in corporate environment. The cool thing about the safety is that it's a language we kind of already speak, it's a question of turning into it and delivering those signals in those behaviors at the right time. The simplest one is written on your face, your face has to settings closed and open, and the Tipp would be kept. An open face. Frontal us is the muscle that controls your eyebrows and, if you look at the eyebrows in the eyes of good leaders and what they do with their eyes, when their communicating it is often to bring those,
Eyebrows way up in an expression of energy interest, openness, so keeping an open face is one of the most basic things you can do. When I usually tuned in our facial expression, that's a room arose simple and another typical send the two line: email to any males, Emily's and everybody work with and This is an idea from Laszlo Bach used to run human operations. Human analytics at Google people analytics Google, rather and the two lining email as two lines. It says Tell me one thing: you want me to keep doing. Tell me one thing you want me to stop doing it's a short email, but it's really powerful signal of connection and belonging and safety and certainty and the third one would be billed bigger lunchtime. Us have bigger lunch tables, never lunch alone. They actually done some studies with these socio matters there devices they. Capture social interaction and simply by
changing the size of a lunch table from a for top to an eight top. You are you, like quadruple the number of interactions. Actually, the number of ideas that can come out of those interactions, finding ways to create more collisions in your life. Were you continually sitting down colleague disperse is something very special: are breaking bread with people and acts amazing that opportunity of that task that you doing everything second behaviour that builds a high performing culture is sharing vulnerability. Those are behaviors where you actually share risk with people and when you open up and tell the truth, we have it. We see the belief about trust, a vulnerability. We think that their related in the following way, we think related as I've gotta, of trust before I'm vulnerable with you right, like that, how we think about it, my coming to build up this bitter trust. In fact, we ve got it exactly backwards. Its moments of mutual vulnerability, that ignite trust, create cohesion
connect people, and I saw that really vividly in the places that I visited. You know I got to know a guy named Dave Cooper who trained the troops that got Bin Laden Dave Cooper was a commander at the Navy seal team. Six, and they ve Cooper was not the best where it was not the best shot. He was not. There was runner now the most metals, but he was the best, creating trust he's a better, creating super cohesive teams that could do impossible things together and we're having breakfast and at one point Dave Cooper turned me, and hey, you know the foremost important words leader can say, and he says the foremost have borne words a leader can say: are I screwed that up. There was a total shock when I heard it because I was kind of under the impression a vcr should be confident like they are. They because you can do a lot there. They should absolutely not have questions about their abilities are admit to speed things up
but that's what he said. So those are the most important words and what he went on to explain and live really is the idea that honor ability it gives other people permission to speak up and then tell the truth, and you see that loop, it's called a boner ability loop and it happens when one and it happened when one person sends a signal hey. This is really what's happening. I screwed up and then the other person can do it too, and you end up because of that. Creating that trust. Creating that trust. That moment of vulnerability drives the trust, and you see the pattern. In all good cultures that got habits almost like an athlete, has habits that cause pain but produce gain and those It's a mutual vulnerability of those habits of people coming together and saying: hey an angel
even breaking bread being vulnerable now way, as they have to show you what s really going on in the show yemeni share risk with you, I'm gonna open it up a little bed. That's what creates were creates the trust. That's what brings people together thinking of those moments, homer vulnerability, not as something that we should avoid Winston If we want to avoid like we did. The last thing we want your work is say those forwards right, that's exactly wrong. We should seek and fine and support each other in those ways when we do create those vulnerability loops that actually drive, performance and the people who are best at it took to give an example happened to be the Navy seals. I've got an unbreakable habit, when they finish emission or training run they get off helicopter they circle up before they eat or sleep they circle up, and they talk about three things together. What went wrong? What went right and what are we gonna? Do so the next time judge the super hard conversations. It's really hard won.
After you, ve tried to do something with all your might on a team together to stand up in front of everybody and talk about where you screwed up, where you think the team screw up, but it's the single most, I thing you can do together, but in certain industries the words I screwed up can mean getting fired and implications of it can be life or death. Think about someone in a high risk position like a neurosurgeon they can't screw up, but according to annual what they can do when something goes wrong is to work together with thirteen here's Daniels. He tells the story of two. Let's that creating a sense of trust and cooperation in a life threatening situation flight. Flying from Chicago all the Sunday lose all control of of the aircraft. They can't move any that Flapsy Camera the tail and they can only steer by gunning the engines and most Planes in this situation actually crash right away. But what happened was.
We could take control and then he sort of sent out word. That is anybody in the cockpit. Anyone else could possibly help, and there was a flight instead could possibly help, and there was a flight instructor back. There's someone who worked as of as a final structure and walked up Are they had never met the captain's at the control five structure, Niels down between them and the captain says: how can I help you tell me how I can help you and its such an extraordinary thing when a captain, instead of saying I've got at this, is my I want to tell you what to do his, he flipped it He said. How can I support you and between the pilot, the co pilot and this fine instructor? They sort of Jimmy this way invented this way of of of escort. In this this is absolutely crippled plain. All the way to the ground where they were able to to crash land and then people some people survive. Some people walked away from that because of that moment where, instead of doing with that
stink. Dave thing would be to say: I've got it, I'm gonna take man, I'm gonna tell everybody what to do to flip and just say hey. How can I help you and that question opens up feedback, creates that moment of vulnerability and safety that drives all good performance, where your creating the bond between people that allows them to connect share and and and work together. There are a few ways that you can create a sense of trust and cooperation in a business. One way is to get used to saying these three words tell me more people are all is being asked to solve problems, people come to leaders with questions. People come to achievers with questions and is a great temptation that leaders have to say well I've. I should answer that question right away. I should say: hey here's what I did in that situation. They want to add value, but in fact, what world leaders usually say in that situation is tell me more what you're bring it to me, isn't probably the real problem. There is a real
tension on a niece. There were, let's bring that outlets, look at it together with help. Each other understand it So simply saying that tell me more dont presume you have. The answer be humble and ask that question second thing you can do is ask the change. One the question, which is a very low sticks, high leverage question they can ass to people in your organisation? Are you ok your way around say if you could change one thing about what we do or would it be in the Should you get there? It sort of freeze people up that signal of honor ability and give you. I see a signal back. You don't ask him what ten things they would change. What one thing would you change and, third, I would say: do a hours after action reviews it is the simplest most fundamental, way to create mutual vulnerability in groups after you do a task after do something together, you have a pause circle up its best if its lead
not by the leader, but by a sort of the version of an unlimited person in the group and walked through those three questions? What went wrong? What went right and what are we knew differently next, I'm a capture it capture on a single sheet of paper and keep that paper, and that becomes away build the mental models that are going to sustain an and strengthen your group's function. It's your bill. In institutional memory and and Clare de around what you do well and what you need to work on, so that air are, is just a very simple, powerful habit that through vulnerability, can build performance. The third behaviour, Help spell the performing culture is creating a sense of purpose amongst the team. Did you hear about This all the time- and I think the reason we hear about this- because we are realizing just how incredibly distracting the world we live in- is how easy it is to lose sight of where you're going
And how difficult these landscapes that we're facing are to navigate it used to be? You could kind of build a system and everybody just execute. Do your job and an you could survive a few building cars or, if you building technology, will now the world's changing. So this idea that we need to have purpose compasses purpose compasses could have built into our cockpits of our planes as we fly we need to have it in our hearts and our minds and any call sure can succeed when the waters are com. But when there's a storm you could test, it is, when is a real stormy? There's never been a storm like the storm that had Johnson and Johnson in nineteen eighty two and there were the maker of extra tax tylenol, which someone put cyanide in unmarked capsules and six people died in Chicago, and so they get a call that that their product is a murder weapon.
And what happened next was the extraordinary part, though, because Johnson Johnson responded all at once, move in the right direction. Doing the right thing at the right time and in doing the next right thing. They invented tamper, proof, packaging and rolled it out in weeks? They pulled a hundred million dollars worth of product from the shells against the advice of the FBI. The F B, I was saying, don't do it will create a panic Johnson Adjust said were Poland it? They were unbelievably open with the public with legal community as result actually tunnel. That is that, as the gold standard of crisis response, it remains the gold standard of crisis response to this day, and when you ask what
wow were able to do that. Well, if you why the clock back when you find is, there was an executive. His name was James Burke and for four years prior to the Tylenol poisonings, he created an intensive all company conversation around one, simple question: what comes first, but if you're Jude Big Company Johnson Johnson at a lot of stuff could come first stop price could comfort? First, the company could come first, other doctors that you serve the hospitals at you, pray you provide to comfort, but what they decided in consensus was. What came first was the health of the users of our product that was carved in granite. They called it the credo then it was, it was After that conversation, when the town all poisons happening, when the town open in happened, they didn't have to debate it and have done
eating thrive centre on a memo they knew. Should we pull the product? Yes, should we should we ideal very openly with the legal community? Yes, you invent tamper, proof packaging to no brainer so that purpose. We sometimes think of purposes something that's kind of in our hard or something it's in our gut. In fact, it's in our windshield, like building the windshield? A purpose is probably one of the most important things at any leader can do, because it allows you to do with Johnson Johnson did, which was navigate this very dynamic vote. Tiles situation and know where you're going and not get distracted and not get get swept off your feet by moments cause you know were true. North is, and you can find it together, actually that's what purpose is so important, because it's not really purpose its navigation and navigation is a problem that every leader and every group face? How do we navigate this world and keep true north in front of us all at once,
great leader. That's built an extraordinary culture of hospitality, both internally and externally, is Danny Meyer see yo and founder of Union Square Hospitality group and shake shock. It was on retirement. Punk has too few episodes back. It was used like a lot of people, use of reopen a restaurant in the eighties and it was extremely successful and that any more openness, Sech a restaurant and they both began to fail because he was the culture like he couldn't be in both places at once. And so, when he was in the room, everybody knew how to behave in what was important. They knew how to act. They knew what the priorities were, but when he started not being round they both started to really struggle both restaurants, and so he did something really slow. If we close them for a period of time, you had a retreat and he gathered everybody. And he started, building out what I would call his mantra map his.
That of really simple value, centred slogans monstrous that capture what it is to be the kind of place that he wanted to create the capture, the energy and the soul and the true. Worth of what they wanted to be, and they were a bunch of really it's kind of funny to think about, because their buncher, when you look out there, but you really kind of corny slogans in our There are things like the excellence reflex it's a loving, loving problems, athletic hospitality? Oh here's, a good one, the road to success is paved with mistakes. Well handled mistakes are waves, servers are surfers of those waves. Turning up the homes, they're all kind of they're, all kind of bad like they really are, but they stick in your head and it was
tell I when I was researching the book, and I was having breakfast with Danny Meyer. Adding and all of there is big crash across the restaurant at someone had dropped a trail glasses. A waiter had dropped her glass, Danny MAR stops talking to me and he starts staring at what's happening, where there were the glasses had fallen, and I said what are you looking at and he said one of two things is about to happen either the people restaurant worser short are going to come together and they're gonna clean up this mess and energy love in this room is gonna, go up or there's gonna be some hint of anger. Blame resentment and the energy level in this room is gonna, go down one of those things, and that was the moment for me where his mantra map really made sense. Yes, it is corny and its also genius loving problems. The excellence reflex
Lech hospitality mistakes are waves. Servers are surfers of those waves, that's really where it. It became important that this windshield that he built this windshield was continually helping to navigate became that culture there was in in his heart is not enough to be in it. It has to be explicit, and that challenge of making an explicit, I think, is one of the cool, and I think, if I to recommend one things its but think about building your own mantra map? What is your version of those things? the key things. How do you want people to react when there's problems? What does your true north? What are you, what are you aiming for? In the end? I think I think that purpose isn't about. What's in your house It's about. What's in your windshield to learn more about where greek culture comes from and how to build and sustain it in your group Chico Daniels Book, the culture could gotTA, W W W that Daniel COIL dot com, that's double
W W Diane I'll see. Oh, why Ellie dot com. Returning lemons pie. Cost is a collection of interviews and stories and is produced by the Tony Robins team, copier robins, research, international.
Transcript generated on 2020-04-04.