Abgelenkte Mitarbeiter wieder zum Fokussieren bringen

0:00I'm in the content and massive audience business. And I work with a lot of creative young people. And they're very capable at being funny or creative or creating great things people want to watch, but I'm having a hard time untraining their brain to they're all kind of hijacked when it comes to being able to focus and attention. So I know you guys have have talked about designing your environment in a better way, but how much do I need to kind of control them? Like I don't want to feel like a teacher taking away the phone, but how can I instill in them that working for long periods of time is the way to do it when their brains feel like nicotine when they don't have their phone for 2 seconds.

0:42I would change the way you talk about it. That would probably be the first thing. So one like basically taking the assumption that they've like hijacked and like their brains and addicted and dopamine and it's just like just toss all that out. And you're not going to untrain anything. All you can do is train better things or more things, right? And so if you think about culture in an organization is the rules that govern reinforcement. And so fundamentally people are like I want to build a good culture, but they can't even define culture. And so culture is just the rules that say what's good and what's bad. And so culture is basically this list of hundreds of hundreds of activities that are very small. Like when you show up on time, it's rewarded here. Some in some cultures showing up not on time doesn't matter. So it's not punished and so more people do it. And so it's trying to find every time that they do the right thing and then immediately rewarding it. And then that's you become the dopamine hit. And so the people who have the most influence in the organization are the ones who become totems of reinforcement.

1:33And so you want to be a doler of reinforcement both positive and negative within the organization. And I it's okay to have a little bit of negative reinforcement. Like bad dog, no good, right? Squirt water. Like that's okay as long as you have a significantly higher amount of positive reinforcement that kind of gives you the context or the permission to do that. Otherwise you just become the big dick boss that everyone hates. But if you've done like five nice things for someone and be like hey man, cut it out. That is a punishing event for somebody. It's an aversive stimulus. But because you've earned the right to do that, that's how you can just train behavior within an organization. And a lot of times who who you allow to stay in the org and what you punish and praise publicly. So I'll give you a really simple example.

2:16So the other day I did a like a job post and I got like 500 DMs of people saying they could help me with this thing. And so I put a message in Slack and I was like hey, who wants to go through all my DMs and find and find that. And it sat in the Slack for like 40 minutes. And I've got 18 guys in that Slack. And I was livid. And so Caleb was watch watching as well waiting to see who was going to step up to be like yes, I sacrifice myself as tribute and will do the rest of my afternoon just going through DMs. And so because he's the leader, he jumped in and was like I got it. Don't worry about it. And it's below his pay grade, right?

2:54But the benefit of that was that as soon as he did that, I got to say and that's why he's the boss and you guys aren't. Because it was like those public displays are the times that you can reinforce these are our values. This is why he has moved up. And so whenever someone does something good, you want to like you want to be clear as day like this is rewarded. This is great. This is not. More public on the praise, more private on the the criticism. Makes sense. But that's that process is just a never-ending doesn't stop until you die.

3:27Got it. Okay. >> Because you're going to bring new people in and they're going to bring the rules that they think are appropriate. And so unless you overpower their rules, that becomes the cultural norm, which is why culture tends to dilute in a company as it scales, which is why you need to be even more potent and more militant at the top about what you believe in. Yeah, perfect. Thank you. That's all ops. Yeah. And small bumps of cocaine to give them 100% that's what it is. Same exact idea.

3:53Sugar water. If you're business owner and you are not growing as fast as you'd like, I'd like to give you a free gift. So my team and I put together the $100 million scaling road map, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly where they got stuck and how they got past it. And so we broke it into these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources and finance. And so no matter what you're struggling with, someone else has already struggled with it and solved it. And so I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information and if you want us to actually help you deconstruct the business and you're trying to scale, we'd love to help you out. On the thank you page you can just book a call with my team and we will look at the business, see if we can help and if we can, we'll invite you out to Vegas and we'll do this in person live.