Success in every industry is about effective leadership. Business coach and author Steve Lover explains how every organization can inspire world-class performance to Jim Cagliostro. 

 

Episode Introduction

Steve explains why confidence is the #1 priority for every employee, outlines the five keys to effective hiring and the three factors to fuel world-class performance and explains why customer service is dead. He also outlines why motivation doesn’t work, why organizations need to get messaging out of the marketing department and why everything happens on the other side of fear. 

 

Show Topics

 

• Defining ‘’world-class’’
• Five keys to effective hiring
• 3 ways to ignite world-class performance
• Fear and courage aren’t opposites 
• ‘’Customer service is dead’’
• Messaging needs to come from something real 
• Leadership tip: step into the fear

 

 

07:07 Defining ‘’world-class’’ 

Steve explained why success in every industry is all about leadership. 

‘’I like to say, and this is really, I've said that I say this in two different places in my book, but it's really interesting speaking to a medical group of people. When you walk into a doctor's office, sometimes you'll walk in, and the staff is pleasant and they're nice and they're welcoming and they're caring. And you walk into another office, and you feel like they're doing you the biggest favor by just showing up to work in the morning. Very often they're sour faced, sometimes they're even nasty. Well, I believe that that comes from the doctor. A doctor that really cares how his patients are treated, that's the first office you went to. A doctor that's really worried about what the money in the business is looking or other things or efficiencies. That's the second business. So people have to be, they're going to follow you and how you lead them. And what Willink came out in his book was in the good leader over there, everybody had extreme ownership of what they were doing. And the other one, they didn't. And so really, you had mentioned something earlier, what world-class is. And to me, the definition of world-class is when you decide you want to do something, and you can fulfill it. So we say we want to get this done as a company. The fact that we can get that done based on what we said we wanted is what world-class is about. And when it comes to having people work for you and getting them on the program and then getting them involved and getting them excited, it's a whole different ballpark on how you're going to have those discussions.’’

 

12:12 Five keys to effective hiring 

Steve outlined what every employer needs to look for in a new hire. 

‘’I believe there's five things that you need in a good employee, and they're not the five things most people look for. The first one is, do they have an aptitude for the business? Now, you might have a business that needs a certain amount of skill that they've learned, but experience is never what it's at because very often you have to unteach them. And so do they have the aptitude? Do they have the ability to do this work? Is this work a good job for them? Number two, the most important of the five is, do they have the right attitude? Are they people that are going to be upbeat, optimistic, go, and with a gusto to the business? The third one, the hardest one to find is, do they have a good work ethic? Most people today do not have a good work ethic. And so finding people that have a good work ethic or would like to develop it, as a third one, that's the hardest one to find. The next one would be, are they coachable? Is this somebody that you're going to be able to have a real discussion, help them get better? And they're going to be willing to take that discussion. If they're not coachable, it's a mistake. And then finally, are they a good fit for your culture? If they're not a good fit for the culture, that's going to create waves. …. And if those five things are in place, I believe you can overcome almost anything.’’

 

14:57 3 ways to ignite world-class performance 

Steve explained why he prefers inspiration to motivation.

‘’That's really what the whole third section of the book is about. The shortcut is I told you there's three things that are in place to create confidence, which were taking on a big challenge, doing deliberate work on it, and getting results. So the corollary for the manager or leader is to inspire the challenge, encourage the efforts, and to celebrate the results. And there's a lot to unpack there because first off, I do not like motivation. I believe motivation is totally the wrong thing. Motivate means I get you to do things that I want you to do for my reasons. Whereas if I inspire you, I get you to do things that you want to do for your own reasons. And if you think about what people really want, like the salesman example, I can come to them and say, "Listen, we really need you to do this because this is what our company needs right now." Or you can say, "You'd like to have that extra money? Wouldn't you like to go on vacation this summer and you'd like to get that new car?" Which one do you think is going to help them take on the challenge and do it better? Right, inspiration. So I don't believe in motivation. I always see inspire. Second off, when it comes to the work, anytime somebody's doing something difficult that's off the charts for them that they haven't done before, it's scary. ‘’

 

16:40 Fear and courage aren’t opposites

Steve said leaders need to encourage employees through challenging times. 

‘’A lot of people think that fear and courage are opposites. Couldn't be further from the truth. They're brothers. If you're not fearful, you don't need courage. Courage is only around if you're fearful. If you're not fearful, I don't have to be courageous about anything. But if I am fearful, that's when I get to put on my courage pants or my courage jacket, whatever is, and go do things. And so what they need is to be encouraged. The word encourage means to give somebody else your courage. Now, I'm not doing the hard work. It's easy for me to encourage them. And I like to use example of the guy who's working out and he's doing bench pressing and he takes on a new weight that's higher than he's ever done before and some guy's spotting him and he gets number eight, and it goes tough in nine. He's struggling and the guy spotting him says, "It's all you. Come on, you got it. I'm here for you. Just go a little. Push a little more, push a little more." And he gets his 10 reps because the encouragement.  And that's the same thing that a leader has to do. They have to encourage their people when things are going tough. Not necessarily push them, not necessarily hang it over them, not necessarily berate them, but just the opposite. You have to encourage them. Get them to keep the picture of what they want to do, what inspired them to go do it better. And then probably the most important is to celebrate the results. And most business owners absolutely are horrible at celebrations. They just don't know how to help a person see it. And I'll just give you an example for a kid. A kid comes home with a 99 on a math test and dad could say, "Wow, great job, kid." That's almost not even a compliment, let alone on a celebration.’’

 

26:22 ‘’Customer service is dead’’

Steve said the customer experience is much more important than ‘’customer service.’’

‘’But the bottom line is the customer journey is everything. It's a very funny thing, the words “customer service” is part of our lexicon for so long because it was so important, but actually customer service is dead because customer service is about remedial. When something goes wrong, what do I do to fix it? And although you still have to have that, there's something much, much more important, and that's called customer experience. And the way I like to explain it like this, you go to a restaurant and the ambience is beautiful and it looks nice, and the waiters are well-trained. They stay close enough that you can get them if you need anything, but far enough away that they're not intruding on your meal. You look at the menu, everything sounds so good, and the prices are really reasonable. The meals come out, it looks better than it sounded, and it tastes better than it looks, which is usually not the case….You are floating, cloud nine, this was such a great client experience, customer experience, can't wait to tell all your friends. Before you leave, you go to use the bathroom and the bathroom's dirty. Filthy. What just happened to your entire experience of that night out? Instead of telling your friends about the restaurant is, they're going to say, "Don't use the bathroom if you go there…Here's the real funny thing in my example, the bathroom experience has nothing to do with the dining experience. It's a necessary evil. You have to have it there for them, but this is not... They're coming for all the things you did right, but the non-central part that wasn't right is going to screw up the whole experience.’’

 

30:34 Messaging needs to come from something real 

Steve said most mission statements are written for marketing purposes. 

‘’So I think that really starting with the message is putting the cart before horse. And the reason I say that is there are three things, and every time I mention them, of course everybody rolls their eyes. That's a mission statement, the vision statement and the value statements. And the reason they roll their eyes, everybody's heard it a million times before. But the problem is all those statements have usually been taken over by the marketing department. They've been hijacked. And the marketing department writes those things for brochures, for websites, and for walls — not for what's really how the company works. So if you want to look up something really interesting, go look up Enron's value statement. That's in the book. Because it has nothing whatsoever to do with what Enron really was as a company. It's like it's laughable, integrity, you know what I mean? Honesty. It's baloney. And so any messaging that's not coming from something real is going to be a problem. So when people say, "Listen, our most valuable resource is our people," and then they blow up at them or they embarrass them at a meeting or they treat them like garbage in some other way, it's not the messaging. It's who they are as people.’’ 

 

35:56 Leadership tip: step into the fear. 

Steve said the other side of fear is where everything happens. 

‘’By the way, when you fail, no one's going to remember anyways five minutes later because they're thinking about their toenail, not about what you did point. And so it's about stepping up and going to do that thing you fear, because the other side of fear is where everything happens. And we've gotten so fearful of making a mistake, of being thought of as an imposter. There’s another sentence, I love this a lot: You'll stop worrying about what people think about you when you realize how little they do. And so stepping out, taking the plunge, and doing the thing that you really want to do and you're afraid to do, that's where magic happens. And that's where magic happens for leaders and followers and everybody. But when you get that going, then the second thing is, I'm a big believer in a 90-day cycle. Every 90 days you pick on something new that you're working on, and you take that challenge that you've never done before that's frightening, and you're going to have to do it. And figure out what the actions you're going to take and what the celebration's going to look like. And so you're going through those 90 days. Well, if you have a company and you have employees and every 90 days everybody's upgrading who they are as either people or employees, and they're not separated, you end up with a different company a year later. They've gone through four iterations at the end of the year, and there's no way your company looks the same.’’

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You’ll also hear: 

 

Steve’s journey from rabbi to business coach and author: ‘’I got into coaching, and I found the missing thing. Sometimes you got to have a guy who is afraid to pick up the phone and he can have all the knowledge, skill, and desire he wants, but if the phone feels like it's 3,000 pounds, he's not lifting it up. And that's the same in any industry.’’   

 

Why confidence is #1: ‘’Confidence is the number one thing that you can have to be a great employee. Nothing else even comes close. And the problem is owners don't realize and don't necessarily hire to that and they don't do anything about that.’’

 

Why success precedes confidence: ‘’Most people think confidence is something you talk yourself into before doing it, that you get confidence and then you get good. It's just the opposite. Success precedes confidence. When you go to do something, you don't do well and you become successful at it, that's when confidence starts to pile in.’’

 

Expectations versus agreements: ‘’I don't believe in expectations because I think when you have expectations, you are setting yourself up to be disappointed ….So instead, we do agreements. What agreement is, is okay, this is the problem we're trying to solve. I’m supporting you on getting the thing done that you want to do, that you're committed to. And now it's not about my expectations, well, they let me down again. It's about people owning the thing that they're going to do, and they react differently when they do that.’’

 

Building relationships in healthcare: ‘’Healthcare is not my thing. I'm just looking at it as an outsider, a consumer of healthcare. And when you have somebody that takes the time to explain things to you and speaks to you and shows that they care… when you're at that place of trauma... People understanding, it makes that trauma so much easier. It makes it so much easier to walk through it. And cutting corners in so many different ways, such a big mistake.’’

 

Why authenticity doesn’t exist: ‘’And the reason I say that is we're all in the middle of changing and growing. And so when I'm authentic, I'm authentic about yesterday, not about today, because today I'm at a little bit of chaos. It's not my idea. This is from Seth Godin.’’

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