Podcasts about carl gould

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.   If somebody is a client now, for me, I call every week.  I call, text, follow up, and even if they say, listen Carl, I'm going to be gone for two weeks, let's pick up when I get back. Oh, where are you going? Oh, I'm going to the Amalfi Coast, I'm going on a trip to Italy, I'm going to the Poconos, I'm going to see my mother-in-law, whatever. Next thing I'm going to do is, top 10 things to do when you go visit your mother-in-law. I don't have to be selling all the time, but I want to be in touch all the time. If they're a client later, and let's assume later is next year, whatever, you can put them in a different sequence. But first things first, let's just understand client now, our traffic, client now, client later. And then, let's focus on the client now, what is the offer that gets them off the fence? I could tell you, having been a franchisee and been a franchisor, been a master franchisor, been a multi-unit franchisee and franchisor, I'll be flexible. You bring me a candidate and you say to me, hey Carl, I think I can move this person off  the fence, but I need something. You got to give me something. Six months free royalties, you know, $5,000 marketing co-op, right? Go next to your client nows and say, what's the Ferrari offer I just gave Cody?  Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.   

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. I'm going to ask you a question. You tell me in the answer of a number, think of a number for a moment based on my question. My question to you is if you were to go out to your clientele right now and set aside the ones that you already have contracts with that where the pricing is already fixed. But if you basically went out to your clients and your prospects and you raised your pricing 1%, just 1%, what percentage of your clients would abandon you? They would leave. You were at a hundred dollars.  You're now at one Oh one. You were at 3%.   Now you're 3.03%. What percentage of attrition would you experience? Do you think? Okay. Zero. So 3%. If you raise your prices 3%, what level of attrition would you experience then? Zero. Okay. 5%. Right. 5%. How about 5%? Would some of you start to get attrition at 5%? Yeah, probably. Right. So maybe you're from one to four Let's just call it that. If there was any number where you felt you could raise your pricing and you would have close to if not zero attrition, that's a signal from your clientele that they love you for something more than just the utility of your product or service. They like you for some other reason. You're a professional. You're based in the U S you're a local company. You're, you know, the same faith as them. You believe in the same charity. I don't know. Whatever it is. You're just nice on the phone. Whatever. You write good emails. Whatever it is. Okay. But for whatever that is, they love you and are willing to pay you more than you're charging them.  Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.   

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.   So we want to be obnoxious in our offering for most of us, most of the people in the room.I know in my businesses, it's easier to be the highest higher priced in the niche than the lower priced. That's such a volume game. That one's hard to win. You might not be big enough or well-funded enough to do that. So, in our niches, the higher price is usually the easier one to attain. And we need to have that premium offering because we need to be thought leaders. Why do we need to be a thought leader and an expert? Because during volatile times, buyers defer to experts. In other words, they are willing to pay more for your products and services. If they think you can get them there the first time if they think you can do the project, hit the deadline, you know, and it's not because they have more money or money's cheap. It actually works in reverse. It's because they're risk averse and they only have one chance with their money or they only have one chance on this project and it's gotta be right. So they're willing to pay your five, 10, 20, and 30% premium, depending on the product or service, in order to ensure that they get a better experience or get a better outcome. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.   

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Your buyers make 70% of their purchasing decision based on your ability to solve their top two problems, okay? For me, it was start date and finish date in contracting. Why start date? Well, any of you commercial real estate owners know that you get paid on progressive payments.So the day I show up and my materials show up on the site and I put my shovel in the ground for the very first time, you can get to go to the bank and you get a check. So the start date was really important to my commercial clients. Not so much my residential, they didn't care when I started as long as I was done on time.  But the finish date was important to everybody. Certificate of occupancy, we can have the wedding in the backyard, you name it. So I knew those two were the most important. No contractor-driven change orders, yeah, that was important, but that wasn't the end of the world, all right? My guarantee, you know, the standing behind the craftsmanship, again, good, good to have, but those top two were the ones that I focused on. What are the top two in your industry? Circle the top two. Those are the ones you're gonna talk about all the time because 70% of the decision-making  revolves around those two problems Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.   

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. For those of you that either know New Jersey or ever lived in the Northeast or the North, you know that it's a seasonal business. So that's right. In November and October, I was guaranteed I would start on a certain day, even if we got a snowstorm, even if there was a late frost, right? I would start no matter what, I would finish no matter what. And that meant working in the rain the whole bit. So you will be making promises at times that, you know, that you're going to say, Ooh, hope,  you know, that one's a little shaky.  It does happen at times, but the upside is so tremendous. You will get, you know, think about it.I was getting paid a 35% premium for the same work. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.

Let Your Customers Spend Their Way to The Front Row Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. When you buy something you're passionate about and you spend the premium on it, do you complain about it or do you brag about it? You brag about it. How many of your clients are bragging that they pay your premium amount? How many do you have currently? Zero. Zero. It's not because you're not, you don't like them, it's just you don't have the mechanism for it. Let's put the mechanism in place.  Now don't take this as this is a pricing seminar or this is just the sales and marketing seminar. If you're planning for hyper growth, the first step is you've got to be seen as an authority. The way to be seen as an authority is through pricing. And the way do you get the word out is by creating a mechanism for your clients to buy their way to the front row so they brag about it, right? They're the ones that are going to help you become the authority. And you need those people.So let them spend their way to the front row. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.  

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. Take a moment, write down what are the top five complaints about your industry, maybe not about you as a company, maybe you as a company, but maybe not, but about your industry? So how would you know that? So think of the customer, negative customers review you've gotten, or competitors have gotten, the sales objection you get from a prospect when your telling them about your product or service and when you win a project and they tell you why they choose you there are lot of times they tell you why they didn't choose somebody else, those are your complaints, those are the distresses. Now let's add to that what's going on in their life right now, that makes calling you a must? What was the trigger event or events that made calling you a must, not a nice to have but a must like its origin, I don't mean life and death but its origin. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

It is Not Enough to Keep the Malls Going Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. I'm gonna really age myself now because I, in New Jersey where I live, I grew up in the town that had one of the first big malls, it was called Willowbrook Mall in Wayne, New Jersey. And in the eighties when I was in getting out of grade school and into high school, that's when Willowbrook Mall really came into its own. And at the time, it was the largest mall in the world. I mean, it's not now, I mean, the whole rest of the world caught up and passed it by, but it was a serious hangout. We went there just to go and see your friends and it was a place to collect and all that. And, you know, Gen Z is, you know, they grew up connecting mostly digitally and the malls does give them a chance to get a sense of community. They have been surveyed and identified as one of the lonelier if not loneliest generation thus far. And so malls do provide that, you know, they do give them that sense of community, you know. And so Gen Zers is the largest generation, 47%. Say that they prefer in person shopping over online. That is the largest percentage of any generation. So it's not enough to sustain the malls or to keep them alive because they're not a big enough purchasing class in order to drive the economy. But it is somewhat surprising that they are as enamored with malls. What's interesting is those that like to go to the malls for the same reason that we did when we were kids, when malls first came around. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Your business can operate on one of two planes, the competitive plane where you are literally fighting with all the same people for the same dollar, or the creative plane where you create something new or you perfect something that is existing to the point where people seek you out. So, Apple Computer is very innovative, the iPod, the iPhone, for example, and there'll be more. And Starbucks, for example, took a bean and made it into the industry it is today. They took something that's existing coffee, been around forever. They made it into an industry of its own, and they eliminated their competition, they created an industry in which they now lead. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Hi everyone, Carl Gould here with your #70sec0ndCEO. Just a little over a one-minute investment every day for a lifetime of results. How many of you have hired a contractor who said, if I don't perform, if you perform as the client, but I don't perform as the contractor, you get to keep the whole thing, and I give you all your money back? How many of you have hired contractors that have done that? Buy a show of hands. No hands, does that mean zero? Zero. So, if I gave you a proposal, who am I competing with? No one. Now, think about it. I charge a 35% premium for that. Now, what if you said, all right, that's pretty ballsy, Carl, but I'm not paying your 35% premium. What would you think of me as a contractor if I even offered it? Would you think, oh, this guy's incompetent and has no clue what he's doing? Or would you say, hmm, he's pretty confident about his process? If he's offering this out to other people, he must be pretty good. He must at least think he can put his money where his mouth is and he could perform. Which do you think more of? Would you think that I'm likely more competent, higher level, better quality? Or would you think just on that alone, I'm less competent, less quality, and likely going to fail? Which one do you think going in, I'm more likely to be? Higher quality, lower quality. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.

Leaders Need to Get Work Done Through Others Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. In order to does through other people that you get done through yourself. I'm saying if I were a coach, you still have to get things done to other people. That's the mark of a leader. Well, how much do other people do after your meetings, not just showing up and being really gung ho in your meetings. And so one of the ways that you do that is you start find–catching people doing things right, and letting them know what you respect about them. Because those are the behaviors that you're going to see more and more of. When you acknowledge them, more of them come out. Think about this, how many of you have kids? How many of you know of kids? Describe buddy, when a kid asks about you, you probably don't remember. When a kid learns how to walk, how do they do at the beginning?  It's okay. Well, I'm sure your kid was amazing, but how about all the other kids that are not your kids do? Awful! They do all that for and then party it, right? They come out and they're like (unclear words follow) What do we do when they screw up? We're like, yay, isn't he wonderful? So great, okay. Isn't he great. Isn't she great? You're doing so good. What do we do? We don't critique their walking like, ha! You got ways to go kid. And you're already with walking around, that's–that's not gonna work. We don't do that. We find doing as much right as possible. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

The Entrepreneur vs. Employee Mindset Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So, a main question we'll ask an owner is, ‘what keeps you up at night?' Oh my God, and the list is like this long! You know when we ask your team, ‘what keeps you up at night?' You know what the number one answer is? ‘I sleep fine.' Seriously, they're like, ‘What keeps me up at night?' Nothing, I don't know, what are you talking about? ‘Well, I got kids, you mean that?' No, I mean what keeps you up? Are you concerned about your work life? But keeping it maybe, doing it, I'm fine. What else do I need to know? That's the number one answer we  get is, I sleep fine. Ok, so we need to cut into their sleep a little bit. Follow, we need to, now I get it, there's a reason why they are employees, because they don't like the risk, that's the main difference between you and your sales person, you and your admissions team, you and any part of your team. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Operations: Streamlined Success or Total Chaos? Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Here we go, let's talk about your operations. To what degree are your operations running like a finely tuned machine? Give yourself a score, one being, ‘it's a train wreck!' And 10 being, a ‘finely tuned machine.' I want to hear about that. Now, you are only as good as the worst part of your process so you can only move as fast as the toughest constraint in your business. So, take a moment, write down: What is the constraint in your operations? Where is the link in the chain broken? Where is it slowing you down because you got some friction in the system there? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Building a Successful Business: Structure Before Systems Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Now that you have this understanding of what your style is, what function of a business you might gravitate towards or what industry you might resonate with most, what type of business to be in, how do you then begin–this building this successful business? And what's interesting is that statistics would say that 10% of independently owned businesses will reach a measure of success after 10 years. Yet 90% of franchise businesses will achieve success in their first 10 years. Now what's the difference between an independent business and a franchise? And if what came to mind was the word systems, you're absolutely right. A successful system is what makes a successful company. As a matter of fact a business is a system as we discussed earlier, it is a system of exchanging value. So, if you buy a system or input a system that's your answer, right? Not quite and this is the one with the most overlooked areas in business. You must first implement a structure to your business before you put in a system. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Muddy Fish or Clean Fish: Understanding Your Business Style Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Our topic today is -  Are you a Muddy Fish or are you a Clean Fish? I wonder.   So, a muddy fish. Are you the kind of person that is fast-paced and outgoing? You're not very detail-oriented. You're results-driven.  You like things new, trendy, flashy. You tend to be on the business development and visionary side of the business.   Or are you a clean fish?  You like the water clean.  You like systems and processes and predictability and consistency and high-quality.  You're not necessarily the front-of-the-house person like those muddy fish. You're more a back-of-the-house person, a clean fish. You like things well planned out very systematic so you can be very predictable and deliver consistent high quality results.  Which one are you doing?  Because you will find that there are pros and cons to both. Muddy fish you are usually great at the front of the house, clean fish you are at the back of the house. Which one are you? I want to hear it.    Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Goals to Greatness: Mapping Your Path to Success Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Now let's do our goal setting. Very simply, what do we hope to achieve as a business? And as an employee or individual within that business in the following timeframes? In the next 24 hours, what do I hope to achieve? What am I committed to achieving? How about next week? What do I want to achieve in the next 30 days in the next quarter, in the next one year, in the next three years, in the next 5 years, in the next 10 years, in the next 20 years? What objectives are we committed to achieving as a business? It is vital and this is a very important note on goal setting. It is vital that each time you engage in a goal setting exercise, that you write out your short term goals as well as your long term goals. Why? By writing both short and long term goals, you maximize the efficiency of your daily activities, because your daily activities support your long term objectives. This exercise makes an individual as well as an organization both effective in the short term and efficient in the long term. In other words, you are working smarter rather than harder.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

 Marketing Mastery: Building Your Brand & Growing Your Business Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Next, you'll do your marketing plan. What means of advertisement will we use to launch our product? What means of promotion? Will we use to build our product name? Who is our ideal customer? What is our message? What is our brand? What is our image? And how do we want to be perceived by the marketplace? What businesses or brand will we align ourselves with strategically in order to build our market recognition? What is our budget for marketing? What media will we use to promote ourselves? How many prospective customers do we want to generate? How many prospective customers do we need to generate in order to meet our sales goals? What are our follow up policies and procedures? What specific activities will we list on our marketing calendar in order to make sure that the proper follow up policies and procedures will be implemented.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.    

Blueprint for Success Crafting Your Business Plan Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Next, the business plan. Who are we? What is our product? Or service or idea? Who are our customers? What is our market? Who is our competition? Where will we operate? How will we advertise? How will we market ourselves? What is our unique selling proposition? What is our business identity? What size will our company be? And what size will our company eventually become? How long do we plan to stay in business? How much money do we intend to make? Will we operate on a fiscal year or a calendar year? What is our corporate structure? What industry will we operate in? What are the strategies that will govern our overall operations? What are the tactics we will use to implement our strategy? What work needs to be done? And by whom? and by when? Who is on our advisory board? How will we build our executive team? These are some questions that you'll ask as you formulate your business plan.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  The vision statement, where will we be in five years? 10 years, 20 years from now? Where will we be in one year? Where will we be in three years? What does the future look like for the business in our mind's eye? When we close our eyes and think about our business? What do we see? I know what do you see. Next, our values statement, what do we hope our business will be remembered? As what are we here to contribute? Who are we here to educate? What experience will people come away from? How will we empower our clients? How will we make our customers feel better about themselves and their lives and their businesses, if that's appropriate, by being part of our organization, whether they are employee or customers? What are we going to stand for? What are our priorities for our business?  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

From Potential to Performance: Where Legends Are Made Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Potential is wonderful place to be. I got to tell you in potential, you are a legend. It's amazing–I can't believe how good I am. You know, in potential, I can make no mistakes every idea I have is freaking brilliant, right? And my god, I gotta tell you, not only am I charming and handsome, but boy I'm smart in potential, but performance is very messy. Performance is risky. You can get it wrong, or worse, you can get it right and be expected to repeat that over and over again, right? Performance is very, very messy, right? It is very risky, but it's where you are most alive. You will find out what you're all about in performance. You cannot find out what you're all about in potential. You just cannot, right? And the longer you stay in potential, the more full of shit you are.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.    

Building Your Dream Team: From Synergy to Success Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Now it's time to build a team, right? You now–you're so busy, you enter the synergy stage and you need an implementation team, you're so busy at what you're doing. You need other people to work elbow to elbow, side by side with you, and to do the work together. If you're an accountant, you need more accountants, if you're a lawyer, you need more lawyers. If you're a consultant, you need more consultants, whatever it is, you're a brake specialist, you need more brake specialists. This is your implementation team. Okay, now, you need an aligned team that is totally bought into your mission. You know, the number, the best run event I've ever participated in was the New York City Marathon. I ran it in 2002. And I reran it in 2019. And when I ran it in 2019, there were 30,000 people that ran the marathon and in 2019, there were 50,000. Most of these staff are volunteers, right? But they are so bought in to the theme, they have a theme at the New York City Marathon is that one of the most transformational experiences you can ever have in your life is to run a marathon and to run it in New York. Now, on TV, it looks like a race. But if you've ever run it or been part of it, it's not that at all, it's a parade. The runners are the floats and there's 2 million people that line the streets in all five boroughs of New York, it's a logistic nightmare. Think about that two over 2 million people, probably 2.1 million people by the time you are done organizing the fire department, the Public Works, the police department, and yet it comes off without a hitch, right? Why? Because the people there are so bought in, it's easy to train them. There's a couple of key things that they need to know. Basically, you keep the runners running, you keep them moving forward.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

The Like Factor: Building Rapport, Trust & Influence Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Somebody to like you and follow you. They have to believe on some level that they are like you. Okay? Does anybody know the definition of rapport? What would you say? What's a working definition of rapport? How would you call? (understanding, it to create a common bond and interest). He's a smarty pants, a common bond. Okay, very good at what else is often you define rapport? Values, connection, comfort, a harmonious relationship, trust, and how can we build trust? rapport is the relationship of sameness, lightness, and commonality, sameness, lightness, commonality, the more that someone feels they are like you, the more they can allow themselves to like you, right? And there's always something you can find in common. And you can build that relationship by performing on that, but we now need to influence them right? On some level, in order for somebody to follow you, to buy from you, to want to be associated with you is that on some level, they have to admire you.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

 Mistake Amnesty Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  I do make it clear, you don't have mistake amnesty if you make the same dumb ass mistake over and over again, right? It's not amnesty from being, you know, not doing your job. If you keep making the same mistake, yes, you should be worried, right? But if this is a mistake, honest mistake, you just, you know, you're supposed to do something here, you didn't, or it went out late, or whatever, or you sent the draft and you didn't send the final, okay, got it, just let me know, and we'll deal with that. I use the phrase bad news first. Bad news first. Good news can always wait. Right. Bad news. I wanna know, and I tell them, if I hear it from anyone else other than you, like if Aaron made the mistake,  but I hear about it from Mike, and then I've gotta confront Aaron, then that's a big problem with Aaron, right? Okay, but if Aaron made, if Aaron, something goes just not even as expected, Aaron comes up and says, hey, listen, here was my goal, we fell short, here's why, amnesty. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

We Can Fix What We Know About Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Thats if you make a mistake, but I hear about the mistake Carl, I forgot to send Peyton all the stuff for the meeting. You're going to get there and nothing's going to be there. I'm so sorry, my bad. You have amnesty from that mistake. You will not get in trouble for that mistake. But if I get found here and Peyton's like, weren't you supposed to send me something? I never got anything. And I find out that you didn't, Melissa or Regina didn't send you everything. And then they come back like, oh, so sorry. You know, then all bets are off. So what I've done with my team and it's worked well over the years is I'll tell them and remind them now and again, I'll just say, listen, guys, mistake amnesty means if something happens, bring it to me first. I can fix the problems. We can fix the problems that we know about. I can't fix the problems we don't know about. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

As the Manager You Can't Jump In and Help Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. As the manager, you can't jump in and help. Yeah, gosh, I don't know why they don't come to you with solutions. Why would they? You're going to change them anyway. Or you're just going to tell them they're wrong and go do it anyway. So they're like, well, after that, I'm not doing that. Why would I bother? I'm not even going to write the draft. Aaron's going to rewrite it anyway. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

 Most Think - Your Opinion Doesn't Carry Risk PT 3 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Perfect example. I have a Jeep, I got those aftermarket tires on, right? It says inflate the tires between 35 and 40 pounds. So I go into the place, and the guy says to me, I go into the oil change place, and he says, oh, your tires could use a little air. I'm like, all right, well, what pressure should I put them at? And he's like, well, if you put them at 35, they'll last longer, but 40, you'll get more performance. All right, well, you're the expert, what should I put them at? And you could tell, he was like, well, that's not for me to decide, Carl, you know, it's your Jeep there. And I was like, dude, I came in, you're the tire store. I don't know, if this was your Jeep, what would you put it at? He goes, 38.  38, I'll do 38, so I got a good choice.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Most Think - Your Opinion Doesn't Carry Risk PT 2 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  When you ask them what you would do, right? Test this, if you wanna test this out, next time you go out to dinner, ask the server, what should I get tonight? Oh, well, it depends. It depends on what you're in the mood for, and like, oh my God, I don't know. I just see my tip going away. If I answer wrong, well, what do you like here? Oh, I love the duck. Oh, I'd love this, I'd love that, I'd love this. I'd eat that a lot. Right, there you go, right? But there, you ask a server, what should I order? They're like, oh, oh, I'm not touching you. I'm your way. I go, what's your favorite thing on the menu? There you go, and they'll tell you, right? But that's a sneaky way of getting their advice.    Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Most Think - Your Opinion Doesn't Carry Risk Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Here's a question not to ask, here's a question to ask. Because that's like risk, I'm going to lose my job, if I get this wrong, you're going to blame me, right? Ask them, if it were you, what would you do? That's a totally different question. If that were you, what would you do? Because now I'm not asking them to give advice,  I'm asking them to share an experience, or an opinion. An opinion doesn't carry risk, it's kind of the same thing, but they will think of it much differently. So, what do you think we should do? Your elevators, I'm not touching that, right? Well, if it were you, and you were thinking that your elevators were too slow, what would you do?  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

What's Really Going on Here? Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Just keep asking this over and over and over again until your team gives you the answer you like. What's really going on here? Client's not happy, they're just not happy with us. What do you think's really going on here, Bobby? Wow, we got there late. Yeah, so Bobby, what do you think's really going on with that? Frickin' truck is broken down three times in a row that van that takes us out there. Yeah, yeah, that sucks. What do you think's really going on here? I think what we need to do is have a conversation about upgrading our equipment because we are constantly breaking down on any field visits. Client yelling, it might be a maintenance issue, right? Just keep asking the question, what's really going on here? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Identify The Issue Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  So, identifying the issue, we are looking for the cause, not the symptom. It's good to know the symptoms, but we need the cause, okay? So I'll give you an example, all right? Let's identify what the issue is in this particular situation, okay? A client of ours just built a brand new state-of-the-art building in New York City, okay? Multiple floors that requires elevators. They had the latest and greatest elevator system go in. It is optimized based on how many people at what time come into the building, what floors they go to. These elevators can't be tuned to move any faster than they are. They can't be sped up, they can't be reconfigured, you know, to drop or go to certain floors or skip certain floors any better. It's been optimized based on the foot traffic in that building already. Elevators, brand new. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

The Path To Doing Nothing Pt. 2 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  So our objective is we want them to solve problems independently with minimal input from you other than approval, minimal editing, and then an authorization to go forward with the proposed solution, right? Or if they can't solve it all the way, maybe the problem is way beyond their scope or there's information they're just not aware of or they don't have that budget authority or they just maybe they just noticed something that was wrong. You just want to advance the problem solving process as far as possible, okay? But no longer just accept, hey, here's what I noticed and here's what I think the problem is. Plus I want to hear the solution. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

 The Path To Doing Nothing Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. We want them to come to us with a variety of solutions,  but in a structured way. Because you as the manager, you wanna know how they arrived at that solution. So you can give the tweaks. So it's not just enough to say, hey there's a flat tire, I'm gonna replace the tire. Hold on, what got us here, what are the options, and what is your choice? So I can see parameters we're working on, all right? So just as a summary, you wanna, this is how I wrote it for our office, but to adopt as part of our office or your departmental culture, an effective and efficient manner for solving problems, issues, and challenges, especially ones that require the manager, okay? That empower each of them to take the initiative and solve the problem independently. This is the path to doing nothing. Remember the nothing before? This is the framework for you to get to the point where you are doing nothing and your team is taking most of the authority. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Problem Solving Model Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Now this is gonna take discipline from you as a team member because, as their manager, because you can't allow them anymore to come to you with just the problem.  They have to come to you with not only the problem, well defined, and then more than one solution. So you can pick your max now. Your job is to have your team come to you, hey, we noticed this one problem, hey, there's a challenge with this one client. Hey, this client had a question or wants something new that I'm not sure we've done before. And when they bring it to you, they bring almost a little plan of how they would solve it. And as a manager, this can be hard because sometimes you're sitting back like, oh my God, stop talking, I could have fixed this halfway through your sentence. I already know what to do. You have to hear them out. So let's give them a format of how they can come back to you, how they can come back to you with a solution, and how you can coach them to take more initiative. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Responsibility vs. Authority Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. There's a difference between responsibility and authority. You will delegate authority, but never responsibility, right? At the end of the day, you're still in charge of your team. Your team screws up a year from now, it's on you.  Now, authority is, okay Dan, I give you the authority to make this decision. You bring us to this point in the project and so-and-so will take over from there, so-and-so will take over from there. But the result or the achievement or lack of of that project would still be your responsibility. All right, so you're on the hook for it. The goal is to build their authority so they can take initiative and they can run or lead parts of that project. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Your Team Needs to Know What Right Looks Like  Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Some confidence, they go to moderate to high confidence, and they go to high confidence. That's your job. Your job's on the top row. As their leader, their trainer, their coach, you need to make sure that they start out here and end up there. If they are not high confidence, then you can't trust them to make the right decisions or the right course correction as it goes along. And you'll always be drawn back into it. So, your job is to make sure they go from low commitment to high commitment. So the more specific you can be, the more that they get training, the more they get SOPs, the more they get instruction, and the more that they know what right looks like, the more their confidence level will go up.If you get to that green quadrant and they are still a hot mess, or they still can't make decisions as a team, that's on you. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

 2 Compliments to 1 Piece of Coaching  Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. We are specific is the degree you can let go and be a coach. If you haven't prepared them, they don't know the system, and you become high supportive, you are asking for a train wreck. You are asking for big problems  because then they're just gonna be like, oh, oh, okay, we can do what we want now.  And then they'll misinterpret what needs to be done. So in the third quadrant, when we get into yellow,  it's low directive, but it's high supportive. This is little tweaks and little course corrections, right? Again, you're pointing out what you like, that's right. You're doing some coaching on what you see that is wrong. And when you do that, it's two to one,  two compliments for any question.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Reward Them For Doing Right  Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. You do take in their feedback, but you're making the decision. You're the leader, and it's important that in the beginning, you take full responsibility. You say, here's our scope of work, or here's our project.  I've taken in, we've all contributed, here's where we're going. And you know, speak now or forever hold your peace, great, now we get started, okay? We're still high directive, but we now wanna have high supportive behavior. We wanna catch people doing things right. You will see more and more, you compliment people on what they're doing right, they're gonna do more of it, right? And if you have kids that taught them how to walk, right, they all started out bad. We all look like a bunch of drunken sailors, but what did we do? We complimented them on everything, and our kids kept trying, right? Because we kept rewarding anything that they did. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

. Want vs. Don't Want Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. When you had to explain what you wanted to another person, what you don't want or what you want. But what we want to do going forward is we want to do both. So I would like when we start our meeting today for everyone to have lunch before we get going. But what I don't want is I don't want lunch to go past 1 o'clock. Now you at least have guardrails, you have some measure of expectation. So think of a time when you have to explain something to somebody else,something you want, you know, whether it's on your team or if you can't think of anything, even personally, write down what you want and what you don't want from that situation. Write down what you want and write down what you don't want from the situation. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

From High Directive to High Supportive  Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Now we get started, right?  We go up to where it says coaching.  We're still high directed, but now we're high supported as well. So they get started, you're still directing their activities, but just capture this in the top right hand corner, you're looking to catch them doing things right. You're looking to catch them doing things right. That's opposite. What's that?  That's opposite. Yeah, yeah, you're not looking for the wrong yet, you're looking for the right.Because your team will perform on what they've gotten right, not what they're continuously getting wrong. Remember, everybody knows when they got something wrong. Right?  You know, you screw something up, we all know, like, oh man, that didn't go over very well. But we don't always know when we're getting it right. Like, is that what you were expecting, right? So you gotta catch them doing things right.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Low Supportive Behavior Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  In the beginning, they're gonna say,  all right, I'm in, I get it, just like today's meeting. All right, I get the idea, we wanna be a team, but we've never been a team like this before, so tell us what being a good team looks like. So we're gonna be very high directive in the beginning, and we're gonna have low supportive behavior. It doesn't mean we're not gonna be supportive,  it just means we're being directive first. It's kind of, you know, I've made the decision, here's how we're going, right? Like the agenda, I'm being directive about the agenda. If it's anything against you guys, but you hired me to put together an agenda, I did it, right? Took in the input from Rob and Rich,  what do we want this meeting to be all about? And then I decided what we're working on, right? Okay, good.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

The Leader Decides Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Now the leader decides, that doesn't mean you're not gonna take in some feedback and put from the team, you may wanna do that. If there's a project you're about to do with your team, you may say, here's the project, here's the scope of work, here are some of the things, the challenges we're looking at. Anybody have any ideas or you wanna share any thoughts? You gather those thoughts, but the leader decides. Thank you everybody, here's what we're doing. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Managers Need to Be Instructive First Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  Direction going in there. Carl, say this, don't say that.  These are all of your non-negotiables and these are all your stuff that are off-limits. I would lean more towards this, because you're going to say that. Convert it into these words.  I needed direction. I didn't get that direction. I got support in the beginning. And that's where a lot of managers will tend to go first. They'll say, they'll go to their team and what you'll do is you'll compliment them on the things that they're doing really well. You might give them a little bit of coaching on some things that you thought they could do better. That's support. What we need to establish with our team is, what does right look like? They're not sure. So here is where we need to be instructive, not descriptive. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Directive and Supportive Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  It's a little counterintuitive because you say, all right, we want to be better managers and we want to get more done through other people. And the first thing we're going to do according to this  is become a dictator, right? And so familiar, get used to the initials. I'll use them a lot in this sequence. It's D-S, D-S, D-S. In other words, when you are working with your team, you want to be directive in the beginning and then supportive. And when you go through that cycle,  you're going to be directive again and then supportive again and then directive again and then supportive again.  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. There's no way, especially as you get bigger, and there's no way anyone on the team is gonna like everything that's going on, you just have to advocate for the process.   So in everything in your professional life that you don't like, are you guys familiar with the law of opposite values? You guys familiar with what that is? So have you ever heard the expression that you can't understand light until you know dark? You can't be cold unless you've been hot? That's the law of opposite values. In other words, if there's something that bothers you about the company or a process, that means on some level you like it. And if you hate something, there's something about it you love.   Like the stronger the reaction, which means you hold the opposite strong reaction. So anytime you're like, oh, what did I do this for, this is stupid. You're like, oh, hang on.   That means what do I love about it? So you just have to be able to make both sides of the argument. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Hi everyone, Carl Gould here with your #70secondCEO. For non-confrontation and harmony all the time. That's what we're going for, right? If you have an idea or you see something that's wrong, you speak up. As long as we're doing it in an environment of trust and respect and mutual respect for the other person, and hearing them out, right? You can disagree without being disagreeable, right? But we're, just to be clear, we're not going for harmony, right, in the business. Because that's not a business that will grow. A business has to have a little bit of edge to it. It's got to have a little bit of swagger to it. And that is the sign of a good healthy culture. Conversely, harmony can lead to really good culture. But it often sacrifices accountability. And so we just want to find the balance. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.

Descriptive v. Instructive Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So you've heard the term over-communicate.  We have to over-communicate. That doesn't mean just talking more. That means being very, very specific in how we give instructions. Okay, and when we do the situational leadership, we'll talk about that some more because we need to stop being descriptive and we need to start being instructive. So as a manager, as a leader, that's what this group needs to do, right? So in other words, somebody's gonna go and if you were to say to somebody that's heading out to a job site for a client, say, hey, do a great job, do it the source one way, that's descriptive. There's 15 different or ultimately infinite number of interpretations of that. Now, you wanna be instructive, right? Okay, and when you get there, I expect a call as soon as you get there. Let's do a video walkaround. Here are our steps, here's our agenda and our script,  and that's what we want you to do. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Manage for Hand Offs   Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Anytime there's a handoff, so if you're in sales and someone's engineering, someone's on the service desk, right, those handoffs have to be managed tight and you always cover your teammate's back, right? So that's where, so we have to define how that box runs, okay, and that'll be one of our challenges because we speak American English, that's our challenge, our English is so bad. You try handing it off to somebody who actually knows English and you'll find out how bad you're English. My English is terrible. My team, Alex, is like, Carl, that's not what you said and I'm like, I remember what I said, but that's not what it means, that's the problem, right? So we will define how our box or how our lane works. What we need to do is make sure we can pass that off to others, right, to the workforce and we need to manage those handoffs. Those will be the areas that will be really important to us. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Managing the Lines Pt 2 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. We're going to put Sean on the line right there.  You hit it. Anywhere else, we got it. The problem is it creates two more lines. Mike's going to figure that out pretty quickly. He's going to put the ball right there. The ball goes through. So we say, oh, I got an idea. Rebecca, go here on that line right there. Richard, you got that one when you're done spelling your name. You can get on that one. But then it creates two more lines.  You see what I mean? So as you guys grow, there's a ton of lines. So to Robert's point, this is an exercise in managing the lines. You already know how to do your job. You have to train someone else to do your job  and then work with the department that you either take inputs from to do your job or to hand off to somebody else.  This is an exercise in managing the lines. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

Managing the Lines Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.  He said, listen, think of your company like a tennis match. All right, I'm on one side, I'm hitting the ball over to Mike, Mike's hitting it back, all right. Mike's start getting really good, he's hitting it from one side of the court to the other side and I'm running back and forth like a crazy man trying to cover the court. And I said, wow, Mike is hitting the ball. So this is Mike over here, all right. He's hitting the ball, he's spreading it this way and that way and I said, well, I can't cover the court. This is getting me too much. I got it, let's play doubles. I'll put another tennis player on the court with me.  Now Mike can hit it wherever he wants and we can cover the court. This is great, I got this side, this is my lane and that's your lane, all right. But then Mike gets smart and he puts the ball right there and it goes right by and I'm standing there and Bobby's standing there and I'm like, well, I thought you had it. He's like, well, I thought you had it. He's like, well, I'm in my box and he's in his box but it landed on the line. Well, how do we manage the line, right?  Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.