Welcome back to CFF university. I love recording these videos for you as a client of commercial fleet. I absolutely love the game of business, the language of business, and you know, from my own days of starting commercial fleet, 26 years ago, I didn’t have a roadmap. I didn’t have a playbook that I could follow. And so that’s why we do CFF university. It gives you a structured format of if you do the things we teach in CFF university in your business, you will run a better business period. End of story. We have had hundreds of people come through our burn, the ships bootcamp, which is where this content comes from. Uh, my partner, judge Graham and I in that business have taught hundreds of people. And we have watched incredible results from our alumni group who simply do the steps that you’re being taught.
Deadly Habit #1 – Talking In Bull S**t
This Chapter is SU super important to me because I believe it is the secret sauce of business. I believe it’s the future of business. Everybody talks about, you know, businesses about revenue and profits and scale and growth. Yeah, I get all that and I agree with you, but that happens when you have culture. And I want to offer you seven deadly habits that kill your business. Now we’re going to get into in a few chapters more about culture, but I want to give you these seven things that if they’re going on in your business, you need to fix them. So let’s get into it.
We call these the deadly seven, the first, and I apologize for the language,
The first is called talking in Bull S***. It’s when your organization doesn’t tell each other honest truth, your managers are kind of afraid to bring bad news.
Telling People The TRUTH
You’re afraid to give someone bad news. People are afraid to tell you that they’re unhappy. And so you end up with this feeding frenzy of no one telling anybody the truth. Here is the evidence that this habit exists in your business. The evidence of talking in BS in your organization is that you’re having coated conversations. You’re just having a hard time telling people the hard truth. There is a failure to deliver bad news. That’s going on in your organization as well. People are simply afraid to tell you that they lost the deal, right?
The contract didn’t come through. And so, you know, you’re planning on this revenue. You’re looking at the sales pipeline of new deals that might be happening in your or accounts that your salespeople are calling on. And you think, oh, we’re going to land that. We’re going to land that because your salespeople are talking in BS and no one’s telling you the truth.
The Cure – Be Fully Transparent With Your People
And then they’ve lost the deal, but they have a fear to come and tell you. They don’t want to give you the bad news. Dude. You need the bad news as the owner, the cure is to move to full transparency in your organization. Allow people to talk. I want to know the good, the bad, the ugly, the warts I want to know. Is there lipstick on that pig, right? I want to know what’s going on. And the organization has to feel trust that if they bring you the good news or the bad news, rather, they’re not going to get their head back, get off.
The other, uh, cure is that people are required to tell the truth. Even if it’s ugly. Now the skills to go ahead and put these tactics into place to cure this number one habit is that you have clear and concise communication that is consistently disseminated.
Deadly Habit #2 – Living In Quicksand
People know what they’re responsible for. They know what their goal is. They know what the expectation is. They know what a good job looks like, and they know what a bad job looks like. So take the time to build out this roadmap, this description, this expectation process for your people, and it will help you cure the number one deadly habit. The second deadly habit is what we refer to as living in quicksand.
This means your people live in a fog there because you haven’t given them the clear roadmap. They’re not actually sure, like, is that my job responsibility? Or is that somebody else’s job, right? Or they go so far as to say, well, that’s not my job. That’s such and such job. Listen in an organization, people have responsibilities, but in the end, everyone’s a sales person. Everyone’s job is to make the company more successful.
Deadly Habit #3 – Need For Certainty
The cure is accountability. The ability to tell people this is your responsibility and then hold them accountable for the achievement. That’s how you keep people from living in a fog. And some of the skill set that is required is actually effective goal setting for people. It’s the ability to get people to commit to say, I will take that project on and I will see it to the end, across the goal.
The third is a need for certainty. Now, if you remember the chapter one that we went through in CFF university, we talk about personality testing. And this is where the need for certainty begins to develop because there are a lot of personality traits that force the individual to certain before they can take action. So you might be saying to yourself, why isn’t Jim taking more action and through knowing Jim’s personality tests, you would see that Jim has a high requirement for certainty.