Welcome to the Scale With Speed podcast. I’m Matt, Manero in the studio with my magic grant. Hey, Hey, Hey, you know, judge, um, you created these seven deadly habits that happen in every business and we teach it at burn the shifts bootcamp, but, um, I just don’t know whether people spend enough time really analyzing them because they’re true in every business.
And most people never skill up on how to correct them. And so what, what we thought we would do on today’s episode is go through the seven deadly habits that occur in every business and give the audience some understanding of how they can correct them within the organization. And these are your seven deadly habits. I love him. Um, you know, I talk about them all the time in our executive management team here in order to make sure that we’re not doing them.
Yeah. The key is that they’re Virgin vital. And we call them deadly because I mean, they can literally create cancer or toxicity in the organization. Right. I mean, it just becomes a, you know, just to a screeching halt, um, and it creates the opposite of scale on the opposite of growth and the opposite of culture. And so, you know, we gotta be passionate about these. So we, we like, uh, you know, at the end of the podcast, so scale speed podcast, we give you Monday moments, things that you can put into play. So what we’re going to do today is we’re going to read the seven habits. We’re gonna talk about it, tell you some stories of how they exist. You need to think about stories of how they’ve existed in your business, whether it’s present or, or past. And then we’re going to give you the cure.
This is what you have to do to stop this from happening. And the cure on today’s episode is going to be your Monday moment. So if you like this format that we’re doing in which we pick a great topic, you get to learn from it. And then we give you the Monday moments. Today’s Monday moments are going to be the cure for the deadly habits. So there will be seven Monday moments against each cure. Sounds pretty tactical, pretty strategic, but hopefully that’s why you’re listening to this podcast because it’s not fluff in mindset. This is real shit that happens in our businesses that you know is happening in your business. You can put into play right away. Love it. All right. So let’s get after it. The first deadly habit is called talking in bullshit. And what that means is you’re having sugarcoated conversations. Nobody’s really telling the damn truth. We’re afraid. Is it going to piss the person off? Am I going to get sued? I hope it doesn’t impact my number one salesperson. Cause I really need their revenue, but boy, they’re doing some shit that they shouldn’t be doing. And I don’t mean any fraud methodology that just, maybe they’re not buying into your culture. Maybe they’re just saying some things that make your skin crawl or somebody else. And so conversations are being coded,
Right? Yeah. Like let’s do a live example, right? I mean, Ramsey, you do the paid search here, right in the marketing. Yes, that’s right. Okay. So, imagine if Matt said, Hey, uh, Ramsey, I need an update on this campaign. You’re running. Okay. And let’s say one, you’re not ready for the information. Okay. Or, um, it’s not performing how it should. And you know, you’re spending more money than you need to on it. And you made a mistake or whatever it is. And your response back to Matt is, Hey, it’s all, everything’s good. You know, we should have more data in two weeks. That’s talking in bullshit. Okay. Because now Matt believes fucking everything’s great. Randy’s gotta handle paid search is fucking kill on that. Life is good. What shows me the leads, baby, where are the leads? And then two weeks goes by and you overspent, or you got kicked out of Google or whatever happened. Did, that’s a problem. Now, if you were to just address it, head on with Matt, Hey, here’s what’s going on? Boom speed happens, man.
Corrects it. So the Monday moment is the cure of talking in bullshit, which is total 100% transparency at all times. Yeah. You have to require it from the group. And then the second piece is you as an organization and a leader as well. You have to tell the truth, even when it’s ugly. Totally. So, you know, let’s, let’s go, a different, uh, angle on a judge. Let’s say that you have some scale to your business and now you’ve got department heads and you’ve got to control. And you have, um, you, you got a letter from the workforce commission saying that your payroll tax rate changed. Right. And let’s just say it went from two and a half percent to three and a half percent because through COVID you had a lot of layoffs and those people filed for unemployment and you got hit with the bump.
Got it. But the controller didn’t do anything about it. Right? And now you’re starting to get letters from the workforce commission in your, in your, in your, uh, in your state saying that you’re being penalized. So it’d be paralyzed and there’s an interest. And if nothing happens about that, then you ended up getting a lien, right? That’s the way it plays out, Joel. Right? I mean, you read that someplace. Okay. That story has played out here over 25 years in business. Now, why would the control or not want to bring it to your attention? Well, maybe they’re embarrassed. Maybe they should stop. Maybe they’re scared. They’re scared. Maybe they think they’re going to get fired in a tough invite.
They’re not in an environment that allows them to be empowered to have that conversation.
Dude, those are real two real life stories of how talking and bullshit can destroy your business. Now what’s the difference from being two and a half and 3%, 1%, 1% on whatever your payroll is. Maybe it’s not a huge number, but there’s embarrassment when it leans, and goes out to the marketplace. You start to get phone calls from people that say, Hey, I know there was a lien filed. We can do the lien dispute for you. It’s just not how you want to run a professional organization. But if you don’t have everyone telling the truth, even when it’s ugly, that’s a real life example of what could happen. You’re mad. This is, this is the real effect
It’s like my man Warren buffet would do compounding. Okay. We just gave two examples. If you have a hundred person company, imagine the compound effect of talking on bullshit is doing to the organization. Okay? When we talk about speed being a core value in something you need talking in bullshit brings everything to a halt.
Well, if you, if you’re listening to this and you, and you want real tangible stuff,
You need to do what
I just laid out for you because you probably have laid some people off who filed for unemployment and your unemployment tax rate is going to go up because of that. And you need to be prepared for the fact that your next quarterly deposit to your workforce commission is going to be higher than the last one. So if you really want to structurally tactically, take some shit from this podcast, go to your freaking account right now and say it. Let me ask you a question about our tax deposit for last quarter versus this quarter a hundred percent. Alright. Number two, living in Korea.
This is where there’s a fall, a slow death that there are too many downstairs
Dream things that are beginning
To happen. Right? Judge, expand on living in quicksand a little bit
Is, is, is, uh, you have a meeting. Okay. You get called into the meeting and you have no clue why you’re in the meeting. Okay. And your manager pseudo assigned something. Um, it’d be like me coming in to Ramsey and Z and saying, okay guys, uh, we need the podcast, uh, YouTube videos up next, um, sometime next week. And uh, we want some good graphics. Okay. Well, and then I walk out of the room. You, two guys are in quicksand who’s doing the video. When’s the day. When, when do I get it up? Uh, he said, graphics, what am I doing? The graphics. What’s the graphic look like in fairness to the non managers, the, the, the staff members, right?
You should be pushing back on your managers. Hey, I just heard what you said,
But in order for me not to live in quicksand, I need help. When you say next week, the judge is that Wednesday at noon. Is it Monday at noon? When you say graphics, could you give me three examples of what you like? You know, my style versus Z style. Who do you want doing the graphics? You guys see where I’m getting with this. And we so often, whereas the manager or the employee, we create things that aren’t structured and force people to.
I live in quicksand. Yeah. Here’s your Monday moment for the cure, living in quicksand, clarity, accountability, and trust within your partners. How many times have judges have said, Hey, I want this done. And then you feel like you’ve empowered the staff member. And then an hour later, you’re like, Hey, where is it? How are we doing on that? And then you see it did sometimes you just gotta trust the people that you’ve hired. So, so this is a, this is a big one because ambiguity is rarely communicated, but often
It felt, yeah. And as the leader or whatever, this is a self-reflection moment. You’ve probably been doing a fucking shitty job as the leader of not bringing that clarity of not giving that empowerment and then not allowing trust. Right? So you have to do that in order to get that.
I love number three here, the need for certainty, right? And look at the burn. The ship’s bootcamps. We, the first thing we do is we issue personality tests for every attending. And then we go further and what does it mean? And how do you interpret it? But then we push you to do the same thing for everybody in your organization, because some people have an extremely high need for certainty. And the predictive index that we use, it’s referred to as a high D if someone in their personality test has a super high D it means they have to dot the eyes. They have to cross the T’s. They’re the person that has to read the instructions before they start building the place set in the backyard. Right? If you have someone in the organization that has this need for certainty, things will go slower. Well, then the exact opposite, right?
So the concept that we use here, for the evidence of this happening in your organization is what, what you have called cud chewing. It’s one of my favorite terms of all seven of these cuts. Chewing is something that you, you know, you have to be from Texas or have a little bit of country in, you know, somewhere you have more country, you have seen a cow that chooses the grass and just the jaw constantly chooses. And then it turns into, in the cheek, cut, cut. That’s the term you have, you had from the Northeast. You don’t know what cut is. That’s what cutting is. And the cow says to itself, I don’t know what I should do to eat it. Should I swallow it? Should I spit it out? And they don’t, you know what they do chewing on it and blows up their,
Their cheek. And you can see, dude, you can just see a catcher. The same freaking thing has happened in your organization. Let me give a great example. When I used to run sq one, until we solved this, let’s be clear, Matt and I built this podcast in all the things that we give you. We’ve let that, okay. So this isn’t made up fucking academic bullshit. Like the reason we have the seven deadly is because I had to live the seven deadly and had to fix them. Right? So let me give you my example where the need for certainty hit for me. So, uh, you know, SQL was a marketing agency. We did big websites, digital campaigns, all those things in for us. We had to, to, to, to hit these projects on time to build, uh, to get the money we needed to do.
So making sure we hit deliverable for our clients was, is imperative, right? So, you know, when you do a big website or a big project, there’s several players, right? You’re doing like the first layer of creative UX design, the development, the front end, all of these different approval, all these moving parts. Right? And so it is, every moving part, if Steve and his team don’t get the first part done, then the second team can’t start. Cause it’s sequential. Right? Some of it’s parallel, but a lot of it is sequential, right? So I remember, you know, we’re like three weeks behind on this project and I’m, you know, now I’m starting to lose my shit. Right? You can imagine me to have this. So I figure out where in the workflow it is. And then I go to, you know, one of the creatives on it. And, and I said, you know, why, hasn’t why haven’t we handed off this work product to the downstream yet?
Again, this was a junior person, a part of a team or whatever, but it was his responsibility in literally Matt. It was a brand style guide for things, things on there. And he was in charge of selecting the color of the buttons for the website. Okay. And it was literally two different shades of blue of the color pattern, the brand style guides, which either one would’ve approved. He had so much anxiety and uncertainty of knowing which one to pick that he literally sat on it. It had no realization of what it was doing to delay because everybody else couldn’t, couldn’t the way we had built you. You needed that section or where to start. So at that moment, think about your organization. Are you so rigorous? Is there such a fear factor that your people aren’t empowered, that they can’t have certainty to make decisions? It takes everything to be more alt and the bigger you are, the worse it gets. Okay. That never happened again. Right? I mean, I, a philosophy it’s like, dude, if you have 70% data to make a decision, I want you to
Even the decision. So that is the Monday moment for the need for certainty, which is number three of the seven deadly habits to make decisions at 70%.
Accuracy, unless you’re a brain surgeon.
Right. Right. The point is, if you, if you want more on this, go and listen to the previous, uh, episode that we did on speed. The acronym for speed, you’ll get a real understanding of did you get to move faster? You have to force the decision making. And the reason that certainty is so important is that everyone’s afraid to make a mistake. Dude, you can live with 30% of the mistakes. If you make 70% of the right decisions, right? That’s your Monday moment that needs certainty to allow and empower your people to move faster. And it’s okay to make some mistakes. All right. Number four participation in games of Thrones. Now, when the judge told me about this one, I have never seen the show Game of Thrones. So I don’t know what that says about me, but I didn’t even know what this meant, but as soon as the judge expanded upon it, it gave me evidence that Game of Thrones could be existing in an organization.
It made total sense to me, it’s us versus them. Yeah. It’s triangles that are happening. It’s one of its sales, fiefdoms, thieves, doms, it’s sales, not working with marketing or marketing, not working with sales, right. It’s operations. It’s product development, not working with the other department and sales, not having respect for shipping. It’s all of that stuff. Maybe it’s creative that doesn’t appreciate a design it’s design that doesn’t appreciate creative. Yeah. Right. It’s it’s programming rather not design that doesn’t have a feel for, for creative. It’s big. So take it, take it a step further by.
Yeah. So if you have an executive team that has a great example and you come in and you’re unaware that this is happening because I promise you it is, and you’ve got to stop it. It let’s say, um, you know, we could use your executive. You, you have what, four or five people on your executive team here. Okay. Each one of those executives owns a line of the business, whether it’s marketing operations, finance, sale, HR, whatever. Okay. And is the leader. You come into your executive team and say, Hey, here’s the new marching orders. Here’s the plan. I need this team doing this. You guys do. And this is what we’re doing this next week. Right. Because I don’t, we build things in annual plans, but we break it down into weeks and days. Okay. Because the ball moves different directions. And if you’re not pivoting, you’re going to be in trouble. Okay. So here’s the plan for the week. And here’s how we’re going to break it down for the day. And then the leaders disseminate and then they go meet with their team and they go, yay. Yeah. You may have heard that. Matt was saying, this is what we’re doing, but no, no, no, no, no, no, no. He doesn’t know what he’s doing. And our team is going to do this. This is what
We need to do it. Yeah. Disastrous, I had it happen in, in, in our sales department, um, a number of years ago, because I was afraid to put one hand on my wallet and one of my bowls and pull the trigger and hire a real sales manager. So what did I do? I turned, uh, a good salesperson into the player coach. And if you’re listening to this, you’ve done the exact same.
It’s the most built. Everybody I’ll take my best sales guy
And making the management make up the manager. And he would say, so to follow up with your point of disaster, we would have a meeting. And I would, I would lay out how it’s going to work specifically for the newest hires. And he would immediately, when I left that meeting, say, you don’t have to worry about it. Right. We’re gonna do it this way. Right. That’s game of Thrones. That’s us versus them. Yeah. And what does it do to the new hire who comes in and says here’s the culture and everything. So your Monday moment is there’s no, I in team, the group has to work through alignment. There has to be togetherness in the decisions that are made and the communication that’s happening. Yeah. All right. This is a freaking huge one. And you know what happens to judge most entrepreneurs. And we see it burn the shifts. When we look at these personality tests, just about every single person attends as high an ambition, right? Drive. And when you’re, when you’re climbing the Hill, man, you’re not looking back rash. You need to be. So you’re like, Hey, that was a good meeting. And you don’t even realize that gain happening in your organization. Everyone’s on the same fucking page. Right? We’re all going forward. Right? Not always. All right. Number one, two, three, four, five. We can’t be
My favorite. This is your fitness. And my favorite one.
Yeah. So the evidence that we can’t because is negativity leading with the word? No. And focusing on roadblocks.
Oh, did I? This one happens. I want you, I want you to count how many times in the day in a meeting you here, we can’t, we can’t, we can’t. I mean, it used to be where I couldn’t even finish a fucking sentence and it was, we can’t.
Right. So here he comes again.
Yeah. Just, just lead judges, walk in and lead with what we can’t right. So yeah. Start with no, but you’ve, you’ve conditioned your organization
If you tolerate this for failure.
Okay. How many times you, if you walk in with an idea and it’s with the marketing department,
I’m picking on the guys here at CFF. Cause they’re in front of,
I mean, in marketing and I come in and um, we’ve come up with a new idea and it’s to help drive new sales or whatever in immediately Ramsey says, or Z says, we’ve already done that before. And it doesn’t work. We can’t because
Our technology won’t allow that we don’t have lighting for that. We don’t have the, the, the, the,
The S the, the setup to do it, or, you know, we need a $9,000 camera. We can’t, for whatever reason as human beings, we just conditioned a mindset of we can’t. Yeah. Okay. And I would challenge, and it’s a painful process.
Excuse me. Is the leader or manager to don’t
Awesome. Right? Don’t just say, no, we’re going to fucking do it. Peel the onion. Let me understand when you said we can’t, because we did that before. What happened? Oh, well, well, Google didn’t allow the pixel anymore. Well, does Google allow it now? I don’t know. Well, let’s look that up. Oh, well, it does now. Okay. So, that is possible, right? It’d be, you’ve got to extracted because what happens is people want to, when I talk about this all the time,
Want to win. There is a euphoric endorphins kick. Like the, the winning is my drug. Okay. I’m glad I don’t use other drugs as my drug. And if I’m not winning, I’m not getting my high and your people want that high. And if you constantly say we can’t do it, you’re not getting your high. You gotta give it to them.
Couple, couple other things to Z and Ramsey. Uh, we’re just talking about you guys because you’re in the room and it’s a good example for us. But the reality is you guys really do the opposite. You actually find a way to make it happen. And Josh and I both appreciate you very much for doing that. Let me give one more layer of this judge. As it relates to the company sales process, how many times are you telling your customers that you can dude? Oh my God. Your best customers want to hear? Yes. If I’ve selected that I’m doing business with you, you better find a way to get my shit done. Morgan example from the last podcast. So, perfect example. I do not want to hear no. I want to hear yes, Mr. Manero, right? Yes. I can do that for you. Yes. I can.
Now, as a sales strategy, I would offer that the customer is not always right. And sometimes you do have to slow their roll and you do have to check your clients, but your best customers with real money who want to spend with you, they do not want to hear your reasons why you can’t a hundred percent. So it’s two fold, right? It’s both. What are you, what is your team saying to the client base? And then what’s happening internally. Here’s the Monday moment for the takeaway answer. Yes. And find a way. Yeah, it didn’t win. Listen, if Ramsey and Z say, we can’t do that because the camera sucks. You better listen to them and say, okay, can you go and find me the right camera? Get me three bids on it and let’s pull the creditor.
I’m okay. Let me see the quality of the current one. Okay. And I’m okay with it, right? I mean, again, a lot of this onus isn’t on the team. It’s on you.
This is the leader. By the way, that actually is an example that happened here. Like the cameras we had running video stopped at 30 minutes. And when we would go over the 30 minutes recording something, it caused difficulty. They had to stop the camera and they had to alternate and all this stuff and go, well, how do we fix that? They’re like, well, we need a better camera. Okay, cool. Get me the fucking camera. That’s going again.
Picking on Ramsey and Z. That’s a great example of being some people would just say, Matt wants it longer. I need 30 minutes. And somebody would, could, could say not these guys, but could say we can [inaudible] and then you leave it at like, well, okay. I guess we can’t. No, the answer is, Oh, great. But we were going to have to get another camera. That’s not a, we can’t, that’s a solution. And that’s, that’s amazing.
How’d she get handled? Yeah. That was before your time ran too, though. I think you came in with that camera. But prior to that, there was lots of discussion about don’t tell him, don’t tell him it doesn’t work. Let’s keep going. Um, this is, this is beautiful on number six here, tolerance for mediocrity, low standards. And good enough becomes good now.
Oh man. I said we can’t because
My favorite, but this is a close.
This is a close second. Right? So this is a great example of a math teacher.
This formula, you know, if you don’t know your formula
For what you need to generate in revenue every year,
Single day to get to your goal, we should add that as another podcast. I’m sure we have it
Coming up. That’s huge. You have to know that. Okay. So let’s just give it an example. If you have a sales organization, you’ve mapped your formula out and it takes 75 phone calls, you know, 30 emails in four demos to get one sale. Okay. And you hire, and you go through the process, you do a personality test. You find what you believe is an amazing salesperson. You’re setting them up for success. And you said, listen, we have to do 75 calls, 30 emails, whatever I said, four demos equals one sale. Okay. That’s the standard. In order for you to hit your comp plan, that’s the standard to be a sales person in an organization. Good. Great. All of a sudden, the sales managers managing the team, uh, COVID happens to be having a bad month. The list socks, whatever that 75 phone calls quickly starts to become fun.
35 phone calls, three, right?
In one demo. And we’re celebrating now the one demo. Yeah, because as an organization, we accepted mediocrity. We listened to the excuses. We didn’t arm our team with what they needed to be successful. And we just,
You know what good is good enough.
And when you get to that state specifically, when you know what you need to, when you’re just, you’re destined to lose,
Here’s your Monday moment for the cure. You have to define the new standards. This is how we do not do it here. I know you didn’t do it that way previously. That’s why you were on Craigslist, looking for a job. Yeah. That’s how we do it here. Now, just to take away on that, which is really important. You really do. At some point in your company journey you need to have people who are doing it here and winning, which we’ve talked about so that you can say to the new person who wants to fight you, look why this guy’s 10 feet away from you, or this gal’s 10 feet away from you. They follow the system and they’re crushing it, right? Just follow the process. This is how we do it here. And, and, and the tolerance of mediocrity happens because the standards aren’t set, relentlessly upheld and crystal
Clear. Yeah. And again, this is onus on the leader. Did mediocrity mean you got to get your team a good list. You got to provide them with a real phone. You got to have a desk, they need tech, they need a CRM. They need it. So it’s, it’s a two way thing. But you, as the leader, have to set the standard, provide them with what they need, the formula and the ability and the training and attack in order to be successful. And don’t
Deviate from it Z you and I had this conversation at one time, right? I was like, what’s taken so damn long. I don’t understand it. You were like, um, have you not seen the computer? I’m working on both like video cards, like from 2005. And, uh, do you remember that conversation? And I go, what are you doing? Working with their computer, go get a new computer. You didn’t even really know that that was an option. So you just had to accept the fact and slow your process down. Cause you’re a super fast video editor because the texts sucked. So we’d go out and get you a new computer. And I think we’re, we’re like, that was one general. I think we’re on even a second generation for you. You’re about to get hit up for another computer, but that’s the magic of, I want to come to this situation to Troy and say, I can’t boss, I’m being slowed down.
My work is suffering because the company isn’t giving me the right tech. Yeah. Um, that’s, that’s how it has to go down. So I can’t deliver it. I’ll be mediocre. Help me fix it. Well, let’s go to number seven because this is the one that most people have the biggest difficulty with, which is failure to deliver. So the evidence of that, uh, is, um, people don’t do what they say. They were going to do the commitments that they made. They don’t uphold. I know you told me 70. If I call his boss and I told you I was gonna do 75 calls, but yesterday I did 50. This is the biggest challenge we see at burning the shifts. Judge. How do people correct? When, when staff is consistently failing to deliver is the leader. You, you, you can’t talk,
Right. It’s exactly mediocracy. I mean, you have to create an environment where again, a real company has people in that team has to be working like a cohesive team, like a football team, right? I mean, if you have an offensive lineman and they consistently let the guy in the backfield, they don’t listen. They’re they off the snap. I mean, I’m coaching fifth graders right now. So it’s very relevant for me. Right. It’s fun to watch, but that’s what a company is. It’s a unified team. And if one player on, on my boy’s fifth grade team, doesn’t execute fails to deliver. It affects that it affects the plight. That’s the game. You can’t win. You can’t win. Okay. And so is an organization for whatever reason, Bill Belichick doesn’t tolerate that shit. Right. But we do, we tolerate it. And if you do, dude, you’re going fail. You’re you’re
For Monday moment cure on this is, is allowing people to have real ownership of the project that they’re doing.
Yeah. Empower them, make them feel that they don’t want to feel bad, but they don’t want to let the team down.
The other piece for the cure. The moment on this one is measurement. Do you have to set the measurement, the baseline of how we do it here and, uh, and, and be relentless in a coaching servant way for the first couple of times. Yeah. You have to. Yeah. Okay. We keep missing, keep missing this. Are we unclear on the measurement? Are we unclear about what we’re accountable for or are we unclear of the process or are we unclear of what was expected of you? And I believe that both sides, both the management leader and the, the frontline worker deserves chances. Totally. This is not a one time fail. This is a, if they, if the person fails, it’s on the manager and go to them and say, I apologize, we must have been unclear. Let’s start over with.
Yeah. And what you will find. Might’ve been you and I know these great leaders typically don’t have to fire people. If you create an environment that’s around team empowerment, accountability, that team member is either going to step up or step out. Okay. It’s, it’s a simple, nobody using the fifth grade football analogy that center. Okay. Or right guard after four plays of his quarterback getting sacked, or they’re running back and getting hit or being off sides and penalties. It’s at some point that individual is going to go there. I’m either going to have to fix this, or I’m not gonna play in itself.
And in business, it’s no different. This reminds me of the time I fired that guy, Larry a telemarketer. And you know, I’ve told this story before, but I was so terrified to fire this guy. And I waited and waited and waited and we’ve accepted mediocrity. And when I finally lost enough sleep about it, I called him into the conference room to fire him. He said, you should’ve fired me three weeks ago, total. They know, they know, they know it. You know, they know when you have to have the foresight and the ability as a leader to do that. Alright, judge. And I hope that you, as a listener are saying to yourself, man, this good shit. And you’re S you’re believing when we tell you that this is not shit from a book. This is real life stuff that we have lived.
And therefore we know your living. It. That’s why you’re tuning in, you’re living it. If you’re about to go into business, you are bound to experience it. Maybe you’re not big enough that you’re feeling all of these. It will happen. You keep growing. This shit is going to happen, and you have the opportunity to address it. Now, by listening to the podcast, if you want to go a step further, and I am going to sell you on it, you need to sign up for the burn, the ship’s bootcamp, or percent, 4,000 bucks. It’s a day and a half in Dallas. The next one is October 8th and 9% money back guarantee. A hundred percent money back guarantee. If for any reason you don’t feel as though you got $4,000 worth of value, judge. And I will write you a check at the end of day two, which has never happened.
Never happened once. No, one’s even come close to asking us for it. We’ve had 150 fish plus come through it. The other thing that’s great about them that we don’t talk enough about. This is a very intimate event. Yeah. Right? I mean, it’s anywhere from 20 to 40 people, Covance made it a little funky for us in that, right. Closer to the 20. Um, but you know, call it 30 to 40 people. First-class everything you get to shoot automatic weapons with us. We’d smoke cigars, bourbon, barbecue, do it our way. And we want you to recognize that sooner or later, you have to pull the trigger to learn the language of business. Yeah. What we talked about today is one piece like 20 plus of the pillars that we teach at burn the ships. It’s the best business boot camp ever created. We wouldn’t do it.
If it wasn’t deeply passionate about it because of the results, the results just keep coming in from Oregon, these up Holy shit. It was the best event I’ve ever been. And you know what we’re starting to see even more is the people who went through the first time coming back a year, their company is up more than it’s ever been. So burn the ships.com, click bootcamp, October 8th and ninth in Dallas, Texas. Just pull the damn trigger and come on and leave the rest of the church. All right, we’ll see you down the road, make it happen.
Why? Because scale equals revenue.