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537. The Center of Change: Guiding Growth with Vision and Accountability · Daily Influence

• 0:10
  [SPEAKER_01]: Welcome to the daily influence where our mission is to deliver a daily dose of positive influence that can uplift you personally or be shared within your sphere of influence.
• 0:20
  [SPEAKER_01]: While not every episode may directly apply to your unique circumstances, we strive to provide insights and inspiration relevant to most people's daily, weekly, and monthly lives.
• 0:30
  [SPEAKER_01]: Whether you are tuning in during the morning, noon or night, the daily influence is here for you.
• 0:36
  [SPEAKER_01]: Listen, share, and embrace the power of influence in your life.
• 0:40
  [SPEAKER_01]: Hey everybody, Brian Smith here with the I'm team series and your daily influence.
• 0:46
  [SPEAKER_01]: I have had this amazing series of discussions with Brandon Cohen, one of our associates who is working with us at IA to bring smart management to the world and it's been an amazing series of talks and some of the tactical things
• 1:04
  [SPEAKER_01]: we do in our organization.
• 1:06
  [SPEAKER_01]: And the one that aligns the most with the IM team series, which is culture.
• 1:10
  [SPEAKER_01]: And we're going to dive into the story really through one of the clients that really did a lot for me and for my career, for our organization and has brought us a lot of joy, a lot of learning opportunities.
• 1:26
  [SPEAKER_01]: And not only did it take me and my family to Oregon,
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  [SPEAKER_01]: It became the centerpiece of my TEDx talk this past January, which now has over two point six million views.
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  [SPEAKER_01]: So the story is amazingly impactful.
• 1:42
  [SPEAKER_01]: What it has done for my family and I, they had a passion at leadership and amazingly strong community ties, but their culture was fragmented.
• 1:53
  [SPEAKER_01]: their team was disengaged, profits weren't aligning with their potential, and what followed was a powerful transformation, rooted in clarity, behavioral alignment, and the smart management system.
• 2:09
  [SPEAKER_01]: We're going to talk in this episode about how we intentionally designed the culture through assessment, transparent leadership, and it values based engagement plan.
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  [SPEAKER_01]: And it shifted the way the entire organization worked together, communicated, and served their community.
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  [SPEAKER_01]: And I'll point out that one of the people that was with us in the early days when I say early days, the early two thousands is running that organization today.
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  [SPEAKER_01]: They have stayed there.
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  [SPEAKER_01]: over twenty years.
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  [SPEAKER_01]: It's an amazing story of culture and community.
• 2:47
  [SPEAKER_01]: So I hope that you will stay with us because it's not just a conversation about business.
• 2:52
  [SPEAKER_01]: It's really about what happens when all the leaders step into influence with clarity, humility, and a common purpose.
• 3:02
  [SPEAKER_01]: I hope you enjoy this.
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  [SPEAKER_00]: Let's talk about culture.
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  [SPEAKER_00]: One of the clients we worked with recently was experiencing some internal misalignment.
• 3:12
  [SPEAKER_00]: What was the cultural climate like when they first approached us?
• 3:15
  [SPEAKER_01]: This clients in entertainment and they provide entertainment services to the public.
• 3:24
  [SPEAKER_01]: a bowling center, it's a nightclub, it's a sports bar, and it's an arcade.
• 3:30
  [SPEAKER_01]: Something similar to a Daven Busters, and except a Daven Busters with bowling lanes.
• 3:37
  [SPEAKER_01]: And when we were first engaged, we didn't know that it was a culture problem.
• 3:43
  [SPEAKER_01]: What was first identified was huge losses.
• 3:47
  [SPEAKER_01]: And what we learned was that ownership were amazing people, a great family,
• 3:54
  [SPEAKER_01]: a great partnership with other families in a community that was very family centric.
• 4:01
  [SPEAKER_01]: But what we found was a fractured understanding of how businesses ran.
• 4:09
  [SPEAKER_01]: Similar to that client that we've talked about in the Bows where they have this new business and they don't really understand all the pieces fit together.
• 4:18
  [SPEAKER_01]: They all understand what it is they do for this group.
• 4:20
  [SPEAKER_01]: It was they were bowlers and
• 4:23
  [SPEAKER_01]: They like bars.
• 4:24
  [SPEAKER_01]: I mean, they knew what they liked in a bar.
• 4:27
  [SPEAKER_01]: They knew what they liked when they went to a bar or to a restaurant.
• 4:31
  [SPEAKER_01]: And so they built it in the image of what their likes were.
• 4:35
  [SPEAKER_01]: And when they did that, nobody could get around it.
• 4:39
  [SPEAKER_01]: The team struggled with it because, you know, like is subjective.
• 4:44
  [SPEAKER_01]: So the culture was very fragmented.
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  [SPEAKER_01]: There wasn't a lot of alignment of understanding
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  [SPEAKER_01]: There wasn't a lot of core values that were laid out.
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  [SPEAKER_01]: There wasn't a mission for the team to fulfill.
• 4:57
  [SPEAKER_01]: It was just let's serve beers and provide bowling things.
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  [SPEAKER_01]: So what we brought was clarity in that.
• 5:07
  [SPEAKER_01]: What was broken?
• 5:08
  [SPEAKER_01]: We brought clarity in that lack of understanding.
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  [SPEAKER_01]: And we helped them to actually understand what their mission and purpose was.
• 5:16
  [SPEAKER_01]: And then we brought core values into it.
• 5:18
  [SPEAKER_01]: And we integrated those into our project plan as we started to work with them.
• 5:24
  [SPEAKER_00]: And once we helped them identify that a cultural issue existed, what kind of cultural vision did they want to create?
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  [SPEAKER_00]: And what was missing together?
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  [SPEAKER_01]: So what they wanted was a family centric business that was affordable.
• 5:42
  [SPEAKER_01]: And that was quite basically what meet the needs of people from ages five to a hundred, which is really difficult to do in one building.
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  [SPEAKER_01]: And what we ended up is building that.
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  [SPEAKER_01]: dividing it up, breaking kind of breaking it apart and not trying to make the whole building do that as one, even though we needed to be one, but have them have some clarity of what their areas of influence are, who they served at the different times of day that they served them and how those differences would influence how they communicated, how they served
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  [SPEAKER_01]: how they worked with each other, how they prepared for the shifts that they had, preparing for a nightclub shift isn't the same as preparing for a kid's bowling league shift.
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  [SPEAKER_01]: So we explained to them, we brought transparency and communications, and we helped them understand what their roles were, not just as an overall organization, but individually in certain periods of time.
• 6:52
  [SPEAKER_01]: That's why smart work so well.
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  [SPEAKER_01]: We were specific about what they needed.
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  [SPEAKER_01]: We knew the measurements we needed to have, but we also showed them that what was needed to serve five to a hundred years old was attainable, was realistic, and there was a time for them to pivot into different roles and how to transition that.
• 7:13
  [SPEAKER_00]: And can you dive a little deeper into how smart management helped them to align their behaviors with their values?
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  [SPEAKER_01]: Yeah, so, you know, when you're dealing, for example, with people who are inebriated, you have to take a different approach.
• 7:32
  [SPEAKER_01]: And you can't take an aggressive approach like you would in a neighborhood bar with somebody who's inebriated when you're in a facility that has children right in front of you.
• 7:44
  [SPEAKER_01]: So what Smart did was help people understand the complexity of
• 7:50
  [SPEAKER_01]: where they worked and how you can use smart to communicate not just with your workmates but also with the public and how you can use it as a tool to bring clarity to conversation to
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  [SPEAKER_01]: identify and have empathy in what you're doing, not just with your teammates, but with your customers and your vendors.
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  [SPEAKER_01]: And how you can cadence that and make that work within an organization and make it consistent.
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  [SPEAKER_01]: across every experience regardless of you are in the nightclub, the bowling center, the sports bar, or the arcade.
• 8:30
  [SPEAKER_00]: And how did their leadership and their overall organization evolve throughout our engagement with them?
• 8:39
  [SPEAKER_01]: Well, as we've noted, when it started, we walked into a business that was based on personal tastes and personal understandings and personal experiences of ownership.
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  [SPEAKER_01]: We turned it into an experience for our community.
• 8:58
  [SPEAKER_01]: So we rebuilt the organization both visually and from a process perspective to in a great better for the community.
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  [SPEAKER_01]: So that when the young people came in, they felt like they belonged.
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  [SPEAKER_01]: And when the older people came in, they felt like they belonged.
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  [SPEAKER_01]: And it was they that we paid attention to.
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  [SPEAKER_01]: So what we did is evolve their image.
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  [SPEAKER_01]: evolve their messaging and we aligned the image and the messaging with the behavior, the behavior of our team and the behavior of the people that we engaged with to support our team.
• 9:34
  [SPEAKER_01]: And we created a company that had this consistent not only image, but this consistent behavior that transcended every aspect of the business and that the community came to rely on
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  [SPEAKER_01]: Continuously.
• 9:51
  [SPEAKER_01]: And it didn't matter which part of that building they came to, they knew they could rely on that building to perform whatever expectation they had as a boller, as an arcade person, as a drinker, as a dancer, or as somebody eating a meal.
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  [SPEAKER_00]: All right.
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  [SPEAKER_00]: Thank you.
• 10:08
  [SPEAKER_00]: That concludes our discussion on coaching.