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Andy Stanley - Two Questions to Grow your Business with Jeff Henderson, Part 2-From the Vault · Andy Stanley Sermons

0:02
Speaker 1: Hey everybody, welcome back to the Andy Stanley Leadership podcast
0:05
Speaker 1: conversation designed to help leaders go further faster. I'm Andy,
0:09
Speaker 1: and I'm so excited today because my friend Jeff Anderson
0:12
Speaker 1: is back in the studio to continue our conversation on
0:15
Speaker 1: the topic that every leader is interested in growth, selling
0:18
Speaker 1: more of what you sell, whether it's goods or services,
0:21
Speaker 1: and expanding your presence in the marketplace. Hey, Jeff, thanks
0:24
Speaker 1: for coming back.
0:25
Speaker 2: Thanks for having me back.
0:26
Speaker 1: Yeah, I'm looking forward to this. Jeff's an extraordinary leader.
0:29
Speaker 1: Before he came into the nonprofit world, he spent several
0:33
Speaker 1: years in the marketplace with Chick fil A, the Atlanta Braves,
0:35
Speaker 1: and Callowei Gardens. So he's had success in both the
0:38
Speaker 1: profit and nonprofit world. And a few years ago he
0:42
Speaker 1: was encouraged by several business leaders to document his experience
0:45
Speaker 1: and he has. He's written a book entitled Know what
0:48
Speaker 1: You're For, Know what You're For, a growth strategy for
0:50
Speaker 1: work and even better strategy for life. So, Jeff, welcome back,
0:54
Speaker 1: and I'm looking forward to continuing this conversation. But if
0:57
Speaker 1: you would catch our podcast listeners up a little bit
1:00
Speaker 1: of what we talked about last time. And then we
1:02
Speaker 1: will forge ahead.
1:03
Speaker 2: Well, it's like what you said, Andy, we're talking about
1:06
Speaker 2: growth today. And I was really blessed, have been blessed
1:09
Speaker 2: to work just for the last twenty years with two
1:11
Speaker 2: thriving organizations Chick fil A ten billion dollars in sales
1:14
Speaker 2: and North Point Ministries, And I.
1:15
Speaker 1: Thought, who hasn't sold a thing?
1:18
Speaker 2: But here we are.
1:19
Speaker 1: Yeah, we give ideas giving.
1:22
Speaker 2: It away today. Yeah, there you go. But I was
1:25
Speaker 2: encouraged by a mentor that said, hey, this wasn't just
1:27
Speaker 2: a blessing, this was a stewardship responsibility. What did you
1:30
Speaker 2: learn from Chick fil A and North Point about growth?
1:33
Speaker 2: There's a lot of other things, but specifically about growth.
1:35
Speaker 2: I was really challenged by that. And there's a lot
1:37
Speaker 2: we could say, but I really boiled it down to
1:38
Speaker 2: the two questions we talked about at last month's podcast,
1:41
Speaker 2: which is question number one, what do you want to
1:44
Speaker 2: be known for? What do you want your nonprofit to
1:46
Speaker 2: be known for? What do you want your business to
1:48
Speaker 2: be known for? What do you want, in our case,
1:50
Speaker 2: a church to be known for? And then question number
1:53
Speaker 2: two is what are you known for? As we said
1:56
Speaker 2: last month, question number one is ours to answer as
1:59
Speaker 2: organizational leader. Question number two is the customer's question. But
2:04
Speaker 2: when those two questions have the same answer, when what
2:08
Speaker 2: you want to be known for is what the customers
2:11
Speaker 2: are experiencing and it's exactly what you're known for, then
2:14
Speaker 2: you win the battleground known as the heart of the customer.
2:18
Speaker 2: And that's where I think the growth game is going
2:21
Speaker 2: when you can shrink the gap between those two questions.
2:24
Speaker 2: So we talked about the gap last month, we talked
2:26
Speaker 2: about the power of those two questions, and then this
2:28
Speaker 2: month we're talking about how do you shrink the gap?
2:30
Speaker 1: Yeah, and that's a very compelling question. How do you
2:33
Speaker 1: shrink that gap, the gap between what I want to
2:35
Speaker 1: be known for, what we want to be known for,
2:37
Speaker 1: what we're actually known for. We are actually in the
2:40
Speaker 1: process at the campus I lead right now of employing
2:43
Speaker 1: a research firm to do some research in this community
2:46
Speaker 1: around that very question, what are we actually known for?
2:49
Speaker 1: Because we think we know and there's tons of anecdotal evidence,
2:52
Speaker 1: and of course our raving fans answer that question correctly,
2:55
Speaker 1: but in terms of the community that knows we are here,
2:58
Speaker 1: but is not a part of what we do, what
3:00
Speaker 1: are we known for? And is it positive or negative?
3:03
Speaker 1: And I you know, that's one of those as we
3:05
Speaker 1: mentioned last time, that's one of those rocks you need
3:07
Speaker 1: to pick up and look and see what's underneath. You
3:08
Speaker 1: may be pleasantly surprised or you know, you may be
3:11
Speaker 1: unpleasantly depressed. But you know, what you don't know can
3:15
Speaker 1: hurt you. And so sometimes you've got to be curious
3:17
Speaker 1: enough and sometimes you got to spend some money to
3:19
Speaker 1: find out. So one more thing about last month's conversation.
3:22
Speaker 1: You mentioned four groups that every organization should be four
3:26
Speaker 1: would you just rehearse those for one more time and
3:28
Speaker 1: then we'll move ahead.
3:29
Speaker 2: Absolutely, And for those of you that did your homework,
3:32
Speaker 2: kudos to you, and we gave you some homework examples
3:37
Speaker 2: that you could actually leverage to shrink those the gap
3:39
Speaker 2: between those two questions, But ultimately, how you shrink the
3:42
Speaker 2: gap is you create an organization that has a heart
3:45
Speaker 2: for four groups of people. The customer you need to
3:47
Speaker 2: be for, the customer you need to be for your team.
3:50
Speaker 2: However that looks. For those of you in a nonprofit world,
3:53
Speaker 2: this could be volunteers or donors, for the community, the
3:56
Speaker 2: larger community we talked about last month that if your
3:59
Speaker 2: goal is just to stay in business, you want you
4:01
Speaker 2: have to have a more compelling purpose than just that
4:04
Speaker 2: and then ultimately for you, and what this does andy
4:09
Speaker 2: being for these four groups of people, it allows you
4:12
Speaker 2: to be more personable. And the more personable you are,
4:15
Speaker 2: the more remarkable you will be. What that word remarkable
4:18
Speaker 2: means is people talk about your organization and they say,
4:21
Speaker 2: you've got to go there, You got to They do
4:24
Speaker 2: actually have the best hot dog in town, and they
4:27
Speaker 2: are your vision carriers. And when you shrink the gap
4:29
Speaker 2: between these two questions, what happens is is you create
4:32
Speaker 2: more vision carriers. And the more vision carriers you have,
4:35
Speaker 2: the more vision casters you have. Wow. And so that's
4:38
Speaker 2: what this this understanding of the and we'll talk about
4:41
Speaker 2: the handles and some very specific examples of this, but
4:44
Speaker 2: that's the power of being. For these four groups of people,
4:47
Speaker 2: they experience your organization in a very personable, compelling way,
4:51
Speaker 2: and they tell their friends about it.
4:53
Speaker 1: And shrinking that gap is the key. That's the goal.
4:55
Speaker 2: Absolutely.
4:55
Speaker 1: And as you said last time, you know, oftentimes organizations,
4:58
Speaker 1: especially larger organizations, are looking for that one thing that
5:01
Speaker 1: can sort of be the rallying cry and it's difficult
5:04
Speaker 1: to find. And the larger and the more complex an
5:05
Speaker 1: organization becomes, the more difficult it is to do that.
5:09
Speaker 1: But to get an organization around this problem, how can
5:12
Speaker 1: we close the gap between what we want to be
5:13
Speaker 1: known for and what we're known for. That's a that's
5:16
Speaker 1: that's definitely a rallying cry.
5:17
Speaker 2: So you've talked so much about this, but courage. It's
5:20
Speaker 2: gonna to pull that rock up. It's going to require courage.
5:23
Speaker 2: But here's the reality. If we don't pull the rock up,
5:26
Speaker 2: the information is still there. We're still known for that regardless,
5:31
Speaker 2: we just so we don't know it, and so we
5:33
Speaker 2: as leaders, ironically we're the only ones that don't know it.
5:37
Speaker 2: But what you're looking for is you're looking for themes.
5:41
Speaker 2: You're going to get your feelings hurt, absolutely, but there
5:44
Speaker 2: may be some comments that you have to disregard if
5:46
Speaker 2: there's not a theme to it. Like, what you'll discover
5:50
Speaker 2: is you're going to look for themes in terms of
5:52
Speaker 2: what are we known for. There may be some gloat
5:54
Speaker 2: to your point, the rating fans, and there may be
5:57
Speaker 2: some people that aren't. But what we're looking for are
5:59
Speaker 2: those themes that we can act on.
6:01
Speaker 1: Yeah, So Jeff, listen, dive into some examples. And in
6:04
Speaker 1: the book you differentiate between customer service and customer engagement.
6:09
Speaker 1: And I thought this was so intriguing and so insightful.
6:12
Speaker 1: So talk a little bit about that.
6:13
Speaker 2: Sure, Customer service is reactive. So if I could pick
6:16
Speaker 2: on my former world, my my fries were cold. Oh
6:19
Speaker 2: I'm sorry about that. Here's a new batch of fries.
6:22
Speaker 1: Customer service.
6:22
Speaker 2: Customer service's reacting to what happened. Customer engagement is proactively
6:27
Speaker 2: engaging with the customer. The reason this is important is
6:31
Speaker 2: because it puts, as we talked about in last month's podcast,
6:34
Speaker 2: it puts the customer on the field, and they're the
6:37
Speaker 2: ones that are the hero, and the business is cheering
6:40
Speaker 2: them on. And so I believe that we're the future.
6:43
Speaker 2: And when I say future, I mean I think the
6:45
Speaker 2: future is here. Thriving organizations will be more concerned with
6:48
Speaker 2: becoming a fan of their customer and community instead of
6:52
Speaker 2: trying to get the customer to become a fan of
6:54
Speaker 2: the business. So let me say that again. Thriving organizations
6:58
Speaker 2: will be more concerned with becoming a fan of their
7:00
Speaker 2: customer and community instead of trying to get the customer
7:03
Speaker 2: to become a fan of the business. Well, and when
7:05
Speaker 2: you look at this statement and look at a lot
7:08
Speaker 2: of marketing advertising, it runs contrary to that. It's hey,
7:12
Speaker 2: we're the most important entity here, look at us, look
7:14
Speaker 2: at us, Look at us. I think that's old school
7:16
Speaker 2: marketing that is going away. And again, this isn't saying
7:20
Speaker 2: that we're not interested in growth. This is all about growth.
7:23
Speaker 2: But customer engagement is proactively engaging with the customer and
7:27
Speaker 2: putting the spotlight on them and taking the spotlight off
7:31
Speaker 2: the organization. And there's some very specific ways that you
7:33
Speaker 2: can do. Yeah.
7:34
Speaker 1: In fact, in the book, you make the point that
7:36
Speaker 1: most organizations, and this was a little bit surprising, you
7:40
Speaker 1: felt like they aren't doing social media. And yet almost
7:44
Speaker 1: every company has a Twitter or Facebook or Instagram account.
7:47
Speaker 1: So what do you mean by that most Well, maybe
7:50
Speaker 1: I should say they have a social media presence, right,
7:54
Speaker 1: but they're not doing proactively or as you talk about
7:57
Speaker 1: in customer they're not leveraging social media social medi media
8:00
Speaker 1: for customer engagement.
8:01
Speaker 2: Right from my experience, what many organizations are doing, they're
8:05
Speaker 2: doing digital media, they're not doing social media. Most companies
8:09
Speaker 2: forget the social in social media. So basically it is
8:13
Speaker 2: a digital electronic ad wow. And I am not suggesting
8:18
Speaker 2: that that's wrong. I'm not suggesting that you should a
8:21
Speaker 2: missed opportunity. It's a missed opportunity because really, the power
8:25
Speaker 2: in social media and again this isn't necessarily a social
8:28
Speaker 2: media conversation, as much of it is putting the spotlight
8:31
Speaker 2: on the customer and engaging with them. The power in
8:35
Speaker 2: social media is the social part. And many organizations just
8:39
Speaker 2: do the media. And you know why, Andy, It's because
8:41
Speaker 2: the spotlight's on the organization.
8:43
Speaker 1: About I don't know, several months ago, and you can
8:45
Speaker 1: pinpoint the time for this. You came to our staff
8:47
Speaker 1: meeting and you told us this extraordinary story about taking
8:52
Speaker 1: one of your kids to a concert you had not
8:54
Speaker 1: planned on going to that turned into this. I mean
8:57
Speaker 1: it was kind of like the light bulbs came on
8:59
Speaker 1: all around the room as it related to this very
9:01
Speaker 1: issue of are we using social media like a billboard
9:04
Speaker 1: like no one needs another billboard, or are we actually
9:06
Speaker 1: using it to engage? So can you can you tell
9:08
Speaker 1: that story?
9:08
Speaker 2: Absolutely? My daughter Jesse is a college student. She's a
9:11
Speaker 2: big fan of the musical duo Johnny Swim At this point,
9:14
Speaker 2: I had never heard of Johnny Swim. I thought they
9:16
Speaker 2: were like an Olympic swimmer or something. So, but Jesse
9:20
Speaker 2: was a big fan. So she was going back to
9:22
Speaker 2: college and Wendy said, Hey, they're coming in town. Why
9:25
Speaker 2: don't we buy tickets and let's surprise Jesse before she
9:28
Speaker 2: goes back to college. Love it, she said, for an
9:30
Speaker 2: extra fifty dollars, we have four people in our family.
9:32
Speaker 2: For an extra fifty dollars a ticket, we can get
9:34
Speaker 2: backstage passes. Well I'm not good at math, but fifty
9:38
Speaker 2: times four, I'm told it's two hundred dollars. Were already
9:40
Speaker 2: paying a lot for college, right, So I said, I
9:42
Speaker 2: don't think we want to do the backstage passes. So
9:45
Speaker 2: at this time, my daughter was interning with an organization
9:48
Speaker 2: and they featured her on their Instagram page and they said,
9:50
Speaker 2: this is Jesse Henderson. She likes this food, she likes this,
9:53
Speaker 2: and she's obsessed with Johnny Swim, so they tagged Johnny Swim. Well,
9:57
Speaker 2: a few hours after this, my phone starts blowing up
10:00
Speaker 2: with our little family text thread and my daughter says
10:02
Speaker 2: o MG, which she's a preacher's kid, which stands for
10:05
Speaker 2: oh my gosh, and she took a screenshot, and so
10:09
Speaker 2: the picture was that Johnny Swim had commented back to
10:13
Speaker 2: her and said, we're obsessed with you too, Jesse, we
10:16
Speaker 2: love you too. Well, her phone starts blowing up. All
10:19
Speaker 2: her friends are saying, did you see Johnny Swim talk
10:21
Speaker 2: to you? Did you see Johnny Swim talk to you? Well,
10:23
Speaker 2: guess what happened. We bought the backstage passes.
10:29
Speaker 1: So here with one single.
10:34
Speaker 2: Boards, with one single click of a button. Now here's
10:39
Speaker 2: here's the power of this. I get pushed back on
10:41
Speaker 2: this from time to time when people say, Jeff, I
10:43
Speaker 2: can't do this for everyone. That's when I say, well,
10:46
Speaker 2: my favorite pastor, Andy Stanley says, do for one what
10:49
Speaker 2: you wish you could do for everyone. Johnny Swim can't
10:51
Speaker 2: talk to everybody. They can talk to a few people.
10:54
Speaker 2: But guess what's happened in this moment. We're experiencing it
10:57
Speaker 2: right now. I am telling some of your listeners who's
11:00
Speaker 2: never heard of Johnny Swim, guess what I'm now doing here.
11:02
Speaker 2: I'm a vision carrier and now I am. I am
11:06
Speaker 2: promoting Johnny Swim on your podcast. It cost zero and
11:10
Speaker 2: they're still not paying me anything, and their pictures in
11:13
Speaker 2: the books. So my point is is somebody and I
11:17
Speaker 2: think this is really important in terms of customer engagement
11:19
Speaker 2: versus customer service. Customer services. Again, here's our product, here's
11:23
Speaker 2: our products, our product. We need to do that. Does
11:26
Speaker 2: Johnny Swim need to tell us when their new CD
11:28
Speaker 2: comes out? Yes? Do they need to tell us about
11:30
Speaker 2: their tour? Yes? But what they did is they went
11:34
Speaker 2: off of their platform and they broke through an invisible
11:37
Speaker 2: barrier most brands don't break through. They went off of
11:40
Speaker 2: their platform on social media and went to someone else's
11:43
Speaker 2: and engaged with my daughter there and they made her day.
11:47
Speaker 2: And you know what they did. They won the battleground
11:49
Speaker 2: of my daughter's heart and they won the battleground of
11:52
Speaker 2: her dad's heart. So that's the power. That's what they did.
11:56
Speaker 2: And this example happens time and time again, and it's
12:01
Speaker 2: I don't play golf anymore. I wasn't very good at it.
12:04
Speaker 2: So my hobby now is going on to brand's Instagram
12:07
Speaker 2: posts and seeing when they post something, seeing if they
12:10
Speaker 2: ever comment back to their customers. And you would be
12:13
Speaker 2: shocked how many organizations don't ever comment back. It's like
12:17
Speaker 2: if we were to walk into a restaurant and ask
12:20
Speaker 2: the staff person a question and then the staff person
12:22
Speaker 2: turns around and doesn't say anything, just leaves. That's what's
12:25
Speaker 2: happening in social media. So when I say that most organizations,
12:28
Speaker 2: or I should say many organizations aren't doing social media,
12:31
Speaker 2: it's because they're forgetting the social and the social media part.
12:34
Speaker 2: And the reason, andy is because the spotlight is on
12:38
Speaker 2: the business.
12:39
Speaker 1: And when you shared that story in our staff meeting,
12:42
Speaker 1: several of us immediately began going into our social media
12:46
Speaker 1: feeds and responding to replies and responding to responses. It
12:50
Speaker 1: just had never crossed our mind. It's a simple discipline
12:54
Speaker 1: that every single podcast listener could do if you just
12:57
Speaker 1: did it once a day, you just started one converse
13:00
Speaker 1: or you responded to one comment again, you never know
13:03
Speaker 1: what it's going to lead to, and it's such a
13:05
Speaker 1: simple thing to do.
13:05
Speaker 2: Well. You helped free me from the perfection of trying
13:09
Speaker 2: to have to respond to everybody you know, but do
13:11
Speaker 2: for one what you wish you could do for everyone.
13:13
Speaker 2: A quick example for our church, we began our staff meetings,
13:17
Speaker 2: we go to Instagram and we search hashtag for Gennette
13:20
Speaker 2: and we just like and comment on the posts, and
13:22
Speaker 2: we are another lesson I learned from you. We're trying
13:25
Speaker 2: to reward the behavior we wan't repeated with people sharing
13:29
Speaker 2: our vision and mission to our community. So that's the
13:32
Speaker 2: way I've had people tell me I can tell it's
13:34
Speaker 2: Gwinett Church staff, how my Instagram post is blowing up.
13:38
Speaker 2: But we have had so many comments of people who
13:41
Speaker 2: have said, Wow, this big church noticed me, and it's
13:45
Speaker 2: really an important thing. It's one of those customer engagement. Hey,
13:49
Speaker 2: we see you can't do it for everybody, but you
13:52
Speaker 2: can do it for a few.
13:53
Speaker 1: Yep. That's so powerful. My experience with that has been
13:57
Speaker 1: primarily through Twitter. I have so many conversations with people
14:01
Speaker 1: who don't think that I know they ever will ever
14:04
Speaker 1: that they exist, especially if they follow me on Twitter
14:06
Speaker 1: and I can direct message in the back, and the
14:08
Speaker 1: initial response is always is this really Andy Stanley? I
14:12
Speaker 1: mean almost all of them start with is this is
14:14
Speaker 1: this a robot? Is this somebody working for you? I'm like, no,
14:16
Speaker 1: this this is really me. I want to send you
14:18
Speaker 1: some free stuff. And suddenly something that's very impersonal becomes
14:22
Speaker 1: extremely personal. And there's been some really and again it's
14:25
Speaker 1: fun it doesn't take much time. But again, I really
14:28
Speaker 1: I know you keep giving me credit, but I've told
14:30
Speaker 1: you before, I've learned so much of this from you.
14:33
Speaker 1: And the whole idea of moving from social media as
14:35
Speaker 1: a billboard to social media as a conversation, it really
14:38
Speaker 1: does break through that barrier and it becomes conversational and
14:42
Speaker 1: suddenly you feel like you feel like you know Johnny
14:44
Speaker 1: swim a little bit and you don't, but you think
14:47
Speaker 1: you feel like you do. Right, Okay, Sorry, we got
14:49
Speaker 1: to move on. So let's talk about the danger of
14:50
Speaker 1: something that you call insider itis. And we've kind of
14:53
Speaker 1: touched on the idea, but I love that terminology and
14:57
Speaker 1: it should scare all of us.
14:58
Speaker 2: What is that It's seeing the organization from behind the
15:01
Speaker 2: counter instead of in front of it. So when I
15:03
Speaker 2: would work with Chip fil A operators, I would go
15:05
Speaker 2: in and at lunch time say hey, let's stand in
15:07
Speaker 2: front of the counter, and they would say, no, this
15:09
Speaker 2: is the business. You don't understand the business, Jeff. This
15:11
Speaker 2: is the busiest time of the day exactly. That's why
15:14
Speaker 2: you need to see it from this standpoint. And I've
15:17
Speaker 2: I've trained my kids to do this. I will walk
15:21
Speaker 2: up to somewhere, I go, what's wrong with the with
15:22
Speaker 2: the front part of the counter, and it just shows
15:24
Speaker 2: me that no one is standing back here behind in
15:28
Speaker 2: front of the counter. Now I have that challenge in
15:31
Speaker 2: my own life. When I get to church on Sunday mornings,
15:34
Speaker 2: I get there early, and I have no parking problems,
15:37
Speaker 2: I have everything's quiet and nice, and there's no check
15:42
Speaker 2: checking lines, and so I have I have seen the
15:45
Speaker 2: organization in a non realistic way. You're not seeing it
15:49
Speaker 2: like the customer, no, because I'm actually behind the counter.
15:52
Speaker 2: So what we've got to do is we've got to
15:53
Speaker 2: make sure that we are having conversations and engaging with
15:57
Speaker 2: customers so that they can tell us what they are
15:59
Speaker 2: seeing in front of the counter.
16:02
Speaker 1: And in our organization, we've learned that we cannot just
16:05
Speaker 1: suggest that, or teach that, or even point to the
16:09
Speaker 1: value of that. We have to schedule people who are
16:12
Speaker 1: not normally in those positions into those positions. Because there
16:15
Speaker 1: are people in every organization who their job is to
16:18
Speaker 1: be on the front line. But the folks like us
16:21
Speaker 1: who don't have to be on the front line if
16:22
Speaker 1: it's not intentional, and in some cases, if it doesn't
16:26
Speaker 1: become even a small slice of someone's job description. They
16:29
Speaker 1: will never experience it because there's other things to do,
16:32
Speaker 1: but that frontline experience, and again to your point, experiencing
16:36
Speaker 1: what the customer experience is huge.
16:38
Speaker 2: And I remember when I was at Buckhead Church that
16:41
Speaker 2: this is easier for me than you because I don't
16:42
Speaker 2: have to preach every Sunday. But there were sundays where
16:45
Speaker 2: I asked, Wendy, let's leave at about ten forty, let's
16:50
Speaker 2: get in the threat. Let's just yeah, you know. And
16:53
Speaker 2: it's but it's so good because then you're asking yourself,
16:56
Speaker 2: would I do this every Sunday? And then you just
16:58
Speaker 2: see it differently. It's much like when you bring a
17:01
Speaker 2: guest to let's say, you bring a guest to a
17:03
Speaker 2: restaurant that you really love, you see it from a
17:05
Speaker 2: different perspective. Absolutely, that's seeing it from the customer's perspective
17:09
Speaker 2: and really highlighting and engaging them. There.
17:11
Speaker 1: One of the other things that you wrote, and you've
17:13
Speaker 1: talked about the four groups that we need to be for,
17:15
Speaker 1: you said that being for the team, and this was
17:18
Speaker 1: a little surprising, being for the team is actually more
17:22
Speaker 1: important than being for the customer. And by team, you
17:25
Speaker 1: mean the staff team, right, So I thought it was
17:28
Speaker 1: customer first, customer first, customer first. This seems to run
17:31
Speaker 1: contrary to that.
17:32
Speaker 2: Here's why that's true. I believe the customer is eventually
17:36
Speaker 2: treated like the team is treated. It's gonna flow right
17:39
Speaker 2: to the customer. So let's go back to the front
17:41
Speaker 2: counter illustration. When I walk up to a front counter,
17:45
Speaker 2: I can tell exactly how that person is being treated
17:48
Speaker 2: because it's flowing right to me. If there's no eye contact,
17:51
Speaker 2: if they don't look like they care that I'm there,
17:54
Speaker 2: if I'm an bother to them, then in many respects,
17:56
Speaker 2: that's how they're being treated. That's the vision that's being
17:59
Speaker 2: cast for them. When I walk up to the front
18:01
Speaker 2: counter and I get so glad you're here, eye contact,
18:04
Speaker 2: warmth and smiles, that's how they're being treated. And so
18:07
Speaker 2: you can't disconnect. We've got great customer strategy. If you
18:11
Speaker 2: have a dysfunctional staff team structure, it's just it's going
18:15
Speaker 2: to eventually flow to the customer.
18:18
Speaker 1: So for the customer, for the team, and before we
18:20
Speaker 1: get to for the community. Jeff. In the book, and
18:22
Speaker 1: I know we don't don't have time to talk about this,
18:24
Speaker 1: you include this five step process for creating a for
18:28
Speaker 1: the team culture. That's extraordinary And when I read it,
18:31
Speaker 1: I immediately thought about what you've actually done on all
18:34
Speaker 1: of your staff teams. So this isn't theory, this is
18:36
Speaker 1: what you've done. It's super helpful and it could probably
18:39
Speaker 1: be its own podcast, it's so good. But anyway, moving
18:42
Speaker 1: along number three, let's talk about being four of the community.
18:46
Speaker 2: I think this is the most exciting news of all
18:48
Speaker 2: Andy because this is what I truly believe, and I
18:50
Speaker 2: think research is playing this out. In today's world. Doing
18:53
Speaker 2: good is good for business. Doing good is good for business.
18:57
Speaker 2: I love it. And I love this because, as I mentioned,
19:00
Speaker 2: and there's data that's proving this out. There's an organization
19:02
Speaker 2: called the Harvest Group and every year they release the
19:04
Speaker 2: results of a survey they call meaningful brands. What they're
19:08
Speaker 2: proving is that the more meaningful an organization is the
19:10
Speaker 2: greater success they will have to their bottom line. So
19:14
Speaker 2: when you define who what you're for, and you deliver
19:17
Speaker 2: on that, you become meaningful in their terminology. So here's
19:20
Speaker 2: some data points that are actually proving this out. In
19:22
Speaker 2: their most recent research, they discover that seventy five percent
19:25
Speaker 2: of customers expect brands to contribute to their well being,
19:29
Speaker 2: their well being, their well being.
19:31
Speaker 1: It's so this isn't just health food and vitamins. This
19:34
Speaker 1: is everybody.
19:35
Speaker 2: What are you doing for the whirlwid What's what are
19:37
Speaker 2: you doing out there? Only twenty four percent believe this
19:41
Speaker 2: is happening. That's alarming.
19:43
Speaker 1: But if I'm a business leader, I'm an opportunity.
19:46
Speaker 2: Absolutely.
19:46
Speaker 1: Yeah.
19:47
Speaker 2: I look at this and think, when we clarify what
19:49
Speaker 2: we want to be known for, then we get to
19:52
Speaker 2: have a competitive advantage, we get to connect with the
19:55
Speaker 2: seventy five percent that expect us to do this. Here's
19:57
Speaker 2: the most alarming part of the research to me. Over
20:00
Speaker 2: seventy four percent of customers wouldn't care if the brands
20:04
Speaker 2: they use disappear. What It's just crazy. But I think
20:09
Speaker 2: the reason for that, Andy is they don't believe the
20:12
Speaker 2: brand's care for them.
20:14
Speaker 1: They'll just go find another prance.
20:16
Speaker 2: That's why when you play the price game that we
20:19
Speaker 2: talked about in last month's podcast, it's a dangerous slope.
20:23
Speaker 2: Especially regarding this research.
20:25
Speaker 1: It's just about margin. That's just an extraordinary thought.
20:29
Speaker 2: But what this research is saying is once you clarify
20:31
Speaker 2: what you want to be known for, and you deliver it,
20:34
Speaker 2: customers will respond. For me, this is an opportunity for
20:37
Speaker 2: business leaders to rise up and go. This is a
20:39
Speaker 2: competitive advantage that's doing good is good for business. I'll
20:42
Speaker 2: give you a real quick example in the early days
20:44
Speaker 2: of our church. I know this is more of a
20:46
Speaker 2: nonprofit example, but I said, in the very early days
20:50
Speaker 2: of our church, if g when that church ever decided
20:52
Speaker 2: to close down, I would want the school principles and
20:55
Speaker 2: the mayors of our county, and the business leaders and
20:58
Speaker 2: the parents to come knock on our door and protest
21:01
Speaker 2: and say you can't close down. We need you in
21:04
Speaker 2: this community. Wow. I said, that's what the kind of
21:06
Speaker 2: church we want to be. But if you could think
21:08
Speaker 2: like that as a for profit leader, and you combine
21:12
Speaker 2: purpose and profit that we talked about in last month's podcast,
21:15
Speaker 2: that's a powerful, compelling combination of purpose in profit.
21:21
Speaker 1: That's so good. We could talk about that one idea
21:24
Speaker 1: all day long, especially what we've seen in terms of
21:25
Speaker 1: the influence we've had as a community of churches in
21:28
Speaker 1: our communities. In fact, just to brag on you, when
21:31
Speaker 1: you went out to Gwinnett County to first launch going
21:34
Speaker 1: at church. One of the things that Jeff's team did
21:36
Speaker 1: is they went to the best nonprofits in Gwinnette County
21:40
Speaker 1: and said, how can we help. I mean, even before
21:42
Speaker 1: we had property in a building, you went to the
21:44
Speaker 1: organizations that were making a difference in the community and said, hey,
21:47
Speaker 1: we're coming and this isn't just about us, we are
21:50
Speaker 1: for Gwinnette and we want to before you. And consequently,
21:52
Speaker 1: you are a good neighbor even before we were in
21:55
Speaker 1: the neighborhood. And that's something every organization.
21:58
Speaker 2: Well, I appreciate that I actually learn that from you,
22:00
Speaker 2: but thank.
22:01
Speaker 1: You well, but you guys did it in such a
22:04
Speaker 1: such a such an amazing way, in such a proactive way.
22:06
Speaker 1: So we've talked about being for the customer, for the team,
22:09
Speaker 1: for the community. Let's wrap up by talking about being
22:11
Speaker 1: for you.
22:13
Speaker 2: Yes, this might seem a little counterintuitive talking about being
22:16
Speaker 2: for these three groups of people and now we're talking
22:18
Speaker 2: about being for you, but it's really important because the
22:21
Speaker 2: best gift that you can give to your organization is
22:23
Speaker 2: an inspired, healthy, the best version of you. And one
22:27
Speaker 2: of the ways you do that is to remain inspired.
22:30
Speaker 2: And so one of the questions I would have for
22:32
Speaker 2: your listeners, Andy, is how inspired are you right now?
22:35
Speaker 2: It's one thing to get inspired, that's important. The bigger
22:38
Speaker 2: challenge is to remain inspired over time. And so there's
22:41
Speaker 2: a lot of strategies that we give you in the book,
22:43
Speaker 2: but I think the most important strategy for this is
22:46
Speaker 2: to actually take these two questions and apply them personally.
22:50
Speaker 2: For example, what do I want to be known for
22:53
Speaker 2: in my life as a as a person? And what
22:56
Speaker 2: am I known for? So if I we're having a conversation.
22:59
Speaker 1: And I have to have a pretty strong self esteem
23:01
Speaker 1: to start asking that question, but again, you have been
23:05
Speaker 1: asking a version of that question for years, go ahead,
23:07
Speaker 1: I interrupted.
23:08
Speaker 2: Well, I think if I'm here saying Andy, I want
23:10
Speaker 2: to be a great husband, and I want to be
23:12
Speaker 2: a great dad, and I want to be a great
23:13
Speaker 2: this ultimately, you know how you have to go to
23:16
Speaker 2: You got to go to Wendy, You got to go
23:17
Speaker 2: to Jesse, you got to go to Cole, you got
23:18
Speaker 2: to come over to Gwinnett Church and go hey, Jeff
23:20
Speaker 2: says he wants to be a great leader. How is
23:22
Speaker 2: he doing? So it's the question what do I want
23:24
Speaker 2: to be known for? It's really important to clarify that
23:27
Speaker 2: as as an individual, what am I known for? And
23:31
Speaker 2: then you have to go and ask the people in
23:33
Speaker 2: our lives. So that's why the subtitle of the book
23:36
Speaker 2: is a growth strategy for work, but an even better
23:39
Speaker 2: strategy for life. I think these two questions are actually
23:41
Speaker 2: better for life than the art for organizations. It does
23:44
Speaker 2: require courage, I mean, it does require that, But just
23:47
Speaker 2: like as you were talking about Andy with this squiggly line,
23:49
Speaker 2: there's quiggly lines in our personal life, and there's a
23:53
Speaker 2: gap in my what I want to be known for
23:55
Speaker 2: and what I am known for. But every day I
23:57
Speaker 2: get an opportunity to shrink the gap. And so that's
24:01
Speaker 2: why I feel like if you can solve this issue,
24:04
Speaker 2: it'll flow to the other three. And maybe for your listeners,
24:08
Speaker 2: maybe the best thing they need to do is to
24:10
Speaker 2: start with this question personally so that then they can
24:13
Speaker 2: impact the other three. Yeah.
24:15
Speaker 1: Years ago, I heard you talking to some leaders and
24:18
Speaker 1: you challenged us to ask some key people in our
24:22
Speaker 1: lives this question, and it goes right to the heart
24:24
Speaker 1: of what you're talking about. And the question was, what's
24:26
Speaker 1: it like to be on the other side of me?
24:29
Speaker 1: What's it like to be on the other side of me,
24:31
Speaker 1: and you could feel the fear in the room, like, really,
24:35
Speaker 1: do I really want to ask that question? But it's
24:38
Speaker 1: such a powerful question because it's how we discover what
24:41
Speaker 1: it's like to be on the other side of us.
24:42
Speaker 1: And again, it's going to give us insight to help
24:44
Speaker 1: us close the gap between what do I want to
24:47
Speaker 1: be known for, what kind of person do I want
24:49
Speaker 1: to be? And how am I actually perceived.
24:51
Speaker 2: So the mistake I made was preaching on that question.
24:54
Speaker 2: Now I don't even have to ask it. People just say,
24:55
Speaker 2: he let me tell us, like you asked it.
24:58
Speaker 1: What.
24:58
Speaker 2: Yeah, So let me answer that question.
25:01
Speaker 1: I know I've got plenty of I've got plenty of information. Yeah.
25:05
Speaker 1: So let's go back to where this conversation began, Jeff,
25:07
Speaker 1: we began this conversation by saying, this is a book
25:10
Speaker 1: and this is a conversation about growth. So again, tie
25:13
Speaker 1: all this back to that initial big idea because again,
25:16
Speaker 1: as a leader, that's something we're all interested in.
25:18
Speaker 2: Absolutely well, when an organization is for these four groups
25:22
Speaker 2: of people, they're genuinely for them. These four groups will
25:25
Speaker 2: return the favor and become what I call vision carriers.
25:28
Speaker 2: They take your vision and they say, hey, have you
25:31
Speaker 2: ever heard of this musical duo called Johnny Swim? And
25:34
Speaker 2: the more vision carriers you have like that, the more
25:37
Speaker 2: vision casters you have, and the more vision casters you have,
25:40
Speaker 2: they will grow your organization because when customers grow your business,
25:45
Speaker 2: it's the healthiest form of growth that there is. It's
25:48
Speaker 2: not artificial, it's real life growth. So that's why I
25:52
Speaker 2: think these two questions and then being for these four
25:54
Speaker 2: groups of people are really important and for business leaders,
25:58
Speaker 2: and I think this is such an exciting time because
26:01
Speaker 2: doing good is good for business.
26:03
Speaker 1: Well, Jeff, this has been so helpful, And for those
26:05
Speaker 1: of you who did not hear last month's podcast, please
26:07
Speaker 1: go back and check that out. But in the meantime,
26:09
Speaker 1: make sure that you check out Jeff's book, Know what
26:12
Speaker 1: You Are For, Know What You Are For. You can
26:13
Speaker 1: find it wherever find books are sold. And Jeff, if
26:16
Speaker 1: somebody wants to get in touch with you and invite
26:18
Speaker 1: you to speak at a leaders for their leadership team
26:20
Speaker 1: or something they're doing for leaders, how can they get
26:22
Speaker 1: in touch with you?
26:23
Speaker 2: I would love that. Andy. They can just go to
26:24
Speaker 2: Jeff Inderson dot com and they email me directly there
26:27
Speaker 2: and I will respond I frustration.
26:30
Speaker 1: Yes, you bet out right hey. In addition to that,
26:33
Speaker 1: make sure you visit Andy Stanley dot com and where
26:36
Speaker 1: you can download the Leadership Podcast application guide to go
26:39
Speaker 1: with today's content, and you can find Jeff's contact information
26:43
Speaker 1: there as well. As always, thanks for listening, We will
26:45
Speaker 1: see you right back here next time for another episode
26:48
Speaker 1: of the Andy Stanley Leadership Podcast