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529 - The #1 Company Culture Mistake I Made, And How To Quickly Fix It

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529 - The #1 Company Culture Mistake I Made, And How To Quickly Fix It

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Episode Recap:

This conversation comes from an epiphany I had while talking to Dean Graziosi while on a private plane to Florida, and it’s a simple insight that most entrepreneurs are probably missing.

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Best Quote:

For me, it's all about this other person, this customer who I'm killing myself for. That's where I'm trying, all my focus is there. When someone would come to me and be like, "I don't feel appreciated, I don't feel like you care about me and stuff." I'm like, "What are you talking about? This isn't about me or you, this is about that person over there, like that customer, that's the person we're trying to serve." I'm always confused by that. I think because of that, I definitely had some conversations with my team that I shouldn't have had, or I didn't incorrectly because again, I didn't understand that.

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Transcript:

Hey, what's up everybody. This is Russell Brunson. Welcome back to the Marketing Secrets podcast. On today's episode, I actually wanted to talk about something that Dean Graziosi and I had a long conversation about on a flight over to Florida and something I think will help you as well.

This is the conversation, and it's something that I think a lot of us entrepreneurs, it's something we're really, really good at on one side of the coin, and really, really bad at on the other side of the coin, and that is building culture. Now you may look at ClickFunnels and be like, "Man, Russell's built the most amazing culture of all time." It's true, I have built an amazing culture of customers in our world, in our community, and things like that. If you read the Expert Secrets book, the whole thing is focused on that.

How do we create a movement? How do we get those people and get them to believe and get them to move and get them to like all those kind of things? The whole point of the Expert Secrets book is how to build a mass movement. That's kind of the focal point. I feel like we've done that as good, if not better, than anybody else on the planet. I'll say that. I can say that. Right? Which is really, really cool. Then on the other side, and Dean and I had this conversation on a flight to Florida, is just, we've been so good at building external community culture, but not as good at building an internal team staff culture. I sat there thinking, "Why, why is that?" In my head they should be the same thing or very similar.

It's culture, it's people. If our customers are drawn to this mission, like the team members, our team should be as well. It's something that's always been confusing for me. I think a big part of it's just because I've never actually had a job. I've never been on the team where I wasn't the person on the team, you know what I mean? So part of, it's just definitely that I just don't have the perspective or understanding. I'll kind of start with that. I definitely think and understand and believe that's a big part of it. And so, as I was trying to think back why, and I've remembered conversations I've had with team members, and hopefully this will give you some insight, because I think what I've realized is I'm really good at creating culture in a community, but not inside of our company.

We've been focusing and changing and trying to figure out how to do that because I believe that is such a core integral piece. In fact, I feel like some of the struggles we had in ClickFunnels in the middle years were because of that. We didn't have the most amazing internal company culture. We've been trying our hardest, especially over the last 12, 18 months or so to change that as we're preparing for ClickFunnels 2.0 and things like that. I feel like it's better now. There's probably been, maybe ever since the very beginning, which is cool. We are getting better at it, but definitely there's been a struggle. I think, "What is the thing that's caused us to struggle?" The thing is just, I didn't have empathy or understanding for our own team. For me, the obsession of this mission is obsession for the end customer. I will bleed and die to create and to serve and figure out ways to serve that customer.

In my mind, that should be what everybody else is doing as well. I'm out there killing myself. For me, it's all about this other person, this customer who I'm killing myself for. That's where I'm trying, all my focus is there. When someone would come to me and be like, "I don't feel appreciated, I don't feel like you care about me and stuff." I'm like, "What are you talking about? This isn't about me or you, this is about that person over there, like that customer, that's the person we're trying to serve." I'm always confused by that. I think because of that, I definitely had some conversations with my team that I shouldn't have had, or I didn't incorrectly because again, I didn't understand that.

I was just like this isn't about me or you, this is about the customer. I don't understand that. What I realized after talking to Dean and just thinking through this a lot, is that where for me, the end customer is the customer. It's the entrepreneur who's learning my stuff. Having that hobby, that's who my end customer is, and that's who I'm trying to serve and who I'm like killing myself trying to impress and make happy. I get the feedback from them. They post on social media. They have changes. They have the ah-has, they have this. I get the feedback from them. But for my internal team, the customer isn't necessarily the end customer. It is indirectly, but for them, I'm the end customer. I'm the person they're trying to impress or trying to figure out.

That was the shift in the ah-ha. As much as I'm trying to kill myself for the entrepreneur that I'm serving and getting them to notice me and want feedback, I want them to praise me, tell me how great I am, the same thing my team wants my, but I'm my team's customer. They're creating stuff for me, and then I'm creating stuff for my customer. I realized, "Oh my gosh, that's why I'm doing this incorrectly. The end customer for my internal team is me." They want my validation, they want my feedback. They want me to be happy. As frustrated as I was with them, initially of just this isn't about me or you this about the customer for them, I am the end customer.

That was this shift in my head of, "Oh my gosh, that's what I have to understand." So again, I've not been perfect at this, but when you're building your own internal company culture, you have to realize that you and the stakeholders in your company, whoever it is, as much as you want your internal team to have the end customer as the person they're trying to serve, and it is. In reality, their job depends on them serving you. So when I had that, it's soften me. I was like, "Oh, I get it."

I feel like the jerk of the situation now because I didn't understand it ahead of time. I want to show that with entrepreneurs because I think for a lot of us, you're like me and all your focus on is the customer you're serving and your team is there killing themselves, and you're frustrated. Why aren't they working harder? Why are they doing this stuff? Why aren't they, don't they see what we're doing? Why do they want feedback? Why do they want me to know all those kind of things. It's like, "Oh, it's because you are their customer." When you start understanding that and make that little shift, it's like, "Okay, well now I need to figure out how do I serve them? How do I create a culture where they know that I'm happy with them. They know that I'm grateful for things they've done."

Just like I'm trying to get a validation for my customer. Like when they have success and get a hand raised, that's huge for my team. When I get my hand raised, when I have success, that's how they would. I have to figure out ways to include them in success and make them feel happy about the success as opposed to be just hoarding all the accolades from the end customers. That make sense? Anyway, it was just a little shift in thinking a little ah-ha, because I think so many of us were great at building our community cultures, and we're not that good at building our internal team cultures. Now that's not all of you, some of you guys are the opposite.

You're amazing. Your team is the greatest culture of all time. Your people would die for you. They would go to the end of the earth for you. But, maybe you don't have the community culture. Sometimes it's a business of people coming and going, buying something, and leaving. Just wanted kind of put that in your mind, that shift in perspective, because when I had that shift, it was like, "oh, I am the customer." I got to change how I'm thinking about things, how I'm doing things. So anyway, hope the helps. I appreciate you all. Thanks for listening. If you enjoy this episode, the podcast, or any of the episodes of the podcast, please let us know. I'm going to start doing, I think more long form episodes, as you can see, you're watching the video version.

I'm in the Napoleon Hill room right now. We've got decorated. We got microphone. We got speakers. We got a bunch of cool stuff in here. I'll probably do some more longer form podcasts and stuff moving forward. I'm excited. There's so many cool things happening. ClickFunnels 2.0, it was close. If I'm liking Live 2022, I think is that the year we're in? All the years are blur. Now it's close. All the things are close and you're about to see some fun stuff coming from Clickphone's HQ. I appreciate you all. Thanks for hanging out. Thanks for listening. If I can, anything to help you, please let me know: you can take a picture of this, tag me in it, and drop your questions and I'll try to respond to them in further in future episodes. So thanks again. You guys appreciate you all and we'll talk to soon. Bye everybody.

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