Episode #46 - Build Your Team and They Will Build Your Business - Teacher Zone

Episode #46 – Build Your Team and They Will Build Your Business

When you’re growing as a business, it’s easy to become the bottleneck to your own growth. Things need to happen. Tasks need to be checked off. People need to be signed up, or followed up with.

But you’re the one setting up all of the work, then it won’t be long before you get stuck.

The good news, there IS a better way. And that’s what we’re going to talk about to do.

So buckle up and listen to how you can use transformational leadership to build your team and build your business.

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Or Scan the Show Notes Below

0:00:05.3 Tyler: Welcome to the next episode of “The Teacher Zone” with Chris and Tyler. I’m here with Chris Bates. How are you, sir? 

0:00:12.6 Chris: I’m epic. How are you, Ty? 

0:00:16.0 Tyler: I’m feeling a little raw today, it’s been a raw week. I’m gonna tell you that right now. Chris and I have been through a lot. We haven’t talked to you guys in a little while, but we have a new coach, right, Chris? So we’ve got this amazing new coach life business, they help software owners around the world, just scale their businesses, leadership, scorecards, all sorts of things, and something’s come to our attention, right, Chris? 

0:00:48.1 Chris: Yeah, the reason that… Listen, all of us as business owners every week has its challenges and stuff like that, but what feels extra raw for Tyler and I this week is that our coach, he’s named Dan Martell, Dan… We took a class recently, and he sort of woke us up to the fact that a lot of the challenges that we all face, we’ll just own our own, are Tyler and I’s fault with our own businesses. We’re basically not…

0:01:19.7 Tyler: Chris, we’ve told people this already before. We know how to own it, we know that if something breaks down in the business, we are extreme ownership gospel spreaders.

0:01:31.1 Chris: Right. We drink that Kool-Aid a long time ago.

0:01:34.1 Tyler: But there are some nuances we’ve recently discovered that we’ve just been doing it wrong. And you know how you know when it’s wrong, finally, Chris? 


0:01:46.9 Tyler: It feels gross inside.

0:01:48.7 Chris: Right.

0:01:48.7 Tyler: It can hurt inside. It can be like, “Why?” It can manifest in stress, not sleeping, but with me, I kind of sleep like a rock anyways, but it’s while I’m awake, the uneasiness has been growing in certain parts of what we’ve been doing with our businesses. We’re gonna be talking about that today.

0:02:12.1 Chris: So it’s funny ’cause our topic today, we’ll just go ahead and say the topic. The topic is: You build your people, and your people build your business.

0:02:24.9 Tyler: Right.

0:02:27.0 Chris: Okay, and the reason that’s the topic is today we’re gonna talk about leadership. We’re talking about you, so if you’re an owner or director or in any leadership position with your lesson or class business, then this is for you. Because at the end of the day, we as leaders tend to think that the business…

Basically, Tyler, you and I tease sometimes… Do you feel… If you’re listening to this, do you feel sometimes like you’re the garbage filter? Every challenge that arises, right? We all think of leadership as providing guidance amongst the biggest problems.

0:03:08.5 Tyler: Right. Well, I will say this, I do feel as if people that I’m proud of, hires that we’ve hired, people we’ve known for years, and it’s my own fault, our own fault… ’cause if you’re a new listener, welcome. Chris and I own our businesses together, we’re partners with both businesses. I feel that some of these hires, colleagues, they don’t… As amazing as they are, they don’t think for themselves in ways that… And it’s not their fault. We set it up to where I sit over an operations team with you that are doing daily tasks, and some of them are just… You don’t have to ask them what to do, but many of them, I have to poke the next button and literally tell them what’s next.

[overlapping conversation]

0:04:08.2 Chris: Yeah, do you guys feel like that? That starts off this conversation perfectly, because it really comes down to two types of leadership. What Tyler and I just learned is that people have termed it. And if you’ve heard this before, bravo, but to Tyler and I, this concept, it’s a new one really.

What it really comes down to is there’s two types of leadership.

There is transactional leadership, which is what Tyler was just speaking of. And there’s transformational leadership.

And so today we’re gonna talk about how if you build, and I’m gonna read it ’cause I wrote it down, if you build your people, they build your business, but that can only come from transformational leadership, not transactional.

0:04:52.9 Tyler: Let’s break down transactional really quick, can I? 

0:04:56.3 Chris: Let’s start there. That is exactly…

[overlapping conversation]

0:04:57.6 Tyler: ‘Cause I was already doing it. Alright. “Chris, please send out… Please send out the marketing email and I need the subject line to say this, and then work with this, here’s this one liner for the body, you do the rest.” Cool, then step two, I go back and check and see if it happened. Cool, and then I tell Chris, “Hey, alright, it’s Thursday now. Can you please do this next email?” because we have another something to do that we’re reacting to, or something. Definitely not a system, and you might make an amazing email, but I’m literally telling you to do it every single time instead of growing my business.

0:05:45.4 Chris: Right? Yeah, basically, it’s do. There’s three parts to transactional, which is what almost all of you listening are, it’s what we are, it’s what we as humans tend to default to. And I’ll tell you the reason why, but let me tell you the three.

The three: Do, so you tell someone to do something like Tyler just said, do this email, right?

Then you Check, make sure it’s done, right?

This is like Management 101, and then you go to the next task.

And so this is the way we’re all taught, that you’re supposed to be a leader, right? 

0:06:21.1 Tyler: How many employees under a certain person doing this method of transactional leadership, not transformational, how many till it starts to break down, Chris? How many is it where it’s not…

0:06:35.0 Chris: So typically the most you can handle is seven or eight, but 12 is the max, so if you have more than seven or eight employees, and some of you I know have 30, 40, 50, 60, or more if you have a bunch of locations, and you’re still behaving this way. And we actually have a customer, by the way, that’s massive, that behaves this way. And to us it’s apparent. But to them they just… No matter even though we’re friends, we tell them all the time, they just don’t get it. Because they’re so in the habit of behaving this way that they’re bottlenecking their own business. So just understand this: If you’ve got it now, if everybody in the company’s gotta wait for each leadership team to check before they can do again, you just created a bottleneck in your business.

0:07:22.3 Tyler: And by the way, that is the antithesis of Jocko Willink’s Extreme Ownership book in the details and the fine print, as you read through it. We need to re-read it. His fire teams practice transformational leadership because they have to go out and do their own thing without him. Period.

0:07:44.5 Chris: Well that’s an important distinction between Special Forces and the regular military. Because the regular military is why this problem exists in the first place. The regular military is what our schools are based off of. The regular military is how our society was built. It’s how the Industrial Revolution was mirrored after. It is exactly the whole hierarchical structure of a General on top, right? And all these people reporting up, reporting up all the way down to the bottom.

0:08:12.2 Tyler: Right. That’s where… Where do you think the term red tape comes from? 

0:08:16.7 Chris: Where actually? 

0:08:19.0 Tyler: It has to be that. You have to get through red tape. You cannot pass go unless you check in. You can’t go past Go.

0:08:28.4 Chris: Right. I see. I never thought about the red tape that way.

0:08:29.4 Tyler: There’s the bureaucratic red tape.

0:08:32.0 Chris: Yeah, yeah, yeah. It’s so funny, I never thought…

0:08:36.4 Tyler: Yes. Stop. Stop… Yeah, no. And imagine red tape everywhere, like crime scenes, like murders happened all over the place. That’s what it basically is. Sorry.


0:08:46.0 Chris: No, it makes sense though, right? Because that’s the bottleneck. There’s a constant bottleneck. Now in the military and formal structures where you’re actually talking about implementing whatever strategic vision the military is trying to implement, maybe it works, who knows? We’re not gonna go there. But what we do know is that in a modern world, especially a modern world where people are educated like they’ve never been, and people have access to everything. I mean, thanks to YouTube, five-year-olds have access to everything, and all the other resources out there. There’s really no more excuse to act like you’re the sage on the stage, and everyone else has to listen to you. That’s not applicable anymore. And you’re bottlenecking your entire business. So that’s transactional. Do, check. Next action. Do, check, next. Do, check, next. Now, what is transformational? That’s three things too.

0:09:43.7 Tyler: Well, let’s stop, Chris. What’s happening? Let’s give them one example, and I know we give the example. What is the by-product of me staying on top of my seven people constantly as a founder owner, what… Okay, you already heard the annoying part like, yes, do, check, next. Do, check, next. What is the repercussion? What is the consequence? Let’s discuss that for a second. It’s not fun and dandy dandelions and rainbows.

0:10:12.0 Chris: So if I’m the person that you’re telling that to, right? For you, and it actually… I don’t know if he’s listening, but Spencer Hayden, what’s up man? So Spencer does a lot of our marketing. So Spencer, if you’re listening to this podcast, just so you know, please listen to the end, because we’re also telling you that stop waiting for us, because the reality is, is that this type of leadership has got to go.

0:10:35.4 Tyler: Right. And…

0:10:35.6 Chris: Yeah, go ahead.

0:10:37.0 Tyler: The other thing is, Chris, if we’re bottlenecking in that way and trying to tell Spencer and multiple operations staff what to do at every moment, plus you gotta add in unplanned work anyways because there will be unplanned work that a founder might have to handle depending on where your business is at, we’re not growing the business.

0:11:01.0 Chris: Right, because the bottleneck…

0:11:03.9 Tyler: How many hours a day if I am being reactive and transactional, how am I going to be this next step? 

0:11:11.8 Chris: We’re waiting for your next order. We’re waiting for your next order. So if Spencer, as our example, we love you, Spencer. If Spencer for instance, and Spencer is very proactive, and we’re getting better and better at basically giving him that power, because it’s something that as leaders or directors, it’s very important that we make that part of the culture throughout the entire organization where everybody feels empowered to be a leader. Because this is all of our organization. Any business it needs to be owned by all, not by just one demanding things.

0:11:43.6 Tyler: Right.

0:11:44.0 Chris: That’s not a place people wanna work. So if Spencer, as an example, is riding on the next…

0:11:49.0 Tyler: People don’t quit because of companies.

0:11:52.0 Chris: Right. Why do they quit Tyler? 

0:11:53.8 Tyler: They quit because of bosses. Straight up, it makes sense. So what Chris is just describing… It’s so funny that it’s coming at a funny… The last 90 days, we’ve been talking with Spencer, and your name keeps coming up buddy, and he’s gonna watch this ’cause he pulls pieces from this and posts it.


0:12:11.0 Tyler: So hi. But we have been trying to, “Hey, don’t wait around for us. Don’t wait around for us.” And then all of a sudden, we were introduced to a transactional leadership versus transformational actual framework and study. And it just blew up. We were already feeling the pain and trying to execute things, but it was kind of on a transactional basis.

0:12:32.5 Chris: 100%. We’re still transactional. 100%.

0:12:36.5 Tyler: Yeah, even though we’re trying to change it.


0:12:39.1 Chris: No, we see ourselves as these great coaches and mentors, but at the end of the day, Tyler and I are two extroverted bowls. And we want to just get stuff done quickly. Here’s the problem for a lot of you, if you’re like us, okay. And a lot of you that are business owners are like us, because it’s usually a similar personality type that is wacky enough to get into owning a business. But the thing is, is that we are so high energy that we are afraid that if we don’t just get it done quickly now because that it’s gonna take too long. But actually we’re delaying it further, because if Spencer’s waiting for an answer, Spencer doesn’t just…

0:13:22.0 Tyler: Fact of the matter is we’re a year behind on even content creation, and implementing some other super top secret stuff we’re gonna be implementing, because of the slow bottleneck flow, bottom line. So now, you guys get it. The consequence of…

0:13:41.6 Chris: We think we’re…

[overlapping conversation]

0:13:41.9 Tyler: Go ahead.

0:13:42.5 Chris: I’m sorry to cut you off, but that’s an important distinction because I know for myself Tyler, and you and I are very similar, he and I test the same personality type it’s hilarious, but the reality is, is that we both… I know I can speak for myself, I feel like I’m pushing along faster because I’m involved. And it’s just wrong. I’m delaying, like you said, by a year, possibly.

0:14:05.2 Tyler: I actually don’t feel that way. I feel like I’m in a bad dream, stuck in the mud, and I don’t have vocal cords. And I’m going… But it’s my own fault. That’s the worst dream. It’s not even the mud, it’s me. And we joke, you gotta… You know what? 

0:14:23.1 Chris: You’re holding your own hand to the… [laughter]

0:14:26.1 Tyler: Yeah. Life is short. We’ve gotta learn to laugh at this stuff a while, but the most important part is we’re learning. So you just… Chris, correct me if I’m wrong. We just gave the consequences of transactional, we also gave the by-products of how people respond to it and get used to it as employees. And it’s just… And then we talked about time suck. Now, on the flip side, the contrast. What are the three things that are the gospel today? What are those three items that are gonna change everyone’s lives, including ours? 

0:14:58.8 Chris: Transformation… So for those of you, the word transformation itself, we all just love, because it’s this idea that you’re becoming a better you, or you’re becoming a better business, or you’re becoming… The ideas are growing. Transformation, you just think about the butterfly emerging. And so this idea of transformational leadership is the idea that you are number one, helping your staff, every person on the staff, and it doesn’t have to be you helping, but everybody on staff is helping each other in each role defining the outcome.

0:15:30.3 Tyler: So that’s people. That’s people.

0:15:32.9 Chris: But they’re defining an… The transformational has three things. Oh, what you’re saying is some will…

0:15:38.9 Tyler: Yes. So let’s talk… Right before you get into that, freeze. Go to the three things that is our job. So we saw the consequences. Real quick…

0:15:49.4 Chris: Okay. So we’re gonna teach you more on the transformational, but the… What Tyler’s talking about is that for any person that’s… So for you owners out there and you top of the food chain people that have all the burden and stress on your shoulders, okay, stop it. That is not your job. Your job is not the garbage filter. Your job is three things, and that’s it. And you could take this all the way up into multi-billion dollar companies like Elon Musk and all those names, Steve Jobs, who we all consider to, obviously, be a transformational leader, and others. What is it that they all do different? And it’s they focus on three things. Vision, money, people. That’s it. There is no job that a leader actually has, except to protect those three elements. So you’re protecting the vision. That’s your most important job. And that’s where transformational leadership, I think that’s why you wanted to say this first, because it leads into that.

0:16:54.2 Tyler: Yes. Thank you.

0:16:55.1 Chris: Yeah. Vision is your most important job, and vision is really… If that’s the only thing we all did all day was tout our vision, we’d probably be a lot more successful than we are now, because you can just look at someone like Richard Branson or someone like Elon Musk or someone like Steve Jobs or someone that… And think about it. They’re like broken records. They re-tout their vision over and over and over. But what they’re really trying to do, it’s very calculated. They’re trying to create alignment with their people, ’cause that’s the other part of their job. And then, of course, the money part is also equated to resources. It’s not just money, but it’s like you’re in charge of basically what’s gonna be deployed or fiscal responsibilities, making sure money’s not just going to the wrong places.

0:17:45.5 Tyler: It’s the miracle grow, man. It’s the fertilizer. It’s how everything keeps living, so…

0:17:51.6 Chris: It’s this cycle of, yeah, the vision, money, people, vision, money, people. So vision is the most important part of this whole aspect because that’s your true job to your staff. Now, let’s go into transformational leadership, three things, and then we can explore that. So, Tyler, do you know those things, or you want me to say them? 

0:18:09.7 Tyler: Yeah, no, I’d love to. So Chris was just about to say, and I’m glad the vision part was huge, because if we aren’t sharing our vision with our people, then we’re gonna be transactional for life. It’s just over. Put a pin in it, and it turns into those old office movies where it’s all fluorescent lighting, short sleeve, white shirts, pocket protectors and cubicles is what I see transactional leadership in my head. You know what I mean? Remember Joe Versus the Volcano, that really bad movie from a long time ago in the beginning? That that. That’s now what I see it as. It’s not good for me, you or them. So, transformational, number one, is outcome, if you’re writing this down. Number two is a way to measure. Measuring the outcome. And number three, coaching. So let’s start with outcome, Chris.

0:19:09.0 Chris: So outcome. So, okay, so let’s just take two… Let’s just take a situation, Tyler, and let’s take the… Let’s take your first example of the email, since we already used it. So, Spencer, you’re gonna send a marketing email in a transactional way. We’re gonna say, We need you to send this marketing email. Then we’re gonna say, When you write the draft, let me check it out really quick, and then we’re gonna say Great, send it, and it’s sent, and then Spencer’s gonna wait around for the next order. Okay? Now let’s look at a transformational way of doing it. Instead, we’re gonna say, Hey, Spencer, here’s the deal. We’re trying to impact as many students as we can in our area. It’s your job, as part of our marketing team, to help us with that outreach.

0:20:06.2 Chris: How can you help us impact more people through email, as an example? Would you do me a favor and would you come up with a way, or rather, a plan and something that we can measure each week that will tell us if we’re actually increasing our impact? And then the last part of that is, Spencer goes, Well, I don’t know what you mean. So let’s role play that. So, Hey, Spencer, we wanna impact more people in our community, because it’s our goal to have as many students as possible impacted. So you and I talked about emails last week. I’d love for you to talk to me about how many emails you think we need to send a week, and what types of emails to create that outcome? Would you mind putting together that plan for me? 

0:21:00.0 Tyler: What do you mean, exactly? 

0:21:01.3 Chris: Okay, guys, that’s where the last part of this comes in. Coaching, see? So a transactional leader, which Tyler and I have been all these years, would be like, Here’s what I mean, dude. I want four emails a week sent out. I wanna send out to this, I want this, I wanna have a community one, I want someone sent to the schools, I want one sent to this, I want… That’s transactional. You’re not letting your staff think for themselves. You’re not letting them own the role for the outcome. Instead, Oh, you don’t know what I mean. Okay. So let’s start back with our outcomes. So, what do you think our goal is with these emails, Ty? 

0:21:39.4 Tyler: We need to have X amount of incoming contacts and tours scheduled. We should have a report, screenshot of how many people open them, maybe. Some sort of scorecard, that we could see…

[overlapping conversation]

0:22:01.3 Chris: No, you’re right. That’s the measurement part. But, Ty, let me ask you a question. What is the outcome? What are we going for here? What’s the result we’re looking at… For in these emails? 

0:22:12.5 Tyler: With our emails? And I’m still playing Spencer, right? Okay. We want more people to know about the school.

0:22:19.7 Chris: Bingo. Brilliant. Love it. So with your staff, you agree with them, ’cause now they’ve… Now they’re aligned with the outcome. Brilliant. You’re exactly right. So how can we measure… First of all, come up with a plan, and then let me know how we can measure it. Now, here’s the important part that stressed a lot of us out when we all learned about this framework, is we’re like, Yeah, but while we’re sitting there, sometimes they brain freeze, they’re not used to thinking about it. Chunk it down, guys. Keep it simple. So then I might say, if Tyler’s like, I don’t even know where to start, I would say, Brilliant. So how about this? How many days do you need to do some research? Three? Four? 

0:23:05.2 Tyler: I could… A couple.

0:23:07.1 Chris: Okay. So let’s do this. It happens to be a Thursday today. Let’s go ahead and why don’t we talk Monday, and that’ll give you a couple days to sort of think about it, and then on Monday, we can start to create an action plan. Does that make sense? 

0:23:21.1 Tyler: How many things do you want me to come up with? 

0:23:24.5 Chris: That’s a whole another framework we’ll get into, but… [laughter] I actually…

0:23:29.7 Tyler: No, but what’s funny is, depending on the age of your… The person working with you, either… How seasoned they are in the industry, you might be… All they know so far, especially if you’re transitioning out of transactional into transformational is what you have had them do and made them do. That’s their baseline. So they don’t… They might not have had to think about that before, because guess what? As an entrepreneur, you and me and Chris, we’re different than anyone else on our whole team and our whole organization. And that’s okay. So if you ask a question…

0:24:10.9 Chris: Yeah. If you’re listening to this…

0:24:12.7 Tyler: They might not know what to say.

0:24:15.1 Chris: Yeah. If you’re listening to this, then you’ve probably been answering people’s problems for a long time. Okay? And we get that. Your staff doesn’t know how yet. That’s the hard part of this framework, and it’s why Tyler and I feel so beat up this week, because now that we know, we can’t hide again, because they’re old habits.

0:24:33.3 Tyler: The lights have been turned on. And the bottom line is this too, is how we show up as founders is how the team shows up. Period. So if we show up and we’re all transactional, the whole culture is. And that’s where you get weird shit like, excuse my French, That’s not my job. Or something. You might have heard things along the road of different employee…

0:25:03.3 Chris: How many of you are afraid to ask somebody to do something or whatever, ’cause you’re afraid you’re gonna get that response from your teachers or from some certain people? So what we’re positing here is, from everyone on your staff, and for most of us, that means teachers, mostly… Most of our staff members are teachers for a lot of you. Basically, the way to think about this differently with our teachers is to think about the fact that as the leader, it’s our job to come up with the vision. It’s our job then to let everybody know what the heck it is, ’cause they gotta know where they’re headed, man. Maybe you got ’em heading in the wrong direction because they think the vision’s something different than what you think. So once you’re able to convey that clearly to everyone, now you can incrementally and slowly, it doesn’t have to be instant, train everybody lovingly to basically be transformational in themselves. They have to wanna be better. They have to wanna be a better instructor. They have to wanna make a greater impact. They have to wanna push your vision forward. If they do not, what happens, Tyler? 

0:26:09.4 Tyler: Then it’s just right back to transactional, and it’s going to be mundane, and you’re not going to get growth out of them. They will not grow as a person.

0:26:16.2 Chris: And at some point with this framework, what’s going to happen is… Let’s just pretend like you have 15 on staff, and Tyler, 12 of them transform beautifully, and so every month, all of them are kind of getting a little bit better. They’re getting a little more deep in the culture and vision. They’re assuming more responsibility in alignment with that, there are more team players for everybody, right? What happens with the three eventually that you notice are stagnating or even going backwards? 

0:26:47.8 Tyler: Well, there’s a science to it at that point. Either they don’t fit, and then they can’t follow through, because here’s the thing, if you go into transformational leadership and coaching, there’s three ways you can look at it. You sit them down, let’s say you’re just starting, and you go over the principle. Like, “Look, check this out. I would like you to be able to truly be creative with this one thing a week, every week, to where I never have to do anything. And I see these as content coming out of you on your own.” And then another way is do a story, a case study, and be like, “Look, so when I started doing this, because that used to be my job, I would sit down and I wouldn’t know what to write. It was my first year or two years making the company, and I had two teachers and I did everything. And I would sit down, and I’d write out an email and I’d get stuck, and then all of a sudden, I’d go to someone else’s website and get an idea,” or something. You tell a story of something that worked, an anecdote that real time worked for this particular principle that you just brought up. Then after that, you give them that and then ask them, “What did you take away from what I just went over, in regards to what I’d like you to do? And what are you going to commit to moving forward?” Then the key is, is don’t overcomplicate it. Don’t go over 16 things at once. Let them take a few swings at that next week.

0:28:24.4 Chris: Right.

0:28:24.7 Tyler: Let just start basic.

0:28:25.5 Chris: So what Tyler is talking about right now is he’s… You actually got it into the coaching part of it, which is the important part and aspect of this, is growing people’s ability to be able to actually make their own decisions and not wait for you, okay? 

0:28:40.3 Tyler: Right.

0:28:40.8 Chris: What I was saying with that other thing, Tyler, what I was trying to bait you with is that, and a lot of people don’t wanna think about, you’re gonna have to fire some people.

0:28:49.9 Tyler: And that’s what I meant by science. If they don’t fit, they don’t fit.

0:28:53.6 Chris: That’s the part of this, you guys, that you can’t even say today to us who it is you would fire until you practice transformational leadership long enough. And I don’t know if it’s a year, two or three, four, five… I don’t know, man. Some of you have really healthy operations and everybody’s working so great that maybe you are so close to transformational, it’s easier for you. And for those of us that aren’t, maybe it takes us three or four years. Point is at some point, everyone gets so aligned and everyone is so in the boat that those that aren’t in the boat become really clear.

0:29:27.7 Tyler: That’s true.

0:29:28.3 Chris: They stealth vet. But what Tyler just said about coaching is the process along the way that eventually will ferret that out, right? We’re not just saying jump to being, “They’re being a big contributor or I’m letting them go.” That’s still transactional. You’re still saying, “If, then,” right? 

0:29:45.9 Tyler: You wanna empower them. So the idea of this whole method is that they see that you care about the vision and that intrinsically, we really want them to, also. And by the way, here’s how. But then you’re actually having them tell you how.

0:30:09.0 Chris: For those of you that have seen our transformation webinar for transformation, transforming your business, we talk about something at the beginning. We talk about Change or Die book. And Tyler, I was blown away as you and I were learning all this stuff because you know I’m almost through that book. And that’s the book. It’s literally… Now, granted, our coach recommended it, so it makes sense that it aligns, but the book… Okay, so I’m gonna give the example. There’s many, but I’ll give one of the main ones that just blows me away. So we all know that… If you’re American, we all know that the justice system in America… It’s tough. And in fact, I studied this in college a little bit. It goes back… Really since human-recorded history, we’ve struggled with how to rehabilitate people because people don’t change. And so when people act a certain way, it’s really hard to rehabilitate them. So we don’t know what to do, so we cage them up like an animal.

0:31:09.7 Chris: Well, they tried something different in San Francisco, and this… She’s in her 70s now, and I’m forgetting her name, but she grew up as an immigrant in a Jewish neighborhood in New York, and she has two PhDs, one from Berkeley and one from a university structure in Paris… University. So she’s a smart lady. And it came to the idea to her that she could run a jail better than the jails were being run, so she’s started one in San Francisco. And this jail… And I’ll put it in the liner notes ’cause I have to look it up, but the results are transformational in that the people are actually rehabilitating, when these are the same people that are not rehabilitating. They’re coming out of normal prison and 70% of them are going back. In hers, 70% are actually having amazing lives, so the exact opposite of the results of the infrastructure, and if you look at it, what’s really interesting is that the typical jail system is very transactional. Eat your dinner. Do this. Work out. And if you’re doing a work program, you do your work, then you go back to your cell. Then it’s very… Tell you what to do. Why is her program so different? Her program is so different because it creates transformational pods. Those pods are 8 to 10 people, and by the way, that’s a magic number.

0:32:40.2 Chris: They’ve shown that all those corporate leaders that we look at, like Elon Musk or Richard Branson or those guys, they… You only have… Those guys only have seven people that report to them, that’s it. And then those seven create other pods on down, and the point being is that they’ve shown that sort of Fibonacci is actually, the Fibonacci sequence in those numbers tend to work pretty good as well for grouping, but the bottom line is that somewhere in that seven to 10 range, seven to 12 range is the perfect number for a group, and so… Or 13, [chuckle] if you unzip Fibonacci. And so when you have the group, they become accountable to themselves, so you no longer have an inmate, you have a pod, and so I’m not… I won’t beleaguer this issue, I want you guys to maybe look up this book, if you care. It’s called Change or Die, and it is… I’ll look up the author, but it is incredible because every anecdote in this book speaks over and over again about insane results from people that normally don’t have results, just because they belong to something with a bigger vision, and that the requirement is of their participation, not of them to sit around a wait for an order. And that’s the important part of transformation, is that you’re giving people permission to have stake in the vision of your company.

0:34:09.7 Tyler: Right. And at the same time, you’re finding out who actually fit and wants to care and believes what you believe, so that will root out those folks that don’t… The stuff that we have fear about is like, “Well, what if so and so doesn’t fit the mold, Chris? What if Employee B is just… ” And that’s the fear, and that’s why we don’t do anything, but I’m sick of telling people constantly what to do, and I get it, they’re… People are probably like, “You know what, that’s not my job. I don’t get paid enough, whatever,” and shame on us for not layering the playbook and stacking the deck and having this transformational leadership in the first place, so it’s gonna be some change coming up very soon at our [0:34:55.8] ____.

0:34:56.1 Chris: Because a lot of us have to learn that. So if you have a lot of staffers that are… Which is pretty much all of us, all of us have grown around the framework of transactional leadership so much that pretty much it’s easier to just wait around for orders. And so what you’re gonna find is that… So even in the jail in San Francisco, okay? The first thing she has to do is get them sober ’cause almost everybody are drug addicts and they’ve been drug addicts often since they were like five, but they get sober. 70% to 80% of them not only get sober, but they do what I said, transform into society but what happens to that other 10% to 20%? A lot of them end up wanting to go back to jail because they don’t like that they have to actually be accountable. They don’t like, they don’t want, so what the pod says to these folks, first thing is in our pod, Tyler, we don’t use.

0:36:04.0 Chris: And because we’re a team and we’re just one big team, it’s not a big deal. We’re not gonna talk about… We don’t need to, whatever, we’ll get you whatever you need. So for some people, they have to be hospitalized for a week or whatever. We’re gonna get you what you need, but you can’t use anymore, that’s just number one in our pod, period. But what’s so special is because they have the support of 10 people, or whatever the number is, seven to 12. Because they have the support of those people, everybody gets sober quickly. There’s not a struggle because you have all that support just like the program…

0:36:32.5 Tyler: You’re not alone.

0:36:35.3 Chris: You’re not alone. You’re not alone and so it works the same in our companies, that once we get everybody aligned, at first you’re gonna get the pushback, you’re gonna get the people that just like that she does that wanna go back to jail ’cause they’re like, “Screw this, I actually wanna be told what to do, that’s not my job.” But once that kind of works itself out…

0:36:52.9 Tyler: Imagine… Imagine what could happen.

0:36:53.8 Chris: The sky’s the limit.

0:36:56.8 Tyler: More people will be connected, they’ll be more fun, there will be less unknowns because on a weekly basis, whatever, whoever reports to whoever is reporting basic things, such as, “Are there certain students not in this part of our program on your roster, yes or no? Cool. Why? And do you think they might be soon… And do you have an idea how to get them there? Awesome, when are you gonna implement that? Awesome, see you later.” Imagine if all the low, like whoever the instructors are, if it’s your school had that basic thing? I’ll tell you right now, we have things in place at our company, we’re not dolts. We didn’t get Los Rios Rock School to be one of the top performance academies on Earth, without some neat things in place, but I’m telling you, it’s missing this framework.

0:37:51.0 Chris: We don’t own it across the board.

0:37:51.0 Tyler: In a lot of places.

0:37:53.0 Chris: Yeah, what we do is we have lots of this sort of thing going on. But it’s not… It’s going on amongst transactional actions, so in other words, we’ll have a functional pod that’s working real well together and all that, but they’re still waiting around and bottlenecking and waiting for one of our directors or somebody to tell them what to do, and the bottom line is that once you get high-functioning teams and you get a high-functioning company that where everyone’s transformational, it becomes infectious, and now people can’t wait to level up each other and they’re owning their role bigger and better than they ever have. So I…

0:38:33.9 Tyler: Transformational leadership, Chris, can also be done on a very simple and basic level. It doesn’t have to be overly complex. If anybody’s listening to all this, and they feel confused at all, just know it’s a three-part framework: Outcomes, measurements and coaching, and you let them take some swings for a week, and then you revisit. The problem is, we talk to business owners all over the place. Guess how often they’re revisiting one-on-one? Hardly.

0:39:07.6 Chris: Never.

0:39:08.6 Tyler: Every few months maybe.

0:39:10.0 Chris: And we’ll say it, we have all done this, right? You come up with this bright idea and then you don’t follow up, and when you start getting people owning their own outcomes, then it’s easy. The reason we don’t follow up, I think, half the time is because we’re stressed and we’re like, “Ugh, that’s more work for me.” And you guys, this is about getting work off your plate so you can focus on vision, money, and people. And so what we wanna do is let’s go ahead and role-play this really quick, okay? Let’s take it, since most of the people listening are gonna have instructors as their main employees. What would be a common challenge? Or rather, what would be something that you might want from your teacher that you’re… Normally you’re gonna get pushback or like you might ask, and then they’re gonna wait for the next ask, and then they’re gonna wait for the next ask… What, Tyler, might be something that we can explore? 

0:40:03.2 Tyler: I don’t know. Maybe just basic roster reviews? How’s everybody doing? Maybe there’s a red, a yellow, and a green tag, that green is seriously these… 75% of my roster is always great. But is there a way we can know if someone’s not and not have to ask two months from now, when we do our roster reviews? We even have quarterly roster reviews as part of our accreditation and things like that, that we stay in tune and know what these kiddos are missing or not missing, and whatever. But that’s every 90 days. What if there was a really easy way, part of the job description, that the teachers could send it up to the scorecard, and you don’t have to meet with all 12? 

0:40:51.5 Chris: That’s a really interesting thing to explore. So let’s look at that. So roster reviews, what you’re saying is that typically at our organization, as an example, we do it quarterly, and it’s very transactional and it’s very, “Hey guys, we need all roster reviews done by X date.”

0:41:07.8 Tyler: Guess what? I didn’t even have anybody tag any. We have them all to go read. Nobody tag… If there was a red flag in there, we didn’t even have them tag them and say, “Send those to us. If there’s any reds, send them right now.” They were done three weeks ago.

0:41:23.5 Chris: Let me ask you a question. Why did none of our instructors, by default, say, “Oh my gosh, guys. In that roster review, it really scared me. Three of my students… Help.”

0:41:36.0 Tyler: Right, but A, because we didn’t tell them to, and make it clear on why in the vision and whatever, so that’s our fault. But number two…

0:41:43.7 Chris: No, no, no. Stop. I’m sorry. That’s brilliant. Guys, do you hear what he just said? We didn’t tell them to, so we’re bottlenecking our own instructors, right? 

0:41:53.3 Tyler: We’re getting in our own way. We’re getting in our own way.

0:41:55.1 Chris: Because they aren’t taking the initiative, because we didn’t train them to be their own transformational leaders with their own rosters.

0:42:03.2 Tyler: Chris and I have a desire, and they have a lot of great desires, too, to change kids’ lives. Our staff loves to make an impact. We already know that about them. They wouldn’t have made it on the team otherwise, but Chris and I have desires inside that they don’t know about yet, or something. They might come up in a staff… We have staff meetings every month, and it’s kind of a group get together, see each other’s faces, the whole thing, and talk about what’s coming up and whatever, but there isn’t… Maybe one or two staff have ever heard that we would like to know who… How many weeks has gone by without this particular student being in this nether part of our program that we know leads to life-changing results for children. Why has seven weeks gone by, and this kid is nowhere near those two other parts of our program that changes kids’ lives? We don’t have…

0:42:58.3 Chris: So the reason… So again, the reason that this isn’t happening at our own organization with regard to getting kids into our performance program or roster reviews without… Is because we have created a system that we’ve been doing for years, that our staff is diligently following. They’re doing awesome. This is not berating the staff, by the way. Tyler and I, we’re basically…

0:43:23.1 Tyler: It’s not their fault.

0:43:24.5 Chris: What do you call it? We’re basically saying, “We’re the problem,” okay? Because we created this…

0:43:32.7 Tyler: Was that you whipping yourself, like a…

0:43:34.4 Chris: Yeah, yeah, yeah. We’re basically whipping ourselves, right? We’re seeing we’re the problem. Our staff…

0:43:39.0 Tyler: For those of you watching who saw that, if you weren’t watching…

0:43:41.9 Chris: Oh, I forgot. Yeah. [laughter]

0:43:43.8 Tyler: Yeah. Anyways, but go on. So we’re punishing ourselves.

0:43:48.1 Chris: We’re punishing ourselves in this talk right now, and that’s why you and I are feeling beat up this week, because we realize that we are the problem. I’m afraid in this talk, we might have pretended like our staff is a problem. That is not what we mean.

What we mean is that by us not training and coaching up our staff to our vision and getting them to be self-empowered and to get them to always wanna better themselves, and instead forcing them to wait around for our next order, we’ve trained them to be mediocre. We’ve trained them to basically just sort of tread water in place based on the standards that we set, not try and push the bar higher on their own. We’ve not given them permission.

0:44:37.6 Tyler: And we set that. So do they do amazing things? Is our school… Where they… Were we Grammy contenders last year? Yes, all that stuff still happens. But it’s reaction-based project management. It’s all neat stuff, and everybody comes up with great ideas, ’cause the staff is unreal, and then inside, one-on-one miracles are happening, but we have no scorecards. All we have is we play 100 songs every four months. Parents aren’t calling us pissed. And maybe only a couple problems… That’s our scorecard, Chris. Our only scorecard is that.

0:45:15.0 Chris: We’ve lessened our problems like many of you have by creating better systems, sanding the edges, and all the things that Tyler and I always talk about with systems, so we definitely have done that okay.

But what we’re not doing well that we really realize this week is we are not basically giving permission to all of our staff to be their own leadership team to align with the company’s vision.

Number one, not clear enough about the vision day-to-day. It needs to be reiterated again and again and again and again and again. When you get sick of it, trust me, everyone else isn’t, because it just lets them know what direction we’re all headed in.

Once they know that, and they know they have the freedom to dance around in that direction, as long as it creates forward momentum, then you start to see explosive things happen. So like Tyler said, we have explosive moments all the time because our staff is extraordinary, just like many of yours. But we’re talking about… Well, a lot of us can’t even imagine, and that’s a business maybe…

0:46:21.5 Tyler: We know our business can be next level. We’re worried…

0:46:24.5 Chris: It could be 4x where it is now. What is your business right now? Could your lesson business or your class business be right now. Could it be 10x right now? ‘Cause ours could easily. Right.

0:46:35.5 Tyler: Right. We are not next level, we are on year 11 and hovering at that million gross area and it’s been hovering there. And we have 8000 square feet and we could have 245 students and we all… Our record was a 198 one hour students. So that is…

0:47:01.0 Chris: So for a lot of you that will be… We’re almost 400 students basically, ’cause we are running one hour. We only do 60 minutes. We don’t do anything else.

0:47:06.5 Tyler: But my point is Chris is, why has it topped out? Why is this here? 

0:47:14.0 Chris: Us.

0:47:14.1 Tyler: Because we… It’s us. We bottlenecked it. If I’m spending X amount of hours doing a certain item, being transactional, the growth stuff. For instance, how hard would it be for people like Chris and myself to go and meet with all the parochial schools in our area in South Orange County? We could probably have them all at lunch in no time, but we’re too busy reacting.

0:47:41.8 Chris: You… We hear it from you guys. Okay, so just so you know, over the last six years or so globally, we’ve talked to tens of… Over 10000, let’s just say, different conversations, different connections, different customers, different things throughout the world. So our staff and us have talked to so many folks and what we hear over and over is, “I don’t have time.”

If you’re staying up late, if you’re getting up early and burning that 11, 12, whatever it is, day, all the time, and you’re stressed out and you still feel like you’re running in place, you’re not alone. That is what we all do to ourselves, ’cause we think that’s the way to lead. What we’re saying is, there’s a much better way, and we don’t even know. We can’t even tell you guys yet. Tyler, I have mentioned it before…

0:48:38.6 Tyler: This is the beginning you guys. You gonna see some more episodes about this and we’ll check in, or maybe we’ll do a little transformational win, check in 10-minute little increment, or 5-minute increment.

0:48:51.6 Chris: We need to do part two, Tyler, on the 131. So we’ll do that, that’s on how you solve challenges.

0:48:55.8 Tyler: We’ll do part two on the 131, but we’re also gonna check back in and let you know how we’ve been able to win with actual case studies and instances and successes. And we challenge you guys to go out there and try to do this. And if you have any questions or comments for the next episode, email us [email protected] or [email protected]. And we’d love to hear from you guys.

0:49:22.1 Chris: Actually, [email protected] goes to all of us.

0:49:25.6 Tyler: Okay. [email protected].

0:49:29.5 Chris: Tyler, I wanted to say one thing to this, okay? We are drinking our own Kool-Aid on this and we’re in the middle of the pool ’cause we’ve been analyzing all this, that’s why he and I are kind of stunned this week. ‘Cause as we analyze how much we’re in the way, it’s actually embarrassing to both of us. We’re our own bottlenecks, so what we’re asking of all of you…

0:49:51.5 Tyler: It’s exciting at the same time. I love that…

0:49:54.2 Chris: I got so excited, I don’t… You’re gonna go through emotions on this, guys. I got so excited that I was bursting out of my skin. I dreamt about it. I was like, “Oh my gosh.” I even had a dream…

0:50:05.7 Tyler: Well, it’s gonna consist… There’s gonna be some work just like any change.

0:50:07.9 Chris: Yeah. I even had a dream that I told Tyler that I…

0:50:09.8 Tyler: You’re gonna have to write down your dreams. You’re gonna have to list skill sets. You might even go into, what is my dream program director? What would their skill set be in a perfect world? What does mine have now? How does it fit? And then how can we empower? You’re gonna have to go through each person and just take a look. You don’t have to talk to him yet. Take a look. Have a fun with it, experience.

0:50:33.8 Chris: Well. Okay. So two things. One, I always… The number one, you guys… The first action step that you all have to take is get your vision together. Period. Get your vision together, because if you don’t have a good vision of where you’re headed, you can’t lead. So that’s first. The number two, what Tyler said is start going through each staff member and say, “In alignment with this vision, how can I get all my staff to level up?” Now with your teachers you might chunk ’em. You might say roles, teacher, director, administrators. You might take different roles and that might be the easiest way to look at it. But the first step, vision and identify how everyone could be more empowered to help take that vision to the next level.

0:51:25.0 Tyler: Right. And then also Chris, make an itemization. Itemize what you’re constantly having to tell certain people every week. That’s probably your easiest cheat sheet. Where are you spending most of the transactional time of your owner/founder life? 

0:51:40.3 Chris: That’s a good one. That’s a great one. That’s right.

0:51:42.1 Tyler: And then you can kinda work backwards and go, “Okay, there’s the first three employees that we could definitely have fun working on and then we could [0:51:49.4] ____.”

0:51:49.4 Chris: Right. Where is the biggest bottlenecks right now that you’re feeling the most stress each day? Because that stress is probably related to the fact that you’re being a terrible leader. And what I was gonna say earlier about the dreams that I had is that I had a dream, when I was thinking about all of this was, I had a dream that I revisited a lot of my key employees over the years, and it’s funny, [chuckle] ’cause I woke up, I called Tyler and I’m like, “Oh my gosh.” It was so funny, I actually… It was almost like a movie where you go back in time. And I was having to revisit my style and I was like, “Oh, I wish I could do over.” So don’t beat yourself up.

0:52:27.5 Tyler: Yeah. I wish I did that in a dream. Usually it’s real time in my own head and I go… And then nobody… And my wife’s like, “What?” And I’m like, “Nothing.” [chuckle]

0:52:37.7 Chris: Yeah, that book by the way, Alan Deutschman you guys, Change Or Die, Alan Deutschman is the book I was talking about, with the jail, but there’s lots of other cool examples of transformational leadership. Bottom line, guys, is that it takes a village. We started this saying, “If you build your people, they build your business.” So I want you guys to… I won’t go into the whole…

0:53:01.4 Tyler: How many people that you have are actually building your business right now? Do you even, have you ever… Do you even consider any of them building your business? 

0:53:11.5 Chris: Take your marketing people, ’cause a lot of you have some people that help out with marketing. Are they waiting around for your orders? Are they actively exploring? Take your staff, are they trying to make the student experience better? I mean, truly? Not just be great teachers. Listen, we understand that all of you are very discerning and many of you have extraordinary staff. We’re not saying that they’re not good teachers. What we’re saying is are they actually…

0:53:38.9 Tyler: Most of your teachers do their own thing, and they’re wild… It’s the wild west because you do trust them and they’re unique, and you want them to have their superpowers in your building, but are you providing the students… Are they your employees or part of your team or not? Because they’re… You can’t have your cake and eat it too in that regard. You can’t have your vision be all-encompassing, and a beautiful thing everybody’s in synergy with, and then let four or five of your teachers castle by themselves inside their offices and you don’t know what’s going on.

0:54:11.8 Chris: Yeah, I hear so many of you that say, “Wow, that would be so nice, but my teachers just won’t do that.” I’m like, “Excuse me?” For the simplest things like take attendance or monitoring what they’re assigning or… Guys, listen, I don’t care if you’ve got contractors or employees. Ultimately…

0:54:28.1 Tyler: What would happen to you if you said that at Disneyland as an employee? 

0:54:33.1 Chris: Right. Well, when it…

0:54:33.3 Tyler: I’m just saying, guys, and this is not stupid…

[overlapping conversation]

0:54:37.3 Chris: You know what, Tyler, here’s what we’re going to hear from a lot of you that have contractors, “But I’m not allowed to.” You know what? Knock it off. You are creating the vision for your business. Now, if you have a legion…

0:54:51.5 Tyler: And you’re taking all the risk, you’re bringing in, many times, adolescents into the building and working with, hopefully live scan fingerprinted people that are all of a sudden, don’t even wanna take attendance and some sort of metrics tracking system, because that’s not what they do? Guys, that’s a weird place to be.

0:55:10.7 Chris: You’re allowed to have contractors if you want to, and you’re… And with that, you’re allowed to have contractor agreements that articulate your vision, so it doesn’t matter what employee type you have, contractor, and… You still should have a vision. You still should…

0:55:25.4 Tyler: Right. And they don’t have to sign that by the way. They cannot work there.

0:55:29.6 Chris: Correct.

0:55:32.2 Tyler: That’s okay.

0:55:33.1 Chris: But when they know where you’re headed, then they have to align. It’s that simple. If you’re… If I’m I’m gonna hire, to give you an example, if you’re gonna do a remodel on your house for instance, like Tyler and I have some contractor friends that have built out our school. We don’t trust anyone more than them, they’re amazing, we love them to death, but they’re aligned with us. You don’t want to have people, even though they’re not our employees, they’re still people that we want in our lives and that we’re going to continue to empower as we have needs. Same thing with your business. Make sure that they’re in the… They have… That they’re on same bus as you, ’cause if they’re going a different direction than you are, that’s probably part of your stress.

0:56:15.2 Tyler: Now, hey, everybody, if none of this applies to you and you feel happy, and all your teachers give you a rosy feeling inside your tummy, then this is… Then that teacher’s fine, no matter what’s going on. If you feel like something’s not right and you’re stressed and you’re burned out, and it’s coming from all directions to where you aren’t easily identifying it even, you need to look around, just look around, write down some goals, write down what’s taking most of your time up every day, the transactional things, and that is always having to be repeated…

0:56:51.3 Chris: Yeah, so Tyler, good example. Right now, you guys, we’re accredited and also when there’s parent issues, Tyler’s our principal. So with our accreditation department and with parent issues, Tyler still handles those deals. So we’re not saying that you don’t have roles in the company. What we’re saying is stop making everything in the company your role because you’re the problem. What we’re saying is define what your roles will be, and in fact, Tyler and I were even talking today about how we can eventually take those exact duties and get them to a place that we can actually train some of our other directors to handle them as well. And so the point is, is that if you’ve got certain jobs that you… They’re your jobs right now, that’s fine. But as a leader, understand, you don’t have to have a job. That’s not your role as a leader. Your role is vision, people, finances. That’s it.

0:57:43.0 Tyler: Chris always talks about working in the business versus working on the business. So you’ve heard this before, working on the business is transformational, working in it is transactional. And so at some point we’re trying to, like many of you used to teach and now you don’t, and that’s your biggest win, like a certain time into the business, you’re like, “I taught, I don’t anymore.” Put your little graduation cap on. I remember that day for myself, and then all I realize now, five years after that, is that was like Step 1.0. [laughter] That was just…

0:58:22.8 Chris: Well, cause then…

0:58:24.9 Tyler: Not even the beginning.

0:58:25.6 Chris: You fired yourself as a teacher and then hired yourself into 11 other roles.

0:58:30.4 Tyler: Yeah. Well, I had those jobs before. I interviewed those…

0:58:33.2 Chris: That’s true, you were doing it all! 

0:58:34.2 Tyler: Five, four years prior to that.

0:58:35.1 Chris: Like a lot of you are. So here’s, I wanna end, Tyler, with this visual. Our coach talked about vector leadership, and he was saying that guys like Elon Musk as an example, are vector leaders. And so what they try to do is that you can imagine a point, so if you imagine a point and you imagine two lines meeting at that point, like a corner, like a 90-degree angle. And so you’re imagining this point. That point, the more you can get that point sharp and everyone aligned into the point, the more the company can actually push forward into all sorts of amazing action items, amazing growth, amazing community impact. The less aligned you are, the less, so if one teacher is going one way, or one staff is going another way, and then you’re trying to constantly wrangle everybody back into a point, that’s probably why you’re not growing, it’s probably why you have a lot of stress.

0:59:31.1 Chris: If you can just think about the fact that your job, instead, is to constantly coach your staff so they feel empowered to actually implement the vision that you’ve spelled out, then people can start to align to a point, they’ll be focused, they’ll be pointed, as the saying goes.

0:59:54.8 Tyler: I like it.

0:59:56.4 Chris: They’ll have laser focus, there’s another metaphor, because they’ll know where they’re headed and they’ll know that they have permission to do the actions that keep us headed in that direction.

1:00:07.3 Tyler: And just remember everybody, be patient as you think through this. Take a breath, give them a chance to learn, ’cause you’re literally coaching them on how to learn now.

1:00:21.5 Chris: That’s a big one, that will be our next couple. We’re going to keep going with this, guys. We wanted to get this out there, in all fairness to you guys, we’re basically like Gandhi. Mom comes to Gandhi, she says, “Tell my kid not to eat sugar.” He says, “Come back in a week.” She comes back in the week, kid comes in front of him, Gandhi goes, “Don’t eat sugar.” The mom goes, “That’s it? We waited a week for you to just say that?” And he goes, “Well, a week ago, I ate sugar.” [laughter]

1:00:52.0 Tyler: That one gets to me.

1:00:52.6 Chris: Well, Tyler and I are simply telling you not to eat sugar and we’re still eating sugar, so just know that we are still transactional leaders, we are still fighting our own demons.

1:01:01.0 Tyler: We want to grow and we want you guys to grow, that’s all. Can we make an… We love making impacts with students, staff, everyone. I think you’ve noticed that about us so far, and right now, we wanna make an impact in our own lives and yours, so if you wanna grow, take a look and we’ll see you next time on this topic, we’ll check back in, but again, have some courage, take a look. If this spoke to you, you know what to do next. If it didn’t, we’ll see you at the next podcast either way. So again, everybody. Chris, thank you so much for the talk today.

1:01:38.2 Chris: Thanks, brother.

1:01:39.3 Tyler: And I thank you for tuning in to Teacher Zone and visit teacherzone.com if you wanna know more about us and find other podcast episodes as well. And we’ll see you next time.

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