Are you Diminishing Your Ability to Build The Business of Your Dreams?

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All right tribe. Welcome back. Welcome to align your practice with Dr. Cliff and Dr. Joe brought to you by align life where we want to give you the tools to find and create your aligned life. This is such a crucial topic for me. And Joe, I know it's built our businesses. And so I would love to dive into it. So last time we left off with Are you a genius or genius maker? And this time we're going to talk about like, what does that mean? And how can we be the positive? Because you and I were just talking like, we both have very little gray area where they're awesome, or we suck. And so I'll speak for myself. I mean, they're awesome, or I suck.

So and when you say we got to get rid of the word suck, but are you? Sure? All right. Yeah, yeah. Are you real big multiplier are a big diminisher. Because what the title today of what we're gonna be walking through is are you diminishing your ability to build the business of your dreams. And basically, what we know is that competition is not just with are gaining market share. If you're if you own a company trying to gain market share nationally, or in the world, where you're a chiropractor grabbing market share of your local community, what you're trying to do is grab more market share. And a lot of people think it's just the more creative one or the one has more money. But it's really the utilization of human capital or your team. Use that phrase, all right. Cliff, and I were joking about that phrase, because it's a common phrase, but it sounds kind of weird human capital is really the capital the the essence, the value of a team, that we're a group, and we all have capital, we have value. So it's, it's interesting, the utilization of a team in the right way is even bigger than a great idea. It's even bigger than a bigger budget. So the unification the synergistic energy and performance of a team is how you're going to grab market share in your community, serve more families and make more profit. So we're going to break this down a little bit. So the concept of being a multiplier is your ability to multiply the impact and the productivity of your team. That's basically what we're talking about, or are you a diminisher? Do you diminish the intelligence, the productivity, the outcome of your team, that's, that's the discussion at hand. So I'm going to take this for a few moments and and walk through some thoughts here. So most people, they feel their their team is overworked. The best teammates are the most maxed out. And in order to do more, they have to have more people. Well, that calculation doesn't work. Well, if you're trying to increase your profit of your business, if you want to do more, and you just need more people. It doesn't fatten the bottom line. So what we want to do is multiply the impact of our current team to gain their intelligence, their wisdom, their their productivity, in order to fatten profitability, the business as well. So some of the mindsets here is that the idea of a multiplier someone a multiplies productivity is we do believe people are feel overworked. But we also believe they're underutilized. That's the catch. That's the gap that we can fill the same? No, no, they are, they do feel overwhelmed, overwhelmed, they do feel that, but they're underutilized. And the diminisher just thinks people inherently aren't smart. And you have to be smart to be the business owner. So we have to use our intelligence in order to drive this business and push those other people. And the multipliers says inherently people are smart. And if we use the collective intelligence of the group, we can actually be smarter as a group than I could ever be the smartest person in the room, even if I have more degrees and more experience, even though the team collectively smarter than any individual unless we diminish the team. So that's the concept. So I'll say one more concept, your clip that we brought up before and then we can help break this down a little. So the question would be just to help you gain context here. How would you manage talent, people coming into your organization? A diminisher would say, well, they'll never figure this out without me. A multiply would say, people are smart, and they'll figure Are this out? Now? How would you approach mistakes that your team would make a diminisher? would say, well, they'll never figure this out without me they would blame a multiplier we'll say, people are smart, and they will figure this out. Multiply, we'll explore. How would you set direction for your team a diminisher will say, they'll never figure it out without me. So they'll tell them what to do. A multiply will think people are smuggled figured out, they'll challenge the team verse, tell the team, how would you make decisions? A diminisher would say they will never figure this out without me same concept. So they'll decide when they're going to make the decision to diminish or will make the decision. multiplier, people are smart all figured out, they will consult them. Okay, so you see that the mindset differently? The one I said earlier about how they approach mistakes, the diminisher blames the multiplier explorers. I didn't give that clarity and the first one I bought, yeah, the last one, how would you get things done? The diminisher with the mindset of they will never figure this out. Without me. That's the common thread. Right? Right. They will control Yep, need to get things done. A multiplier with the mindset of people are smart and will figure this out. They will support so multiplier will D hassle a staff member so they can get the job done. Help them by D hassling them. So we call them direct supports, not direct reports. directly support them in the hassle them What can I do more budget, more training? help get things out of your way? What can I do to let you do what you need to do? Verse A diminisher, will say, this is how you should do it. This is why you should do it, do it my way, you're doing it wrong, and take over the brain power. And then you don't utilize the neocortex and the impact that can be made in their brain, because you not allowing that to happen. So that kind of hopefully guys gives you a good overview of the mindset of a diminisher versus multiplier, Cliff, what your thoughts are on.

The thought I wrote down was like, it reminds me this thing my wife and I talked about, I'm like, I tell him, I tell George I'm like George, you can tell me what to do or how to do it, but not both. Like that, I think she's you know, I totally feel like she's a multiplier. Like she's super talented and as far as helping inspire me to do things that she would like to be done. And so

that's good and exciting part for me. And this is where both you and I and everyone on this podcast listening is both a multiplier and a diminisher. Right, different scenarios, different emotions, different groups. And you'll feel it once we go through what you're getting. We're getting in the weeds right now in a moment, you're going to you're going to feel it, you can be like oh, that's that's so me, I do that. And once you have self awareness around this, as well as all the other things that we teach, once you have self awareness, then it's your choice. You want to execute a new behavior. Now we can't make that choice for you. Once you have self awareness, you have the ability to say that behavior no longer serves me, being a tyrant no longer serves me. And you can say that affirmation, the behavior of being a tyrant no longer serves me and my organization use that as an affirmation. And that'll break the synaptic move from emotion. They Migdal in the brain going to the neocortex is an emotion behavior, what you got to do is break that. So when you have that feeling, and this works, even with your, your intimate relationship relationship, your children when they they just drive you up a wall and you're ready to behave with an action, you can break that synaptic response, which starts with an emotional response. And then it turns into a behavior, you break the emotional move, and the behavior usually can be broken a lot quicker. So for me, I realize, and I know we'll go over our personal journeys in another podcast. But overall, I realized that fear and paranoia drives me to a diminisher action, behavior style. I think I'm a multiplier by nature. But about 20% of time I get into a fear based management style. And I drive hardcore into diminishing thinking, I'm helping the people and myself. I mean, really, that's that's my awareness, the whole thing.

Yeah, I think that's so true for so many people. And so what we're about to go into is like the yin and the yang. So here's one act one behavior, and then here's another behavior, and there'll be a yin and the yang. And so this would be the time if you guys don't want to change your behaviors, then I would just stop now skip to the next group of podcasts. Don't listen to these multiplier one. Once you learn this stuff, you can never unlearn it. Once you hear it. You can't say oh, I'll just go back to the old way. Once we stretch that mind, we can't go back to how it was. So this is a big like, this is big and really enlightening. And I've done a lot of leadership work and this has been a really challenging book for me.

I agree. It probably created the most self awareness for me. I explained to you earlier that there were two times last week where I was, again, my amygdala kicked emotional response. And I was ready to take a diminishers action. But it was so clear like red flag siren saying, this is diminisher action as you type this email, or as you make that phone call, you are doing a diminisher action. Like you said, I couldn't unlearn it. So I basically flipped the way I dialogue. I changed, like night and day on that behavior, because it was such a self awareness, more than any other time with other leadership lessons I've learned, which was really beautiful. It's really awesome to feel.

Yeah, it's nice to be empowered, right? We don't have to be our habits. We can change. It just takes discipline. Yes. So we talked about this last time, but I just want to touch base on it again, so genius makers. So there's five habits or discipline, so their talent magnets, they're

each one just for a second, what that is like, touch on what is that.

So a talent magnet is just they're going to attract people into their lives to do great work. Great. And then liberators to liberators, and people freedom to kind of explore and bring value to the company. And then the next one is a challenger. And a challenger is going to challenge that person's idea to help them create a stretch goal versus like, just do it this way, that would be the space. And then one of my favorites is the debate maker where the debate, Baker will actually create a debate about what we should do. And then sometimes we reverse it. And then the last one is an investor and that investor, just like an investor in real estate or property is going to invest in that human capital, or that human to become a greater version of who they are.

Nice. That's great, great explanation.

And so and then the opposite of those are empire builders. So empire builders are going to be really more about themselves, they're going to take the lion's share of everything, and it's more about them, the Tyrant is just going to be do it might just, they're just gonna come over the top of it, and own it. Know it alls. Don't give other people that genius to be able to really share their genius, they just more of telling. And that's followed right up by the decision maker just, they don't allow for debates, they just they make the decision. So it's all about their vision, not our vision. And then micromanagers micromanagers are the ones who are gonna kind of they're gonna come in and be like, over your shoulder like I was a micromanager. For the first bit of my career we literally had to put a piece of tape where I couldn't go past on the front desk because I was always looking over is that schedule. Is that scheduled right? Did you schedule them? Like it was so bad? My like you're not allowed back here. So how was My micromanagement?

So those last four are five or diminishing traits. If you're an empire builder, a tyrant a know it all decision maker micromanage those are diminisher traits, while the first five talent magnets liberators, challengers, debate makers and investors are what we would call multiplier traits. So let's let's go over the first one.

All right, so let's dive in. So the yin and the yang so you have the talent magnet so they they hire talented people. And the cool thing about them is they're gonna use and develop them fully, and help them succeed and also help them be better. They help people thrive. And then people really want to work for a talent magnet that was that's kind of the one of the big things I took away from it was like, people are seeking to work for that company for that person for that organization. And so they inspire that space.

Yeah, so I think a talent magnet is truly is magnetic and attracting talent. They don't they don't need as much recruiting. The people who work there are telling their a player friends, oh my god, I have autonomy to do these things. We have such killer get together as a team, everyone's on their own building and creating and then we synergize amongst the different departments and we're able to create amazing creative outcomes for the company. We're growing at 3x a year bonus is a huge I love working there. You know, that type of feel is magnetic and it draws other people from other chiropractic offices, other managers other CPAs other because the energy of that office is that magnetic, and the Empire Builder. When you think empire building, it's a person is building the Empire. It's that it's the ego centric, and it's not a bad person. It's just somewhat Do you know that they're not expansive than consciousness, they're so locked into themselves because maybe fear, maybe not knowing that empowering a team is the way to go. Maybe they don't have the skill sets, that these aren't like bad humans. But a talent Empire Builder hires talented people as well. But they underutilized them. Because of their big voice, their big ego, their big control mechanisms. They hoard resources for their own gain. They're a type of person that they use the word isla. I did, I did. And they'll be with the team at a lunch with a client. And I did I did and the whole team feels totally invalidated. Because the the empire builders thinking it's about themself, talents are stunted results will suffer. So your results will go down. And it's a cycle of decline. You need more money, more budget more, spend more, more more in order to keep that that mindset of an empire builder going to keep it growing? Yeah,

that's a great explanation. And so. And just like Joe saying, these aren't, people aren't good or bad. It's just the responses to their actions, or how you want your businesses to grow. Like one of the things that empires, they're gonna be more concerned about their department, they're gonna take care of their department, they're gonna want their department to grow, not the whole organization. And that's where the talent magnet, like, how do we get the utilization of the whole organization?

Yeah, example was when there was too much overlap in two different departments. One of the talent magnet said, Let's just combine our departments, I'll work for you. Yeah, I'll just work under you. Because they're like, really, yeah. And we'll grow together better, because we're using the same resource, and we could be better together. It's like, really, and they both did better together versus having to separate different departments. That kind of move is a talent magnet move. So let's go through some mindsets of like, first, if you're listening to this podcast, do you see times when you're acting more of an empire builder, where it's about yourself, use the eye too much you control too much meetings, you you feel like that you hire someone's highly talented and you're not getting much as much out of them as you thought? Like, is that you? Or do you have traits of being a talent magnet where people are thriving, where they're referring, they're attracting other people, like, you feel like they're fully developed, and you're getting a great return from the efforts of your team? Like, like, give yourself a rating on where you're at? You may be 80%, talent magnet and 20%, an empire builder or you may be like, No, I'm an empire building completely. And God, I didn't know that was bad. I didn't know that bad. I didn't know there's more potential for me and my leadership, without so much hard work. And parboil is a lot of work. It's a lot of pressure. Yeah, it's hard, you know.

So Joe, what are some of the like four practices of like talent magnets?

So first practice is you look for talent everywhere. You value all types of talent. Ignore like boundaries and talent search. So you're looking for a CA, you see the barista at Starbucks, who's smiles. She knows your drink, because you go there every morning, she makes you laugh, like you look forward. Forget the coffee, that our energy is so awesome, makes you smile in the morning and say, she's always upbeat. I just love the energy. That's that's talent right there. Right? Yeah, someone on the customer service call when you're mad, and they got you in a better state of mind. You got to be thinking about people everywhere you go. There's talent everywhere. So that's the first one. The second one we unlock people's native abilities. This sub I feel pretty good at doing is finding people's genius. And, and showcasing it and helping them flourish inside of their own genius, identify people or do easily and freely. That's the genius. It's like the person that just offers to create the spreadsheet for another department, not from money, not because they want to help you because they love creating spreadsheets, and if they could do it on Sunday morning, they would love to make an extra one. That's their genius is creating spreadsheets. If it was whatever else the genius is, you don't really have to ask them. They do it freely because they want to do it. Labeled ability so you can make it obvious, like cliff is a developer. He helps people raise their consciousness he helps people create self awareness and he helps them see their genius. That's who I know. You know who cliff is inside. So if I need help with someone and say, Cliff, I'm struggling here. Cliff will jump in both feet both hands ready to go and he will serve that pick This is Genius, right? So with me, I'm a big envision if someone's struggling a vision, someone says, Hey, will you help them, I would spend all morning trying to help person get clarity around what they're trying to accomplish, because I love creating clarity around people's vision. So that's the second one. Utilize people to the fullest would be another practice of a talent magnet. connect people with the right opportunities, right the right seat, on the bus doing the right job, and shine a spotlight so others can see them in action. That's your showcase people in our office meeting, hey, you know what I saw, I saw Michelle honoring our number one core value with a patient yesterday, it was just masterful. She said blah, blah, blah, Thank you, Michelle, give her a high five, that showcasing value to the team. And the last one is removing blockers to others growth and success. And that's really the hassle the team, that's your you're the direct support of your teammate, not just the direct report. So get out of the way of people. And if you follow the PDP work that we've done and talked about when you're a dominant personality, it's hard to get out of people's way. Because you want to get in their way to help them. So that's going to be hard for you a low dominant be easier for you to do that. And remove prima donnas, those notables from your team that are kind of sabotaging your team, the biggest mouth, the biggest person with the whose claims they have the most intelligence and you start feeling depend on that human, that will ruin a team. So be real careful with that. So cliff, what about becoming like a multiplier using those four practices? Overall, just becoming a multiplier around that?

Yeah. So I think for me, it's really naming the genius. So calling it out, like recognizing that I think, like, as a CEO of a company, or as a doctor, as a leader, to be able to call that out, like you're the coach on the sideline, and you're a player on the field, but you're that coach, and you're like, Okay, this is your genius, and then helping people find that and putting them in the right position so they can succeed.

Yeah, so I like I think in the scorecards we had, I believe, either we're going to or we did put in the genius on on a scorecard, I think that's a smart thing is so that when you're doing your monthly meet ups, it's like, here's the native genius. And, and we stated not to go on too much of a tangent, but, you know, Cliff, some of your genius that you do with teams, outside chiropractic, and inside a chiropractic is helping people find their genius and understand their strengths and be able to like quantify, like, literally noted down there. So I think that's great.

Yeah. And they're also going to upsize their role. So they're going to give them more responsibility. And then they're also going to be I feel like that over believer, so they're gonna have that belief, they're gonna see more and then that then they see in themselves.

Yes, it's stretching that stretching capacity because you believe in that person. And that helps them believe in themselves versus the opposite, cutting them off shutting them down and taking control, right, it's really the opposite is stretching them a little of saying, Hey, I know you can do this cliff and you're like, me, really? You think I can do that? Oh, yeah. 100%. Yeah, and opens up the synapses in the brain of like, really? Okay, maybe I

can. Yeah. And, you know, to be true and authentic. Don't ever, you know, put somebody out there where they would, you know, fall off. Yeah, like, you know, like, hold them hold their hand come alongside of him in that space, I think is super critical. And then I think the hardest one for like, in that space is to let go let superstars go. So like people who were really killing it, like we had a space like stay with us as long as we're adding value to your life and you're being and then if something better comes along, we want you to take that next opportunity. And so that's the I think the hard part sometimes when you have an A player and you're like you need to go to the next level but you're like I want to hold on I want to hold on but the multiplier is gonna say flourish. And then somebody will come in and fill back fill that in. So that gray

so if you listen to podcasts, we gave you some ideas like look for talent everywhere unlock people's native abilities, find out what is that native skill now their job detail maybe their job detail like the check in front desk, see a check in check and CA may be their job detail, but their genius may be their ability to have empathy is so high. So we have an upset patient that got adjusted, and it was a different doctor and they were upset. That empathetic person may be the one you call on even though they're running the front desk. That's their native genius. Or it could be your your tech ca in the back that is better skilled. So although you have your own job details, knowing the true name The genius of someone's stew problem solver. And they just they're really good at strategy. And they may be the tech ca. While you may be dealing in something, the doctors deal with something you need another voice, rather tech ca. So sometimes the overlapping grabbing people to help the team solve its own innate problems by knowing the genius in the room, and you'll see so much. What I like about that clip is when I see one department solve another departments problems and align life, having the marketing team assist the sales team and say, You know what, here's what I learned is a better way of doing it without me involved. They're learning and growing together and respecting each other and becoming more unified. I've noticed that more over the last couple of years in our organization, by allowing that to happen. Do you see that too?

Oh, yeah. 100%. And they're usually better solutions than I would have come up with. Because I'm not in either one of those departments. I don't have any, like, understanding of what they're doing. And so then I usually just mess it up and slow it down.

Yes. So you want to think about where are you an empire builder and your business? And what changes can you make to become more of a multiplier, that's kind of where we're at. And hopefully, you're able to have some self awareness in that first exercise, and have some notes of things that you can do.

Awesome. So next time, we'll keep diving into these different multiplying this multiplier disciplines and diminisher disciplines and how do we become more of a multiplier for our businesses to grow? So we don't diminish our company diminish our profits diminish our people diminish ourselves. Awesome. All right. All right. You guys. Have a great week. We'll see you guys next week. Thank you very much. All right. Later, Joe, thank you.