Can you imagine how much easier business could be if you and I could be in seven different places at the same time? Now obviously today we don’t have that technology, so until that happens, we’ve got to figure out how to build remotely. Today in this episode, I will talk to you about how you can lead multiple teams in multiple locations and be effective at the same time. So, let’s first start off by looking at this here. I’m going to give you two examples.
One, why is it that most entrepreneurs only do well with businesses that are within 30 yards of them? What do I mean by this? You run an office. Everyone’s around you. It’s about 30 yards here, 20 yards this way. You do the math and it’s about 3,000 square feet. And we can manage that. But we have a very hard time building remotely nationally. So let’s look at the pros and cons of each one. Pros of building within 30 yards. One, lots of control. So, most entrepreneurs start off being control freaks, for the most part.
Not everybody, but for the most part, the whole reason why you become an entrepreneur is you want to control your destiny and all these other things. You also like to control what everybody does, right? So the pro is, you get to see everybody. You get to drive everybody. You get to see the heartbeat because you’re around everybody so they feel the heartbeat. You are the heartbeat. Accountability. It’s easy when somebody’s doing something, asking where they’re at. I can be walking in the hallway, and somebody walks by and I say,
“Hey, where are you at for today? What did you do today?” Quick fix.
There’s an issue I can solve that issue right off the bat. Sometimes, there’s office politics. There’s arguments going on. There’s differences. There’s friction. If I know it, I can say, “Let’s have a quick 30-minute meeting” and that can be solved. So, quick fix. Low turnover, because the closer they are to you, turnover will be typically lower. However, there’s one big con. The big con is exponential growth, which means expansion. So the more you control, whatever you control more, grows less. Whatever you control more has less possibility of exponentially growing and exploding. And you don’t mind doing that in the business, but you also got to make sure you do it properly from the beginning, so when it explodes, it’s exploding on the right fundamentals instead of just exploding without having any kind of standards and expectation to grow on. So, now, remote, pros and cons. Pro, you can scale. Multiple locations, international, national, East coast, West coast, mid-west, south, it doesn’t matter. I can be all over the place.
I can build independent leaders, attract different personalities, because some people like to be remotely running their own businesses. They kind of want to be left alone, so those personalities, the solo-preneurs will be turned on by this. The cons – lack of accountability, lack of emotional connection, boredom, sometimes people that are working off site, remotely from you, they get bored because they’re not being sold the vision regularly, so they don’t see it on a daily basis, and they get bored. And last but not least, low retention. So you have low turnover is a pro here [30 yards], higher retention.
You have low retention here [remote]. So now, someone could say, Well, Pat, this is exactly why I prefer doing this [30 yards]. This is exactly why I only want to build within my vicinity, my office, everyone’s close to me. I don’t want to build remotely. I will challenge you there and tell you from my own experience, for the first five years of my business, I only built within 30 yards.
Because I wanted control. Because I had to know exactly what everything was doing. And then I made adjustments. I made a lot of mistakes but finally figured out what things you have to do for this to go from here [30 yards], to here [remote]. So let me explain to you a solution.
#1, before you open up anyone to be remote, in another place, always have a two to four week on the job training, field training, shadowing, whatever you want to call it. Have somebody come and watch how everything’s being run. Have them watch how things being the systems, the protocols, the sales flow. Anything that is a skill that can be passed through somebody else, have them sit through it. I used to tell myself, I don’t do any behavior unless if somebody’s sitting in that office with me, to watch exactly what I’m doing.
If I’m making phone calls, I want five people around me to see how I’m making those sales calls. What’s the purpose if I’m making the calls all by myself? If I’m making a sales presentation, I want sitting right next to me. If I’m making a conference call with attorneys and everybody, then I want somebody sitting right next to me, or being on the call with me. I want as much exposure to be with my team, because I want to do on the job training. I want more PBDs out there. I want more leaders being developed out there, right? And the way you do it, there’s one thing to give them a manual and say, Here you go! Go learn how to sell and go get ’em! The best way to do it, go get. . .
it’s not going to work. On the job training #1.
#2, build leaders. Focus on developing leaders. And the way you build leaders that build remotely, any remote office or multiple locations that succeed, anything that succeeds, I guarantee you it succeeds because there’s a leader leading that. If there’s no leader, it doesn’t succeed. It’s always the case. Always the case. You take any company that’s extremely successful, it is extremely successful because they’ve done a very good job building leaders. Next, this is the part most people don’t want to do.
Most 30-yard type of leaders, which I call 30-yard type of leaders who are control freaks, they don’t like to go visit other offices. Because typically this [30-yard] becomes their priority, which it’s supposed to be because this is your hub, but one of these [remote] could end up being better than your hub, if you do quarterly visits. So I like to go visit quarterly. The reason why I’ve always liked quarterly visits is one, I stay connected to the heartbeat, two, I’m building relationships, three, I can see things I need to fix, if there’s issues, if there’s challenges that come up, if I go in a place and I notice there’s a leak here we’ve got to fix, oh I’m so glad we got here before this one was going to be. . . oh, they were having issues financially in this area. Oh, they had a terminal issue going on here with the business that they weren’t even using this that could lead into a ton of complaints that this could have caused a lot of headaches later on and I’m so glad I did that.
But it requires quarterly visits. So someone may say, “Pat, what if I have nine offices? What if I have five locations? What if I have this going on? What if I have that going on?” Use the 90/10 rule or the Pareto theory, the 80/20 rule, spend 80% of your time on the top 20% of performing offices. And develop them and develop those remote businesses that show up because you can build them into stronger leaders who can potentially develop other locations as well. Next, two times a year do annual gatherings and conventions, where everybody comes together. Say you have four offices. Four offices all come together twice a year. Everybody sees everybody. Because people learn from other offices. People see what other leaders are doing better than them. They’re collaborating, they’re learning, cross-pollinating, there’s a lot of strong strengths coming together. And this person wasn’t good in this, and this girl was better at it than him. He learns from her. She wasn’t good at this, that this guy’s very good at. They learn from together.
There’s a lot of strength that comes out of that. Next, weekly accountability calls. Literally weekly accountability calls where it could go for 90 minutes. And this is how the call starts. So, hey, what’d you do this past week? The way I like to do accountability calls, I like to do accountability calls based on two different behaviors. One is behavior, one is measurable figures. Each one of them typically have four things I want to ask for. So four behaviors, so could be this week I sent this many emails. I made this many calls. I did this many appointments that are these types of sales. I made these many appointments that are this type of thing. But I want four activities. So activity, results. I brought on board this many employees. I sold this many of this product. We did this much in our office in volume and we did this.
Okay, great. Four activities and results, on a weekly basis. We start off with those offices leaders that are running remotely. Give me these reports on what they did. Then I ask what worked for everybody this week. Share with the rest of us so we can learn. We did this at our office. We did that in our office. We did this. Phenomenal. Next, what would you like to process? Then we literally for an hour process any subject they want to process together, so everyone learns from one another, we address issues there. We bring leaders bulletin there. There’s challenges, there’s issues were solved, boom. Next week again. Next week again. Next week again. A weekly accountability going. Next, daily reports. The newer the leader is that’s running a remote office, the more daily reports I want. The more of a veteran leader this person becomes, that they’re running it independently, I only need weekly reporting.
So if you have any questions, any thoughts, any comments, comment on the bottom. Paul, let’s get our pillow here. Paul’s completely gone, on the other side. Worst throw of his lifetime here, he did today. We did the stairs in Santa Monica, so you should see the way we’re walking after doing the stairs back to back in Santa Monica. Paul looks like he’s got to use the restroom every step he takes. But he’s going to be fine. hey, if you haven’t subscribed to this channel, click on the button here.
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