#67 Run Businesses That Operate Without You with Gary Harper
Gary Harper reveals how he manages 14 businesses without working in any of them by building the right culture, attracting A-players, and mastering delegation. Discover actionable tips on energizing your team, creating efficient processes, and scaling your business to new heights.
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Itunes – www.TonyJavier.com/itunes
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Show Transcription:
Tony Javier (00:00:00):
I just interviewed Gary Harper in my mastermind group, and I wanna bring this video to you to show you how he’s built multiple business. In fact, Gary currently owns 14 businesses and doesn’t work in any of them. He’s gonna show us how to build a team. He’s gonna show us how to effectively delegate. He’s gonna share how to attract a players. And if you’re someone that struggles with energy, he’s gonna show you how to get your energy up to produce massive results. He also shared with us how much he’s planning on selling his company for. So if you’re looking to build a culture, a team, and something that can grow without you, this is the episode for you. Let’s dive right in.
Gary Harper (00:00:37):
Being an entrepreneur or a business owner of some kind is knowing when to shut it down and not to try to keep it alive. So, um, you know, I think that’s a big part of it as well. Um, a lot of, uh, a lot of familiar, uh, or unfamiliar faces on here. I, I don’t think I know a person yet, based on the name tj. Sounds familiar. Um, I’m not sure. Maybe we’ve met somewhere, but, um, obviously I appreciate you guys allowing me to be a part of this. Tony, if you have any questions or anything, I know I was gonna do a presentation style, and I really feel I did this with, uh, another mastermind not too long ago where we just asked questions and I felt like it was so much more valuable than me spilling out 45 minute presentation that it’s like people are gonna get 5% of that applies to them being a mastermind.
Gary Harper (00:01:26):
Like the best things that happen to masterminds when we all come together and share our, our, our experiences together of how to get better. And so it doesn’t work any better than somebody having a real life true problem like TJ and, uh, mentioned a minute ago. And how we can help ’em. We typically charge Tony, you know this, I typically charge about $22,000 to coach a team for 90 days, uh, for me and my wife to come in and help a team. And so, uh, because Tony’s a part of my community and, uh, and a personal friend, like, I’m more than happy to jump on your c in your community and bring that value to you guys without that cost. So, I, I, I hope you see the value in what Tony’s bringing today and what we’re trying to do to help you guys, and being a part of his community, you know, has a lot of benefits to it. So he’s connected. He’s a very well connected man with a lot of information and knowledge. So, Tony, do you wanna jump into questions or how do you wanna move this forward?
Tony Javier (00:02:22):
Yeah, I’ve got a list of questions here just based on the conversations that we’ve had. We had our, um, actually our mastermind last week here in San Diego for our clients. We had about 18 real estate investors come out, high level conversations. Um, a lot of questions came outta that and a lot of answers as well. Um, and then we’ve also had a lot of conversations, ’cause we do this every other Thursday. Um, and, and a lot of the same things seem to come up. And one of the, I’m gonna mute you there, Ricky. Good to see you, bud. Um, one of the big questions is about around team building and, and what kind of jumps more specifically into TJ’s question. Um, but tell us what it takes to build a successful team. Like what it takes from going from a lone ranger, a technician where you’re working in your business and you’re doing everything all the way to kind of getting yourself, uh, in the owner’s box where you’re working, being able to work on the business and oversee it as opposed to being in it.
Gary Harper (00:03:23):
Well, I mean, all the easy answer is culture. You know, you have to have the right culture. That’s the easy answer. How we build the culture is the hard answer. You know, how do we get to building the proper culture? How do we get things done through others? And it starts with the energy. You know, I, I think I felt, I felt like I became a, you know, a good leader, manager of people when I realized that, um, my best moments is when I’m focused on my energy and I’m doing things that energize me and I’m empowering others to do things that energize them. And so, in the curriculum, if you guys have not read my new book, I have a book that came out almost a year ago now. It’s become a bestseller. It’s on Audible, it’s also on Amazon. It’s become a bestseller on those platforms.
Gary Harper (00:04:09):
And, uh, it’s called the Rise Business Framework. That’s the name of it. RISE stands for something, it stands for Resources, inspiration Systems and Engagement. That’s what it stands for. So whether you like to list in the books or you like to read them, there’s two platforms there for you, audible or Amazon that you can get a copy of that it, it’s, it’s, it’s not a fast read. It’s 344 pages. It’s over 66,000 words. And, uh, it’s taken my whole life in order to put that book together and write it appropriately for today’s entrepreneurs. But it’s also not met for you to just recover, to cover. I would always encourage people to read the opening, you know, the introduction and the philosophy behind Rise and what it means. But then from there, it’s not really, you don’t have to go cover to cover on it. You can go chapter to chapter.
Gary Harper (00:04:55):
You can go, if you wanna learn about finances, you can go straight to page 61 and read about finances, right? Like, if you wanna read about processes, you can go straight to that chapter and read about those, those things. It’s more like a curriculum book, like a teacher’s guide. Um, and then, and the the Rise Business framework is, and then we have a Purpose to Rise, which is also a bestseller. And that’s a fable. It’s a fable about how a real estate entrepreneur implemented the Rise business framework to scale. And so we talk about like hiring the right people and stuff. Resources, inspiration systems and engagement. Whenever we start a business, and it’s just us, we start it for three things. Purpose, a passion, right? Purpose, passion, a profit with a product, those three things. So purpose, product and profits is what causes us to start a new business from that.
Gary Harper (00:05:43):
And that’s where we become a self-employed entrepreneur, right? We’re working in our business every day ’cause we’re passionate or pur or purpose is being fulfilled. We have a product that makes profits. But then we get to a point where we start to get overwhelmed. We start to get over, you know, overburdened and we find ourselves losing our energy. We start to get tired, we start to burn out. And the reason why we start to get tired and burn out is that we’re doing activities every day that don’t give us energy. There are activities in every one of your businesses that you’re doing that drain your energy. Does that make sense? And so we have to get people to do the things that give them energy and take away the things that take our energy from us and give it to them, if that makes sense to you. So my very first stop in a new business is what are the things that I shouldn’t be doing?
Gary Harper (00:06:42):
Okay? And so actionable steps here is to take time and write down all the things you do every day for two weeks. Rele recap your day and then write the word end next to each task that you do every day. The word n stands for energy neutral or de-energize. And I want you to practically think through each one of the tasks you did every day. If you’re a solopreneur in your business, and I want you to circle END to what it applies to. If that task gives you energy, circle that, I want you to do more of that. If the task is neutral, doesn’t give you energy, but it doesn’t instill your energy, then you may, and if you have time, you’ll take time to do those things. But anything that falls on your plate, that falls in the category of deener de-energize, then I want us to delegate those things. I want us to start hiring someone else to do them. One of the biggest mistakes I see entrepreneurs make or solopreneurs make is they hire positions in their company when they first get started. I don’t want you to hire a position, I want you to hire for task. I want you to hire for processes. In the rise business framework. We build your structure based around what process you have, not based around position.
Gary Harper (00:08:10):
Big mistake by entrepreneurs, they hire positions versus hiring for process, processes, task. And we want to delegate the task or the processes that don’t give us energy, okay? So that’s how we take that zero to one step. How do we get out our own way and take the first step in delegation and building a culture? Well then once we hire, once we go, we determine we are going to hire, we have to hire people based on that process. So we have to evaluate what we want that person to look like. One is, first thing is we, they have to have a desire to do those processes or those tasks. Second is they have to have the natural behavior that compliments that process. If the process requires them to be agnostic in decision making, to have high drive, to have social skills and have a a tolerant for risk, then we have to find a person that has that natural behavior.
Gary Harper (00:09:16):
If that per, if that process that you’re looking to delegate, say you’re looking to delegate a finance process, whatever process you’re looking to delegate, that process requires that person to be collaborative. Not any need for social interaction needs process or, or, or methodical in their attack. And they need to be risk adverse. Then we need to hire someone based on that behavioral traits that are needed for that process. Be careful going to even masterminds where somebody else says, this is the behavioral traits I hired for. And it worked out really well for me because they hired someone to fulfill their process. And I can tell you, after doing this for almost 21 years, not every company has the exact same processes, even when they’re the same niche.
Gary Harper (00:10:06):
I bought and sold real estate in five states. I bought and sold it in Chicago or Illinois, Indiana, Ohio, Michigan and Kentucky. Vastly different processes from one state to the other. And because of that, the behavioral traits that I needed for a salesperson in, uh, Illinois was different than the sales traits I needed for somebody in southern Indiana that was gonna shake hands and kiss babies In Illinois, we went through attorneys totally different process. So I had to hire someone to do the task, the process that matched their desire to do it, that matched their behavioral to the process to get the results. Then I had to find somebody with the skills to do those processes. And then last, I had to hire someone who had the competency to fulfill that role in that process.
Gary Harper (00:11:03):
So those are four things that we evaluate when we evaluate the replacement or building extensions of ourselves. The first task is write down all the things you do for the next two weeks. Then put e and D next to those tasks and determine does it energize me neutral or is it derg? Once it’s de-energized, you’re gonna compile a list of everything that de-energize you. And that is your job description. You don’t have to call it acquisitions, you don’t have to call it operations. You can call it a OSR. That’s what I used to call it in Corporate America. OSR, office Service rep. And your job is to come in and do these a task every day. It may be a little mix of this over here from operations, a little mix from finance, a little mix from sales. But these are the tasks I need this person to do every day because they de-energize me. And I’m looking for someone who’s gonna get energy from these tasks. They desire it, they have the natural behavior, they have the skills or training, and they have the competency to do the job because the whole person shows up to work, right? Like all those things.
Gary Harper (00:12:14):
And so when evaluating our first hire, we evaluate them based on the task we’re looking to delegate. We bring them on board based on their heart, their head, their hands, and their feet desire, behavior, skills and mobility, which is the competency. So I call that their heart, the head, the hands and the feet. How do you know you’re putting somebody in the right seat in your organization? Have the heart that had the hands and the feet. Why? It’s a rhyme. I I wrote it as a rhythm. Heart, head, hands, feet. Tell me you’re in the right seat.
Gary Harper (00:12:48):
Okay? If they have the desire and the skills, the heart and the hands, they’re gonna perform the job well, but they’re not gonna do it very long before they burn out. If they have the head and the feet, they have all the potential in the world to do this job, but they’re not gonna perform ’cause they don’t desire it or have the skills. So when measuring the heart that had the hands of the feet we’re measuring their two things, potential and performance. I’ll show you here. I’m gonna share my screen. Tony, you can gimme participant sharing.
Tony Javier (00:13:20):
Yep. Gimme a second there. There you go.
Gary Harper (00:13:23):
I’m gonna take you guys right in my curriculum here. This, this is in the book, but I’ll take you in the curriculum side of it. See, what do we do here? We started with what we started with building out, oh, go up this way. We started with building out the structure of the organization. What are the processes we do every day? And what processes shouldn’t I do? Which processes am I committed to doing over the next six to 12 months? Do I get energy from ’em? Am I engaged in it? Do I understand it? Am I committed to this process? Does it give me energy? Does it de-energize me?
Gary Harper (00:13:59):
Then I get into succession planning. I get, I start mapping out each, each role that I’m gonna hire for. But then I measure the heart, the head, the hands and the feet when I hire you. And let’s just pretend for a second, right? Pretend I start a new business. Pretend that I, I want to hire Tony to come run this business. We’re gonna partner with it. I’m gonna look at that and say, all right, this business is gonna need a visionary that is going to solve big problems. They’re gonna build relationships, they’re going to, um, remove obstacles. They’re going to create vision short and long term. They’re gonna build a culture. I’m gonna ask Tony, Tony, is that something you desire to do?
Tony Javier (00:14:48):
Sure.
Tony Javier (00:14:52):
So I wanna take a moment to share with you 10 x tv. It is the buzz in the real estate investing world right now. And guess what? I was one of the first to do TV commercials over a decade ago. If you want high quality motivated seller leads that are asking you to do business with you, instead of you reaching out to them, go to claim my market.com and we will show you our TV launch formula. We have the shows and stations that we know work. We have the scripts that we know work. We’ve basically taken the formula that I’ve created over the last decade plus that I’ve been doing TV commercials and we are now plugging it in for over a hundred real estate investors around the country. And if you want to be one of those as well, reach out to us. Claim my market dot dotcom. If you want a 10 extra marketing, go and apply and see if we have a spot in your market. Now, back to the video.
Gary Harper (00:15:37):
Okay, well, what is desire? Does a position like visionary give you an emotional reward when doing the job? Being the visionary of your company?
Tony Javier (00:15:51):
You’re asking for my company or for your company?
Gary Harper (00:15:54):
Either one. Let’s just play the role.
Tony Javier (00:15:57):
Um, sure. Yeah.
Gary Harper (00:15:59):
Okay. Is being a visionary, let’s go back to your company. Is it high on your priority list?
Tony Javier (00:16:04):
For sure.
Gary Harper (00:16:06):
Do you get energy from doing the visionary task?
Tony Javier (00:16:09):
A hundred percent.
Gary Harper (00:16:10):
And do you produce quality work?
Tony Javier (00:16:13):
A hundred percent.
Gary Harper (00:16:14):
Awesome. So that tells me you got a desire for that. Okay, now I’m gonna look at a visionary and say, all right, what behavioral traits do I need? I need somebody who’s a high A, they’re agnostic, they’re in in their decision making. They have ib, they’re gonna want to be around people. Um, they’re gonna have a high drive, a low C in predictive index. And I’m gonna look at your ability to tolerate risk. Do you have the ability to tolerate, tolerate risk? And so we use predictive index and we’re gonna chart your behavioral traits. So based on that assessment, Tony comes back, you’re a maverick, right? Tony? I believe you’re a maverick.
Tony Javier (00:16:52):
Yeah, I believe so.
Gary Harper (00:16:54):
So he’s a high A, he is independent, he’s agnostic in decision making. That’s what I want. He’s a high B social. He has a need for social interaction. He has a low C. So he is high drive and he is also flexible. He’s okay with risk. So now not only does he desire the position, he has the natural behavior to do that role. Hey Tony, could you train someone else on how to be a visionary?
Tony Javier (00:17:20):
Probably not.
Gary Harper (00:17:21):
You don’t think you could train TJ and all these guys on how to, how to lead their company?
Tony Javier (00:17:28):
I don’t know. I think I could probably help them, but I think to me visionary is something that you kind of have or you don’t, in my opinion. You can tell me if I’m wrong.
Gary Harper (00:17:39):
How about being a CEO running, leading the company?
Tony Javier (00:17:45):
Um, I could train them, but I think they’d have to, to have a certain behavioral profile to be a good CEO. Okay.
Gary Harper (00:17:53):
Yeah. But not, not thinking about them here. I’m thinking about you. Do you have the talent to train someone else to be A CEO?
Tony Javier (00:18:03):
I would say I don’t.
Gary Harper (00:18:05):
Okay, good. Have you worked as a CEO for a year or more?
Tony Javier (00:18:10):
Yes.
Gary Harper (00:18:11):
Have you had experience in a CEO role for a year or more?
Tony Javier (00:18:15):
Yes.
Gary Harper (00:18:16):
Okay. And this niche, that’s what I meant to ask you. You’ve been in the real estate niche for a year or more. Yep. And you had experience being a CEO for a year or more. And then last, have you been able to show that you can deliver results 90% of the time or more?
Tony Javier (00:18:31):
I’d probably say no.
Gary Harper (00:18:32):
Okay. We’ll stick with that. What about mobility? Are you willing to take on new challenges as a CEO?
Tony Javier (00:18:38):
For sure.
Gary Harper (00:18:40):
Are you willing to learn and improve?
Tony Javier (00:18:42):
Yep.
Gary Harper (00:18:43):
Are you willing to be commu, are you willing to communicate properly to your team as a, as a CEO? Yep. And are you willing to be a critical thinker or a problem solver?
Tony Javier (00:18:52):
Yep.
Gary Harper (00:18:53):
Awesome. So based on these answers, guys, it tells me how Tony’s gonna fare as a CEO in an organization. And so one of the things we’ve developed, I’ll show you guys this real quick. I’ll usually dive about deep this deep in, I think this’ll be fun. Um, we’ve created a nine box system
Gary Harper (00:19:16):
Here. Nine box, uh, tool that tells me how you’re gonna do in this seat that I’m hiring you in. So Tony, we’ll put Tony’s name in first and we’ll go over the position. He said that he gets an emotional paycheck from it. He is high on his priority list. He feels that he energizes him. He feels like he’s good at it. He said that we both know that he has a maverick profile. So he is got the right dominance, he’s got the right extroversion, he has the right patience and formality to be the CEO. But we got into hands and he said, I don’t think I’m, I don’t think I’m as exper. He said, I got experience but I don’t think I can train someone else, right? He also said, I’m not sure I get the results I want, but I am seasoned in it. He said he is willing to take on new challenges. He’s willing to learn and improve. He’s willing to communicate and he is willing to be a problem solver. So what does that tell me about Tony? When I put him in this feet, it tells me he’s got high potential of being a CEO.
Gary Harper (00:20:24):
Now if he rated no and some of the other answers, he would start dropping outside of this in these lower areas. But in our curriculum, we look at it and we go, all right, based on that, if I’m gonna attract or recruit Tony based on this nine box high potential, I’m going to have to invest in him. I’m gonna have to invest in his training to get him there. I’m gonna have to invest in mentorship to make him that. Does that make sense? And so again, I don’t wanna hire a position I wanna hire for what processes he’s gonna do. And then I wanna hire based on the heart, the head, the hands and the feet because it tells me you’re in the right seat as a scaling organization. Now I’m gonna answer a second part of your question here, Tony. ’cause we replicate that same effort times 100 as we scale.
Gary Harper (00:21:23):
And I as a scaling organization, don’t wanna hire anybody that falls in these five boxes. I, every person I hire in my organization when I’m trying to scale needs to be in these four boxes right here. Anybody I hire that falls into these five boxes, they’re gonna slow my growth. What’s an idle genius? An idle genius is someone who has the head and the feet. They’re a 10 out of 10 and pi and they have the working genius of that pro of, of that seat. But they don’t have any skills and they don’t have any training. They don’t know if they desire it.
Gary Harper (00:22:06):
That’s high potential low performance. This is like a six foot 11 basketball player that’s never touched a basketball. This is Mugsy Boes guy that’s five foot three has all the skills in the heart in the world, but he just doesn’t have the potential to play very long. Derrick Rose wins MVP his first year, first couple years, but then trails off after three or four years in league because his body broke down from not having the potential to make it long term. This would be a LeBron. James has the body, the skills, the training, everything to get to where he needs to go.
Gary Harper (00:22:51):
The problem is we hire as entrepreneurs, these people and it slows our growth. Make sense? Yep. So that’s the first part of hiring. Second part of hiring is making sure they’re the right people and making sure somebody is the right person looks a little different. So the right people is looking at Tony’s, let’s pretend that this is your core VA or my core values and say, Tony, are you hungry? Do you, you have a hunger to get better? Do you have a hunger and a drive? And if he said yes, we put that there. Tony, do you have an integrity? Yes. All right. Do you wanna make impact on the world? I do. Do you have to show respect to others? And are you loyal? These are core values. And then we evaluate. Do you ha, do you believe in my short-term vision where I want to go in the next year? And do you you believe in my long-term vision? The answer’s no. If any one of those, if I go back to the nine box, you’re gonna fall right here as the person, you’re gonna be a party planner, which means I have high trust with you, but I’m not sure you align with my vision. And again, I’m not gonna hire those people. You could be a superstar here, but be a party planner and then five bucks as a person and I’m still not hiring you. Does this make sense?
Tony Javier (00:24:19):
So in of each one of those areas, you want to be in the top right? Correct.
Gary Harper (00:24:24):
Each area. I wanna be in the top, right? So we talked about, this is a question about hiring. I could get in the process and product and how these round out the top right areas. That’s how I evaluate if a company is a scaling or a fast growing company. Is is your areas, your four nine boxes have everything in the top right? Four boxes. So do you, is all the people in your company in these top four and the position are everybody in your company has people in the top four here? This would be right people, this would be right seat.
Gary Harper (00:24:58):
I could have right people. I could have somebody who’s a star as a person but in the wrong seat and they’re a bad hire. I could have somebody right here. That’s the right seat, wrong person. And I don’t want any combination of those two things. As I’m scaling the organization, I want to delegate task and processes that align with the process to the person. I wanna make sure they have the desire to do it, behavior to do it, the skills to do it, and the mobility to do it. The potential and their performance are there. This is why Tony, people in real estate will hire someone and they’ll do a really good job for ’em. They’re like, Hey, but this guy doesn’t have the behavioral traits that you say is necessary to do that job. But he crushes it because PI doesn’t measure performance. It measures potential.
Gary Harper (00:25:53):
But as soon as they’re done modifying lower behavioral traits, their performance is gonna suffer because the lack of potential always affects the heart and desire. So where it might feel like it’s starting out strong, it’ll die over time. Just like you guys, you sit in every seat in your business when you first started and you did it good. That’s why you made it. You, you’re being successful. And then over time what happens? You start to modify and it starts to de-energize you. And that dehumanization kills your heart. And then you stop performing and then you burn out.
Gary Harper (00:26:30):
Which is why I have you start with figure out those areas that are de-energized you and let’s hire them first. That’s called building extensions of yourself. It’s called called the DNA of business. And then once you realize how to do that and you do it right, you multiply that by a hundred fold every single time you bring somebody in, you take the people that are already here and you figure out what de-energize them and you create another job description, bring somebody else in, build more DNA of the business. And that is how you build extensions of ourselves.
Gary Harper (00:27:07):
Then we have to make sure they’re the right people. Make making sure they align with our values and our vision, where we’re going and what our values are. Because if I had somebody in the right seat and they’re making me a ton of money, but they’re the wrong people, they’re gonna kill my culture. I can have people that are the right people. Everybody loves them, but they’re in the wrong seat. So everybody gets frustrated ’cause they have to do their job for ’em. But we don’t fire them because everybody’s like, they’re like a family. Does that make sense? And that’s the simplicity of hiring people. You have to build extensions of yourself. You build those extensions by figuring out what you should not be doing that doesn’t give you energy. And then hire, creating a job description and determining who do I need to hire based on the heart, the head, the hands, and the feet.
Tony Javier (00:28:03):
Hey Gary, why do you think it’s so hard for people to do that? Because I think a lot of people know that they need to give up a lot of things in their business, but they have trouble doing it. Trust. Why do you think that is?
Gary Harper (00:28:16):
Trust. People don’t know how to delegate properly. They don’t know how to build trust when delegation, that’s part of the curriculum as well. I’ll take you to it. It’s in the second half. You know when you’ve done this over 4,000 times, there’s not really anything you haven’t seen. I’ve done this 4,900 times now. And so when we look at the art of delegation, well, and first thing, lemme say this before I get into delegation. The first thing, Tony, is because biggest reason why I find people struggle with delegation is they don’t know how to lead themselves. So they’re not very good leaders, right? Everything rises and falls on leadership. Remind, remember that everything rises and falls on leadership. And remember this too, Tony, this is a very important statement. If you don’t like your team, it’s your fault.
Tony Javier (00:29:05):
Mm-hmm <affirmative>.
Gary Harper (00:29:07):
You have the team you deserve, you do. You have the team you deserve. If you wanna be, if you want level A players, you have to be a level A leader. Level A players will not work for a level B leader. They won’t work for a Level C leader. You can ask, you can ask Eric Brewer this statement. I coached him in 2018, literally walked in his office. He’d been in real estate almost 18 years at the time. And when I walked in, he said, you gotta tell me what my biggest, biggest problem. I said, the biggest problem is your ability to lead people. And I only say that vocally out loud right now. ’cause he says it all the time. So I have the permission to say it. And I told him he was the problem.
Gary Harper (00:29:57):
And he’d been in real estate a long time. Now Eric is exploded in the last three years. You wanna know why? Because he learned how to lead people. He learned how to get out of his own way. He learned how to push the ego down and empower others. And it starts with empowering yourself first. You have to be a good leader. You have to challenge the status quo. You have to inspire, you have to empower, and you have to model the behavior. You have to, or you’re not going to get there. Nobody’s ever gonna come work for you. And I. So in the Rise curriculum, we have a leadership assessment that helps you determine what areas that you’re weak in. Management assessment helps you determine what areas you’re weak in so you know what areas to work on. And just so you guys know, one of the things I did with our curriculum was all the questions in here are prompts. So if I take you over to Rise ai, I’ve created a platform, a Rise AI platform under chat. So I take you in here and I go to Rise and I type in help me create, what did we choose? We choose management or leadership. Uh, leadership, no management. Um, help me create a management development plan for these areas and make it a six month plan and include books and courses.
Gary Harper (00:31:30):
And then you just paste in what areas you rated low in and Rise. AI will pull it and start developing your leadership or management development plan.
Tony Javier (00:31:46):
Mm-hmm <affirmative>. So crazy what AI can do now.
Gary Harper (00:31:50):
Well, what I did was I took our Rise AI books, our curriculum, our all of our stuff, all my videos, and we loaded it into chat and created our own ai. Nice. So this ai and then I, you know, and I put it here. What would, um, explain, let’s this explain the heart, the head, the hands, and the feet when hiring. As soon as that’s done, it’ll actually, so you can, you can put anything in here that I just taught you on, like, you know, how do I hire, how do I hire with the, the hands of the feet? And it’ll, um, it’ll, it’ll explain the book to you.
Tony Javier (00:32:38):
Is this, is this this your internal system or is this something you give access to other people to
Gary Harper (00:32:42):
Use? No, this is, yeah. No, we give, we’re, we’re, uh, this is gonna launch here in about 90 days. This ai I’m finishing a couple things with it, but once we launch it, we’re gonna, um, it’s, it’s like a $99 a month. Quarter costs, or I think it’s cheaper than that, but we’ll see what the price ends up being. But, but yeah, it’s, it’s for any one of our current clients or anybody that’s implementing Rise. So in the rise business framework when hiring talent. So see what it’s doing. It’s bringing in all my book. Pretty cool, right?
Tony Javier (00:33:18):
Yeah. It’s super cool.
Gary Harper (00:33:21):
I’m getting, I’m, I’m actually gonna do something. One other thing with it here. I’m gonna build all of our curriculum in Asana with an overlay of the Rise ai. So when people go in and they answer the questions in the curriculum, it’ll build all of your operating system for you with ai. That’s my goal by the next two years. And then I’m gonna sell Rise for $130 million.
Tony Javier (00:33:46):
Very nice.
Gary Harper (00:33:48):
So let’s get the delegation. You said, why do people not do this? First of all, they’re not good leaders. They don’t know how to lead themselves. So you gotta get better at leadership. The average leader CEO reads one book a week on leadership. Okay? So me and Susan both read about three books a week. Um, between the two of us. Uh, we try to keep a little healthy competition going on at all times, but we try to read at least three books a week. So I’m a, I’m a big component of staying a student of leadership. But next, Tony, when hiring people and then bringing ’em on board and actually empowering them. ’cause we know how to hire them, right? We find them, we’ve hired them based on the heart, the head, the hands and the feet. We bring ’em on based on the position or the, or the process they’re gonna do. But now we actually have to start letting go. We have to actually empower them. And the reason why we don’t do that is ’cause we don’t trust them. And it’s understandable, right? Like if TJ hired somebody tomorrow, he’s not gonna trust that person out the gate.
Gary Harper (00:34:48):
But when we delegate, we want to delegate by sitting down with our job description what we hired them to do. And we need to get on the same page with them as to how we want them to go do it. And so here’s how we do it. Tony, if I was hiring you to come work for me, the first thing I would say is, all right, writing a vision plan. Tony, do you need instruction on how to write a vision plan?
Tony Javier (00:35:13):
Yeah.
Gary Harper (00:35:14):
Okay. So that’s where this is gonna be. Me and you are gonna sit down and we’re gonna write this together. Make sense? Alright. Maybe I’m hiring you to make an offer on a property for me. Do you need instructions on how to run comps?
Tony Javier (00:35:30):
No.
Gary Harper (00:35:31):
Okay. Do you want feedback after you run comps? Do you want feedback on how good of a job you did or if you got it right?
Tony Javier (00:35:39):
No.
Gary Harper (00:35:40):
Okay, so then you’re in autonomy. If you don’t need instruction, and I don’t feel you need instruction if you don’t need feedback, but I don’t feel like I need to give you feedback then where you are in autonomy of delegation. Does that make sense?
Tony Javier (00:35:56):
Autonomy for just that task? You mean
Gary Harper (00:35:59):
Just that task? Because again, we’re taking your job description. If I’m hiring you as a lead manager and running comps is a part of that lead manager position, and that’s a process you’re gonna form every day. I’m gonna ask, do you need instruction on how to run comps? And if you say no, and I don’t feel like you need instruction, then we’re gonna go to feedback. Do you want feedback on running comps after you do it? Or do I feel like you’re gonna, I wanna get feedback. And if you say no to those two things and I feel like those are nos, then we’re gonna go to autonomy on that task. Tony, you are now empowered to go run comps without me. I don’t need to be there. You can run all the comps on like all these properties. Make sense?
Tony Javier (00:36:40):
Mm-hmm <affirmative>.
Gary Harper (00:36:42):
But anytime I give somebody autonomy, I always set a budget. Now what would a budget be for running comps? Budgets happen in two ways. It’s either a money budget or a time budget. And one of the biggest mistakes we make as entrepreneurs is not setting a time budget when we delegate task. ’cause what would’ve taken you 15 minutes to do now takes them two hours to do because you didn’t set the expectation and paying somebody two hours to do something versus when it took you 15 minutes is now gonna cost your company more money. Make sense?
Tony Javier (00:37:26):
Yep.
Gary Harper (00:37:27):
So guys, when we delegate, we gotta be on, remember EOS used to say, have a same page meeting. What a, what a stupid thing to tell somebody. What are you getting on the same page with? You’re getting on the same page with delegation. So you have to be on the same page with what I’m delegating you. Do you need instruction? Do I feel you need instruction? Do you want feedback or do I feel like I want to get feedback? Do you want autonomy? Do I feel like you’re ready for autonomy? And if we say yes to this, then we’re gonna set either a time budget or a money budget for that task. And that’s how we build trust.
Tony Javier (00:38:10):
Do you, do you think it would be a good idea to ask them their time budget? Like for instance, I do delegate a lot of things and sometimes, um, it takes a lot longer than I think it’s going to. Do you think it absolutely for you to set the time budget or do you think it’s better for them to set the time budget?
Gary Harper (00:38:26):
No. Again, this is the same page. You’re getting on the same page with each one of these things. So you’re collaborating with each other to determine what it is.
Tony Javier (00:38:36):
So it could be either, could be either. We just have, we just have to agree upon
Gary Harper (00:38:39):
It. That’s right. These are agreed upon steps. You’re either agreeing that they need instruction or you’re agreeing that they need feedback or you’re agreeing that their autonomy and they’re gonna do it themselves. But then you’re gonna agree on a time or money budget to get that autonomy done. The audit of delegation, and I’ll tell you where this came from. It come from 2001. I was, um, I had a lady in named Melanie Tis, I was a young leader and I just got promoted to an executive and she called me and said, would you go to Chili’s with me? And I said, sure. We met at Chili’s for lunch and we’re sitting there and I was, uh, I was very much a dictator, if you will, at the time. I was just promoted to an executive and I really didn’t want her to screw up ’cause she was taking my old role.
Gary Harper (00:39:22):
And I just hired, uh, promoted her. And I sat across on the table from you and she slid her resignation letter across the table to me. And I’m like, well, why are you resigning? She says, because you’re a dictator and I can’t work for a dictator. And John Maxwell, I remembered the statement, John Maxwell said, good people that don’t feel empowered don’t stay. And she sat there and she said, Gary, I can’t work for a dictator. You won’t let me grow. And I’m like, well, talk to me like, help me help you. Like let’s get through this together. And I, so we’re all great forms were born. And I grabbed a napkin and I wrote down three areas. I wrote these first three needs, instruction, feedback, and autonomy. I said, let’s talk about what you do every day. What about this? Do you need instruction? She’s like, no, I want autonomy to do that without your opinion on it all the time.
Gary Harper (00:40:11):
I’m like, wow, I thought you still needed instruction. She’s like, no, I’m good. And so we moved it to autonomy and then we went to the next one and we moved the feedback and we went to the next one and moved it to autonomy. And we worked through her list with her and figured out which category it belonged in. Then we went back and added time, budget or money budget to each one of them. And when we were done, she had the biggest smile on her face. She was so happy. She’s like, this is exactly what I needed. And you know what, Tony, it was exactly what I needed too. I needed to be able to trust. We were on the same page with things. And I said, all right, so we’re good. You’re not gonna quit. And she looked at me and she said, I’m sorry.
Gary Harper (00:40:48):
No, I’m still gonna quit. I said, why? She says, because I’ve already taken the position, I’m not gonna back away from now, but I want you to do this with every single person you hire from this day on. And I have, and this little simple tool has allowed me to build trust with new employees. And so it allows me to let go. And in 75 to 90 days around that timeframe, if someone isn’t in autonomy for majority of what I’ve hired them to do, then either I failed them or they failed me and I’m moving on. I’m not gonna keep ’em in that position. And that’s been a key for me. A key for me is knowing when to move on, whether it’s a business or a person. Does that make sense?
Tony Javier (00:41:35):
A hundred percent. So I wanna make sure we get to TJ’s questions. So tj, can you tell us a little bit more about the operations person? What, what are their role? What, why are you hiring them? And anything else you can kind of tell us that so that we can kind of talk through that with you,
Gary Harper (00:41:51):
Please?
Guest Speaker 1 (00:41:52):
Well, first of all, wow, <laugh>, I got, you know, a lot of content already outta this Gary. So very, very grateful to both you and Tony. Um, good. I would say you’ve already kind of answered <laugh>, you know, like a lot of my questions. And um, but I guess if I had to, if I had to be on the spot and ask an actual question right now, it would be like probably something like this. Like if, if our organization was thinking about hiring sharper process and, and that, you know, but I mean, should we try to? So we, we, we made a hire and um, there were some red flags and we probably, looking back, you know, it pro she was the right person. Um, but she had some, she had some, some challenges, um, distance to the office, um, you know, family obligations. Bottom line, she quit after three weeks.
Guest Speaker 1 (00:42:53):
Yeah. Wasn’t a surprise. Um, and I know that, you know, part of the reason she quit is because I was not the level of leader that’s required to lead her <laugh>. I know that for sure. Um, and I’m worried I might make that mistake again because I, we can afford and we have found the talent that we need to go to the next level. But I am gonna have to go to the next level too. And I don’t know if I can do it with them or before I get them. So that’s a question. And then the other question would just be like, you know, should we look at hiring your company? If we were gonna, and I know it’s not a sales pitch, but I mean, if we were going to before we make that next hire, or did we wait until <inaudible>?
Gary Harper (00:43:40):
Well, our program, most people will confuse our program. Our program’s not for the CEOA business operating system. If you look in, the job description is supposed to be owned by the COO mm-hmm
Guest Speaker 1 (00:43:51):
<affirmative>.
Gary Harper (00:43:52):
And so to implement a business operating system without a COO, then that’s gonna require you to be that COO.
Guest Speaker 1 (00:43:58):
Yeah.
Gary Harper (00:43:59):
And so it’s kind of hard actually. ’cause then I’m gonna ask you to modify your behavior to do it. So I always recommend to people that if you’re gonna hire a COO an integrator, I call ’em business unit leaders. ’cause you put out like COO, you’re gonna, you’re gonna get a six figure type, seven figure type person coming to apply for your positions. I think that’s a darted to call it that. But, and there’s no such thing as an, you know, integrator. That’s not a title, that’s an ideology. So you can’t put that out there either. But you can, you can hire an operations manager, you can hire you a business unit leader. You can hire somebody like that. That’s a real term. Um, you need to give them a framework, <laugh> for them to be successful. But before you take fall on your own sword here and say, I’m the problem, which it might be, I don’t, obviously we gotta work.
Gary Harper (00:44:45):
We gotta figure out that out. We gotta figure out if you have the leadership and management skills to lead some somebody else. I don’t know. I mean, they are skills. When I left corporate America, I was a terrible leader, tj, terrible leader. I was a phenomenal manager. I won executive of the year eight outta 10 years, won all kinds of expensive trips. But I sucked at leadership. Corporate America doesn’t want you to be a good leader. They want you to be a great manager. Leaders love people, managers, drive results. That’s it. Right? So if you’re telling me you love people that then I’m gonna tell you you’re probably a good leader, <laugh>. But if you’re telling me you don’t like tenacity, you don’t like driving results, you don’t like creating accountability, that’s not about leadership. That’s management, right?
Gary Harper (00:45:29):
And so the truth is, when I see more than anything is it’s rare that I find somebody who sucks at leadership. I actually find more entrepreneur entrepreneurs that suck at management. It’s not leadership. They actually are great leaders and they love people too much and actually hurts them more than it helps ’em. So before you fall on that sword, second thing is based on what you said, she didn’t quit because of you, she quit because the lack of emotional paycheck. There are two types of paychecks that happen when somebody comes to work with you. There’s a financial paycheck and an emotional paycheck. 67% of the people in the great resignation that quit their job quit because of the lack of emotional paychecks, not financial. So I’m gonna share my curriculum with you again ’cause I talk about it there as again I talk about it in there.
Gary Harper (00:46:19):
So let’s go back and look at the emotional paychecks that happened. And it happens right after we start to hire. So first thing is we do the heart, head, hands and feet, but then we have to go recruit and attract people. And this little form right here is a form that I use to find out whether or not people will have or companies have emotional paychecks. These are the top 10 reasons why people come to work for people today. Number one is they wanna feel challenged. They wanna feel like their work gives them a reason to get up in the morning. They wanna feel like they align with a purpose. Two recognition that the time that they give matters and it’s appreciated. Three, my career is evolving and I feel like things are moving. Like they, they’re growing. They have a growth opportunity location. What’d you say, tj? Where was her house to inconvenience to the office?
Guest Speaker 1 (00:47:09):
40 minutes. Uh, up to an hour with traffic.
Gary Harper (00:47:12):
Yeah. So it was an emotional paycheck. She wasn’t getting emotional. And let me make this statement where you do not give emotional paychecks, you will pay more, you’ll pay more in salary, you’ll pay more in missed opportunity. You’ll pay more in turnover. People value the emotional paycheck over the financial 67% of the time. Now, I’m not saying every time, but a big majority of the time, especially millennials and Z generation value the emotional paychecks salary is down here. It’s like number five on the list. It still matters, don’t get me wrong. It matters, but it doesn’t matter as those top four and then ours, culture, environment, industry, and brand follow suit.
Tony Javier (00:48:04):
So you’re saying they wanna be proud. You’re saying, you’re saying those are in order of importance, right, Gary?
Gary Harper (00:48:08):
Yeah, well, based on what I see, right? People want to feel like they work. They, they, there’s a reason they get up in the morning like they align. When I do, when I do culture, one of the things I do and Rise guys, is I don’t just find out what your purpose is. I find out what your employee’s purpose is. Why? Because if their purpose doesn’t align with your company’s purpose, then they’re not going to be emotionally connected. And what do I mean by that? My purpose at Sharper is to do our company purpose is to do a good work that supports God’s work.
Gary Harper (00:48:44):
My personal purpose is to rise by lifting others. That’s my personal purpose. Why, why I built the, uh, built this, uh, the, uh, the framework called Rise is to rise by lifting others. And I have to ask the question, does sharper purpose, which is to do a good work to support God’s work, help me achieve my personal purpose in life? And if the answer is no, that I need to sell this company. But the same goes for your employees tj. If your COO or this integrator or a business unit leader you bring in, if they do not see how your, their personal purpose is gonna get achieved by working here, they shouldn’t work there. ’cause therefore they’re not aligning with purpose. And we get down into the, we get down to what builds a culture. I’ll show you what builds a culture. What builds a culture is these four things.
Gary Harper (00:49:34):
Position, affirmation, people affirmation, goal affirmation and mission affirmation. In other words, everybody in the company has to be in those four alignment areas. The first one is, they better be in the top four boxes here of the position they’re sitting in. If not, it’s going to hurt your culture. If they’re not sitting in the top four boxes of people, values and vision, then it’s going to hurt your culture. If they don’t align with your values or your vision, it’s gonna hurt your culture. If they don’t align with your goal, your purpose indicator, what you’re trying to accomplish long term here, then it’s going to hurt your culture. And then last, if they don’t align with your purpose, it’s going to hurt your culture.
Gary Harper (00:50:19):
Tony said that I hire the best of the best. I don’t hire the best of the best. I don’t mean to correct you, but I don’t, my purpose does, if they don’t work for me, Tony, they’re here because their purpose is fulfilled by being here. Because I’m a, I’m a man that honestly fails the daily. I fail to lead every day. I mess up every day. I’m just human. But it’s not about me, it’s about them. It’s about whether or not their purpose is fulfilled by being a part of this. And when they can see that they’re in a seat that’s easy, that they enjoy, that they can be in a star position with, when they see that they align with my values or the company’s values and our company’s vision. When they see how they can be a part of something that’s bigger than them, a goal that’s bigger than them, what I call a purpose indicator. And when they can see how their personal purpose in life is fulfilled by helping this company to achieve its purpose, that’s what brings those people to us. Not me, because honestly, it’s not about money. I don’t pay that good.
Gary Harper (00:51:33):
They have a high potential of earning if they’re great at what they do. But my son makes $10 an hour, he made 300 grand last year. I don’t pay that great. But there’s a high potential of earning, if they’re in the right person, the right seat, they’re aligning with purpose and aligning with goals. They can push and achieve more. And when they achieve more results, they get paid more. And so TJ hiring the COO Yeah, I mean you, you need to create a job description, just like we talked about. You need to determine whether or not they desire it. They, whether or not they have the natural behavior to do it. I would pi test them before you hire them, before you make a job offer. ’cause you want them modifying, I’d also have them do a working genius assessment to make sure they have the competency of tenacity. ’cause tenacity drives results. What’s the work, what’s the Working Genius assessment? I’ve never heard of that. Working Genius is how I measure the feet. So working genius is Patrick Lencioni system. Patrick’s a friend of mine and I was out to see him not too long ago. And we, we exchanged books and signed copies for each other. But Working Genius is an assessment that I do with all new hires. So lemme pull it up here, I’ll show it to you.
Gary Harper (00:52:53):
So I use a pi, the PI’s the first, the second is the Working genius. So if I go in here, um, I’m looking at hiring this guy Dave Overman to come work for us. And he’s gonna be a mindset coach. And I need him, if he’s gonna be a mindset coach, he’s gotta have galvanizing, he’s gotta have the rally. He’s gotta get people energizing, which is what galvanizing. And he is gotta be, want to be involved with you to do it. And his number top two things that give him energy, his top two competencies is galvanizing and enablement. So that tells me he has the competency to do that role.
Gary Harper (00:53:30):
My wife Susan, really, really good at driving results. She’s a great manager of people. She, she gets things done right? And if I was to find hers, which I think she’s in here somewhere. See if I can find her. Susan, I don’t, I don’t know why she’s not in here. She is, she’s gotta be in her own system, I think. But she has high tenacity. She has a lot. Very high tenacity in, in, in, in what she does. Let’s see, actually, I think she’s under my group. Let’s see. Nope. Yeah, I think she might be under her own. Yeah, she’s not under mine. She’s under her own login. Um, but she, her number one trait is tenacity. And tj, if I was gonna hire someone to be a manager for me, I’d want tenacity in an enable moment. I would want that te as one of the top things. But I’d also want the behavioral traits of somebody who is independent. Someone has a need for social interaction for on pi. Uh, they have high drive to get things done and they have a anti risk, right? They, they want, they’re more, uh, uh, risk adverse versus risk tolerant. So I’m probably looking for like a captain profile with tenacity and enablement as a competency.
Gary Harper (00:54:58):
So that’s first thing is get a job description. Second thing is interview based on the, the, uh, uh, competency and the behavior. Then you have to interview based on desire. Do they want the job? Do they want to do what you want ’em to do? And do they have the training, the skills to do it? That’s the heart to head. The hands and the feet. But then the third interview, TJ, is why do they want you first two interviews all about do you want them? Last interview is all about do you, do you, why do they want you? Which is where you take that list of 10 and you start talking through those things. You start talking through your purpose. You start talking through the pay. You start talking about how far do you work from the office location. Would you be proud to work for a brand like this?
Gary Harper (00:55:52):
’cause if they can’t say yes to those things, they’re telling you, those are not the emotional paychecks for them or that you’re not meeting their emotional paychecks. And as you found out about it a little while ago, when you don’t give the emotional paycheck. It’s all about money. Until they can find something else. She quit ’cause she found something else. Make sense? She found something else that gave her more money because it’s only about money when she’s not getting the emotional side. So again, before you die on the sword, I’m not a good leader. What? You might need to work on those areas. I understand. I think what the true culprit here was you didn’t give her the emotional paychecks to stay.
Tony Javier (00:56:42):
Hey Gary, between the leader and the manager. If you had to pick one of those for a CEO, which one of those would you pick?
Gary Harper (00:56:51):
I mean, results, I mean, I want visionary leaders. They love people and they, they, they’ll get people around them, but they don’t always drive results. In a small business, you have to have results. You have to. I mean that, I mean, look at bay history. Carnegie and Frick. Carnegie great leader, wrote, wrote the book How to Win Friends and Influence People. People Who was his CEO? Do you guys know his CEO’s name? I just said it. His name was Frick. You ever heard of the slang term? What the frick people say that it comes from his name. He was a jerk, but he got results, right? There’s a reason why one of his employees walked into his office and shot him in the neck with a gun.
Gary Harper (00:57:37):
Frick took the gun out of his hand and beat the guy to death with it and still lived like he was a nasty man. Like he was mean, but he got results. It’s funny to me that Carnegie found him as his opposite. And that’s how Carnegie built his, his whole thing is he built it based on his leadership and frick’s management. Now, Frick did some really unethical things. I’m sure if Carnegie had it to do over again, he probably found somebody who was more aligned with his values. But Carnegie, he didn’t, you know, Frick hired a whole militia to go in and kill everybody. That was, that formed a, you know, a, a protest about working for them. He literally had ’em all shot. So like, that’s not a day and age that we’re in today, right? Like, but that’s, but again, we’re looking for results. We’re looking for somebody who come in and get the results of the business.
Tony Javier (00:58:31):
So really, from what I’m understanding is you need a leader and a manager, right?
Gary Harper (00:58:35):
You do. You need a leader manager combination. When you have good leadership skills, good management skills, you become an influencer of people. Like the ultimate is influence. So if you don’t have management skills, then hire it. If you’re not a good leader, then hire that. But we need those combinations in order to have a successful business.
Tony Javier (00:59:04):
That’s a big aha for me. ’cause I feel like I’m a good manager driving tasks and results, but I’m not, I I’m not always the greatest leader.
Gary Harper (00:59:13):
Yeah. And that’s okay. We just gotta get somebody else. Build the culture and inspire people. Yep. Which is why you answered no to those questions. Are there? Yeah, but that’s okay. You have high potential. But now if I went back to the management assessment and asked you a question about management, you’d be like, oh yeah, do you like to get results? You know, do you like to make money? You know, like your answers would’ve been more of a yes there. Yeah, for sure. So then it’s like, okay, so now you have more skills around management versus leadership and then we gotta augment the leadership with somebody else.
Guest Speaker 2 (00:59:46):
I would, I would argue that a little bit. I think you’re, I think when, when your energy is fully up there, I feel like you’re, you are very personable. Mm-hmm <affirmative>. Like you’re very caring about your employees. So I, I would, I would argue that one, I wouldn’t say,
Gary Harper (01:00:04):
Well, so I, lemme say this, Noah, you just made a very important detailed observation though. You said when his, what is up there?
Guest Speaker 2 (01:00:11):
Energy.
Gary Harper (01:00:12):
Yeah. Because you have to have your energy bucket full to modify.
Guest Speaker 2 (01:00:20):
Hmm.
Gary Harper (01:00:21):
That’s why everything, if I’m gonna do something that de-energize me, I have to do it early in the morning before my energy’s gone. I have to do it first in the morning ’cause I will have no energy and I wanna build my energy back up by doing everything throughout the rest of the day. That energizes me. All my calls that I’m feel like I’m gonna get no energy from anything I do in the company that’s gonna de-energize me. It’s all scheduled for 7:00 AM ’cause I have to get it outta the way after I got outta my coal plunge, after I meditated, after I’ve done the things that energize me, I have to then go at those ’cause it’s going to drain my battery. And then I’m gonna, then I know as soon as I get over that hump, I’m gonna spend the rest of my day and things that energize me and it So you have a good observation there, Noah, because anybody can modify it.
Gary Harper (01:01:12):
That’s the whole point guys. Anybody can modify. The truth is when you modify more than 50% of the time and it drains your battery, that’s when you’re going to de-energize. And then you’re gonna get depressed and then you’re gonna burn out and then the heart’s gonna stop caring and now the results are gonna stop happening. And then you’re gonna feel like you’re just failing. And then you’re gonna go down a spiral path of like, should I even do this anymore? That’s what happens every freaking time I’ve been, I’ve done this a long time to see it happen hundreds of times. And then the health gets affected and then your family gets affected and then you think it, you start blaming all those things. Well like, maybe it’s my marriage, maybe I need to get divorced. Maybe I need to do this. Maybe I need to get shut my business down. Maybe I start a new business. Maybe. No, it’s because you haven’t focused on you, you haven’t focused on leading you first. And because you didn’t do that, everything else suffers. Do you know that 99% of all illnesses are stress related? I,
Gary Harper (01:02:19):
I saw that 20 years ago at Rotary International. I was walking out in their lobby and it had on the window, 99% of all illnesses are related to distress. And it hit me right between the eyes. ’cause I was having a really crappy day. I just met with Ed <inaudible>, the general Secretary of Rotary International in Evansville, Illinois. And I walked out going, man, I hate my life right now. I hate this. I hate, I hate what I’m doing. And I was sick and I was 300 pounds and I wasn’t feeling good. And I was like, it’s ’cause I’m stressed. Why am I stressed? Because I’m doing crap that I don’t get energy from. I’m doing stuff that I don’t love to do.
Gary Harper (01:02:57):
And I have been, I’ve lost, went from a 320 down to 189 pounds. My health is as best it’s been as I was 20 years old. Like, why? Because I have 14 businesses now and I don’t work in any of them. I’m, I hate management. What Tony loves to do, I hate to do. I hate driving results. I love to live in vision and planning and goal and inspiration and rally and galvanizing. That’s where I love to live. If somebody told me I could speak from Caesar’s Palace to stage every week for the rest of my life, I, it would be like giving me a B12 shot right in my rear end. I I would be on target all day for that. You tell me that I gotta come in and I’ve gotta help you manage your employees and I’ve gotta drive results in your business.
Gary Harper (01:03:44):
Nope. But my team does that. That’s why he says he has the best coaches. ’cause I do. They all have high tenacity. They come in and drive results. Why do you think, Tony, every single time I come in to coach you, I bring Susan ’cause she’s there to drive results. Not me. <laugh>, you sell it. Who, who planned your 90 day goals? Who planned all your vision, your short term vision? Who, who holds you accountable? She does. I don’t, what am I there for? Teaching, training, galvanizing, rally inspiration, keeping you guys pumped up. That’s what I’m there for. She’s there to get the results outta you. That’s why we work well together. Driving your processes, documenting processes. I got team, I got people on my team do that. They de-energize me. I’m certified in Six Sigma and it still de-energize me.
Gary Harper (01:04:33):
So this is where I need you guys to live. I need you to take a couple weeks here and I need to start writing down what you do. And you gotta figure out where you can energy and where you de-energize. And then you have to start building extensions of yourself. And once you get good at it, you can exit. You do it a hundred more times. And when you get to the point where you’re setting in no more processes in your business, then you’re in the owner’s box. And that’s freedom. It’s simple. It’s just not easy. It, it’s easy everybody to do it.
Tony Javier (01:05:16):
It’s good stuff. Gary, I got a a bunch of notes here and I’ll, I’ll kind of summarize them here in just a few minutes. Um, so just so you guys know, I mean Gary works with so many companies, especially real estate investment companies, uh, him and his team. So, um, if you guys have not, um, heard of his programs and, and, uh, Gary, you can kind of jump in. I’ll, I’ll kind of give my feedback on what I’ve seen. But we hired Gary for, for, uh, a full year to run our team meetings, uh, every week to do our quarterly planning, um, which, um, we never did before. Um, so he actually, or his, one of his team members will actually come to your location for two days and actually plan out your quarters with you. Um, he’s got a mapping team where he will map out all of your processes.
Tony Javier (01:06:07):
So now we have all of our processes mapped out. Um, and I can tell you that we just got so much clarity working with his team, uh, and feel, feel like we got rid of a lot of disconnects. Our team flows better. If, if there’s a, an issue with, um, something the way something happened, we can go to the process chart and say, you know, what happened here? Um, on top of that, the org chart that he helps you build out and who’s responsible for those processes, uh, it was an absolute game changer. Um, so Gary, if someone wants to get ahold of you to to, to kind of map that out and kind of see what you can offer them, and I think he’s got different tiers of what he can offer. Um, we just chose the one that we like decided we just wanted to go all in. Um, how do they get ahold of you to kinda see what uh, what, uh, what you guys offer?
Gary Harper (01:06:58):
Well, I mean, one of the easiest ways is to email me. You can email me at g Harper at Sharper Process. Um, my personal assistant, um, takes those, uh, those emails and, and then my, my sales team then will schedule a, a business assessment with you. And so they go through and do a bit free business assessment with you walking through, um, you know, what phase of business you might be in. And so, and then I’ll share here, um, a you know, you can, or you could go straight to this QR code right here and you guys can, uh, you can scan that and that’ll take you to the free business assessment too. You can scan that’s all online. So it gives you the results pretty quickly. Um,
Tony Javier (01:07:41):
Yeah, make sure you guys schedule a call with his team. I mean if even if you don’t think you’re a hundred percent ready right now, at some point you’re gonna need their help because as business grows you, you have to document, you have to do an org chart, you have to put your core values down. Um, you need to meet every quarter with your team. I mean, these are things that we did pretty good, uh, in our business without these things. And now that we have these things, we can tell, um, that things run a lot more smoothly. So, um, so if you guys have any questions, please unmute yourselves and kind of jump in. I’m just gonna give you you guys some high level nuggets that I got just, um, just, you know, when you say things out loud, sometimes they get ingrained a little bit better and sometimes people see things that you don’t.
Tony Javier (01:08:25):
Um, so I want to give you guys my, my nuggets on what I took from, from Gary’s presentation, which is absolutely valuable. Um, so first of all, the energy audit, that’s something that, um, I used to do in all of my masterminds and I even take it one one step further where not only do I put what kind of energy does it give me, but also what is the value of that as well. Um, so that doesn’t mean that everything you do that brings you energy has to bring you value. Um, but for me, you know, like for mar marketing for instance, that brings a lot of value ’cause it can drive a lot of money in the business. Um, and there are other things that give me energy, um, that may not bring near as much value, right? Um, so that’s a great thing to do is to audit. You don’t have to do two weeks. Two weeks I think is a long time. I think that could give you, that probably gets you a full gamut of everything you do. Um, but even if you do a week, um, that will definitely help you to see what you work on that gives you energy and that you need to give up. Um, working genius, um, assessment. Uh, never heard of that before. So that’s something I’m gonna look into. Um,
Gary Harper (01:09:35):
It’s a book, Tony,
Tony Javier (01:09:38):
It is a book also.
Gary Harper (01:09:39):
Mm-hmm
Tony Javier (01:09:40):
<affirmative> awesome. And working genius.com is that, I get that right, is where you can take, going to take the assessment.
Gary Harper (01:09:46):
Yeah. And you just pay per assessment. It’s not like a, it’s not like PI where it’s a ongoing, like monthly as you know, you pay for each assessment you do.
Tony Javier (01:09:54):
Awesome, awesome. Uh, people work for the purpose. I really like that one. Um, a players bring or a leaders bring a players, right? So if you’re a B player or C player, that’s what you’re gonna attract. Um, a lot of people can’t delegate because they can’t lead themselves. Um, the fact that you read three books a week, I mean, you guys see the knowledge he just dropped on you guys that wasn’t just because he was born with it, that’s because he lives eats and breathes this. Um, I’m more into YouTube videos these days, but, uh, as you say that, I do remember when I used to religiously read at least a book a week or listen to an audio book a week. Um, just the takeaways that I would get. So that’s something that I, I I want to um, kind of get back into Audible again and, and start to listening to books.
Tony Javier (01:10:43):
Um, time budgets. That’s a really good one when I delegate things. Um, usually it’s just like, here you go. Uh, I did put something with my team that there is a 48 hour rule when I do delegate something, unless I say differently, please get it done within 48 hours. And if they can’t meet that they need to let me know. So that way there’s at least that general guide, but going one step further and saying, Hey, can you implement this? And what do you think? It’ll take a couple hours, we can kind of talk about what it’s gonna take and then adjust there. Um, emotional paychecks and going through that whole, um, slide there. Actually, do you mind pulling that slide up again? Sure. Gary. I think that’s, I think that’s super valuable for hiring, going through that, going through that. I’m gonna take a picture of that and if you guys should take a picture as well. Um, and then I’ve got a bunch of other little notes here that I’m not gonna, um, you know, keep, keep going, keep going down. Um, what kind of questions do you have and do you guys have any feedback for Gary? Are there any big nuggets that you guys got that you wanna share with with the group?
Gary Harper (01:11:47):
Pull this up for you. There you go.
Tony Javier (01:11:55):
Awesome. Good stuff.
Gary Harper (01:11:59):
One of the things we’ll do in the session when we’re implementing is we have the leadership team answer these questions on a scale of one to three, right? So do is the way we challenge people is that below expectations meets or exceeds. And one of the things we also, we actually recommend too is the leadership team to do a survey monkey with these questions and like ask their current staff if they’re getting these one, two, or three, you know, just to get feedback. ’cause their, their perception, especially in this area, guys with emotional paychecks, their perception is your reality. So if they perceive bad culture, it’s your culture. It’s your reality. Whether you think it or not. If they don’t feel that you challenge or they have a reason to get up in the morning when they come to work, they don’t feel, they get recognized, they don’t feel they have a growth opportunity. The location sucks, the salary’s bad, the hours are terrible. Work life balance is bad, the culture’s not good, the environment’s not good, the industry isn’t, the brand’s not there, then that is your reality, whether you want it to be or not.
Tony Javier (01:13:08):
Awesome. Good stuff Gary. Appreciate your time, time here. Um, last, um, last chance. Who here has questions or wants to give feedback for Gary? And I put Gary’s email in the chat in case you guys, um, um, want to grab his email as well, uh, or email him if that’s better for you guys.
Gary Harper (01:13:28):
And earlier I gave you the QR code, it took you to our books, but this one is the assessment. So if you wanna scan this QR code, this is the, it literally takes you to the, uh, the assessment and you know, you don’t have to talk to anybody to do that assessment. It’ll tell you where you’re stuck.
Tony Javier (01:13:46):
Nice. Good stuff. Good stuff. All right guys, last chance. I, I feel like there’s gotta be some, uh, some questions here, but I, I think you covered a lot and probably answered. I actually had a bunch of questions that I had prepared, but he answered all those before I could even answer most of them. So, um, TJ was this helpful, helpful for you? Oh dude, very helpful. Thank you. Thank you both. Thank you all.
Gary Harper (01:14:08):
Absolutely tj, good luck with you bud. Talk. If you get to a point of needing help, I do have sharper talent where we’re hiring 140 different entrepreneur employees around the country right now for real estate guys. So if you need help hiring somebody, let us know. We take ’em through all this and to give you three final candidates. So if you run out of, out of candidates or you just don’t wanna hire somebody you want help with it, lemme know. Thanks. Thank you. Craig. You guys have anything? Any questions? You, I want to go through lists here. Anything from you guys before we say goodbyes?
Guest Speaker 3 (01:14:38):
No, I think just, you know, great, just very like, I think everybody said just a lot of information. Um, ’cause again, I think you’re right, kind of explaining the difference between leadership and management and sometimes I got those confused, you know, I thought if I led they would, you know, somehow that was managing. Um, but uh, yeah, Chris and I are cutting that same, kinda like with tj, um, looking for that next person that’s gonna be a benefit. And I think we’ve kind of held off from doing that for fear of like lack of, of the ability to bring somebody in that’s not gonna be a liability or for that churn and burn, like you said, not identifying why they wanna be here or having a misalignment in what we, you know, want them to feel and do. Um, so been very helpful. Thank you for your time.
Gary Harper (01:15:26):
Four reasons why we don’t grow, Craig. Number one is fear. You have to replace fear with knowledge. That’s why we read. ’cause I have a lot of Peters in life. I read a lot of books and sustainable with faith. Number two is mindset. You gotta be willing to let go, you gotta adjust your mindset. You have to, if you have to have somebody help you with adjusting it. Three is connections. So that’s why you’re a part of a mastermind like this with Tony. It allows for the right connections so you can do the right things and the last systems and processes, giving them the system to be able to succeed without you. So, but it starts with fear. You gotta, number one reason why I see people not scale is fear. They don’t have enough knowledge.
Guest Speaker 3 (01:16:00):
Amen.
Gary Harper (01:16:02):
Okay. Jeff, how about you buddy? Anything from you? Any questions or any statements that you wanna make before we say our goodbyes?
Guest Speaker 4 (01:16:08):
Man, I thought it was thorough. Just great information. You know, a lot of think about and process. I’m always thinking about, you know, what uh, what goes into hiring somebody. But uh, you know, your statement is also true as far as fear for sure. But it, it’s also about how much can I lose by not hiring, you know, somebody as well too because uh, the time factor is always the biggest thing for me and just trying to balance everything that I could balance. But just a lot of great gems, a lot of stuff to take in. So I appreciate the time and the knowledge. Thank you so much.
Gary Harper (01:16:40):
Well thanks for turning your camera on and Noah, since you have yours on, I’ll just end it with you. Anything for you that you have or questions that you have?
Guest Speaker 2 (01:16:47):
Not really. Um, I don’t have anything. I actually sent Tony a voice message on, on the leadership versus manager part. I mean, for someone like Tony, do you think it’d be worth having someone that is focused on purely leadership throughout his organ? Like all the different entities or, um, I mean I, I, I guess
Gary Harper (01:17:13):
I think ultimately somebody like Tony, Tony probably needs to be the chair of the board of directors and he needs to have a bunch of business unit leaders working for him, leading and managing the organization and him going out. He has a lot of opportunity to come up with new ideas and actually like drive them down. But uh, you know, I would, Tony reminds me more of somebody who’s a starter, you know, he likes to start new things.
Tony Javier (01:17:36):
Yeah. Quick start on the call.
Gary Harper (01:17:39):
Yeah. And so very similar to me, like I don’t wanna work in my businesses. So I think, I think Tony get a got a lot of like good business unit leaders, managers running his businesses for him and he met with them to drive the results with them. ’cause he doesn’t have to lead them, he just has to manage, you know, manage the managers if you will. Then he, he could get, you know, live in the owner’s box, which he get a lot, I think he get a lot of energy from personally. I think.
Tony Javier (01:18:05):
Yeah, I think I’m one or two leaders away from uh, completely stepping out of everything. I’m not really in any of my businesses that much. Um, but uh, I do have my hands in more things than I probably should, which do kind of suck the energy sometimes. So.
Gary Harper (01:18:20):
Yeah, no question. Cool.
Tony Javier (01:18:22):
This is a good refresher. Thank you guys, I
Gary Harper (01:18:24):
Appreciate it. Yep.
Tony Javier (01:18:24):
Yep. Thanks for coming on Gary. And uh, see you next week in Tampa.
Gary Harper (01:18:28):
Yeah, hopefully. Thanks Gary. My grandson’s born today or tomorrow, maybe not, but if he isn’t then we’ll definitely be on our way. Awesome.
Tony Javier (01:18:36):
Sounds good man. Thanks again, Gary. Appreciate you. Alright,
Gary Harper (01:18:38):
Have a good one. Thank you.