Okay. You got it? Theory X or theory Y. Now, that's the foundation. That's the building block of what we're going to be talking about in the people part. In the personal part. That foundation, that attitude, okay? The theory Y or the theory X Drives your behaviors. Okay? And your behaviors are what create meaning. And meaning is necessary for high performance, employees to find meaning in their work is necessary for high performance. I'm gonna do something I've never done in my career, in films or interviews, I'm gonna read you something from a book. Let me just bend over and get the book, this book is called "American Turnaround." It's written by the former CEO of AT&T and the person who went in ultimately is the CEO of General Motors and turn General Motors around. I read a lot of books. I probably read 50 books a year. This book I started reading on a Friday and finished on a Saturday afternoon. And no, it wasn't because it was snowing hard, or bad weather, or I didn't have anything else to do. It was so gripping. And Ed Whitacre is the author. And I wanna read you a few parts. Cuz here's a man that led big companies. Big companies, AT&T, General Motors. People are the number one asset of any business. The number one asset. If you only get one takeaway from this book, his book, I hope it is that. Because if you don't get that aspect right, the people part, you will fail As a business leader. Wow, a big company CEO saying people are the most important asset and if you don't get that right you will fail as a leader. Well you know what, in the entrepreneurial world its people too. Because you need people, and people do business generally with people. And customers generally like to do business with people that they like, that deliver value, that care about them as customers. I want to read you another excerpt. Over the years, and I've had this confirmed a thousand times. I have learned that 99.9% of the people out there want the exact same thing. To feel good about their lives. To feel they're not failures. To feel like they're contributing and part of something that is having a positive impact on their kids and families. Everybody wants that. I do. You do. We all do. It's just part of the human condition. Now isn't that fascinating. here is a CEO, very successful CEO, of two big companies and he's talking about how employees and leaders and entrepreneurs and managers are all the same. We all want the same thing. We want to make a contribution We want to feel good about ourselves. We want to feel good about the place we work at. We want to be part of something special and meaningful. And when that happens, then we get high engagement, and then we get this. Hi and engaged employees. Happy customers and success. Okay? If you were in part one, you learned about outrunning the bear. Kyle is still here. He's outrun the bear. He's behind the camera. You outrun the bear consistently, if you have highly engaged employees that are constantly learning, and improving. What is the main determining fact of whether the employee are engaged? You! You! It's not money, it's you. And that's what this course is gonna talk about in week two, okay? Very, very critical. Because you see it's all related. Theory x and y is the foundation, the building block. That's the beliefs and attitudes about employees, you have. That drives your behaviors. It's your behaviours that determine whether employees are highly engaged. And if your employees are highly engaged, you can have high performance. See how it all sorta flows. And it starts with you. And this course is going to basically focus on you, how you create the right environment, and how you create highly engaged employees who want every day to excellently perform. That's the critical thing. Okay. Now, I said we would start with you, right? Well, and that's what week one's gonna be about. Now I'm gonna focus on you all of week one. And I'm gonna focus on six big transitions you will go through as your business grows. As your business grows. And they come along three dimensions. Now, remember, growth is change. Growth won't occur unless you change. This word, transitions, you see this word transitions? That really means opportunities to change. And that's what these arrows mean. Each of these are a different transition. And on the leadership side, the first transition that an entrepreneur has to make, the first transition an entrepreneur has to make Is to change from a doer to a manger. Now, why is an entrepreneur when he or she starts out a doer? Because in many cases it's just you. You do everything. You make it, you sell it, you deliver it, you send the bill, you collect, you listen and fix the customers complaints. You basically when you start a company, you have to do everything. You may have some part time employees, you may have a partner. But generally speaking you do it. And usually when entrepreneurs are doing, think of the mentality. Okay? My way. My product. My business. And you get to the point that you no longer can do it all because you've been successful. People have bought your product. And more people want your product than you can deliver by yourself. So you've got to add people. And with people comes all the stuff that people bring. Hope, dreams, fears, history emotions, what are called the gumbo of life, the gumbo of life. If you don't know what gumbo is, look it up in the dictionary. The gumbo of life. So the first transition for the entrepreneur I've got to hire people. And once I hire people I become a manager. And the amazing thing about the transition from doer to manager, most people don't think about what it means to be a manager and we're going to talk about that later on, once we do this little overview. A manager, I've got to manage people, well, most people think the way to manage to people is to manage the way they manage themselves or the way they were managed if they were working for someone else. They don't think about what it means. And you become a manager generally speaking when you're managing one to seven people, all right? The next big transition is I'm growing. I can't manage all the people. I got to appoint somebody a manager, and then you become a leader. When you have your first manager and you and your manager are managing employees and you're a leader because you now have to lead a manager, and that's different and we'll talk about that. And then eventually, you have several managers all managing seven eight nine ten employees while you're growing but suddenly it's more complex. You gotta manage three managers and guess what they're not the same. You can't manage them the same way. Cuz they're different people. And this transitions for you. These leadership transitions mean that you don't have to learn new skills or improve the skills you have. Because it's going to be about communication, talking, teaching, relationships, building trusts. Okay? Yeah, basics, talking, listening, okay? Giving feedback, teaching. The second type of transition, so that's just the leadership. There were three. There were three there. All right? The second type of transition you make when you're growing a business, okay? And there are two here transitions four and five is usually when you start a business. Before you start a business, many people have work experience. In fact, many successful entrepreneurs have work experience in an industry or a type of business, which they go out and form a business in. But when you were in the business world, generally speaking, you probably were good at one functional area. Could have been sales, could have been marketing, could have been accounting, could have been finance. You could have been good at making stuff, production. You could have been in logistics, delivery, many different areas and you are good, very good at sales. When you start a business as an entrepreneur you learned and now as you are growing your business you learned whoa I've got to do all of those things, which means I've got to become a generalist I got to be what we call here at Darden, a general manager. I got to be able to know all of those areas, how to make it, how to market it, how to sell it, how to deliver it. Okay? How to buy the raw materials. How to take care of the accounting, how to send out the bills, how to deal with customer service. I've got to do all of it. So you start out generally with some expertise and then you go, woah, I gotta do everything. You've got a steep learning curve. Then, as the business grows and you get managers, okay. You get managers, it's what I call, you become the conductor of the orchestra. And you're stepping back conducting in the sense, I want to have all the pieces. Playing together and making beautiful music. Except in the business world it's not music, what is it? So I become a conductor. So think about it. If your business is gonna grow you're gonna move from doer, right? Doer to manager, managing employees, to leader, managing managers. If your business is going to grow, you're going to move from a generalist, okay, excuse me, a functional specialist, what you were to a generalist, knowing everything, then to the conductor. You're saying to yourself, wow! You already telling me I have five major transitions in order for my growth business to be successful. Yep, that's what I'm telling you. And you gotta be constantly thinking about this stuff. You gotta constantly stay centered and say, where am I in my growth process? Everyone focuses on strategy of the business. I'm asking you to focus on the strategy of you. How many of you ever heard that before? The strategy of you. All right. Take a break here, minute or two. And write down, what does the strategy of you mean? And write down, where are you in this growth process? Are you a doer? Manager? Leader? Are you still a specialist? Are you a general manager? Are you a conductor? Take a moment, okay? And I'll be back to you one or two minutes. Okay? Don't go away, cuz I'm not going away.
