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The Build a Vibrant Culture Podcast brings together amazing leaders, entrepreneurs, and experts to share the successes, challenges, and secrets to living and leading as a VIBRANT Leader.
Tune-in each week as Nicole Greer interviews a new Vibrant Leader.
Email her at nicole@vibrantculture.com
BAVCP Intro (1)
This is the Build a Vibrant Culture podcast, your source for the strategies, systems, and insights you need to turn your dreams into your destiny. Every week we dive into dynamic conversations as our host, Nicole Greer, interviews leadership and business experts. They're here to shed light on practical solutions to the challenges of personal and professional development.
Now here's your host, a professional speaker, coach, and consultant, Nicole Greer.
[00:00:28] Nicole Greer: Welcome everybody to the Build a Vibrant Culture podcast. My name is Nicole Greer and they call me the Vibrant Coach and today I have Jackson Calame on my show and he is here to talk about how to build a vibrant culture. In fact, he's got a business called First Class Business and that's what you need to be building in order to have that vibrant culture.
Let me tell you a little bit about Jackson. Jackson teaches visionary entrepreneurs how to unlock sustainable revenue growth and expand their legacy by becoming a power brand in their market. 96 percent of businesses fail within the first 10 years, and Jackson teaches businesses, not only how to avoid failure, but how to win by becoming a true leader in their market, and you have to become a true leader in your company first.
Having worked, launched, and scaled several successful startups in the B2B industry and SAAS space serving thousands of SMBs, Jackson has seen firsthand that even the best operators struggle, and sometimes fail. The problem begins with poorly managed growth due to establishing a weak foundation, which inevitably leads to collapse. Jackson and his teams prepare business owners and executives to bridge their growth gaps collectively.
They often fill the roles of C. O. O., C. M. O. ,and C. E. O. during this transformative process. Your key to success as growth occurs and operation shift will require that you evolve developing an incredible vibrant culture built around a clear vision dedicated to customer satisfaction, and it must be the focal point of a company's mission in order to ultimately thrive.
Please welcome to the show Jackson! How are you?
[00:02:07] Jackson Calame: Fantastic, Nicole. It's great to be back.
[00:02:09] Nicole Greer: Yeah. I'm glad to have you back. So, you know, last time we talked, I probably asked you what your definition of leadership is. Have you had any tweaks or thoughts about leadership that are fresh?
[00:02:20] Jackson Calame: I mean, I imagine, uh, you know, leadership is love.
That's, that's the type of leadership that I want. Um, that's the type of leadership that we emulate. That's what I want to be part of. That's what I want to become. If we are loving in what we do, it's really hard to go wrong with how we serve, show up, and help people.
[00:02:38] Nicole Greer: Yeah, yeah. And if you go to Jackson's website, which is firstclassbusiness.io,
he's got a cool little diagram of kind of like a Greek looking building and love is really the foundation of everything you guys do. Is that correct?
[00:02:52] Jackson Calame: It's huge. Absolutely. I chose that building on purpose, by the way. That is the Pantheon and the Pantheon is the largest concrete dome building in the world.
And it's over 2,000 years old. That's the type of legacy I want to build with my entrepreneurs. That's the type of entity I want to create is one that's built on a super solid foundation that has the right pillars. So yes, love, patience, persistence, consistency, reliability. All of those are dynamics that we test for on the front end before we even bring somebody into the interview process.
So yeah, got to, got to build on principles in my opinion.
[00:03:34] Nicole Greer: That's right. That's right. And you know, I know that you're talking about, you know, doing that for your customers, but I, you know, I'd kind of like to hear your story, like how are you, how you're building your company? Because you're, you guys are going gangbusters over there, aren't you?
[00:03:47] Jackson Calame: We, we are. Now, we are, and we aren't. Why do I say that? So many people just want to grind, grind, grind, hustle, hustle, hustle, build, build, build. There's seasons to that, right? Yeah. We just brought on five co- hosts on my show, Vision Pros Live. So I'm no longer the only host. We've got six of us. We've got three new distributors as well.
And these are, when I say distributors, uh, people who are good at social media, people who are learning how to find other leaders as well. People who are chopping up videos and editing those. There's, there's a lot of stuff going on behind the scenes. And we go through these seasons of right now, it's time to scale a little bit, but we also want to make sure we pay attention to the client threshold.
If we bring on 10 new clients, we want to make sure we take great care of those 10 new clients. We might pause for two weeks on growth and then reassess as a leadership. Are we ready to bring on 10 more or are we not? And that, what that does, it empowers us to scale to great capacity. And as I mentioned, I'm going to, I'm going to give away the best secret sauce I possibly can right now that I see so many brands overlooking.
If your brand does not have a careers tab or a join our team tab that has an actual funnel and campaign associated with it, you don't have a very good growth vision. It's very easy to see that you have forgotten the value and the importance of your people. And it's going to be hard to create supply and demand that's in your favor.
So it's going to be hard to attract the top talent in the market. If you're not attracting the top talent, how are they, how are they going to feel like they want to belong to your company and work with you and become part of the team? So that's been, that's been a phenomenal transformation for us is putting a strong focus on attracting the best people to come in and work with us.
And there's a couple of secret sauce ingredients that allow us to do that too.
[00:05:32] Nicole Greer: Yeah, so I love what you're saying because, uh, you know, I do a ton of recruiting in my business. And when I go to recruit for an organization, I'm looking for that careers page. And oftentimes it might say careers, but then it like links to a human resource information system or something like that.
But it doesn't have anything where it's sprinkling some, uh, love on people, you know, trying to attract them to the company. So I love that. Did everybody write that down? You got to get a little drip campaign. So are you guys using, like, SurveyMonkey or not SurveyMonkey, excuse me, uh, MailChimp or like a ConstantContact or something like that?
What system are you using to kind of sprinkle people with love?
[00:06:11] Jackson Calame: One of the neat things is, uh, I'm a big fan of the E Myth. Right. And it's all about delegation the right way. So yes, I know our procedures, resources, and templates. And yes, I helped my team figure out how to implement those. But at the end of the day, they choose the systems, they manage what we use.
So it's probably some combination of Go High Level mixed with WordPress and a few others, but I don't, I don't even need to dive into that. I know that Zach and Valentina and Deanna and Cindy are all taking care of that. And part of what empowers us to bring on so many team members as well, as I speak Spanish fluently, and I can tap into the untapped market of Central and South America, where yes, the wages are lower than the Philippines.
And there's an opportunity to make dramatic impact in the lives of those people that we're bringing on. And they want to learn English too, and they're on our time zone. So there's a lot of value of having team members, uh, throughout the world who can help in different capacities. But to your point of, systems as well. And, and, uh, bringing these leaders in, I wish more entrepreneurs would empower their teams to become the experts. And instead of trying to micromanage the process of that, empower them to choose the systems and say, which systems do you guys think we should be utilizing?
[00:07:29] Nicole Greer: And I guess I asked the question in case somebody's thinking, how do you do that?
Yeah.
[00:07:33] Jackson Calame: So that's, that's how I find great people. I hear a lot of people say, I can't afford an X, Y, or Z. Well, you really, you can't afford not to have an X, Y, or Z. So the question is, how do you find one that wants equity or wants rev share or that wants experience or that wants money is the least motivating factor in business growth.
And I'm grateful for the late Tony Hsieh, um, Right of Pursuing Happiness, uh, you know, Zappos CEO. He did a really great job of teaming people up for success and realizing that. Money was the lazy motivator. There's so many other reasons people may want to work with you, but if you have the mentality that people will only work for you, if you have the best 401k package or the best benefits package, or you pay them, uh, and a crazy amount of money, then yeah, you're, you're not going to be aligned with finding the people who want to belong to an entity where purpose matters.
[00:08:31] Nicole Greer: Yeah, I couldn't agree more. Uh, you know, I'm a big HR person. And so the, uh, the Society for Human Resource Management has been putting out a survey for years. And, you know, it says, why do people work at a certain company? And money is always, like, number 7.
[00:08:46] Jackson Calame: Wow. I would love that. If you can, I would love the reference on that.
[00:08:50] Nicole Greer: Yeah. Yeah. So it's always very low. And the number one reason people stay is because they enjoy and do work they love that's the number one reason.
[00:09:00] Jackson Calame: If you saw our Slack channel, you would see exactly that. It is such a joy. It's like coming to my birthday every day in our company, because everybody's just so excited to see each other and say, hi.
And one of the reasons that happens is our Friday get together, Level Up, Calm Down. Is it's a fun time to get together. We have an hour and a half back office break room style. Sometimes we karaoke. We're not allowed to talk about anything, uh, stressful and anything that would bring anxiety into the conversation.
No priorities, just an hour and a half to really get to know each other. Yes, we do some important work, but we position it at 12:45 and the reason why is because everybody's able to get their work done in the morning. And then they're able to come into that meeting. We have an awesome time together until two, and then everybody leaves that meeting reinvigorated, finishing the day strong, and then we go into the weekend happy.
[00:09:53] Nicole Greer: Yeah, that's fantastic. Tell us what you call it again.
[00:09:56] Jackson Calame: We call it Level Up, Calm Down. All right. So we're going to get better, but we're also going to calm down and enjoy it.
[00:10:03] Nicole Greer: Okay, very good. Well, you know, on top of your foundation of love on his picture of the Pantheon, he also has, and he rattled these off very quickly earlier.
So let's not let them just slip past us. He talks about that you have to have some values inside of your company. And when you mentioned Tony Hsieh I was just like, I just love the core values that he put in place at Zappos. My favorite one was, uh, everyone has to be a little weird. And I was, like, that is the greatest core value ever.
Everybody has to be a little weird. And, like, when they interview people at Zappos, they're like, how are you weird?
[00:10:38] Jackson Calame: Yes. That's so cool. I think I'm weird enough that it's kind of like, you're not going to really enjoy working with me if you're not weird.
[00:10:46] Nicole Greer: Right, right. Yeah. But he, but he, bless his heart. He's got, he's popped off the planet now, but anyways, go read that book.
Um, uh, and it's, what is the title? It's something happiness. What is it? Happiness at work.
[00:10:56] Jackson Calame: Pursuing Happiness I believe.
[00:10:59] Nicole Greer: Pursuing happiness.
[00:11:00] Jackson Calame: Oh, Delivering Happiness.
[00:11:01] Nicole Greer: Delivering. That's right. Delivering Happiness. Yeah. Such a good read. I need to get that thing out and read it again. Yeah. That's kind of an oldie moldy on the shelf.
I can get that out. All right, so let's talk about your First Class Business values, you know, so you're thinking about building a vibrant culture. Um, and so a company needs to have a foundation of love. We love our employees and we take care of them. But what about consistency? That's one of your values. Will you talk a little bit about consistency?
[00:11:27] Jackson Calame: Consistency. Huge. Yes. Consistency and reliability are two of the hardest traits to not only quantify, but also measure for and the reason why is it takes time, right? So you, you need to have periods of, of days that go by in order to see if somebody is truly going to be consistent. And if they're going to be reliable.
So the difference between the two, um, somebody can be consistent in showing up for work on time, for instance, right? They can win that, that, um, I hated that award. I still hate it, actually, the one for school of never missing a day. Um, you know, perfect attendance. I can't even think of the name of it.
[00:12:04] Nicole Greer: Zero tardies.
[00:12:06] Jackson Calame: And as a kid who had freshmen year, first semester, 63 tardies, um, in one semester and, uh, also did not mind missing school once in a while, um, I didn't care for that. So consistency is valuable and it's helpful to be able to do what needs to be done. But reliability, I was an all star student. I got my work done.
Um, the same American history teacher that knew I was going to come in late every single day would, for some reason, and I wouldn't do my homework, she let me use an open book on the test. Nobody else in the room was allowed to do that, except for me. And I, but I listened in her class, you know, I paid attention and I knew more history than most of the kids did in there because I was just a student of life.
I cared about the subject. So, uh, consistency and reliability, it means different things to different people. I went to an interview at Best Buy, and I was going to get a job there and there's two big things that happened. This kid comes in a little bit late and the manager, the regional supervisor, was so rude to him and was so condescending about him being late.
You can tell he already knew that he shouldn't have been late, right? And nobody knew what happened.
[00:13:26] Nicole Greer: Guilt all over him.
[00:13:27] Jackson Calame: Oh, it was awful. And then, and then guess who didn't have a pen, right? The guy who came in late. So, you know, she kind of hit him in that. And then we're doing our final interviews. And in our final interview one of my, one of my, uh, healthy boundaries at the time was I wasn't going to work on Sundays, um, for religious purposes. And she said, you know, we really want you to work with us. One of the things we love most about you is that you aren't willing to compromise on your Sundays and, in order to work here, we need you to.
And so we're really ready to hire you, but you have to be willing to work on Sundays. And yeah, I know as a 21 year old kid, I walked out of that super confused and upset and frustrated and, like, what did I just experience? Like how, how I felt so filthy, so violated in that reality. And, and, uh, I think a lot of people go into work environments where they're ready to perform.
They're going to do great. And then some stupid arbitrary reason about like being five minutes late, uh, causes a dissonance or a leader to kind of lose their focus and lose their mind. And if you're the person who's supposed to open the bank in the morning, you cannot be late. I get that. There are roles that require that, but there are so many roles that do not require the same types of consistencies and the same types of reliabilities as others.
So, learning to play the game of entrepreneurship, or better yet, get out of the way, go be the chief visionary and let a chief executive officer or chief operating officer come in who has years of wisdom working with people in those realities and recognizing what consistency means for this particular role.
And you have to have done that over a hundred different roles in order to know. How to properly orchestrate a team to scale.
[00:15:20] Nicole Greer: Yeah. Yeah. And I, I think the other thing about consistency that's important is if other people are waiting to get started and they need you, so there's all sorts of little parts and pieces to it.
You know, if you're an individual contributor and you don't, you don't need anybody else to get your stuff started, you're going to come in 10 minutes late, stay 10 minutes late. Perfect.
[00:15:40] Jackson Calame: One of the challenges with that, that they overlook though, that we overlook is, and Peter Drucker, this is my mouse pad, by the way, the Effective Executive.
It's the most ignored, fantastic book in the business world. Um, and he says we need to define…
[00:15:54] Nicole Greer: What year was that written? That's so good. What year? Just open it up real quick. What year was that written? Cause Peter's popped off the planet now too.
[00:16:01] Jackson Calame: Oh, this was…
[00:16:03] Nicole Greer: The Effective Executive everybody,
[00:16:04] Jackson Calame: This is the 2004 edition.
[00:16:06] Nicole Greer: Okay. Yeah, but it was prior to that. Hey, fun fact. Well, he's looking that up. Peter Drucker wrote like over 66 books in his lifetime and he wrote most of them after he turned 50. So he's like my little hero. I'm going to get rid of ready and rare to go on my 66 books anytime now, Jackson.
[00:16:25] Jackson Calame: And he says, what it, what, one of the challenges we have, and again, I don't see this practice anywhere is companies are not defining who is a required attendee for a meeting and who is an optional attendee for the meeting. If that person is optional for the meeting, but they still feel included because we didn't leave them out and we make space for them to come in or out of that meeting and teach how to not disrupt in the process and build a culture around that, you can do amazing things.
But when we've got arbitrary meetings with lackadaisical agendas and, you know, no focus, and we don't know who's supposed to speak or somebody dominates. There's so many little nuances that all we need to do is learn to practice those nuances, figure out the ingredients to the recipe, and then put it on repeat and optimize it over time. But I don't see that happening.
[00:17:17] Nicole Greer: Yeah, and that would be consistency as well. Yeah. And so let me just read what his little definition is just to kind of tie a bow on consistency. It's accomplishing your work professionally. This means being consistent from timelines to honest assessments. You got to deliver.
So the bottom line is, is can the employee do the work and do it, do it well, despite what time they come in, right? Okay. And so you threw reliability into the mix. Let me read that definition too. Reliable goes beyond consistency. We must be able to complete the right job in the right time frame in the right way.
So talk a little bit more about reliability, reliability, tease that out for us.
[00:17:55] Jackson Calame: Sure. So reliability is that type of employee or team member where I know they're going to get the work done. So I don't have to worry about it, right? And when I've got somebody that's managing my email inbox, for instance, um, I spend a lot of time training my executive assistant up on many, many, many different aspects and looking at, okay, what areas can I rely on her for in which areas can I not? Then it was I found the areas that I cannot, okay, can I spend more time with her on these areas, uh, work out the kinks for how we're going to manage this moving forward? And is it going to stick or is this one of those areas where it's best to hand off to another team member?
So I would also, I want to reflect back on the opposite side. Well, I know we want to take all the notes for how do we get other people to be consistent? How do we get other people to be reliable? My ultimate goal is how do I be consistent in my leadership with love? How do I know, show my team I am reliable and that I'm going to show up with love to help them win.
And as I focused on that, my team has begun to run circles around me in terms of how much they produce. I equate it to I'm out on a jet ski helping people and we got our aircraft carrier and somehow they're getting faster and faster at getting further down, further off into the ocean. If I'm not careful, I'm going to be way behind.
Like, hey, don't leave me! Um, because they're doing so good at moving the mission forward. So as visionaries, as entrepreneurs, a lot of times, yes, we want to be out working. What do they say on the business, not in the business. Um, like it's so overused, but there are things that are, that require attention outside of our business.
We also have to make sure that we have people working within our business to build out the infrastructure too. So reliability and consistency. I think the buck stops with us as leaders. We need to be the best examples of that in our brands.
[00:19:48] Nicole Greer: Yeah, I agree. And you know, a lot of times I'll be talking to leaders and I'm like, you know, there's this saying, and maybe it's overused, but I, you know, I don't think so.
Uh, lead by example. So if you're reliable and consistent, you know, it shows everybody else how to show up for the job. So that's fantastic. All right. So we're talking about Jackson's First Class Business, uh, First Class Business Values Model, and you can go to his website. Let me repeat it for you. firstclassbusiness.io
And he's got a picture on his about us page of his Pantheon. And so he's got that on there. And he also talks about one of the pillars to success is persistence. He says, I will persist until I succeed. We will diligently fulfill our duties as we drive incredible results as our persistence is tenacious.
So talk a little bit about persistence and how important that is.
[00:20:43] Jackson Calame: Oh, I'm hoping I can find the book real fast. Um, okay.
[00:20:46] Nicole Greer: All right. He's Googling.
[00:20:47] Jackson Calame: Og Mandino The Greatest Salesman in the World
[00:20:50] Nicole Greer: Og Mandino yeah!
[00:20:53] Jackson Calame: There you go. Original gangster. Just kidding. Yeah. So Og Mandino.
[00:20:56] Nicole Greer: Oh, he is. He's right there with, he's right there with all the other guys, with Covey.
Uh, let, you know, we could name them all off to them.
[00:21:04] Jackson Calame: That's where the quote comes from. I've never read his book. Um, but I was part of a sales program that talked about that pretty heavily, that mantra. And I, I've always kind of had that in me. I don't, I don't think I would have survived. Um, I had a pretty interesting childhood, one with a wonderful family on one side, my mom's side and my dad's side was about as dark as it got.
Um, and so going through that experience, um, there was just something in me that, that, that helped me learn to be a fighter, um, learn to be somebody who was going to make things happen. I didn't like the fact that I learned early on the statistics that a kid from a divorced family, um, you know, it's pretty much, you know, has a very, very low chance of success in different aspects of life.
And I heard more and more statistics about the realities of that and blah, blah, blah. And I just learned, you know what? I am not going to be a statistic. Um, I'm going to do all the things that I can to make sure to, to build up. And then I had a mission president at 20 years old, I think it was either 19 or 20 when he said it. He talked about his family and how out of his six children, the odds were that only two would serve their missions. And so he said, you know what, if I want better than the, the, the average results, I have to do better than average behaviors in my household, uh, as a parent. And he really helped me connect with that and say, okay, if I want the best life has to offer, then I have to be willing to be my best in order to get it.
[00:22:39] Nicole Greer: Yeah. I love what you're saying. Yeah. And, and I, you know, I think the thing that rose up inside of you was spirit. I mean, that's, that's what that is. It's like, I don't know where it came from, but I thought, nope, I'm not going that route. So that's just a little whisper from the spirit. So I love that.
[00:22:54] Jackson Calame: Absolutely.
[00:22:54] Nicole Greer: Yeah. Yeah. And so, uh, you do have to get Og Mandino's book if you're a salesperson listening or CEO, because I mean, epic stuff. This is like 1970s, early 80s. Oh, those guys were great that were out there. I'll tell you another guy who I love, a sales guy, is Nido Qubein. Do you know Nido Qubein?
[00:23:13] Jackson Calame: No, I don't.
[00:23:14] Nicole Greer: Okay. All right. So just, just a little buddy trail on Nido Qubein he's kind of the Og Mandino that whole. And, uh, he is now the, I think his title's president, but anyways, he's over High Point University, uh, where you need to send your four children, by the way. Um, and I said, I sent my daughter there. It is fantastic.
But he, he's got just all these books about how to be the best and keep pursuing excellence and keep going and persistence. He's fantastic. So, all right, a little shout out for you, Nido. Love you. Okay. All right. And the next, uh, value that we have on Jackson's First Class Business Values, his little model that you can find on his website, is patience.
Oh, and people hear that word, Jackson, they're like, they roll their eyes, you know, uh, this is a challenging one, patience. So people need our help, but they also need our support. We patiently attend to the needs of those we serve, especially when it's uncomfortable. Do tell. What are you talking about?
[00:24:12] Jackson Calame: This is probably one of the traits I struggle with most.
As a persistent individual, it is very hard to be patient. Um, and it often becomes the demise of a scenario where I just get I get too anxious. I get too passionate. Right. And passion can be quickly misinterpreted as aggressive. Um, and…
[00:24:32] Nicole Greer: And angry.
[00:24:33] Jackson Calame: Yes. And so, uh, you know, I think a part of that too, is, is if you have a lot of masculinity within you, we have to learn to tone that down.
Um, there's, there's a new cadence required, um, a new tone, new pace, and there's an opportunity for us to balance out more. So, uh, you entrepreneurs out there, I know it's hard to do and hard to imagine the, I don't even have the words for it because I want to be so direct about it. But you know, I think the greater challenge is, you know what, there's a Ted talk.
The Ted talk is how to not get offended. And redhead stands out, you know, like, uh, like, uh, um, like I just went to Spanish, sorry. Um, but anyway, look it up, look up, uh, how not get offended. He talks about a coin flip. I'm not going to ruin it for you. It is brilliant the way that he delivers this message. And if we could learn to simultaneously be less offended
by feedback while also becoming softer and more diplomatic with the feedback that we provide, we're going to become inevitably much, much, much better leaders. So I, I just know if, but if you want feedback, if you really, if you really want to grow and succeed, the question needs to constantly come out of your mouth.
How can I be better? What can I improve? What can I change? Don't give me the fluffy stuff that the world gives. Don't, don't tell me I'm good and I don't need to get better. And don't come at me with your, with, with the self deprecation or the like, Oh no, you're great how you are. Why do you feel that way?
Like, I mean, I get it. We live in, we live in a society that is so sensitive to feedback, but you're not going to get to the next levels of business until we start saying, no, I'm not. And I tell my, I tell my guests after every podcast experience, Vision Pros Life. We celebrate first to celebrate how well they did.
And then I say, okay, what, if anything, is there anything that you would change about your entire experience with us in order to improve this experience for the next guest? Knowing that 99 percent of those people are not going to say one thing because they don't want to offend me. They don't want me to be hurt.
They don't, plus they can't see anything. Cause our, our, our episodes are really, and then they're like, well, no, it's just like tiny. And I'm like, look, let me tell you one little story. I said, when we were running Restaurant Connect and we were building software for fine dining, the best restaurants in the world, and we got the master's tournament guys to working with us and I'm training up all seven restaurants.
Well, before we got that contract, they wanted a system that was unlike anything they'd ever seen, right? So we had to cover every single track, but we decided, you know what? When the check is paid and the host team member marks the check is paid on the system, let's have that send a text message to the valet.
That way the valet goes and gets the car and brings the car around as that guest is walking out of the experience expecting to have to wait in the valet. Nope. Their car is right there. Ready to go. Keys in hand. No disruption of service. And when we, we looked at life as that opportunity for how do we make this even more fun?
How do we make this even better? And those, and then I tell my guests, so. What if anything, can we update to make sure that that type of experience happens for the next guest? And if, if we would look at the opportunity for growth and the opportunity for change with a positive happiness, passion, it doesn't hurt to change.
It's a, it's a blessing. It's an opportunity to maximize life. So I just, I wish I could inspire people faster to grasp that concept. That would, that would be fantastic. In the meantime, I've got to learn to be more patient with those who cannot feel that.
[00:28:15] Nicole Greer: Yeah. And, uh, I, I love the thing you're saying about the fine dining with the car being waiting out, waiting out front.
I think that kind of thing that any kind of customer service thing like that delights me and so don't miss that that's also like consistency, reliability, persistence of excellence, all that. It's all those, that story is all those and love. We love our, we love our people who come in. Buy bougie dinners from us.
So we must take care of them and love them. So I love that story. That's fantastic. Yeah. And you know, the other thing about patience, you were saying that, uh, leaders need to be able to give good feedback and then, and they need to be able to accept it and I couldn't agree more. And you know, uh, sometimes leaders will say something like this to me.
They'll be like, he should know. And I'm always like, oh, they don't know. I don't know. People have blind spots and you got to help people learn. And so I think the other thing we could add to patience is you need to be a good teacher.
[00:29:09] Jackson Calame: Yes. Oh, absolutely.
[00:29:11] Nicole Greer: You gotta be a good teacher.
[00:29:13] Jackson Calame: You know, it helps to have a system.
I got this poster behind me. And we've recreated it, but that is the five dysfunctions of a team.
[00:29:20] Nicole Greer: Oh, okay. You might write that down. Patrick Lencioni we love that one too.
[00:29:24] Jackson Calame: Yes. Patrick Lencioni is an absolute rockstar when it comes to leadership development and it's required reading for everybody who joins their company.
Uh, we, including my clients, my prospects as well, have to read that book, otherwise they will not understand our championship level culture. We, we sometimes find clients who have championship level cultures, but there's a reason it's called champion. You know, it's not something you can claim. You have a championship level culture.
But it's one thing to claim it. It's another to actually build it and do it, subscribe to it, and follow it. And that book, uh, it's, it's so imperative that the team comes in really, cause they got a backlog, right? Everybody has a history of working for non championship level companies. So you have to untrain all of the habits and all of the mindsets and all of the paradigms that they're bringing into your organization and make sure that you're also capturing, all right, what are they going to add that's valuable?
Those two things. There's, there's a, there's a fostering process, a cultivation process, a weeding process, if you will. You look at a lot, a lot of different ways, but it is, it's impossible in my opinion, to build a championship level culture without championship level guidance. Um, so don't, don't attempt that alone and anticipate becoming a great company.
[00:30:47] Nicole Greer: That's fantastic. Well, I have so loved having you on the Build a Vibrant Culture podcast, and we have gone through Jackson's First Class Business Values today. He's talked about consistency, reliability, persistence, patience, and the foundation of love. And I love your message. I think it's beautiful.
He's given you some stuff to read. You've got three books now you got to get on your reading list. We'll have it in the show notes. Uh, but you know, my people that are listening are like, wait, wait, one more nugget from Jackson. What little nugget would you kind of leave with my listeners, uh, that would set them on the right direction?
[00:31:24] Jackson Calame: I have a resource that has been built on the shoulders of these giants. So, is it better than the Effective Executive, and Five Dysfunctions, and the E Myth, et cetera? I believe it's more applicable. Because it's the combination of all of that pulled into 14 years of how do we do this and win as fast as we can?
It's called the Power Launch. It's right there on the homepage. There's a webinar. It's a two hour webinar. If you, uh, listen to, I don't know, Hiring on Purpose, or you listen to the One Minute Manager, those are going to take you several hours to get through. It's a two hour webinar. After that two hour webinar, you will be empowered with the information you need
to scale your business by at least $20,000 per month and new revenues within 45 to 180 days. The revenues are the vehicle to be able to do more for those that we serve. It's not about the money. If it's about the money, you won't get what you need to out of that. But if the revenues are something that you cherish, that you can help more people's lives and you're going to lead the right way, then the power launch can absolutely serve you.
You'll see it's 5,000 a month for $44,000 or I jump cut and say $49 a month for everybody listening to this right now. You get absolutely free access to everything that we have. And if you get to a point where you want to work with us, we believe in the pay what you want model. You as a visionary need to know what you're paying your providers, not asking your providers to make your financial decisions for you.
That is a death sentence for businesses. Start deciding what you're going to pay people, not asking them for permission to control your control, your vision and dream. You're the visionary, not me.
[00:32:57] Nicole Greer: All right. So you can find Jackson at firstclassbusiness.io. Thank you, Jackson, so much for being on the Build a Vibrant Culture podcast.
Hey, everybody, if you liked this episode, click that little thumbs up. And if you would please go down and make a nice comment for Jackson and myself, I would appreciate it and make sure you subscribe. Thanks so much, Jackson. I'm grateful, grateful, grateful.
[00:33:18] Jackson Calame: Oh, we love you, Nicole. Appreciate you hosting us again.
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