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Really appreciate it we're gonna start with Christine come forward and author of Smart -- we're talking about how to motivate employees so many of them are descendants.
And -- like that let you technique is different because she kinda news neuroscience.
And apply it.
To companies so they can motivate their workers high exactly -- -- it's great to be here what we find is that many leaders unintentionally and guide their people into what we call the critters state when Hitler and fight flight freeze frustration hopelessness.
We used techniques to help them get into what we -- -- Smart state where all three key parts of their brain are fully engaged there.
Innovative they're engaged they're collaborative their creative.
And yes and mother Abbas on employer and willing to do that hadn't even -- if they're not doing OK they -- they're not doing it because they're getting low levels of accountability there having the low engagement people are not excited they're not.
-- and I collaborating very well.
So the reason that we want to do it is -- -- -- are like really we find that we get increased revenue increased profit.
More productive people 35 to 50% -- -- really.
Really tangible measurable specific enough to -- -- Smart tracks we actually have clear -- I metrics that we didn't help the leader realized you.
Tangible benefits that -- -- techniques OK so how do you start to make them realize.
Right right right OK so for starters we engage and -- people by asking questions as -- giving orders.
Often leaders what kind of bark -- -- -- that -- yet exactly and the people does become order receivers.
And we wonder why are people aren't taking ownership.
Some music inquiry -- draw people out asked them what they wouldn't use they can start to.
Lead and -- the problem and -- next to -- to be very clear.
The ambiguity the unclear directives make people go into that couldn't stay -- oftentimes the person who's getting the directions.
Is nervous to question the person giving the action yes -- they don't -- -- look stupid it -- thinking missed something so explicit communication.
Not just -- -- I report on our advertisers that's vague and ambiguous that implicit what winds and do what how to succeed with that.
If otherwise we -- explicit communication.
Have that would put the top five advertisers in the western region by Friday for I'm okay now how about sixteen how bad I want to go to my critics say -- I like my -- Also a lot of company.
We don't of accountability because we don't make it's central to our culture of we don't create structures and -- people drop accountability we don't have consequences.
So we have consequences people realize acted kind content yes it did -- Our former successful consequences we find is someone drops accountability and -- hearing you okay.
Because something tragic could have happened in life and that's how they spaced out drop their accountability a -- so -- stairs are you okay.
The second thing we say as well is there too much on your plate because we have this conversation before you are okay.
So let's figure out if there's too much on your plate.
That happens a third time which is pretty rare they start to get the points yeah.
-- -- big do we need to -- -- your job smaller and on the fourth which is really rare.
Do you actually want to work here because you're behaviors showing me that jumped up and down more tangible consequences is.
If your hourly work if you don't think your hours and by the deadline you don't get paid next week you're gonna get paid on the next payroll rat.
So we look at those tangible consequences so people understand.
Our culture is about accountability it's a code of honor thing right it's not just how rough vague directives -- you start thinking about all that's coming up -- easily see.
So -- as a programmer I was an engineer at the early days of Microsoft apple and Adobe and it just looking at the brain going now.
I think it's I think it's a piece of hardware yeah people I don't look at me he.
But I think if we have operating system compatibility right right.
People communicate well to get along well right thinking ex communicate well with the geeks but not with the sits right to trapping system.
-- how we understand human brain and understand what software and to -- or modified to get better performance.
So -- -- to these techniques and my five owned companies that built and sold Democrat went to -- score.
Many years back -- yes planet you -- up.
Many years yes and what I found was that after iconic Guinea pig you know my own company that I felt like OK can keep -- up to the public I tried it five times yes and your background to make people believe you know.
Yes tell what you're saying down for a minute and then when -- read mark tried they see all the stats and it's just so specific you want marketing pitch which do market you want better sales -- -- and it's so simple life you're talking and telling us these.
Like I have a feeling soul -- company's mix them here.
They do Lauren I know it sounds like abundantly clear but we don't do you get the leaders often are in that fight like freeze -- state and they don't hijack as well.
You wanna everybody end to their pre frontal cortex that beautiful park behind your forehead where we have our executive functions -- create.
We're continuing to -- you're actually saying that it's the -- that's oftentimes in the critters -- the box models.
The -- emotional tone.
So -- wasn't hard to get in the boss in the right frame of mind well my friends.
-- but this is part of the -- -- job.
They -- -- in the Smart state and then we need to make this go up and down organization and right and it huge organization if it's too hard to do that it's -- big change -- -- huge organizations we have a little grassroots effort where we get it department using this.
And then sooner or later the top brass as well.
-- department is so profitable they're growing so rapidly.
You -- hundred million different what are they going right and then we finally get their attention upon high -- -- -- Smart but here at the employees -- in the -- states.
What -- -- phrases Abbas can use to get the employees and the smarts and it also three beautiful phrases that we love influencing races the first one is what it.
So you don't you go to a concert.
And -- -- -- beach fallout that would -- batting it around what it does like doing that aren't.
So we throw the idea out he can't we throw the idea out we let them batted around -- -- -- okay.
That enrolled engaged powerfully.
Affect one I need your help.
I need your help is will be college on -- swap the dominant person gets small.
The subordinate person gets big it's a temporary power I like that it has -- by its very popular that's actually out I'm -- saying -- -- and I'm just thinking of fifty cents.
Don't go there they go -- differences come down I get what you call.
So dominant person gets smaller -- you will support efforts and get great hit me hey I need to help you know and we don't -- statement grumpy -- it was like how do we need your help.
That that powerfully kind of grows people into stepping into greater leadership and then third if somebody is really in their critters state and they are totally freaked out.
He would be helpful if so what often happens as we go into a company we teach these techniques -- do the coaching we do the training.
And suddenly that they'll start to store so the head of sales and or the CEO will inevitably raise all the -- -- hey everybody feels people.
We're raising your quotas by thirty to 50%.
They get all in -- statement freaked out right the bucks -- us we'll call Christine to give you some narrow techniques it'll be fine the first thing I'd say it.
It would be helpful let it pulls them in -- problem solving kind of freaking out -- that's wonderful yeah sometimes it sounds great read Smart tries could -- -- point thank you so much for coming on.
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