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2:24

Welcome back to Fixable from the

2:27

TED audio collective. I'm your host,

2:29

Anne Morris. And I'm your co-host,

2:31

Francis Frye. Francis, this is a

2:33

show where we believe meaningful change

2:35

happens fast, and we're going to

2:37

model that for everyone today by

2:39

answering three-collar questions as thoughtfully as

2:41

we can in a single episode.

2:43

We're doing another quick fix, people,

2:45

another quick fix. We're going to

2:47

cover a lot of ground today,

2:49

as always. how to grow a

2:51

new business, returning to an old

2:53

workplace with a fresh mindset, and how

2:55

to craft your job so that you

2:57

actually want to do it. This is

3:00

my favorite type of crafting. Sisting from

3:02

the craft fair use of the

3:04

word craft, which a number of

3:06

fry family members are passionate about.

3:08

Yeah, I come from a long

3:11

line of craft fair attendees. So

3:13

let's get into it. All

3:17

right, first up, we have a voicemail from

3:19

a small business owner who wants to

3:22

make sure he's Setting up his small

3:24

business to scale. So let's listen My

3:26

life started our company Voss Fitness

3:28

nine years ago and I joined with

3:30

her about six years ago We're a

3:32

concierge fitness company that provides personal

3:34

training Pilates yoga health and nutrition coaching

3:36

group classes and various wellness services within

3:39

residential and office buildings All those buildings

3:41

have their own fitness space in our

3:43

business space and our trainers and teams

3:45

and coaches go in and work within

3:47

those spaces. We also work with a

3:50

number of corporations helping to deliver portions

3:52

of their overall employee wellness program. There

3:54

are two big questions for you. Are

3:56

we doing all that we can the

3:58

best way possible? to drive revenue

4:01

and grow the business? And are

4:03

we thinking too small? Is there something

4:05

that we could be doing that's

4:07

bigger, that if we scale that

4:09

we could create some explosive growth

4:12

for the company? Thank you so much

4:14

and take care. Francis, he's asking

4:16

the right questions. So where does your

4:18

head go on this one? Any time

4:20

we're trying to grow a small business,

4:22

we have a classic fork in the

4:24

road, and that is, are we going

4:27

to do the same thing for more

4:29

people? Or are we going to do more

4:31

things for the same people? Right? So

4:33

do you want to grow through volume

4:35

or do you want to grow

4:37

through breadth? In general, and then

4:39

we'll get to his specific case,

4:41

but in general, if there is

4:44

sufficient demand, you operationally, you want

4:46

to do the same thing for

4:48

more people. It's just so much

4:50

easier and so much more profitable.

4:52

But if you can't do that...

4:54

And it sounds like maybe he

4:56

can't do that. Then you want

4:58

to think about what are the

5:00

things that you can do that

5:02

are going to create disproportionate value

5:05

for your client and for you.

5:07

And the mistake that small businesses

5:09

make is they go in and say,

5:11

what would you like me to do?

5:13

And they're guided by what would add

5:15

value to the client. And then they

5:18

think, well, that gave me revenue, but

5:20

they take their eye off the profit,

5:22

the profit rise. So he's probably going

5:24

to be forced to grow in the

5:26

second best way, and he has to

5:28

do it in a win-win way, that

5:31

it creates lots of value for his

5:33

client. I believe he will be able

5:35

to do that. But there has to

5:37

be a lot of value for him

5:39

as well. So it's not just

5:41

revenue, it's profit. I found myself

5:44

also craving for this caller for

5:46

this caller. to go back to the

5:48

basics, because he's asking the right

5:50

questions, but these are really big

5:53

questions that he's not gonna be able

5:55

to work out at the top of

5:57

the mountain. And so I wanna make

5:59

sure. he's gathering the data to

6:02

inform these questions at every

6:04

step of the way. So

6:06

who are his best customers?

6:08

Right? Why are they giving

6:10

him their hard-earned money over

6:12

time? And then the second

6:14

thought I have, for instance, inspired

6:16

by work that you have done

6:19

for decades, is what are smart

6:21

ways that he could partner with

6:23

his customers to get this

6:26

insight faster? I want to get

6:28

him out of his own head. and

6:30

into the mindset and

6:32

behaviors of gathering data

6:34

to inform his choices

6:36

all day, every day. Yeah, what I love

6:39

about this is you're going to make

6:41

sure you're adding value. We don't have

6:43

to guess to your point when we're

6:45

small and he's on site, my goodness.

6:47

You can learn about your customers in

6:49

ways that big companies just dream of

6:52

being able to learn about their customers

6:54

because you're there with them on site.

6:56

So there's two parts of this. One

6:58

is we're not in touch enough with

7:00

the customer. That's what you're bringing up.

7:02

The second one, which I was bringing up,

7:04

is you're so in touch with the customer,

7:06

you forget to make profit for yourself. So

7:09

I think we want to make sure that

7:11

you do both of those things. Yeah. So

7:13

Princess, I'm thinking of Friends of Domino's, and

7:15

I think we've shared this story on the

7:17

show before. But when they were in the

7:19

middle of wrestling with some of these questions,

7:21

you know, much bigger scale. But it's the

7:23

same question. How are we going to grow?

7:25

One of things that they discovered that they

7:28

discovered is that the taste of the pizza.

7:30

was in the way. So they

7:32

were delivering on the brand promise

7:34

of getting your pizza in 30

7:36

minutes or less. But as one

7:38

reporter pointed out at the time, you then

7:40

had to eat it. Right? So

7:43

they went through this glorious pivot

7:45

of getting better at this core

7:47

capability of making great pizza. Along

7:49

the way, the CEO took out a billboard

7:51

and the biggest town square they

7:53

could find, which was Times Square,

7:56

like literally Times Square in the

7:58

meter of New York City. scroll

8:00

customer comments across the

8:02

billboard in real time. And the

8:04

comments were about the taste of the

8:07

pizza. And this whole exercise created

8:09

the outcome the CEO was looking

8:11

for was that the company really

8:13

got focused on solving this problem.

8:15

Now a beautiful byproduct that

8:18

they weren't expecting was that

8:20

customers got very invested

8:22

in this turnaround. And they loved

8:24

that they had a role, a

8:26

very important role, in this organization

8:28

getting better. Now, if we go

8:31

back to our friend who's growing

8:33

his small business, I think one

8:35

of the things we see over and over

8:37

again is that companies of

8:39

all size miss the opportunity

8:41

to partner deeply with their

8:43

customers to solve problems. And

8:45

the beautiful thing about this business

8:47

is he is literally walking

8:50

into his customers' offices. on

8:52

a very regular basis. And

8:54

there's already this intimacy there.

8:56

And so that's where I want

8:58

to push him to go for

9:01

answers, is to really partner deeply

9:03

with his customers about what they

9:05

value when they give him their

9:07

money, what are they excited to

9:09

get in return when they give

9:11

their money to his competitors. Why

9:13

is that? I almost want a

9:15

mindset shift where he's obviously

9:18

hungry. to grow the business, but

9:20

is he hungry for the insight

9:22

that's really going to unlock growth?

9:24

What I love about what you're

9:26

saying is that you can go

9:28

to like deeply meet the customer's

9:30

needs and growth is a manifestation

9:33

of that. Or you can try to

9:35

grow and maybe meeting the customer's

9:37

needs as a manifestation of it.

9:39

And what you're arguing for is

9:41

go and like center on the

9:43

customer's needs. and then growth will

9:45

follow that resonates so much to

9:47

me. What I'm also pushing on

9:49

is where do great ideas come

9:51

from? Right? And we sometimes get

9:53

seduced into thinking, like, oh, I'm

9:55

going to go to the mountaintop

9:57

and think deeply about an isolation.

10:00

innovation and the big idea is going

10:02

to come to me. And in practice,

10:04

usually how it happens is when you

10:06

are really wrestling with the base, particularly

10:08

at this stage, with the basics of

10:11

the business of how do I create

10:13

value, to your point, how do I

10:15

then capture it, right? What do people

10:17

want? What's exciting to people? What can

10:20

I uniquely do that other people can't

10:22

do? I want to push

10:24

him to do

10:26

that in partnership

10:28

with his customers,

10:30

in partnership with

10:32

his employees, in

10:35

partnership with his

10:37

spouse, and I want him

10:39

to reach out to the

10:41

people that have deep insight

10:44

into the problems he's solving.

10:46

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with insurance. job design with your

13:12

manager. This fixture has been at

13:15

their job for six months. He

13:17

writes, there are parts of every

13:19

job that suck, but I'm far

13:21

enough along in my career to

13:23

know what kinds of tasks are

13:25

energizing and which ones make me

13:28

want to find a different role.

13:30

I'm at this point in my

13:32

current role. It's a good company,

13:34

and the team has been in

13:36

growth mode. I want to suggest

13:38

to my manager that they divide

13:41

my role into two positions. How

13:43

do you suggest bringing up this

13:45

kind of job crafting conversation conversation?

13:47

And do you recommend I wait

13:49

since I'm so new? Or address

13:52

it early since I feel like

13:54

it may make me want to

13:56

stay longer? Well, I get what's

13:58

in it for... caller, I get

14:00

that the caller is very focused

14:02

on what would make them happier

14:05

and they would like to do

14:07

half of their job and I

14:09

bet there are a lot of

14:11

people who would like to do

14:13

half of their job. So the

14:16

question is how do you sell

14:18

that to someone else and in

14:20

general you will have a much

14:22

higher success rate if you sell

14:24

a win-win which is what's in

14:26

it for your manager and what's

14:29

in it for the company? Yeah,

14:31

like at the very least, I

14:33

would imagine the sales pitch to

14:35

be something like, if you let

14:37

me focus on this half and

14:40

we have someone else focus on

14:42

that half, we will wildly more

14:44

than 2X what we're able to

14:46

do, right? Because that would just

14:48

be getting us back to even.

14:50

Yeah, that's exactly where I was

14:53

going with this. Who else wins?

14:55

in this deal, right? It can't

14:57

just be you. And the prize

14:59

inside can't be that you will.

15:01

You're now happy. They get to

15:03

keep you, right? There has to

15:06

be a bigger payoff to the

15:08

other stakeholders here. And I get

15:10

it, particularly when we're frustrated. It

15:12

can be a very self-destructing posture.

15:14

But now you've got to make

15:17

the case to other people in

15:19

the system who have decision rights

15:21

around how you spend your time.

15:23

You know, I have an idea

15:25

for how we might get there

15:27

faster, better, more efficiently, more efficiently.

15:30

And that has to be the

15:32

orientation that they come into this

15:34

conversation with. The other homework I'll

15:36

offer this caller is to go

15:38

listen to our episode with Lori

15:41

Santos, where we talk about job

15:43

design and job crafting and using

15:45

the power you have, even without

15:47

changing your duties and responsibilities, how

15:49

do you make your job more

15:51

energizing and craft it in a

15:54

way where your superpowers are showing

15:56

up? to do this job in

15:58

a more reliable way. And I

16:00

found that conversation really inspiring because

16:02

it was also inviting you to

16:04

acknowledge the agency. you have, the

16:07

power you have to make your

16:09

own job more meaningful and fulfilling.

16:11

What I love about that is

16:13

that Lori Santos taught us that

16:15

you can inject more meaning even

16:18

into the same job. by cleverly

16:20

changing your mental model towards it.

16:22

And so I guess if our

16:24

fixer is not successful, he can

16:26

inject more meaning. And if our

16:28

fixer is successful, it will be

16:31

on the other side of a

16:33

dramatic win-win, thinking about what's in

16:35

it for the manager and what's

16:37

in it for the company. And

16:39

I guess what's in it for

16:42

the other person who he has

16:44

now decided their fate. That's another

16:46

stakeholder in his story. And he

16:48

can decide, I'm optimistic. I suspect

16:50

there's a payoff here and a

16:52

win-win that didn't show up in

16:55

his letter, and he's got to

16:57

make that quite discussable. Final question,

16:59

Francis. This fixer is contemplating going

17:01

back to an old workplace, possibly

17:03

in a more senior role. There

17:06

are a couple of plot points

17:08

here. Let me read his note

17:10

to us. I am

17:12

25 years into my career and

17:14

have just applied to be the

17:16

director of an organization where I

17:18

have worked on and off in

17:20

a variety of capacities over the

17:22

years. In my last position there,

17:24

which I left about eight years

17:26

ago, I was part of the

17:28

administrative team. What I observed at

17:30

that time were two people on

17:32

the team who consistently did the

17:34

least amount of work possible. A

17:36

third member of the team was

17:38

one of the reasons I left.

17:40

I found her to be extremely

17:42

difficult to work with, and she

17:44

made someathically questionable decisions and regularly

17:46

overstepped her role. She is valued

17:48

by the organization and the director

17:50

at that time told me I

17:52

was overreacting to her behaviors. If

17:54

I were to be offered the

17:56

director position, I would be returning

17:58

to supervise these three people along

18:00

with two other newer hires who

18:02

make up the small team. How

18:04

can I approach this opportunity without

18:06

the preconceived notions and feelings I

18:08

have about the future? three employees

18:10

clouding my vision? Or should I

18:12

take what I know about them

18:14

into the role of director? Not

18:16

sure how to handle it, or

18:18

if I should remove my application

18:20

from the pool? Wondering if a

18:23

return is a step backwards? Well,

18:25

I'm thrilled about this. So many

18:27

levels. First of all, there is,

18:29

please go forward. Don't go forward.

18:31

Do it because you have so

18:33

much to learn. And this is

18:35

going to be a great opportunity.

18:37

Here's like the primary thing you're

18:39

going to learn. You saw the

18:41

behavior of others. without the gift

18:43

of your leadership. And you are

18:45

going to have a marvelous before

18:47

and after of how they behave

18:49

in the presence of your skilled

18:51

leadership. And so I want you

18:53

to get in touch with how

18:55

you can bring out the best

18:57

in other people. And one of

18:59

the things we know is that

19:01

if we change our mindset, the

19:03

performance of other people can change,

19:05

which is just, it remains mind-boggling

19:07

to me. We have some ideas

19:09

for how you can change your

19:11

mindset, and then I want you

19:13

to marvel at how the performance

19:15

of these other folks improves. I

19:17

have to say I was shocked

19:19

about where this story ended, which

19:21

is that. He is contemplating supervising

19:23

these other humans, whom they've made

19:25

into a two-dimensional cartoon, like villain.

19:27

In the workplace. And they're considering

19:29

a job where they're responsible for

19:31

their, like, success and well-being in

19:33

the workplace. So I think there's

19:35

two options. Either they go on

19:37

this beautiful journey that you just

19:39

articulated to change their mindset around

19:41

management and leadership, or the answer

19:43

is no. They can't walk into

19:45

this job with this mindset. And

19:47

100% agree. You know, manage this

19:49

team. So if they're at the

19:51

point where they have three bad

19:53

apples and two potentially good apples...

19:55

but the chance that those apples

19:57

are going to be good with

19:59

this mindset are low. So we

20:01

can round it off to five

20:03

terrible direct reports. Are you going

20:05

to take a job with five

20:07

terrible direct reports so you've decided

20:09

to have no potential? The answer

20:11

is no. But if you are

20:13

at the point where this is

20:15

how you're feeling about this job

20:17

and it is deal breaker, this

20:19

is the good news. You've got

20:21

nothing to lose. And so... I

20:23

think there's a lot of room

20:25

and potentially a lot of learning

20:28

by somehow making this discussable. So

20:30

option A, do a whole bunch

20:32

of work on mindset and see

20:34

this as the learning opportunity that

20:36

it really could be to your

20:38

point. Option B, walk away, do

20:40

not look back, go forward, find

20:42

a team in an organization where

20:44

a better version of you can

20:46

show up. I do think there's

20:48

an option on the table. because

20:50

he's got nothing to lose because

20:52

he's willing to walk away, where

20:54

he somehow finds a way to

20:56

make this discussable with his new

20:58

employer. He's going to walk in

21:00

in a senior role. And so

21:02

can they have an adult-to-adult dialogue

21:04

with their senior colleagues about these

21:06

resources before they say yes to

21:08

the job? I'm not willing to

21:10

rule that out. Yeah, I would

21:12

prefer he have an adult-adult conversation

21:14

about himself, not about them. Of

21:16

course, of course, that's option A.

21:18

I'm just saying there's, I think

21:20

there's a third option. How do

21:22

we set everyone up for success

21:24

here, including me, if I come

21:26

into this role with reservations about

21:28

some of my colleagues? I think

21:30

it's probably not the right gig.

21:32

I want you to know why

21:34

I'm walking away to have that

21:36

conversation responsibly. So my things are

21:38

before you decide to walk away,

21:40

but if you decide to walk

21:42

away, then yeah, you have nothing

21:44

to lose. Go ahead and talk

21:46

to them about it. I hope

21:48

that they take this for the

21:50

beautiful learning opportunity that it is,

21:52

which is your mindset will influence

21:54

the behavior of others in powerful

21:56

ways. And so you got to

21:58

see. performance under someone else's leadership.

22:00

And now you're going to get

22:02

to influence their performance by your

22:04

own leadership. I'm also voting for

22:06

option A. You're a very pragmatic

22:08

woman though. You've got the plan

22:10

B. I got plan B and

22:12

C. I think there are other

22:14

options on the list, but my

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strong vote is option A. Use

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this as a learning opportunity to

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go get better yourself and to

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No question is too big or

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