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Speech Transcript (very little editing so not exact)

Jeff, Please introduce yourself the time to shine today podcast varsity squad. But first, what’s your favorite color? And why? Blue, blue?

For the color of my book.

I love it. I got a little blue here too. I love it. My it’s kind of a purple because I have a red streak to me as well. Okay, but generally, I’m looking at the Atlantic Ocean right now. And it’s blue. And it’s you know, I guess I’d probably lean blue as well. But Jeff, and you have a boatload of experience man, you have ran companies and you help others level up to run, there’s, oh, let’s get to your roots of things in how you started to build this the C level roundtable.

So, um, you know, it really, really started at an early age for me, because, you know, a lot of people grow up and they say, I want to be a doctor, I want to be a lawyer. And, you know, at eight years old, I didn’t say I want to be an entrepreneur. What I said was, hey, sports teams, will you send me some stickers? Yes. Enormous batch of stickers from all these sporting teams throughout the country love it. And so I call my mom and I said, Mom, that’s the wall I want to put them on. And she said, No, they’re not going on that wall. They’re not going on any wall. And I’m like, okay, no problems. I didn’t ask if I could put them on the car. What I did was I put them on my notebook, and I went to school. And my friends started asking me if they could buy stickers from me. And that’s how I became the accidental entrepreneur. Well, I made 50 bucks. My dad said, Jeff, you’re an entrepreneur. And I’m like, that’s amazing. What is that? What is it? And he said to me, said, Jeff, that’s the way you will have the ability to call all the shots in your life. And you will have freedom. Yes. And, you know, I learned a lot from that. But the reality was having worked for big companies like IBM and ADP and others and and having them as clients and Working with CEOs of big companies and small companies, what I learned is is that most entrepreneurs are surviving their business. They’re not. They’re not getting the opportunity to actually have the freedom that they want their hands are shackled to their business. Sure. Not going the way my dad told me it was going to go for them. And guess well, it didn’t go that way for me. Okay. shackled by my business most of the time, and I had a fast growing software company, we grew from nothing to 50 people in two years, we had 100, fortune 500 and global 2000 accounts, it was amazing. And then 2007 hit. And I swear, I could not believe this, Scott. But within a three month period, every single one of our clients came to us and said, Hey, Jeff, we absolutely love you guys. And you’re fired.

Guys just say, but there’s a button here somewhere. All right, right around that time, for sure.

And I just I learned, you know, a really tough lesson about being leveraged and growing fast, and not, you know, thinking it would ever end and so not preparing for contingencies. And it really sucked. I didn’t treat people the way I would have wanted to be treated. I was a crappy boss, I realized that when I really did self assessment about, you know, seven, eight years later. And I got to the heart of the problem, that not only did I have in business, but that CEOs and business owners and entrepreneurs and executives have today in what they’re doing.

And well heard of that problem.

So people think it’s accountability. They think that their people are just not accountable. And they’re frustrated that they can’t get their people to be accountable. You know, people are looking at accountability, like something that someone else is responsible for. So they assign a job to you. And Scott, I’m going to tell you listen, I really appreciate that. You know, when you come to a meeting, you’re on time you’re prepared, like, I know, I can count on you for those things. Right? Right. And then they’ll add something on. You know, they’re either interviewing for the job with somebody, and they know they want the person or there’s just something that needs to be done. And they take their a player for the a job. And they say, Hey, by the way, could you also do the laundry.

So they take them out of what their their skill set is that in essence, right? They

they’re not, they’re not focused on what their strengths are, what they love doing and what they’re great at. They’re focused on this little thing that needs to be done. And the minute you do that, as a manager, you’ve taken your a player, you’ve given them a beat job, and they will begin disappointing you from that moment forward. And before you know it, you have a B player, and you’re looking to replace

them. Wow. Wow, that is so strong. That is, that’s true. I’ve been guilty of it. It with with time to shine today, you know, we you know, we 30 employees and whatnot, and I’ve taken people out of their skill set. And I grew up with an athletic background. And you know, I was always told, you know, hey, you know, this is what you’re good at this, we’re gonna really level up and whatnot, that is so true. And I love that you said Don’t give your a player A B job, because it’ll just turn them into a beat D player, that is a strong quote, man, like that is huge. That is huge.

And so you want to know, what causes that? Yes, please. Because it’s not being accountable that causes that. It’s the fact it’s two things. First off, we all do have a different definition of what accountability is sure. And people resist it. Right? People resist accountability. There’s nothing you can do about that. And you can say, look, I love being accountable, and there is a certain percentage of the population that does Sure. It took me two years in a program called the T Management Leadership Program to identify how I could love being accountable, but I promise you, most of your people and I’m going to spend two years getting intimate with the word accountability. So they resist it. Okay. Frustrated, because you actually may not have a mechanism that manages the promises that they make. And you’re still trying to manage the people.

Wow. Wow. And so what is Jeff’s then definition of accountability?

Well, I just read the the one I put in the book, how about that? Okay. Because there’s a little glossary in the end of the book for your a few key words and terms in it. And some people. Like, it’s beneficial. So thank you for asking. Yeah. So there’s actually two definitions I want to read to you. The first one is accountability. So my definition of that is a disempowering state that has employees feel as though they are on the hook to deliver something because of their ability, desire, or the impact on the daily workload in their current job.

Wow.

So I looked at that, and I said, Boy, you know, that really sucks, right? Wonder people hate being accountable. And by the way, the only time they ever hear that word is six o’clock at night on the news, when someone is being held accountable for a crime, where there’s a politician, people don’t like they want to hold them and Catherine fault.

Right, yeah, I just feel like accountability, and then responsibility kind of go hand in hand a little bit to life, you know, that’s, you know, because they if you’re going to be accountable for something that you are responsible for something at the same time, correct. You are,

but the thing that’s missing is the ownership of that. Sure. What’s often happening is it’s being handed to someone as something they should be. Right. Right. There’s no power in that there’s no power, no power in it. And, and in addition to that, it also there’s no ownership there, either. Because you’re telling someone they’re accountable. Right, right. So I looked, I looked at that. And as I started working with clients, and I started my company, around 2013 2014, I got 50, CEOs and entrepreneurs together, business owners, and we started looking at what wasn’t working in companies. Sure. And we found it was effective communication. side of that everyone has their own definition, right. But here’s what the difference between accountability is, as a disempowering state, and an empowering state, because people love to take pride in what they do. In addition to loving the pride that they get to take when they say you can count on me for

Right, right. Absolutely. Yeah. Because that’s their strength. That’s why you frickin hired them. Right? I mean, it’s a new take away you’re making? Yeah, absolutely. So do you handle doing it, we’re gonna move along. Do you handle people like the company has a lot of one on ones? Or is it with teams?

So everything I do is about teams. And it starts with an individual. Okay? It always starts with the leader. Okay. Very good. CEO, the executive that runs a team, a business owner. Right? Right. It always starts with you why? Because you have goals and objectives. You want them to be aligned with you, right? You want to build trust with your team. Right? Right. Faculty.

They bring you in to level up your, their, their teams, okay. And you start with the head guy, but, you know, you start working in and I find this out, you know, because I’ve had, you know, fortune 100 companies, you know, bring me in, and I’m just curious on how you handle this, and you start working with the team, and the person that the CEO or the President would not brings you in, and then there’s that person that’s under them saying shit, man, like, why is he bringing Jeff in here? Like, what did we do wrong? Right? How is there any secret sauce if you if you don’t mind sharing that, how you handle those individuals to help them get on board with what is going to recognize the eight players and put them in strengths.

Yeah, it’s very simple. I don’t handle anybody.

Okay, okay. Then how do you communicate with him and

very straightforwardly, with a process and a path to get from where the CEO wants to be, where they are today to where they want to be and And where that executive and their team can support it. See the thing about it, Scott is I can certainly coach people one on one. Sure. Most coaching starts out with so tell me what’s going on today. Right? How can I help you today? What problems do you have today? Right? I care about that. What I care more about is what are your business objectives in the next one to three years? Okay, it’s gonna happen in the next 90 days that will move you and your team toward that goal. And how do you know that if your CEO wants these things? How do you know that your team is delivering on what the CEO wants? And is aligned with HR sales? finance, legal? Like how do you know all of those people are aligned? When you start getting to the bigger companies, you wind up with a lot of silos. And that happens, because the CEO has their meetings with their team every so often, and then one on ones every so often. And there are a lot of ad hoc meetings that don’t actually have an agenda.

Right? Right. Thank you for saying that a word. Absolutely.

And it is really helpful. But I came up with a very simple and easy process, that once you know what you want to accomplish in the 90 day period, and you’ve unfolded it, from 90 days, to 30 days to 60 days, you now have milestones that you can be aiming at every 30 days, and you have the ability to adjust them at the 30 day period every 30 days, if something is is not, it’s not complete, and you found that there was a roadblock. Right now we need to adjust month two and month three in the quarter. There’s nothing wrong with that.

I love I love that analogy with with that as well. Because like you have a big picture. But again, you break down the milestones at the 30 days, I’d like to inch by inch, it’s a cinch by the yard, it’s hard if you try to take care of that 90 days now. It’s never gonna happen. But you can move slowly towards that process. I love it. So when you’re starting to maybe work with somebody in a discovery period, Jeff is a you’re communicating, you’re asking powerful questions to them to really get to know them, and how you can help them. But is there any good question that you wish they would ask you, but never do?

You know, that’s a great question, Scott. And I just want to delineate my process versus the one you just defined. Because the questions I asked, by the way, they’re all in the book. It’s actually I create a game plan with them for 90 days. Sure. And that’s our roadmap.

But you can’t get to that game plan, though, without asking the questions and getting to know them, correct?

Well, that’s the whole point of the game plan is it actually steps you? We clarified

that? Okay, very good. Okay. Yeah.

And then what happens out of that is you wind up with the priority actions that map to the milestones. And you meet every week with your direct report, to just check in, hey, where are we at in this or that? The question I always ask people, and they don’t always know the answer to is what triggers you.

Okay, what would you what would you wish they asked you?

Well, when I asked them that question, then they often turn around and asked me what triggers you? Absolutely. And then I say to them, that’s really, really simple. read chapter one of my book, Grand Theft Auto. Okay? Because that’s where I develop the number one trigger that I have today. And, like, without all of the work I’ve done on myself around communication, when you asked me why in the right way, I totally will get triggered. And I’ll waste 20 to 30 minutes of your time telling you why. I’ll tell you all of the things I’ve done instead of what I’ve done. Like I am all over that. And you know what, we don’t realize this, but if you got five or six people reporting to you, and you’re triggering them once a week, you’re gonna waste two or three hours a week,

right? Started tricking people I tell my CEOs and execs you know, take why out of your question period is there so if you want to level them up there’s so much judgmental ism you might disagree with me, but I’ll tell you why I have 100% victory with with the Why does get rid of why. And you can ask a why question with a what and a how, you know, so much easier without triggering them. Like you said, Yeah, or were

we Right. Yeah, my favorite. Because, you know, if you think about it, why? It’s like you’re pointing a finger judging? Yeah. Like, where is out there someplace,

right? Yeah, you can bring out there to here and then you get to the bottom of it. Love it.

And my favorite In fact, I talked about in the book like how do you actually do a Priority Action List meeting a verify meeting on a weekly basis with people, you start going through the the priorities, and you say, Hey, where are we with this one? Right? Where are we with that one? Not? Where are you? Right? Where are we? He love it. Love it. And a lot of interest is also to take the onus off of them. So you don’t have to spend a half hour listening to why? Because people want to give you their reasons all day long.

Oh, yeah, absolutely. Absolutely. Thank you for pointing that out. So let’s take it this direction. Have you ever seen the movie Back to the Future?

Oh my god.

Let’s get that DeLorean with Marty. Okay, MC fly. Let’s go back to the double Deuce the 22 year old. Jeff, what kind of knowledge nuggets might you drop on him? That’s such a changing thing. Because your journey has been pretty freakin awesome. But to maybe help them blast through shorten that learning curve and maybe level up just a little bit quicker.

Oh, my God. Just one thing. And wow. Yeah, don’t be an asshole.

Thank you, because I, you know, coming out of the military, because what I did, I had that kind of like, oh, and then I really turned into a narcissist like myself. And I’m not saying you, but I had very narcissistic tendencies. And I still do I am a recovering narcissist with my coaches, right, you know, and I learned my lesson in Oh, 809, myself, you know, code for printing money to nothing in getting, you know, let go. And like, I’ve been a real estate broker for 23 years in high end real estate. And obviously, during that time, everything crash, they thank you for being transparent with that. And because that is the biggest thing. And I’ve had to say that to a couple of the C suite people in a sense, like, you know, don’t take offense to this, but you kind of an asshole, in a sense. And I say it just kind of jokingly, because we’ve already have a report. I know I can say that. But no, I love that. So Jeff, how do you want them because you do so much for people and you really care because I can hear your voice. But how do you want your dash? Remember that little line in between your incarnation date, your expiration date, your lifelike date and your death date? How do you want Jeff stash? Remember?

You know, there’s only one reason any of us does business. It’s because we want to have relationships that are meaningful with our family. Oh, yes. I forgot that. And that’s why I got divorced, and why my kids wouldn’t talk to me for two years. Sorry, Jeff. It took something to get those relationships reconnected, like my ex wife and I, we now are friendly. My son, and I and you know, are awesome. My wife and I have a 15 month old foster daughter, foster to adopt program. Man, I never thought I would at this age. But, you know, what I find is that I was a dick to my family, to my employees, even to my customers, because things are going so great, right? But I hold every relationship I had. And, you know, this is giving me the opportunity to experience like, being a dad the way I want to be a dad. Yeah, in being I want to be a husband. I love the harmony

of what you’re bringing up because you and I are brothers from different mothers, but I mean, it’s how you like, you know, it’s like I have that path is well. It’s just the harmony that you have because you know, when I coach a lot of people want balance, which balance to me is zero. Like I really believe in harmony with it within a company so or even with someone’s life, you know, with regards to like, the guitar might be relationships that korins might be money, you know, and whatnot but if one of those instruments is out of tune, then that you don’t have a you know, a tight jazzman you know, you don’t have good music. And I really see you going in to companies in really building through accountability. You know, the harmony within the company, and like you’re good like you’re good. You’re so outspoken and it I can hear really people listen to that.

tell you there’s first off thank you for the compliment. I’m really grateful. But I will tell you, I don’t come come in focusing on making people accountable. There are plenty of systems out there that do like the arch printer operating systems spinning up. They say you have to be accountable. Sure, but you can’t make people do something that they’re always resisting, right? However, people love the idea of being count on a pole. Right? So when you flip it around, and you actually do the work, in fact, the software we’re coming out with, to manage the promises, will actually help you identify the tasks and roles your people love doing or good at and have strengths in so that when you find there are things they aren’t, you’re actually able to redirect what they do. And when you have enough things, people hate doing dishes in the laundry in the floors. There is someone I promise you out

that those deaths and they’re good at that’s they’re a player, that’s their A game, if that’s

right, so you you put a job requirement out there for that. And you let your eight people keep all of their eight jobs and you know what happens? Your turnover?

it plummets, right, you see the harmonies their money,

right? You start wasting money, and you start because you stopped wasting time trying to replace people and all that tribal knowledge from your culture that goes away.

Right? I’ve learned so much from this. And again, I’m going back to my jazz fan analogy. It’s like trying to tell a guitar player, hey, you’re gonna play the horn tonight, you know, he might be able to play the horn, right, just because a lot of musicians can cross pollinate and other things. Sure. But he it’s not his thing, right? It’s like, so the harmony just kind of goes away, and it doesn’t sound as good or run, then check your frickin awesome. So what do you think people misunderstand the most about Jeff?

Wow, that’s a great question, Scott. I think I think people view me a certain way. And until I actually came out with the book and wrote about all my failures. I think they didn’t get that actually. It was a it was a real process for me to get here today. Oh, and I think that people just assume I have it together because I do. But on the way to that I fell apart. And, you know, I tell people all the time, listen, I’ll talk about every single failure I’ve ever had, if that is something you’re interested in, and I talk about a lot of them in the book. And I focus on that, because I have a perspective about failure. First off, you want to fail as fast as you can.

Yes. Right. Right. Um,

I can tell you all about the things I’ve been successful at. And we’ll get something from that I promise you will learn, right? When I tell you about how I failed, what the impact of that failure was, and what I did next. Now, there’s something you can act on today. Yeah.

So put in Hell yeah. That is awesome. And

vulnerability is the number one trait most executives avoid, because they want to look good. And there’s not a single person on a team that will be with you for the rest of your life. If you always look good, right? No, they are dealing with a real person, someone that has ups and downs. So only if you’re only good. Then you start losing credibility with people

that love it. That that is fantastic that the transparency I know even with my team, they love that I not self deprecating, ever, but I recognize my errors and how I can get better at it. If not, I’m gonna hire somebody that can help me with that. I love it. I love it. So what is Jeff’s definition of a life well lived?

Well, it’s Gosh. I’ve done most of the things in my life that I’ve wanted to do, except I have this bucket list, right? Like, sir, you know, but I’ve been parachuting. And I’ve been I’ve been skydiving and I’ve been parasailing I’ve been on hot air balloons and like, there’s things like that on the list. But why a life well lived for me today is a life where I actually have the freedom to call the shots and people that can cover for me. Wow. And I’m taking advantage of that freedom.

That is strong. That is strong. Wow. I’m sorry. I’m typing that out because that’s something that I really wanted to into even my life to make it even better the way that I’m living things in because not only that, I mean you’re really kind of putting, you know, work on people’s plate that they’re really good at, and keeping them employed for lack of a better term as well by living that life. Thank you so much for saying that Jeff. Tide decided a podcast versus squad we are back and Jeff, you and I are going to be one day I promise you that we’re going to rock the stage somewhere I may get shot here to Florida, maybe Lauderdale or something. We’re going to rock stage but we’re going to have a probably 1520 minute conversation on each one of these questions, but you have five seconds with zero explanation they can all be answered that way. All right, a level up. Got it. Let’s do it. Jeff, what is the best leveling up advice you’ve ever received?

Oh my gosh, stop being accountable.

share one of your personal habits that contributes to success. Love, love love. Other than your book. You were to see me walking down the street. Okay, and be like 40 Looks like us a little bit in his doldrums other than your book. What book might you hand me?

Love the Coaching Habit. Love get different love? Yes. above five dysfunctions. Love the attraction for me. Like there’s a bunch of people that love

it. Love it. Nicknames growing up.

Patsy

Patsy love it from Happy Days. Love it. Love it. I actually had drinks with Anson Williams, like in California was crazy. Anyways.

So you love it. So I grew up with Kathy Silver’s, who was who was on Happy Days. Awesome. Yeah, the girlfriend of Aaron Morris.

Anyone love it? It’s just checkers or monopoly?

I chess,

have it. Go to ice cream flavor.

Rocky Road

of it. There’s a sandwich called the coinpot. See? What’s on that sandwich? Build it for me.

Gosh, avocado, lettuce, tomato, Turkey. Mayo, mustard. And no pickles.

No, no bacon. No man candy.

No, that’s good. Right there. Gotcha, gotcha.

If you can take a time machine, not change anything for one day, you can’t change anything, would you go 20 years in the future, or 20 years or anytime in your past?

I would go to anytime and my past

meets. There’s a kegger in 1989 that my parents don’t know what they do now. Go back and visit that day. That was awesome. So, Jeff, is there any charity and organization like to give your time or money to?

So I do a few things. I worked extensively with Valley Economic Alliance here in the San Fernando Valley helping minority women in business. Okay, I feel really strongly about foster parenting. Obviously, I am one, right, my wife and I love that. And let me just say there are so many children in the system, surely we need love. They need security.

I’m adopted man and I was a nice, my story is kind of known across other platforms. And that’s huge. I give a lot to a community called cap children awaiting parents like basically on Adoptable kids, you know, not even on adoptable. Just people don’t want to take on the child. So I really, really appreciate you saying that. So last question. You can elaborate a little bit on this one. But what is the best decade of music? 60s 70s 80s or 90s 80s? You too? I love it. Yeah, so much happened in the 80s. So, Jeff, how can we find you brother?

Well, you know, there’s about 2 million and change Jeff Cohen’s out there. I don’t know why my parents chose that name. But it’s a great name. And I share it with a lot of people. So look for count honorable. Yeah, I’m available. I’m reachable on all the social networks. Count on audible.com. It’s spelled C o un t o n a BLE, just like it says on the book? Yes. Yes. And I’m very active on social media, LinkedIn, Instagram, Twitter, Facebook, like all the platforms. And if you come to the website and download the first chapter of the book, you can also get it all of the tools on our resources page that are available, so you can create account honorable company yourself. And if you’re interested, there’s a button there where you can get on my calendar or the calendar from someone on my team, so that we can understand what is up with you and where you’re experiencing challenges and determine if shifting your culture to one we’re being count honorable, would conceivably make a difference for you and your team.

And I love that and we’re gonna have time to shine today is going to do a free giveaway for the first person that puts in any of the social links, whether it’s LinkedIn, Pinterest, Instagram, Facebook, whatnot, where we were going to post this puts in pazzi P OTS. Why they put that in there, I’ll know that you’ve listened. And we will, I will send out I’m going to order them through Jeff, and I’m going to have Jeff Hancock, sign it for you and then get it out to you. We’ll pay for the postage as well, in Jeff, if you’d be one last salad and leave us with one last Knowledge Nugget we can take with us internalize and take action.

So I’m gonna do that. And I just want to say one thing, the person that gets this book will be getting a limited edition copy. It hasn’t mistake. We uploaded the wrong version to Amazon. And I printed 25 of these, okay? And so I’m numbering them. Okay, thank you. Yes, it’s got to chapter 30 sixes. Okay.

Love it. So they’re gonna get the limited edition, the limited edition version. Thank

you. And I will be excited to do that. So it is awesome. The one thing I will say to everybody out there, the one thing I want to leave you with is stop being just accountable. Be count audible.

I love it and love it, love it and squad, we legitly got a free masterclass from my friend, you know, Jeff Cohen, who loved his little stickers, right. And it was like, you became kind of an accidental entrepreneur. And it really through the encouragement of his father and really laying it out for him. You know, now he levels up huge businesses that you know, he is some of the really blondes to have you and himself call the shots in your life, knowing that those shots that you call is freedom for you. You know, a lot of entrepreneurs, Jeff reminded us, you know, they’re just surviving their business wants to, if they feel shackled to the business, if we make a warm introduction to Jeff for you, you know, he’ll instead of survive, he’ll help you thrive, okay, you help you get to the heart of the problem, where people are, they have the distortion of accountability, you know, he wants you to be count audible, which I love that he sent it to me Off mic, but it’s kind of like a sideways version of looking at it, but it helps now that I’ve talked to him, makes a hell of a lot of sense. You know, they’ll remind you entrepreneurs out there, don’t give your a player a beat job, or that will turn them into a beat player. Okay, you know, he wants to really help you put a process a path to get to where you want to be, but he’s going to break it down, you will get your 90 day 120 T vision, but he’s going to break it into micros into 30 days. And like we say inch by inch, it’s a cinch right by the artist who’s going to really help you break it down. He’s going to ask you what triggers you. And don’t be afraid to ask him what triggers him as well, if you’re going to talk to talk to my good friend Jeff, you know, Jeff is out there, you know, failing but failing forward like a football analogy. You know, my favorite running back Barry Sanders being from Detroit, he would get tackled, but he failed forward, he would fall for that extra yard. You know, Jeff, really, I believe is planting trees is probably never gonna sit in the shade of you know, he’s a mentor as well, for what he told me with with what he’s saying. And again, we all know that the more you mentor, the more immortal you become, you know, is again, life well lived, Jeff is, you know, having the freedom to call your shots and to do what you like and have people cover for you while you’re doing that. So he can spend more time with his family that he’s growing even at his age right now in his big heart for children really, really resonates with me. You know, he wants you to stop being just accountable. Be count honorable. That’s what my good friend Jeff does. He levels up his healthy levels of his wealth. He’s earned his varsity letter here at time to shine today. And thank you so much for coming on. Brother can’t wait to collaborate with you in the future. I absolutely love your guts.

Thank you so much, Scott. What a pleasure. It’s been and I just really acknowledge the hard work you do in helping your audience level up.

Thanks, brother. We’ll talk soon okay.

Bye now.

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