WS995: Six Key Components To Strengthen In Every Business With Ray Adler

EPISODE 995

[INTRODUCTION]

0:00:00.0 ANNOUNCER Welcome to the Real Estate Syndication Show. Whether you are a seasoned investor or building a new real estate business, this is the show for you. Whitney Sewell talks to top experts in the business. Our goal is to help you master real estate syndication. 

And now your host, Whitney Sewell.

[INTERVIEW]

00:00:24.000

Whitney Sewell: This is your daily real estate syndication show. I’m your host, Whitney Sewell. Today our guest is Ray Adler. Thanks for being on the show, Ray.

00:00:32.000

Ray Adler: It’s great to be with you today, Whitney. Thank you.

00:00:34.000

WS: Ray comes from a long line of entrepreneurial business owners, he is a seasoned real estate investor and former top producing commercial real estate broker in the San Diego marketplace. For the past 27 years, Ray has been the CEO of BTI Growth Advisors, a business advisory and coaching firm that works with small to mid-sized entrepreneurial companies, helping them to improve leadership and company performance by strengthening the six key components that exists in every business.

Ray, I’m looking forward to this conversation. I mean it’s something everybody’s asking about, right? If you own a business you’re always thinking about how to scale or how to do that well, what do I need to know right about operating a business and it’s definitely does not come without a few hurdles that you need to learn, right?

00:01:19.000

RA: It will certainly the pandemic changed everything. So a lot of businesses are rethinking their business, so it’s I think it’s a timely conversation and one that hopefully your listeners will get a lot of value, so it’s great to be with you.

00:01:31.000

WS: Sure, yeah. Thank you. Give us a little about just your entrepreneurial background, and you know, how you got to where you’re at now. Some steps there and then let’s dive in.

00:01:39.000

RA: Yeah, absolutely. And first you probably know this, I’m an investor in your Stratos project in Colorado Springs, and I want to acknowledge first you and Sam and your team for doing an amazing job during the pandemic. If ever there was a circumstance to test the resiliency of a team and the stability of asset class, it was a pandemic and I just appreciated the timely communication, the consistent dividends throughout the whole pandemic, and, you really run a class operation. So I wanted to take a moment just to thank you for doing, you and your team for doing what you do so.

00:02:13.000

WS: Wow. Thank you. Thank you so much for that, I appreciate that. Very grateful.

00:02:17.000

RA: Yeah, absolutely. So I do come from a long line of entrepreneurs – both grandfathers were entrepreneurs, my dad, my two younger brothers, my son. You hear a little bit, I spent a decade in the commercial real estate industry, and as much as I love closing commercial real estate transactions, I learned that I really had a love and a passion for mentoring newer commercial real estate agents to helping them to be successful, develop the habits of thought, of behavior to really help them excel more quickly. And when the market turned in the early 90s – I’m dating myself a little bit, but I just started this decided to start a consulting coaching and training firm and I’ve worked with lots of different companies, in a lot of different industries. And while I’ve worked with some very large companies like Kaiser, Toyota and Farmers Insurance, and Bank of America, the vast majority of my clients have been small to mid-size entrepreneurs who had a dream, had a vision, had a passion to create something for the greater good of mankind or whatever, and so, I just have learned a lot about the highs and lows of running an entrepreneurial business. So, that’s it. Yeah, just a little bit of my background.

00:03:24.000

WS: Nice. So it’s neat to have a family history of some entrepreneurs. I’m sure just growing up in that family you probably learned a lot. Anything specifically share with us that you learned from your father, grandfather anything that really stands out to you?

00:03:36.000

RA: Well I had some really, really interesting grandfathers, father was wonderful. So on my dad’s side my father…I’m Raymond C. Adler the Third, my grandfather was Raymond C. Adler the First, and he had a chain of department stores called Adler’s. And just to kind of quickly summarize what one of his major teachings to me was understanding the lifetime value of a customer, and he used to say that a single customer is incredibly important, and yet you may make a small sale today, but a lot of small sales over years and decades, is incredibly valuable. And to do whatever you had to do to even if it meant taking a loss on a return item or something like that, that it was worth it in the long haul because he really understood, just how valuable a single customer was.

And my mom’s side, very, very interesting. His name was Bert and he was an inventor, and the ambulance cots today that we see, when they wheels roll up into the back of the ambulance, my grandfather invented and patented that design. And he and two other college graduates went into business and built a business called FernoWashington that’s still in existence today. In fact two of my grandfather’s companies are still in existence today. And I think, the lesson from that I took from him is just how valuable a great employee was. And in modern business today, especially private companies, if you look at their priorities, you know, shareholders taking care of shareholders is the first priority, taking care of customers is the second, taking care of employees is the third and my grandfather had a different belief system because he believed that if you found great employees and invested in and gave them opportunities and develop them, that great employees are going to take great care of customers, and in turn as a result of that, shareholders and investors would be the beneficiary of that. So, you know, a large part of his belief system was it’s all about the employees.

And, you know, for my dad, you know, he just taught me that your reputation is your biggest asset and you can spend a lifetime building it and with one stupid decision, destroy it and how important it is to do what you say, keep your word. If you can’t keep your word then communicate quickly with that person as soon as possible, and make a new agreement. So those are just a few of the lessons that have stuck with me over my entire business career.

00:06:02.000

WS: Such great lessons, no doubt about it. It just says a lot to when you’re like your grandfather’s businesses are still operating like that, that says a lot just that time, right? That doesn’t happen, you know, just by doing it, things accidental, right?

00:06:15.000

RA: Sixty, seventy, eighty year old companies still in existence today generations later in the business, so it’s pretty fascinating.

00:06:22.000

WS: They’ve got some good systems in place, that’s for sure. But you know, let’s get into that, I know you are an expert and, I’m sure a lot of listeners have heard of traction and entrepreneurial operating system EOS. You know, let’s jump into that a little bit and what is EOS? What is Entrepreneur Operating System? And you know, help us to better understand that.

00:06:40.000

RA: Yep. So I want to first give it some context, and complexity occurs very quickly in business. Complexity grows exponentially in business, communication complexity, process complexity, employee complexity, and if you and I are working in a company there’s two lines of communication: me to you, you to me. Well if we bring in Sam into our company, we’ve now increased by 50% the number of employees in this company, but the communication complexity has increased by 200%. Now if we bring a fourth person into our company, the number of employees has increased by 100%, but the communication complexity has increased by 500%. And so complexity grows very quickly in the business, and what my goal today is to help your listeners to think differently about their business and the different components in their business so that they can strengthen these components and help to streamline them. 

So EOS, as you mentioned, it stands for Entrepreneurial Operating System, and it’s a proven system and practical set of tools that help leadership teams get more of what they want from their businesses by reducing the complexities that impact growth and profitability in the customer experience. In US was created by lifelong entrepreneur Gina Whitman, who really had a knack and passion for the art and science of running a truly great entrepreneurial company and its really way to harmonize and orchestrate all of the moving parts of a business, creating greater consistency and scalability in a business making it easier to manage, more profitable, more fun to work at, and there’s over 10,800 companies today running on EOS, so this is a pretty proven process.

00:08:28.000

WS: It’s definitely a system that I hear more and more about, right? Especially in our industry and other industries also is like more and more businesses are turning to EOS and, you know, hiring people like yourself to implement it. I’ve just heard numerous people talk about trying to do it themselves versus hiring somebody that helped them, and they’re just like, “ands down, let’s hire somebody, a third party to help us.” I just think just the vision of somebody looking in it’s so much different than the inside looking out, you know, and it’s so helpful to have somebody like yourself that’s just an unbiased, you know, and can look in and see what everyone’s doing and ask some hard questions, and maybe say some hard things as well.

But you know, you mentioned this EOS system, we talked about six components that exists in every business, some of those things. So let’s dive into that, what are the six components? I know the listeners just like waiting to hear I want to make sure they have them.

00:09:16.000

RA: You know, I want to walk you through this and the best way to do that is to illustrate it with a model. And because we’re listening and not looking at a PowerPoint presentation or something like that, think of a clock face with the 12 numbers around the clock and that will help me to help you picture this particular model, but this model has your business at the center of it and it stems from a discovery that all entrepreneurial leaders tend to wrestle with 136 issues simultaneously and to the extent that you can strengthen the six key components, then those hundred and 36 issues fall into place because they’re really symptoms of the true root cause. And so, I’m going to go through these and once your listeners I’ll give you some tips and things to think about with every one of these components. 

So at the top of the model basically between 11 o’clock and one o’clock, if you think about a pie with six pieces at the top, it that’s the traction component. And so, actually it’s really about the vision. The first component is the vision component, and the vision component is getting everyone in your organization 100% on the same page with where you’re going and how you’re going to get there. And oftentimes, the owners of a business understand the vision, they understand the goals and objectives, they have a plan but the key is, do all of your employees understand that vision, understand that plan and internalize it and want to be a part of it. So the vision component is at the top of the model, that’s the first component.

The second component is the people component, so this would be over on the left side, kind of like between nine and 11 o’clock. And as you know, Whitney, you cannot achieve a great vision, without great people. And every organization defines great people differently, and a lot of companies use, you know, top quartile and A players, and the key is to define what it means to be a great employee in your company. And we all remember the book Good to Great by Jim Collins, and he coined the phrase “right people, right seats.” And so, right people are employees that fit your culture like a glove, so that’s right people. Right seats are people who have the God-given talents, skills and ability to really excel at their job. And in a for-profit company, you have to have employees that are both right people – fit your culture like a glove, and right seats. And the reality is in most companies, you have some percentage of your employees that are right people – they fit your culture, but they’re not in the right seat or their right seats, meaning they have the skill knowledge and ability to excel at their job, they just don’t fit your culture – they’re tearing apart your culture in ways that you can’t even see on a daily basis. And so, to strengthen that people component, you have to have right people, right seats to really get that level of performance, you know, to what’s possible.

00:12:16.000

WS: What’s the percentage of times that you see that that’s correct? Like people are in the right seats, you know, it’s the right people in the right seats with the businesses you’re working with?

00:12:23.000

RA: Yeah, so it’s a process that you really have to go through, Whitney, and I appreciate you asking. So, what it really requires is if you look at every position in your organization, if you have say it’s some kind of an org chart, what are the five key roles and responsibilities of each position? That has to be, you know, crystal clear and then what happens is you really have to identify what are your core values. Right, core values are a set of defining characteristics that define what you want from your organization and from your culture. And so, the reality is you have to go through a process of clearly defining the responsibilities and roles for each position. And then you have to systematically go through each employee and assess managers, supervisors, executive team have to assess employee by employee, are these people right seats? And so a lot of times they’re not. And so, what has to happen is, either you move them into another seat or through training, mentoring you get their skill sets up. But if you can’t get right people right seats, then as a business owner, you’ve got to make a tough decision, you can’t keep somebody in your organization because you love them, even though they’re not excelling at their job it’s just, you can’t afford to keep that many people in that. So there’s always…every company wrestles with people issues, so it’s a very common practice.

00:13:52.000

WS: No doubt about it. What’s the third thing?

00:13:54.000

RA: Yep, absolutely. So picture on the clock sort of between one and three o’clock, this is the data component, and this is about running your business on facts, figures and objective information rather than subjective feelings and emotions that often time…often time drive decision making in an entrepreneurial company, and so does every team in your organization have a scorecard that identifies the individual, that identifies the measurable, that identifies the goal that you’re tracking on a weekly basis. And what happens…so many times people are so busy firefighting that there are problems that are occurring in a business that they’re unaware of because they don’t have a scorecard and they’re not tracking these important measurable goals on a weekly basis. And when you get that kind of score carding discipline in an organization, it lets managers and leaders see when something’s off track quickly and as you will know, problems caught and solved early are so much easier and cheaper to solve than problems caught one or two quarters downstream. And so that data component is just really getting clear on the key metrics that assure you that your business is performing where it needs to on its on its way to achieving your one year, three year, 10 year goals.

00:15:16.000

WS: If you’re not tracking it, there’s no way to know if you’re improving, right? Or where you’re failing, and I find it hard sometimes so to figure out what to track, what’s the best like not just be overwhelmed with things to track, right? Like what are the most important things to track. A couple tips towards that, Ray?

00:15:31.000

RA: We know that’s one of the things that we arrive at and it could be sales, it could be customer service, it could be turnover of some sort, it could be expenses, you know, there’s lots of things. We have lots of choices in terms of things, metrics to track, could be customer profitability, could be new customer acquisition, you know, lifetime value of a customer. And so the key is to develop a scorecard for each team in your organization. So that employees are really focused, especially on 90 day goals, and so you know, in a lot of companies there’s annual goals, but I think and I’ve done so much coaching of sales teams, is it’s so important to stay focused on hitting your quarterly milestones and, and when a company and every employee has – we call them rocks in the EOS world, that’s a 90 day goal or priority and when every employee has a 90 day priority it keeps people really, really focused because oftentimes there’s so many competing priorities, and what we tend to do is focus on just three to seven goals or priorities. Not 23 because when everything’s important, nothing’s important, and so we have a saying in working with our clients that less is more. And we really want to focus on those critical few goals or priorities and really devote all of our resources to achieving those.

00:16:56.000

WS: Makes so much sounds. I think more just becomes overwhelming and you almost, it just doesn’t seem achievable for one, right? And people get bogged down but no, it makes complete sense. I like the 90 day, like on rocks as well, like this is some solid, we’re going to move forward with.

00:17:11.000

RA: Yeah, absolutely. Then what happens is, at the end of a quarter, you know, you’ve been working in your business, you stop, you evaluate your performance against, you know, your quarterly rocks and then you set quarterly rocks for the next 90 days. And oftentimes, you know, in the leadership team, we could have a whole session on the leadership team because so oftentimes there’s a lot of dysfunction at the leadership team level, and what we know is as goes the leadership team, so goes the organization and so a lot of the work that sets a company up for going to the next level, really is focused on strengthening the leadership skills of the executive team, of helping them to become better planners and delegators, and able to analyze data for better decision making. And so as goes the leadership team, so goes the organization.

00:18:03.000

WS: Very well said, no doubt about it. Great stuff. What’s number four?

00:18:07.000

RA: So we have number four. So if you think about the clock face down between seven and nine o’clock lower left, this is the issues component. And Whitney, what happens when you strengthen the vision, the people and the data components in an organization, all of the issues, all the problems, all the bottlenecks, the impurities, everything that your organization struggles with on a weekly basis, will be ultimately very, very transparent. And so, if a company is not good at setting up their problems as they arise and making them go away forever, then what happens is the organization stay stuck in sort of a perpetual firefighting mode, and the key is, is to really develop a plan to make these issues go away once and for all. 

And we have a very simple tool called IDS, which stands for Identify, Discuss and Solve. And this tool stems from a discovery that great leadership teams get themselves in a room discuss an issue over and over and over again, sometimes multiple times, you know, over the course of weeks, years and months, but never really solving it at the root cause, and so we identify an issue and what we do is we cascade this discipline down throughout the organization so that every manager and supervisor, this is going on inside of a company where on a weekly basis teams are IDS-ing, identifying the top three issues that have to be solved this way this week, discuss them, and then move to solving them – developing a plan to make those go away for the greater good. Because the reality is, is the success and trajectory of your company will be held back greatly to the extent that you’re wrestling with the same issues and problems over and over and over again. So that’s really, really crucial.

00:19:54.000

WS: Is there a quick tip you can give on just how you encourage teams to identify these issues, and maybe a way to even communicate or documenting them across the team so you can have that successful team of, you know IDS-ing like you said? 

00:20:07.000

RA: Yep, well absolutely. So we have something called an L10 meeting agenda – Level 10 meeting agenda, and if I were to ask your listeners, you know, to rate the meetings that they’re having on a weekly basis, on a scale of one to 10, lot of them will probably say anywhere from about a three to seven. And so how do we create when we come together to have a really, really productive meeting and this level 10 agenda, and I’d be happy to send that to your listeners and I’ll share my contact information at the end, but we have an L10 meeting agenda and the bulk of a meeting is spent IDS-ing. So, if you’re in a meeting for an hour or 75 minutes, you know, you check your…you know, you check your vision, you check your rocks, you know, you check your employees and your customers, make sure everybody’s happy, you inject a to do list into your meeting agenda which drives greater accountability and discipline, and about 75% of a meeting should be spent IDS-ing. So you get together as a team, you develop an issues list, and then you go through that issues list and you identify the top three issues that absolutely have to be solved this week, and then you dig in and you IDS. You identify the issue, and what happens when the issue is stated on the issues list Whitney, oftentimes you have to dig, dig, dig down into the issue and into the organization because it’s oftentimes a symptom, and not the true root cause. So you identify it, you discuss it fairly quickly, and then you move to solve – you develop a plan, and some accountabilities to make that issue go away forever. So that’s what it looks like to improve and that’s a good point.

00:21:50.000

WS: No, that’s a great thought right there to like thinking through those issues. I guess you kept listening, you’re going to probably find out that many of them are related and may be another issue that comes out that’s really the cause of many of the others that you thought were issues, is that accurate?

00:22:03.000

RA: What’s accurate and imagine in an organization if every team on a weekly basis was IDS-ing issues, and so what happens is you cascade this culture of problem solving into the organization so that wherever you are, you have teams of people employees, solving issues and making them go away, once and for all, so, yup.

00:22:25.000

WS: No that’s awesome. How about teams IDS-ing, is that something that, say teams can typically do? Then maybe they know there’s certain issues that they need to bring like to a management or above them or something like that? Or maybe they know there’s certain issues, they can take care of, assume that set by the management, how do you normally see that?

00:22:43.000

RA: Yep. So, we call it a meeting pulse and different teams are in different meeting pulses, some teams meet once a month, some teams meet every other week, some teams meet weekly. And so what happens is, issues can also flow up to the executive team, so that they can IDS, and sometimes issues can be dealt with at the particular supervisor or managerial level, so it all depends, but those issues can flow up to the executive team. And it’s powerful because you’re solving issues, making them go away for good.

00:23:15.000

WS: Now that’s awesome and unfortunately, I wish we could like stay longer on each of these points, but we’re going to move on to number five.

00:23:21.000

RA: Simply. So the fifth key component and this is sort of a number, you know, three and five on the clock face, is strengthening the process component, and this is just getting all the most important stuff done in your business the right way, the best way all the time and it creates consistency and scalability in your business. It makes the business easier to manage more profitable and more fun.

And that really brings us to the six key component which is the traction component, and traction is at the bottom of the model. So, vision is at the top of the model, tractions at the bottom of the model because if you can’t bring your vision down to the ground and execute on that vision day in and day out, then execution, your vision without traction is hallucination. And so our goal with our clients is to get them to 80% strong, or better in these six key components. And the truth be told, Whitney, is many companies operate at 20% strong in the six key components succeeding in spite of themselves. 

So those are the six key components and hope I’ve given your, your listeners, a lot of things to think about, some tips and recommendations. And certainly, I’m available, I’d love to share whatever tools, you know, are necessary. I’d love to share them with your listeners.

00:24:35.000

WS: Yeah, I wanted to ask you, what was the name of number five again? I didn’t get the name.

00:24:40.000

RA: Process. Process on it.

00:24:40.000

WS: Process.

00:24:42.000

RA: Yep. So every business has six to 10 core processes that it runs on. So there’s an HR process, there’s a marketing process, there’s a sales process, there’s operational processes, there’s a finance process, customer service process. The key is to document those processes at what we call at 20, 80 high level entrepreneurial approach, just the major steps that get you to 80% of the way there and then make sure that every employee that touches those processes has been trained, is being…knows that they’re being managed to those processes, and then what happens is you get a high degree of efficiency, and that’s what drives profitability in a business.

00:25:21.000

WS: Any recommendation or thoughts towards just like as leadership teams as we grow and how we keep rowing in the same direction? And how it…you know, anything you’ve seen that have helped to help leaders do those things?

00:25:32.000

RA: Well, I think there’s eight key questions that a leadership team needs to take the time to answer. I’m going to go through those quickly for you, but number one, what are your core values? Number two, what is your core focus? Number three, what is your 10-year target? Number four, what is your marketing strategy? Number five, what is your three-year picture? Number six, what is your one-year goal? Number seven, what are your quarterly rocks? And number eight, what are your issues list? And we keep those eight questions on a two page document called the Vision-Traction Organizer, or VTO for short. 

And if your listeners want to email me at [email protected] – that’s boy, Tom, Irene, btigrowthadvisors – a-d-v-i-s-o-r-s dot com, I’d be happy to e-mail them a Vision-Traction Organizer. It’s a very powerful tool for helping leadership teams to get on the same page with where you’re going long term. That’s a phenomenal way to really take your business to the next level. 

00:26:34.000

WS: Ray, that would be incredible. I think you mentioned some of that Level 10 meeting agenda as well?

00:26:38.000

RA: Yep.

00:26:39.000

WS: I bet that would helpful.

00:26:40.000

RA: Can call me at 760-445-4980. That’s my personal cell number, and I’d be happy to email them some tools and chat with them about, you know, what’s going on in their business.

00:26:51.000

WS: Awesome. I got a couple few final questions, Ray. Any daily habits Ray, that you have…that you are disciplined about that have helped you achieve success?

00:26:59.000

RA: I appreciate you asking. We live in such a noisy world, and I like to meditate. I believe that I’m connected to a higher power, and it is through quieting my mind that enables me to tap into that intuition and to ground myself, and so that’s really powerful. I like reading books and make reading books a consistent part. I think, you know, exercise is absolutely critical to keep the mind clear. 

You know, there’s so many articles that have been written about the pandemic and its impact on people’s stress level and anxiety, and I think now more than ever, I know we’re all faced with a lot of different stresses but it’s so important just to put some time in your day to take care of yourself – either that’s through good food, meditation, you know, whatever it is, find that thing in you that, you know, that really feeds you.

00:27:54.000

WS: You know, you work with so many entrepreneurs and businesses and, and I’m sure many with great success, are there any other habits that you see that are just standard across, or almost standard across, most anyway, you know, entrepreneurs with great success?

00:28:07.000

RA: You have to be passionate. At the end of the day I don’t…you know, you’re a passionate guy. You know, you’re passionate about making a difference in people’s lives, and if you’re not passionate and you all have heard this so many times before, I’m not reiterating anything you don’t already know, but I think it’s so important and powerful that, you know, we’re only on this planet for a short time and I don’t believe we’re here just to make a living. I believe that we’re here to make a difference, that each of us came here with a purpose to contribute something to the planet, and it’s imperative to, to find that purpose and to move in that direction to pursue that purpose. My greatest fear is, you know, I believe we all have a song inside of us, if you will a passion, a purpose, and the greatest fear I have is to die with my song still in me and I think it’s incumbent upon all of us to define that passion and to go in that direction and build our lives that way.

00:29:00.000

WS: What’s the number one thing that’s contributed to your success?

00:29:03.000

RA: I love the saying by Gandhi which is “to be the change you want to see in the world.” And it’s so simple and my belief is that the world needs more love, compassion and understanding, and forgiveness. And it’s a simple mantra – be the change you want to see in the world, especially with the division we have in our country today. I just believe that the world needs more love and compassion and forgiveness and understanding, and that we can heal many things by doing that. So, I would just ask your listeners to be the change. Think of the change they want to see in the world, and to be that, demonstrate those behaviors on a daily basis. That’s what each of us can do to help bring the country together and heal the divide that we’re all experiencing.

00:29:50.000

WS: Ray, how do you like to give back?

00:29:51.000

RA: Well, you know, I give back…I donate to charity. I donate my time, I’ll help anybody. Might consult with a lot of people that never hire me, and I share my tools, and my gifts, and, you know, some hire me and some don’t. But I believe in karma, I believe that what goes around comes around and I know that as I give, I receive. And so I just look at every day as an opportunity, even when I’m in the grocery store and said, you know, and you’re paying your bill and it says “Do you want to donate $5 to some charity? I, 100% of the time, always donate. Just little things make a big difference. 

00:30:30.000

WS: Sure. Ray, so grateful for your time and how you’ve given back to us today. I think no matter who’s listening, if they have a business, they’ve gained a lot of value from just what you shared, you know, in 20, 30 minutes with us today. Six key components alone, I mean just thinking through some of those things. You know, it’s just crucial for like, I could says you know in any business and so I just, if we’re doing nothing but just improving these six things and thinking through, and we’re gonna have a better business tomorrow, for sure.

Ray, again, tell the listeners how they can get in touch with you and learn more about you. 

00:31:00.000

RA: Yep. [email protected], email [email protected]. My cell number is 760-445-4980, and I’d love to share my tools with you whether you hire me or not, I don’t care. I just love to help you achieve your entrepreneurial dreams. 

And Whitney, thank you so much to you and Sam for all you do for investors like, us appreciate it.

[END OF INTERVIEW]

[OUTRO]

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