How To Inspire Your Team & Create An Evangelical Following In Your Clients & Your Employees. Ep 61



In a thought-provoking discussion, the speaker, influenced by Layla's suggestion, delves into the distinction between manipulative and inspirational approaches to fostering loyalty among clients and employees. The speaker emphasizes the power of a why-based cause, drawing on Simon Sinek's leadership principles, to create an evangelical following. They argue that authentic leadership, aligned with deeply held beliefs, cultivates a culture where employees and clients resonate with the company's vision, leading to higher productivity, customer loyalty, and overall business growth. The speaker underscores that businesses must articulate and embody their core values to attract like-minded individuals and create a symbiotic environment, ultimately achieving a self-reinforcing community of shared ideals.

Summary Notes

Introduction to Inspiring Teams and Creating Evangelical Followings

  • Layla suggested the speaker make a video about inspiring teams and creating loyal clients and employees.
  • The speaker contrasts manipulative versus inspirational methods to motivate people.
  • Manipulation involves carrots and sticks, like discounts or penalties.
  • Inspiration leads to loyalty and is more effective for long-term motivation.

And so here I am making this video based on what Layla said. So I'm titling this. How to inspire your team and create an evangelical following in your clients and your employees.

The quote sets the stage for the discussion, indicating that the speaker's wife, Layla, inspired the topic of creating a loyal following through inspiration rather than manipulation.

Manipulation vs. Inspiration

  • Two ways to motivate: manipulation (incentives/penalties) and inspiration.
  • Most businesses use manipulation, but the speaker's business has loyal clients and team members due to inspiration.
  • A repeat buyer is different from a loyal customer; loyalty involves sticking with a business despite other options.

If you think about there's two ways to get people to do things right. One of them is to manipulate them with carrots and sticks, which will be incentives of, like, if you're a business, it's to give discounts. Discounts, discounts or penalties, right? It's one or the other.

This quote explains the two primary methods of motivating people in a business context, highlighting that manipulation often involves financial incentives or penalties.

The Loyal Customer

  • A loyal customer chooses a business even when there are better or cheaper options.
  • Loyalty is driven by inspiration, not manipulation.
  • Inspiring clients and employees leads to the kind of loyalty that the speaker's business experiences.

The difference between a repeat buyer and a loyal customer is that a repeat buyer is someone who you've met a certain threshold of quality and price, and therefore, they just continue to do business because it's easier for them than to take on the cognitive load of making another decision about another business.

The quote distinguishes between repeat buyers and truly loyal customers, emphasizing that loyalty goes beyond convenience and is tied to a deeper connection with the business.

Why-Based Cause and Leadership

  • Simon Sinek's teachings on leadership and branding have influenced the speaker.
  • A why-based cause is central to inspiring customers and employees.
  • People buy into what a company represents, not just its products or services.

Which is. So I've been, like, binge-watching all of Simon's next stuff on leadership. And I think there's a lot of stuff that are parallels with branding, which is like a poo poo term, sort of, but for me. But just go with me on it. But a why-based cause.

The speaker references Simon Sinek's work on leadership and branding, indicating that a why-based cause is crucial for inspiration and loyalty.

Brand Representation and Self-Identity

  • Customers' purchases are a reflection of their beliefs and identity.
  • Most businesses operate transactionally, which is why they don't have loyal followings or employees.
  • Fulfillment at work is rare; most employees are not connected to the cause of the business.

And so people buy into brands because it stands as proof of what they believe about themselves. And so when they purchase from you, they're saying something about themselves.

This quote explains that customers' choices are expressions of their self-identity, and they prefer brands that align with their values and beliefs.

Vision Casting and Beliefs

  • Businesses must know and communicate their beliefs to inspire others.
  • The speaker and Layla have beliefs about business, marriage, and communication that they share.
  • A why-based cause prevents fixation on competition and aligns with the infinite game concept.

And if there's one thing that you can take from this without me getting to the second point, it's that if you don't know what your beliefs are, right, you have to cast that future vision of that inspirational vision of what you believe.

This quote emphasizes the importance of understanding and communicating one's beliefs to inspire others and create a shared vision that goes beyond competition.

Inspiration and Action

  • People are often inspired to take action not by logic but by their emotions and the limbic system.
  • The feeling of something being right plays a significant role in decision-making, beyond logical reasoning.

Because most people don't actually take action with their logical minds. They take it with their illogical minds, their limbic system.

This quote emphasizes the importance of emotional resonance over logical persuasion in inspiring action. The limbic system drives decisions through feelings rather than words or logical arguments.

Authentic Leadership

  • Authenticity in leadership involves being the same person in private as in public, with no discrepancy between the two.
  • Authentic leaders express their true beliefs, which in turn inspires others to follow them.
  • The inability to be authentic may stem from a lack of beliefs that are inspiring to others.

And being authentic is simply being the exact same in private as you are in public and having zero discrepancy between the two of those things.

The quote defines authenticity as consistency in behavior and beliefs, regardless of the setting. Authenticity is a key trait for leaders who want to inspire genuine followership.

Belief and Vision in Business

  • Leaders must believe in their cause to inspire others to follow them.
  • Employees and customers are drawn to companies not just for their products or services, but for the belief in the vision the company casts.
  • The extent to which a company's employees and customers are committed reflects the authenticity of its beliefs.

But the thing is that people will follow you because they believe in you and because they trust you and they believe in the cause that you're really trying to pursue.

This quote underscores the importance of trust and shared beliefs in leadership. People commit to leaders and companies when they resonate with the underlying cause and vision.

The Golden Circle and Communication

  • Simon Sinek's "golden circle" model highlights the importance of starting with "why" in communication.
  • Most companies focus on "what" they do and "how" they are different, but the core "why" is what truly inspires action.
  • A company's unique selling proposition is not as effective in creating loyal followers as a strong belief system.

It's that why. Right. Simon Sinek talks about the three levels of communication. He calls it the golden circle.

The quote introduces Simon Sinek's concept of the golden circle, which prioritizes the "why" (the purpose) before the "how" (the process) and the "what" (the product).

Transparency and Integrity

  • The speaker's business practices transparency and admits mistakes openly.
  • They prioritize treating employees well and believe in showing love and respect to everyone as a testament to their beliefs.
  • Their interactions and trainings are structured around these core beliefs.

We believe in absolute truth at all times. If we mess up, I just want to tell you, like, we messed up.

This quote reflects the company's commitment to honesty and integrity. Admitting faults and striving for improvement are integral parts of their belief system and business practice.

Engagement with Multimedia Content

  • Layla highlights the variety of ways content can engage the brain, including effects, visuals, and graphs.
  • She suggests that different formats can stimulate different brain centers.
  • Layla has a YouTube channel with free content for those interested in such multimedia experiences.

"s, which usually has more effects, more visuals, more graphs, drawn out stuff, sometimes it can help hit the brain centers in different ways."

This quote explains the impact of multimedia on cognitive engagement, suggesting that visual and dynamic content can enhance learning or retention by stimulating various parts of the brain.

Authenticity in Belief and Action

  • Layla discusses the importance of aligning actions with stated beliefs.
  • She indicates that a lack of congruence between what one claims to believe and what one actually does serves as tangible proof of insincerity.
  • The conversation with Layla reveals a common disconnect where people profess certain beliefs without truly holding them.

"And that would be the proof. Now, we could say we believed it, but if we weren't delivering that, then it would be tangible proof that that's not really the true belief."

Layla emphasizes that actions, not just words, are the true indicators of belief. If actions do not match the stated beliefs, it becomes evident that the beliefs are not genuinely held.

The Concept of 'Singe Moments'

  • Layla introduces the idea of 'singe moments' within her community.
  • These moments occur when a frequently heard concept suddenly becomes a profound realization.
  • The term is used to describe epiphanies that arise from experience, particularly in the context of growing a business.

"And in our little community, we call them singe moments, which is when something that you've heard over and over and over again in your life suddenly becomes real for you."

The quote defines 'singe moments' as transformative realizations that convert repeated information into deep, personal understanding, often leading to significant changes in perspective or behavior.

Building a Mass Movement

  • Layla speaks about the unexpected growth of a movement among gym owners.
  • She attributes the success not to her own special qualities but to the shared beliefs and ideals of the community.
  • Layla explains that people align with movements that reflect their own beliefs.

"And I don't want to take credit for it because it's not really about us, and people don't follow us, or people aren't inspired by us because we're somehow special, but it's because of the beliefs that those people have and how it confirms or affirms the beliefs that they believe about themselves."

Layla humbly credits the growth of her movement to the resonance of shared beliefs within the community, rather than her own influence, underscoring the power of collective values in creating a following.

The Power of Shared Ideals

  • Layla uses historical examples, such as Martin Luther King Jr.'s speech and the founding of the United States, to illustrate the unifying force of shared ideals.
  • She asserts that ideals, rather than specific plans or criticisms, inspire collective action and dedication.
  • Layla emphasizes that trust, values, and open expression of beliefs are foundational to growth and unity.

"It was an ideal that everyone knew that we wouldn't necessarily achieve. Like, when the United States was founded, it wasn't about, screw Europe. This is all the things wrong with the world. It was like, no, we believe that all men are created equal, right?"

The quote draws parallels between the unifying power of ideals in historical movements and the potential for shared beliefs to bring people together in pursuit of a common goal, despite the understanding that the ideal may not be fully attainable.

Brand Identity and Customer Loyalty

  • Layla discusses how brands can become symbols of beliefs, leading to customer loyalty and even actions like getting brand tattoos.
  • She explains that people may support brands not for the products they own but for the values the brand represents.
  • This identification with brand values can drive employees and customers to go above and beyond in their support.

"And the reality is it's not because. And a lot of times people will tattoo brands of stuff that they don't even own. Right? Some people have Harley Davidson tattoo. They don't even own a bike, but they believe in what Harley Davidson stands for, because what it does is it stops becoming a logo and becomes a symbol of beliefs."

Layla points out that strong identification with what a brand symbolizes can create a deep sense of loyalty and affiliation, leading to actions that demonstrate commitment, such as getting tattoos of the brand without even owning the product.

Business Benefits of Shared Beliefs

  • Layla argues that businesses can reap significant benefits when their teams and clients share the company's beliefs.
  • Shared beliefs can lead to increased initiative from employees, defense of the company by clients, and overall higher productivity.
  • Customers may be willing to pay more for products, even if inferior, when they align with the company's values.

"Your customers are willing to pay a premium for an extended period of time for even an inferior product."

This quote suggests that the perceived value of a product is not only determined by its quality but also by the extent to which it represents the consumer's beliefs and values, which can command a higher price point.

Company Culture and Customer Loyalty

  • The strength of a company's culture can lead to superior lifetime values for its products or services.
  • A strong belief in what a company stands for can diminish the need for customers to compare with competitors.
  • Apple is cited as an example where customers remain loyal despite not necessarily having the most powerful products.
  • Trust within a company culture is essential for initiative, going the extra mile, and innovation.

"Because then people stop even comparing anyone else in the marketplace to you, right? Like, Apple doesn't have the best products. Their computers simply are not as powerful as pcs. And yet so many people don't even look at other computers because they're like, I'm in. I'm an Apple buyer."

This quote highlights the idea that a strong company culture and customer loyalty can lead to a situation where customers are less inclined to consider competitors, using Apple as a prime example of this phenomenon.

Importance of Alignment with Company Beliefs

  • Writing down and communicating company beliefs can attract like-minded individuals.
  • Polarizing beliefs can be beneficial as they attract strongly aligned people.
  • Trust is crucial for fostering a culture where employees are willing to take risks and innovate.
  • Companies should consider letting go of employees who do not share their core beliefs to strengthen the organization.
  • Sharing common beliefs creates a symbiotic environment where customers and employees resonate with each other.

"And honestly, the more polarizing it is, the more you will get the people who are aligned with you. And you're like, those are my kind of people, you don't know why, but you just trust them, right?"

This quote emphasizes the value of having polarizing company beliefs to attract and build trust with individuals who share the same values.

Building a Giving Community

  • The Gymlords community is an example of a giving community based on shared beliefs.
  • The speaker's personal value of over-delivering without expecting a kickback is highlighted.
  • Establishing strong relationships with others, such as suppliers, is based on giving without expecting immediate returns.
  • The speaker's approach to business relationships is to give first, reflecting their personal values and beliefs.

"We believe in giving first."

This quote succinctly encapsulates the speaker's core value of generosity, which is foundational to the culture they promote within their community and business relationships.

Values and Actions in Business Relationships

  • The speaker's actions, such as negotiating discounts for others without personal gain, demonstrate their values.
  • Building relationships based on giving first can lead to long-term benefits, even if they are not immediate.
  • The analogy of treating enemies with respect in war is used to illustrate acting on beliefs regardless of the practical outcome.
  • Articulating values to employees and clients can lead to those values being communicated and embodied in their actions and leadership.

"What am I going to do? I'm going to give to him first, because that's a value that I have. And whether or not he gives back to me is kind of irrelevant, because the value should be independent of what happens afterwards, right?"

This quote reflects the speaker's philosophy of giving first in business relationships, guided by their values rather than the expectation of immediate reciprocity.

Articulation of Core Beliefs

  • Expressing core beliefs to employees and clients is crucial for a coherent company culture.
  • When employees understand and share the company's beliefs, they will naturally convey these to clients.
  • Articulating what one fights for and believes in can lead to a more passionate and aligned workforce and customer base.

"What are the things that you fight for? What are the things that you die for? What are things that you believe? If you articulate those things to your employees first and then to your clients, your employees will also articulate those things to your clients by not only what they say, but how they say it and how they live and how they lead."

This quote encourages the articulation of deeply held beliefs to inspire and align employees, which in turn will be communicated to clients through their actions and leadership.

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