Shadowing Practice: Leadership Lessons from a Serial COO | Cameron Herold (Podcast 351) - Learn English Speaking with Video
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I was a very, very good COO for a couple of companies
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because I came in at the entrepreneurial stage where it needed to scale
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and I was able to put in place good basic systems to get it to scale.
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But I would be horrible at a bigger company, like a medium enterprise level company where I needed to slow down and be strategic.
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So I was a very good CEO or CEO of entrepreneurial organizations that had to scale fast, hyper growth.
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recast, I dive into a compelling conversation with Joe Polish, the host of the Genius Network podcast.
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We explore the intricacies of the COO role and the dynamics inherent in the CEO-COO relationship.
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Drawing from my extensive experience as a COO, I share insights on effective leadership,
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company culture, and the unique requirements of this executive position.
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We delve into the core themes of my book, Second in Command, which underscores the crucial role of a COO in a business.
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Throughout our discussion, I open up about my entrepreneurial journey, shedding light on the key aspects of my role in various companies.
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We shift gears to explore the critical dynamics between a CEO and COO, drawing parallels to a marital relationship.
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I emphasize the necessity of alignment, communication, trust, and mutual understanding to foster a healthy and productive partnership.
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Tackling the practical aspects of hiring and working with a COO, I highlight the significance of cultural fit and alignment with company values,
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in addition to skills and experience.
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We also address the challenges that accompany growth and scaling, discussing how roles evolve and occasionally require tooth decisions,
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such as parting ways with long-term team members.
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Throughout the episode, I weave in personal experiences and lessons learned,
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offering valuable takeaways for entrepreneurs eager to strengthen their leadership teams.
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So sit back, relax, and enjoy this enriching conversation on the Second in Command podcast.
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So I'm holding in my hands the Second in Command.
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Yeah.
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All right.
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Unleash the power of your COO with the most important probably endorsement of it, which is me on the very back cover.
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Did I give you top placement?
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Yeah, of course.
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There we go.
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Yeah, I mean, I would like to think I'm sort of a big deal.
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I'm totally kidding.
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We're going to go through the book.
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And anything that's not in the book, obviously, people need to read the book, they need to get the book.
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But this will be sort of a setup for anyone that's already read it.
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It's a great book.
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Or why should they look into this book?
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And what does that even mean?
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So the second in command is obviously the COO.
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So I'm going to ask you to define what a COO even is.
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One of the reasons I even called the book the second in command is sometimes it's a COO, sometimes it's a VP of operations, sometimes it's a director of operations, sometimes it might even just be your executive assistant.
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But it's who is really the yin and yang to you as the entrepreneur.
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So I wrote the book as a way to help companies understand how to recruit one, how to onboard them, and how to build a really strong relationship with one.
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Because a lot of times people screw that one up as well.
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So here's what I do, though, because I think this is a simple way to do it.
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And the book is laid out in a good format.
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I'm just going to go through the table of contents
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and I want you to touch on some of what I think are the key points.
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So at what point does someone determine they need a COO?
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Because usually it's when it's so messy that, oh, now we're trying to fix it versus let's look at the
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preventative aspects of it and let's approach it for someone who their business is kind of chaotic.
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At the end of the day, we only start a company for one of three reasons, either to give us money, to give us free time, or to put a stake in the ground and say we we accomplish something, right?
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After we've got our business up and running, we've pretty much accomplished something.
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At some point, we have enough cash, but often we don't have the proper life.
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So sometimes our business is draining us.
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You like to talk about ELF, right?
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Easy, lucrative, and fun.
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And if an entrepreneur is working on stuff that is draining them of energy, is frustrating them on a day-to-day basis, their business is destined to flatline.
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So you can bring on a second in command as a
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way to actually get all the stuff off your plate that drains you of energy that you're not good at.
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That usually will really accelerate the growth your business.
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So that's number one.
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Secondly, is if you're just not able to spend the time on the areas that you could be, right?
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If you're so busy managing the day to day and you have no time for strategy, no time for culture, no time for networking, no time for growth, and no time to really grow your direct reports.
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If you're merely managing them and overseeing them, you have no time to remove their obstacles, grow their competence, grow their confidence.
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You're really kind of dead in the water there as well.
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So that's really the other part is to give you that time to actually scale it properly.
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Have you found that with the differences between like an operational person and a visionary entrepreneur,
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that most of them clash in terms of how they do things?
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And the reason I bring this up is
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that it's real easy to resonate and be chummy with people that think like we feed off of our energy,
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but oftentimes the very best person that you may be
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a visionary entrepreneur brainstorming with is not the person who's going to be executing and doing the operational aspects of the business.
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So how do you, what's the, I don't know if mindset is the right word,
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but how does one go into this prepared to not either hire the wrong person
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or look for the wrong person or the wrong talent
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and behavior to match what it is that actually needs to get done?
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I'm going to use an example that if we're trying to find a partner, right?
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We want to find a woman who matches us.
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We're not hairy versions of women.
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We see the world differently.
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We approach the world differently.
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We perceive things very differently.
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And for us, we have to try to learn how to talk with women
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and they have to learn how to talk with men.
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And when we do to understand each other and communicate better, we have a really strong relationship.
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Very similar for the CEO and the COO.
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We have very different personality profiles.
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Most, you're familiar with the Colby profile.
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Most entrepreneurial CEOs are very high on the third number, which is quick start.
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They like to start now, plan later.
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They initiate very quickly.
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Momentum creates momentum.
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They're shooting from the hip.
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They're the perpetual motion machine, and they need to be.
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Most COOs are very high in the first two numbers.
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They're either a very high fact finder.
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So they like to ask a lot of questions before they start something, which often drives entrepreneurs crazy because we just want to get started.
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They're actually just trying to understand us.
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The second number is called follow through.
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I believe it's kind of misnamed.
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I think it should be more like the systemer
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because they put systems or playbooks or processes in place before they initiate a project.
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Most COOs are high in those first two numbers.
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When we learn how to speak COO, we learn how to say, do you have any more questions for me?
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What else would you like to know about my idea that I'm dumping on your plate right now?
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Do you want to show me the system that you've got
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and see if I can poke holes in it
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so you truly understand my idea so that I can really release myself of it?
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The biggest gift that COOs can give us is to talk faster, to speak in bullet points, to give us the executive summary of the executive summary,
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like three bullets is all we need.
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We don't want the pages of information that they have.
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We don't want all the, we don't have room for it.
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But if we ever ask them a question, they better have that for us.
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We have to learn how to communicate with each other.
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That's part of the interviewing process as well as understanding yourself.
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When you really understand yourself, then you know what you're looking for in that yin and yang partner of the COO.
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So in your mind, do you think they tend to slow down the visionary entrepreneurs?
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I guess the follow up I was going to say, do they slow them down perceptually, but really so they can speed them up?
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I mean, that's what I was going to get at because I think the perception is, well, oh, all these questions I'm going to ask, I'm going to prepare, I'm going to pause, I'm going to think.
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But in the long run, I think that'll get you going to where you want to go faster with less zigzags.
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But I think in the beginning, perceptually, it's going to be like, well, this is like slowing me down.
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Correct.
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So what we try to teach all of our members of the COO Alliance, when an entrepreneur comes you with an idea.
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We say, I love that idea.
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Let's go for a two minute walk so I can ask you some quick questions so I understand it more.
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Entrepreneurs love to walk and talk.
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They love to pace while they're thinking out loud.
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The fact that we've already said, I love your idea, gives it a safe place to ask questions.
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I'm not debating you.
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I'm trying to understand it.
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They're like, great, let me tell you more about my cool idea.
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They want to do that.
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And you give them a small container of two minutes.
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It might take 10 or 15, but they're fully committed on the two minutes.
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And if you keep asking questions, they want to keep telling you about their project.
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So that's exactly what it is.
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You're kind of slowing down to speed up.
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What are the warning signs or the indicators that you need a COO in a company?
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I mean, I want to get to compensation.
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I want to get to different ideas.
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And part of it too is at what stage do you outgrow talent?
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And then you, you know, cause we're going to have, we do this all session there too.
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Yeah.
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You have this need.
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How do we know we need it?
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When do we do it?
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Sometimes it's a need and sometimes it's an opportunity, right?
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Like the opportunity is what would happen if I had a COO, could that accelerate the growth of my business?
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Could that free up time?
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So I'm working in my unique ability as Dan Sullivan talks about, right?
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If we look at our activity inventory as an entrepreneur, we're often working on 80% of the time on stuff that drains us of energy and we're really not that great at.
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So maybe we don't need one, but if we had one and we paid 250,000, 350,000 for a really good seasoned COO, they could relieve all
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that stuff off our plate to free up our time to truly just be in our unique ability, that's massive.
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You're going to get a 5, 10x return off that investment very quickly.
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So you might not need one, but it's like, what would happen if I had one?
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How do you know if you need one?
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If you just don't have any time to spend with your team, if you're literally running from day to day, if the projects that are related to you
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that fall on your shoulders are so backed up that you've got like a three month runway of projects, you're just getting in your own way, right?
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And it's your business.
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So you're not hurting anyone else but yourself.
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So when you say, you know, five to 10 times return, and let me just take that number because the big elephant in the room is like,
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well, I would have all of these things if A, I had the money to do it and B, the money I was spending was not an expense.
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It was an investment, right?
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So I try to look at everyone on my team as an investment, not as an expense.
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And I have made bad investments.
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And some of the bad investments have been because I've made wrong decisions, they weren't trained well, or I just picked the wrong person, right?
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So there's all kinds of reasons.
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So what would the return, I mean, is there a way that you look at COOs as like,
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they're going to do money-making activities?
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They're not just going to do operations, but let's talk about how do you self liquidate and finance,
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not just COOs, but team in general, because you help people build companies.
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So let's say that you're an entrepreneur of a 30 person company
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and you're managing a team of five or six people that are running the whole business for you.
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And you're deep in the day to day of operating the business, running the business, taking care of people, but you're also an amazing rainmaker.
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Every time you go to an event, you show up at a mastermind, you do a speaking event, do a podcast interview, you're this big rainmaker for the company, but you have no time to do it.
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If you just hired a COO to take 80% of your
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schedule off your plate to free you up to spend two more hours a day, 10 more hours a week on rainmaking activities, your business goes through the roof.
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And because you can actually show up, even if you only did two more hours a week on that stuff, but you showed up with the right energy
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because you're not drained working on all the areas that suck up your time and energy, you're going to actually show up and perform better.
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or if you can actually take care of your body
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and take care of your mind and take care of your health and take care of your relationships, you're going to show up better as an entrepreneur.
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The CEO is the chief energizing officer, right?
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We have to show up and infuse energy, and then it's the opportunity.
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Is it good energy or is it draining energy?
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So if you can remove it, that's one way that you'll actually get the 5 to 10x return.
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How does, and this may sound premature, but I want to ask this first, what's a way to set up a COO to fail
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and make sure that you are really sort of disappointed and sort of jaded about the whole concept of hiring a COO?
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Well, yeah, I'll talk.
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So when I left 1-800-GOT-JUNK, Brian took 12 months to find my replacement.
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He brought in the former president of Starbucks USA to replace me.
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We both thought she'd be an incredible hire, but he abdicated instead of delegated.
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So he literally said, I need you to run this.
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Now, be mindful that it was also in the 08-09 financial crisis.
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He was stressed.
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The company had gone from 106 million when I left down to 75 million.
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He just wanted someone to run it.
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And he kind of walked away for a year.
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She was very corporate, very bureaucratic, didn't like franchising, didn't embrace the culture.
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So all these ripple effects started happening.
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But because he gave her so much rope, she hung herself, like proverbially, right?
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That was one mistake is he just didn't kind of...
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And he also didn't onboard her and integrate her like he would have
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if he had the mindset and wasn't so burned out at the time.
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So I think you can often hire the absolute best person.
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But if you don't integrate them into the core of your company, like the why, your history, your culture, your core values, your core purpose, your BHAG,
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your vivid vision, if they don't truly understand how you got from where you are to where you are today, they're never going to be as successful as they could be.
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And we often are so glad that we have this person, we just let them start after a week instead of starting after three months.
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So let's talk about Brian for a minute, though, because last time I interviewed Brian, it was pre-pandemic.
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I think it was at $450 million a year in revenue.
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I interviewed Chip Wilson, the founder of Lululemon, the day before while I was up in Vancouver.
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And so after that after that bad hire or bad abdication of the hire,
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how did he regroup?
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I mean, what did he do in order to, because he went from you doing it, then you left.
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Yeah.
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And then he hired Eric.
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So Eric Church has been the COO now for 12 years.
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Strange that Eric and I actually have known each other since 1987.
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Eric and I started the very first fraternity in Ottawa, Canada together.
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I was president year one.
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Eric was president year two.
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I'm a much more entrepreneurial COO.
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Eric is a very, not corporate, but a bigger business COO.
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He would have been horrible in the first six and a half years.
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Even though it's the same CEO, Brian, even though it's the same company, even though it's the same core values and culture, he was the right person from the hundred-ish million to the 450 million,
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but would have been horrible from the 2 million to 106 million, as I would have been horrible from the 100 to the billion.
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So you have to match the season that the company is in, as well as the company culture, as well as the CEO themselves, as well as the projects and initiatives,
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kind of the scorecard of the role.
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But Eric has been fantastic for the time that he was in.
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Likewise, even though he's been an unbelievable COO for that company and I was for my six and a half years, we would be horrible COOs for 95% of my CEO Alliance member companies.
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Because we don't match the CEO, we don't match the needs, we don't match the size, we don't match the industry.
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So it's a really tough role to play.
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How often do you see companies that really have no clue what their culture is, but they do have a culture and it seems to work.
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And I've also been in companies where, man, if you read the stuff, if you look at the values, you know, all the things that could come from numerous consultants or team meetings, but something's really off.
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So how important is that as it relates to bringing in a COO?
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Because if you're going to have someone come in to be operations, it seems that there's a lot underneath the hood that needs to kind of be in place.
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So if you think of in the United States, there's 15 million companies.
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You mean companies in general?
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Companies in general, 15 million.
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There's 1.5 million in Canada, and there's 15 million in the US.
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And when you say company, what size are you referring to?
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Like, I think it's two to five employees.
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Okay, you're not talking single person operators, because when that we're talking over 30 million.
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Correct.
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Yeah.
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Okay.
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So and if you're in that zone that you're running a business, average means that there's 15 million companies worse than you or seven and a half million worse,
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seven and a half million better than you.
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So to be an average company, you can do none of this, right?
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Average, you just kind of show up.
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To be in the top quartile of the top 25%, you're starting to live core values.
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You're starting to live core purpose.
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You're starting to work in this stuff, but you're still not best of breed.
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When you're in the top five, top 2% of companies, that's
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when you're obsessed about things like the scaling up methodologies of earn harness
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or the EOS traction methodologies or the little an obsession with core values, an obsession with core purpose, an obsession with hiring the right people and growing people, but you're totally best of breed.
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But there's lots of companies out there that are just kind of in that average.
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The opportunity is for them is to, again, hire the right people, plug the right people in, but sometimes they have to trip and fall and learn from their failures that then they could do it better.
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They often won't learn by watching someone else until they have that need.
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Again, this is my perspective because I can only see the world through my views
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and what I like and what I don't like and also hang around a lot of craziest entrepreneurs and genius network, as you know, and some very, very successful entrepreneurs.
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And most of them, they not only dislike the whole thing of hiring people, they abhor it.
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They hate it.
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So how- There's a good reason for that.
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Explain.
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Most of them have never had any training in it.
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So imagine sending a 10-year-old kid off to play Little League
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baseball for the first time without teaching them how to hold the bat, without teaching them how to catch a ball and toss the ball,
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the kid would come home from the best little league practice with the best little league coach, with the best little league team, and say, Dad, baseball sucks.
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No, Johnny, you suck at baseball.
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Most entrepreneurs have never had the base level skills on how to actually run a business.
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You're amazingly world class at marketing, but have you had a lot of training on interviewing, a lot of training on onboarding, a lot of training on leadership development,
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a lot training on running effective meetings, on situational leadership, on coaching, on delegation, on project management, on time management, on managing conflict.
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We stumble through that often.
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I had an entrepreneur recently, $100 million company.
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He's interviewed and hired hundreds of people, and he's complaining about his people.
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I said, how much training have you ever had on interviewing?
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He goes, none, but I've hired hundreds of people.
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I said, maybe you've done it wrong every time.
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He went, oh, it just dawned on him.
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He's like, you're right.
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I actually don't know if I'm doing it right.
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And I think that's where so many businesses struggle is they're going to try hard.
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They're like the fly trying to get out the window.
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I'll keep trying till I get out the window.
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There's a door.
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Turn.
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Go out the door.
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But they don't even know that there's a door.
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No one's ever shown them that.
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And we tend to get very stuck in our functional niche.
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Like if we're an engineer, we get good at engineering.
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If we're an accountant, we get good at counting.
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I call it the golden circle of Simon Sinek's is the why, the how, and the what.
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The why is, the core purpose, core values, your BHAG, your vivid vision, the history of how you got there.
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I obsess about the middle ring, which is the how we run companies.
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And then most companies are good at what we do.
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They're good at the what we do, but they really are horribly adept at the how to build it.
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What do you think is the theme between all your books?
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Because you've written many books.
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I look back at meetings suck, right?
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Well, most people hate meetings.
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Why could you learn how to do meetings?
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So you write a whole book on how to be more effective at doing meetings.
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So same thing here.
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Like everyone would love a second in command.
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Everybody watching this would like someone to run their company.
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And if people already have someone running their company, they would like to have more people to help them better run the areas of their company
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so that they can continue to be their best version of, again, to Dan Sullivan's unique ability, right?
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Yeah.
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What is the theme between all of the things?
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Because I think you write books about obvious missing or done wrong problems,
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and you show people better ways of doing it or how to solve it.
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So I was the stupid kid in school.
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I got mid-60s in high school.
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I went to the only university that accepted me.
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I got a 2.3 or 2.4 GPA.
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I was running my own company, president of a fraternity on the ski team, but I couldn't study.
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I couldn't learn the way I was being taught.
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And then I got early stage involved into a franchise company called College Pro Painters.
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And I was trained at a very young age how to run a business.
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And I was so scared of failing that I did everything that was in the manual.
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Basically, it was the cheat sheets.
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And I realized that I was handed the cheat sheets to run a company.
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And those cheat sheets are how I've built every company since.
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I also was not smart enough to be able to learn everything that was out there.
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So my dad told me that my R&D should stand for ripoff and duplicate.
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I just find the companies that are doing the best thing with interviewing, I do what they're doing.
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So if Brad Smart and Jeff Smart, right, top grading and who?
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I'm just going to do who, but I'm going to get a condensed version of who.
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I'm going to get like the five pager.
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I'll just do that.
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Is it perfect?
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I don't know, but it's way better than I could do on my own, right? meetings.
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I write down the basic things that really work well for meetings on a post-it note.
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That literally could be the book, Meetings Suck.
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So I just try to take the cheat sheets.
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What I've been so frustrated with for entrepreneurs is I see them trying harder.
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And often they're way smarter than I am, way more talented, have way more money.
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And I just watch them trying so hard when I'm like, there's an easier way.
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Just train your people on this.
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So I'm trying to give them those systems as a way just to help them.
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Yeah, I don't make any money off a book.
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I make like eight bucks.
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I don't care if everybody buys a book, but if I can actually change the way that businesses operate, that means they're showing up better for their employees,
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they're building better cultures, their employees are going home happier.
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That's sending off a butterfly effect with families.
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It's just a good ripple effect.
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The other part is I'm also not smart enough to write complicated books.
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So my books are actually typical.
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Yeah, I'm pretty sure.
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They're like a little franchise manual.
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It's like, here's how to do it.
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That's the only way I've ever known how to write.
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And thank God, because, yeah, you're not very bright.
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I mean, I'm totally kidding.
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Totally kidding.
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No, so, well, yeah, and I think that's why people resonate with your books, because most people that are in the Cameron sort of funnel,
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they read all your books.
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Yeah.
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Yeah.
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So I never wanted to be an author.
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I had zero, zero desire to ever be an author.
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Again, I struggled in school.
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I struggled in English.
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It's just the first book was written because Speakers Bureau said if I had a book, they could charge more for me for speaking.
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so I did it and then
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that actually happened the other books were more there was a couple of content areas they wanted more information on
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so that was you know free PR and meeting suck and um
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vivid vision were just there was more there for those
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and then the miracle morning for entrepreneurs happened
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because I was in your office just outside this door I
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was walking to the bathroom Hal Elrod was walking away from the bathroom
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and Hal asked me to co-author the miracle morning for entrepreneurs
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I was like okay like he asked you to do miracle morning for addiction right
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But the only book that was ever truly like me and my content other than my first double double was this one, the second command.
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This isn't covered anywhere else.
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This is just as much as I've got on the area.
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No, so you're in a very unique niche of a much needed part of the marketplace.
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So are you a better teacher or a better COO?
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I was a very, very good COO for a couple of companies
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because I came in at the entrepreneurial stage where it needed to scale.
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And I was able to put in place good basic systems to get it to scale.
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But I would be horrible at a bigger company, like a medium enterprise level company, where I needed to slow down and be strategic.
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And so I was a very good CEO or CEO of entrepreneurial organizations that had to scale fast, you know, hyper growth.
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Well, the reason I ask is that a lot of people will hire people that will say, we can do this, we can do this, we can do this.
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And I think in an area, like you mentioned, If you've never been trained in anything, but you bring someone in, you hire someone that actually knows how to do it,
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they can impress you with their knowledge of what needs to be done, which is completely different than actually doing it.
386
Right.
387
Yeah, or doing it.
388
When I was 20 years old, I already had 12 full-time employees in my company.
389
Like my business up and running at 20 with 12 employees.
390
I had hired 120 people, 140 people by the time I was 27 years old.
391
So I'd already interviewed and hired and trained and 120 of them were entrepreneurs.
392
They were all franchisees for College Pro.
393
So now I'm like hiring and training and coaching 120 entrepreneurs.
394
By 1993, International Federation of Coaching and Coach U started in 1993.
395
I'd already coached 120 real businesses by that point.
396
So I'd just been doing it for a long time.
397
And then College Pro, I was very lucky to be in the very senior leadership team in that.
398
And they were hiring so many amazing consultants to come in and teach us.
399
And we went through, like I went through six or seven sessions on situational leadership, dozens and dozens of hours of training on that one skill.
400
The same with interviewing, the same with effective meetings, the same with coaching.
401
My base level training was like a real world MBA.
402
And they had it dumbed down so much because we didn't have time to make it perfect.
403
So how does one hire a COO?
404
First is understanding yourself, right?
405
You really have to understand your strengths, your weaknesses, what really gets you excited, like your unique ability.
406
You have to truly understand your activity inventory and all the areas you can get off your plate.
407
You have to understand the seasonality and stage
408
that your company's in to know what the person's going to be responsible for
409
so that you can have a strong top grading scorecard for the role so you really know what you're looking for.
410
And then I like actually getting an executive recruiter in place
411
who can actually recruit someone who matches your company culture first and skill set additionally, but they have to match both.
412
Most companies will hire at the skills and they mismatch on the culture
413
and they end up with the alien Who just doesn't quite fit
414
but they're trying so hard to make it work because they like the person's skills But they've missed on culture fit.
415
Yeah, we have max who's ingenious network.
416
That's why I send everyone to met through you And
417
so what I would say we won't give
418
that person's exact contact out yet Unless we know
419
that they read your book there And then they can earn the right
420
because then if they work with max their way Max's company does executive recruiting and specializes now in COOs.
421
And for the last 11 years, I've sent every single one of my clients to Max.
422
Only for those searches.
423
He's great.
424
He's great.
425
Yeah.
426
All right.
427
So working with the COO.
428
So we got onboarding, working together, or what do I do now when the party's over?
429
So let's kind of go through that.
430
Yeah.
431
So working with the COO is almost like having a spouse.
432
You have to have a date night.
433
You have to have time to disconnect from the day-to-day chores of running the business or running the house.
434
Time to get away from the kids.
435
Time to get away from the rest of the leadership team.
436
Time to connect with each other so that you can build trust, build communication, have fun, like each other because it's stressful.
437
The CEO's job or COO's job is to make the CEO look good.
438
The CEO's job is to make the COO look good.
439
So you need time to reconnect out of the office.
440
So Brian and I, as an example, would go for runs every Tuesday and Thursday morning at 630 in the morning.
441
Tuesdays, I met him at his house.
442
Thursday, he would meet me at my house and we'd get up and go for our runs.
443
How long are you running?
444
We're like 30 minutes to an hour.
445
Were you talking during this time?
446
Yeah, we'd be talking.
447
And sometimes we'd just be talking about life, kids.
448
He was my best friend.
449
Brian was my best man at my wedding three months before I started working with him.
450
Oh, wow.
451
We had a very unfair advantage because he knew everything about me.
452
We'd been in a forum group in EO for four years.
453
He'd watched me build two other companies.
454
The trust was already implicit.
455
So it's like, here's my passcodes.
456
Here's my bank account information, take care of my kid when I'm off running the meeting.
457
It was very, very high trust.
458
Now you can interview for that, but we did have an unfair advantage.
459
We also spent Thursday, midday from about eight o'clock in the morning when we did our leadership team meeting until 10,
460
we would then spend a couple of hours offsite together over lunch, where we could disconnect and talk strategy and talk about the rest of the leadership team.
461
And then on Friday for about four hours, we'd either go to his tennis club or my tennis club with our laptops and just sit and work beside each other.
462
Sometimes we'd be telling stupid jokes.
463
Sometimes we'd be bugging each other.
464
Sometimes it was like doing nothing, but it was the mere presence of being around the other person that I think kept us grounded and connected.
465
One other thing on that, how similar it is to a couple, we worked a few times with marriage counselors like Dr. Patty Ann Tublin.
466
I've introduced her to a number of CEO, COOs to really work on their communication.
467
Brian and I had worked with a couple of other ones 25 years ago as well.
468
Joan Mara comes to mind in the very early days where she came in
469
and helped us to understand the way the other person communicated, what our different personality profiles were, how to not get frustrated when the other person was frustrated.
470
Because we knew we wanted to build it together, but we had to learn how to communicate.
471
What would you say to you spend as much time
472
or maybe more time with your COO or whatever than you will with your spouse?
473
Brian and I were business spouses.
474
People used to call us like the married couple.
475
It was hilarious.
476
We would finish each other's sentences.
477
We were so in sync with what was happening.
478
I don't know if I like hearing any of this.
479
That's funny.
480
Okay.
481
Okay.
482
So let's talk about compensation.
483
I mean, because clearly, even if you lay everything out, there's going to be this fear of like, well, what do I pay someone?
484
How do I evaluate my return?
485
What do I first direct them to do?
486
Compensation is based on five things.
487
The roles and responsibilities that the person is up for.
488
Okay.
489
So we're not worrying about the title yet.
490
We're trying to figure out what am I going to pay this second in command?
491
So what are they doing?
492
How much strategic insight can they bring to the business?
493
How much autonomy can they bring to the business?
494
Like, can they do the job without me having to manage them day to day?
495
What kind of P&L responsibility are they going to have?
496
And then how many people and systems can they bring into my company from the outside?
497
Based on that, that tends to say what their title is going to be and what their compensation is going to be.
498
I did some research.
499
I've got a spreadsheet that we can share with hundreds and hundreds of second and commands based on their title, their roles and responsibilities, the size of their company, how many employees, where they're based,
500
male or female, the compensation is all over the board.
501
What I found is that too many companies give away the C-level title too early
502
when they're really hiring a director of operations or a director of finance or a director of marketing.
503
Don't call them a CMO if they're really a director of marketing.
504
Don't call them a CFO if they're really a VP of finance or a controller or a director of finance.
505
So match the title to those five things and then match the compensation to what you have to pay.
506
What if you've already, and I'm speaking for people
507
that have already given those titles to people and they're hearing this and they're like, you know, they haven't earned that title or their role and what they do does not live up to it,
508
even though their compensation may, are you kind of in a, you're sort of in a pickle?
509
Nope.
510
You're between the rock and a hard place.
511
And then as Jim Collins said in Good to Great, you confront the brutal facts.
512
So the brutal facts are we have some people in the company
513
that have the wrong title for all of those things that they should have.
514
So I'm going to rip off the bandaid and I helped a client do this.
515
I'd coach them from 40 people up to 600 over four years.
516
When we got to about 600 employees, we retitled every single person in the company on one day.
517
We took all 600 people.
518
Some of the C-levels became VPs.
519
Some of the directors became C-levels.
520
Some of the VPs stayed as VPs, but everybody's title was retitled and we told everybody why we were doing it and it hurt and it was painful.
521
And about three days later, nobody cared.
522
Did anyone quit?
523
Probably a couple, but it was 10 years ago.
524
But it doesn't matter if they quit, because you still have to do those tough decisions.
525
This is where the COO tends to do those tough decisions because the CEO, you still want them to look good.
526
So the CEO gets to sit back and watching it happen.
527
The CEO then has to internally make sure they tell everybody, look, the COO, I needed them to do that.
528
I needed them to make the tough decisions.
529
So our job is to make the COO look good.
530
The COO's job is to make the CEO look good.
531
So the CEO gets to roll out the good stuff.
532
Okay. So titles.
533
So, you know, there are so many ridiculous titles that people are coming up with and stuff.
534
And I mean, I don't know if this is good or bad, but the whole thing about titles equal entitlement for some people, not all.
535
And titles are important for people to distinguish who the hell this person is, what they do, especially if you're going to...
536
Externally and internally.
537
Yeah.
538
Yeah.
539
So give me some parameters on titles.
540
So the title has to be understood internally very clearly and from the external world, very clearly what it means.
541
Remember that people, as soon as you give them a title within the first six months, they're going to be on Indeed and Glassdoor and Google to find out what people of that title should be getting paid.
542
If you give out a title that's too big for their roles and responsibilities, they're going to think that they should be getting paid more.
543
The reality is they're not doing what a COO is doing.
544
When I was the COO at 1-800-GOT-JUNK and I left there 16 years ago, almost 17 years ago, my total comp was $306,000.
545
That was 17 years ago.
546
If you've got a COO in your company making $140,000 a year, they're not a COO.
547
They're a director of operations.
548
So companies have to actually give out the proper titles and not think that they don't matter because they do matter.
549
We started giving them away in lieu of compensation, in lieu of equity, but we got sloppy.
550
And Gen Y got very bad at saying no.
551
And Gen Y also got very good at asking for what they necessarily didn't really deserve.
552
And that they don't even have the skills and talents to fulfill, which is, yeah.
553
But we told them to do it.
554
Like as parents, we went and said, ask for a bigger title, ask for more compensation.
555
Don't talk to your boss, go right into the CEO's office.
556
We taught them that.
557
So in terms of reactivity versus being prepared.
558
So you're going to make certain decisions if you're just overwhelmed as an entrepreneur, you got a lot going on and you're like,
559
man, I really need someone in here to avoid the Brian situation of abdicating versus delegating. At what point,
560
what sort of place do you need to be in mentally
561
in order to give yourself the highest possibility of success with hiring?
562
How much time does one devote to this person once you've brought them in?
563
Great question, yeah.
564
So the real onboarding of the COO is like a 90-day cycle.
565
So in the first 30 days, the COO should do nothing.
566
They should attend every meeting they can attend.
567
They should listen in on every phone call they can listen in on.
568
They should be blind CC'd on internal and external communication to read as much as they can.
569
They should read every manual, attend every training.
570
They should go for lunch or dinner in person or over Zoom with everyone that manages people.
571
And during that one month, they should be keeping a notebook and writing down all the things they want to change and change none of them.
572
In the second month, they go back with their list of 80 things they want to change.
573
And they spend one month testing their hypotheses on all 80.
574
Hey, I was thinking about firing Bob.
575
Talk to seven people.
576
I go, nope, need to handcuff Bob, need to fire Kelly.
577
But once they actually spend the second month testing their hypotheses on all those ideas, they'll know what their ideas are that they should put in place.
578
In month three, pick some core projects that are easy to put in place, that have a low PETA factor, low pain in the ass factor, kind of the easy wins,
579
the low hanging fruit, and do those projects first so that all the employees go, wow, they put a project in place.
580
It was easy.
581
We got a quick win.
582
There wasn't a whole lot of work.
583
That builds the trust.
584
It builds the communication.
585
It builds the fact that they're ready to take on some of the bigger projects.
586
In the second quarter, you can start firing people, bringing in your own people, working on the big integrations, because you built the trust in the team.
587
And by that point, you actually are starting to really understand the company.
588
Yeah, that's good.
589
Really, really good.
590
So then the other parts of working with the COO is what do I do now and the party's over?
591
So explain that.
592
What do I do now?
593
So the what do I do now component is how do you really get the roles
594
and responsibilities shifted to get the true leverage?
595
How do you keep examining almost like on a rolling quarter basis?
596
What else can I be delegating?
597
What else should I pull off their plates?
598
Where do we need to get in sync?
599
And then how do you really build the strong relationship between the COO and the rest of the executive leadership team?
600
Because they have to start building out that team, building out the communication, building out the plans, and really kind of working through that forming, storming, norming, performing model.
601
That's what's really starting to happen in that next phase.
602
The party's over component comes to it.
603
At some point, every relationship starts to die, right?
604
Whether the company outgrows someone, like a marriage, right?
605
Like sometimes a marriage has a season, maybe it's seven years, maybe it's 27 years.
606
When the marriage dies, you still have to honor what was there for the component when it was all really good.
607
But maybe you just outgrew the other person.
608
Maybe the company outgrew you.
609
In my situation with Brian, we sat down one Thursday morning before our leadership team meeting.
610
We were offsite at the Vancouver Club where our team was meeting that day.
611
And I ordered my traditional breakfast back then when I was 40 pounds heavier.
612
It was Eggs Benedict with extra bacon.
613
And Brian ordered grapefruit.
614
And I was like, grapefruit?
615
You've never ordered grapefruit in your life.
616
I've known you for 10 years.
617
Grapefruit?
618
What the hell are you thinking?
619
And he started to cry.
620
And then I started to cry.
621
And the night before, I told his assistant, I said, Brian's firing me tomorrow.
622
She goes, shut up.
623
Go home.
624
Hang out with your kids.
625
But I just knew that the party was over.
626
I knew that my skills had taken me as far as I could go.
627
And for about the last eight to 12 months, I was pulling my hair out.
628
It was big.
629
It was stressful.
630
We'd gone from 14 employees to 3,100, from 12 cities to 330 cities, four countries, 13 operating P&Ls,
631
248 people at the head office, 3,100 system wide.
632
It was just big.
633
And I was way out of my depth.
634
We'd hired a head of finance who was just smarter
635
and more seasoned and more strategic and more mid-sized company than I was.
636
We hired a head of people.
637
Helen Sheridan was the same.
638
The head of our new call center was unbelievably strong.
639
He'd been the head of the big banking call center.
640
And our head of IT was fantastically strong.
641
And I was just like, I'm that entrepreneurial guy.
642
I'm at the wrong party.
643
And Brian was right.
644
And it took me years to get through it, to get over it but it was right.
645
Okay.
646
Let's, let's talk about them for a minute.
647
So looking back with you and Brian, would there have been a knowing what you know now where you would have prepared for
648
that because that moment's going to inevitably happen?
649
I mean, is this happening with most companies where everyone's going to get to a shelf life or?
650
No, it was done in the wrong way.
651
Brian was misadvised by the board and we've talked about it since.
652
And he has told me as much.
653
The board said, do it now, make it instant.
654
He was my best man.
655
We were going through brick walls for each other.
656
We'd cried together.
657
We'd helped each other through all of our really hard points in our lives that I'm not going to get into.
658
But there was no fear of me doing anything wrong.
659
Had Brian sat down with me privately and said, I think the party's over.
660
Let's work through a transition.
661
How do we get you out gracefully?
662
We would have done what could have happened anyway.
663
I ended up going into the company a week later and doing my goodbye speech.
664
And I wrote a letter that Brian signed off on that we sent out system-wide, but we could have done it
665
that way instead of me having to go into the office the next morning
666
and pack up my desk
667
and wheel it out on top of my Herman Miller Aeron chair
668
when this was the company that I'd bled for for six and a half years.
669
It was too painful of a way to say goodbye
670
and it took me a long time to get through that and him as well.
671
You're friends with Rick Sapio.
672
A week later, I was speaking to Austin, Dallas, and the the Houston EO chapters, I'd just spoken to Austin, and I saw that Simon Sinek was going to be speaking in Dallas.
673
And I sent him an order, I go, hey, looks like you're speaking to Dallas EO.
674
And he goes, yeah.
675
I said, I'll see you there.
676
He goes, no, they canceled you.
677
I'm like, what do you mean?
678
I'm just like, I'm flying there this morning.
679
I'm speaking to three.
680
He goes, no, Rick Sapio canceled you.
681
I'm like, what?
682
So I called Rick, and he goes, well, I didn't think you'd be coming if you're not at Got Junk anymore.
683
I'm like, no, we're still friends.
684
I'm just not the right guy.
685
But there was a miscommunication on the way that it was handled that was the painful part.
686
But it was absolutely the right decision.
687
So to all the people, you know, the future CEOs, current ones, people watching this, what should they do to prepare for that so that...
688
It's like a divorce with your spouse.
689
Remember that you're going to be talking to and around your kids for the next 20 years together, even though you're not married to the person anymore.
690
Remember that you can do it in a nice way and still honor the relationship and the other human
691
because there's humans and feelings.
692
And then none of the shit actually matters.
693
We all die anyway.
694
So I think when you stay true to that, you can kind of work through it.
695
Brian knew me well enough to know that I wasn't going to damage the company.
696
And a week later, he has me out speaking on behalf of the company anyway.
697
There was no need to cut it as severely.
698
But he took the advice of the people who didn't know me, who didn't really understand all that we'd done to get there.
699
And their advice was worthy, was worth listening to.
700
But I think you also trust your gut.
701
Yeah.
702
This is so much about just human relationships in general.
703
I mean, everyone has an opinion on how you should have any health.
704
That's what my book is about in a lot of ways.
705
How do you actually do these relationships so you can, you can still have alignment in terms of goals and objectives and stuff,
706
but just not have the talent and the skills to do it.
707
Or you could have the talent and the skills, but just not the alignment.
708
There's a lot to be said on that.
709
I think the big one is to remember that it's okay to make those cuts.
710
We had five members of our leadership team.
711
The head of the call center got replaced.
712
The head of franchise sales got replaced.
713
The head of finance got replaced.
714
The head of IT got replaced.
715
I was the last one of that group of five to get replaced.
716
It has to happen.
717
You can't take a company from $2 million to $106 million and think that you still have the skills to keep scaling that.
718
It's just a different beast.
719
I think Clayt Mask from Infusionsoft says
720
that a good senior level employee can only double the size of the company twice before the third double is too hard.
721
So you go from 2 million to 4, from 4 to 8, it's tough to get to 16.
722
I got to 106.
723
That was two additional doubles.
724
We just spent four hours together yesterday, me and Clayt.
725
Yeah, he was here.
726
So, and yeah, I mean, I remember him also giving the talk at my 100K group where he had, this was several years ago, where he's like, you know,
727
people had told him once you get to 100 million in revenue, every person that started with you is no longer going to be there.
728
And he said that, you know, I could, you know, I have friends here, I have family, you know, I have just people that built the company with me from the very beginning.
729
I can't imagine how they would not be there.
730
And he said that was one of the hardest things for him to even wrap his head around
731
while these seasoned experts in building very large, you know, profitable companies were telling him that.
732
But he's like, sure enough, we got to that level.
733
And it goes back to that line that Dan Sullivan says, you know, skills to get you out of Egypt are not the same skills to get you to the promised land.
734
And that's a tough one for me, too, because I have people that have been with me from almost or the very beginning.
735
Right.
736
You know, my assistant Eunice been with me, right, you know, from the very beginning.
737
But I have other team members that are, you know, been with me for 20 plus years.
738
And it's different for a team member versus someone managing parts of the business.
739
If you're managing a team of people, if you're the head of marketing for a $5 million company, it's hard for you to be the head of marketing in a $100 million company.
740
It's just different.
741
The team you have is different.
742
The skill sets are different.
743
The budgets are bigger.
744
It's just different.
745
Ben Horowitz threw out the hard thing about hard things.
746
He says a mid-level to senior level person can only go through one triple before the next triple is too hard.
747
So 10 million to 30, but 30 to 90 is impossible or really, really hard.
748
You have your COO Alliance, you have things that you do that help people that once they do put someone in place,
749
because I think a lot of people are not even aware that something like this exists, that if you hire a COO, you actually, one of the things your company does is you train them.
750
You train them to be- Less of training and we give them a community for them to learn from each other, kind of shed their imposter syndrome,
751
build the connections so they have a group of who's that they can reach out to as well.
752
And they get skills as well, but I don't train them per se.
753
Like we don't train or you don't train CEOs at the Genius Network, you create a genius network.
754
Yeah, I have a connection network.
755
So there's so many networks for entrepreneurs, but COOs don't fit.
756
And it's almost like if a whole bunch of women got together for a baby shower, we could go, but we don't really fit.
757
You know what I mean?
758
Like it's just a different skill set, a different need.
759
So we just wanted to give them
760
that community for them to learn with each other and from each other versus me sitting there and teaching them.
761
So what didn't we cover?
762
So because now obviously get a copy of the second in command.
763
This is, we'll give you a good roadmap on everything.
764
I mean, we just touched on some of the things to think about, but the book will give you a bit of a roadmap.
765
What other things have we not discussed that you think would be valuable?
766
There's a lot in the book about when you have one already.
767
So it's not predicated on going out and finding one.
768
There is a lot there.
769
I'm also finding there's a lot of COOs and operations people
770
that are gaining value because they're seeing how the CEO counterpart thinks about this role
771
and they're able to kind of adapt and learn that way as well, which I think is important.
772
I don't know, we covered a lot.
773
What are the mistakes that people will make that will prevent them from leveraging themselves through a COO?
774
For one, never hiring one, never really developing and learning the skills, but any other mistakes that will sabotage?
775
Most good COOs are already building a company somewhere.
776
They're not out looking for a job.
777
They're not on industry job boards.
778
They're not f*ing the search firms.
779
They're not out actively looking.
780
You have to know what you're looking for
781
and where those people hang out and then have someone like Max's company go out and poach them is one way.
782
You have to get a fantastic job posting written and have a copywriter polish that job posting.
783
This is a weird one to me.
784
Most companies, well, all companies write job postings.
785
It's usually the head of engineering writes an engineering job posting, the head of ops writes an ops job posting, whatever.
786
Or they get an HR person.
787
None of those people have been trained in copywriting.
788
Take that job posting and give it to a copywriter.
789
Have a copywriter polish it so it pops up.
790
Treat it like a sales letter.
791
Your job posting should be so polarizing that 50% of the people are like, there's no way I want to work there.
792
And the other 50% of the people are like, holy, I need this position.
793
Give me an example of like a polarizing sort of positioning.
794
Sure.
795
In one of the job postings I did years ago, I said, this was for an executive assistant, but I said an EA looking to work with a bipolar,
796
ADD, manic CEO who probably swears more than he should.
797
Oops, there's my first F-bomb.
798
Sorry about that.
799
I'm looking for an EA who is less ADD, less bipolar, whatever.
800
I had people coming back to me going, I can't believe you swore in a job posting.
801
I'm like, delete.
802
I had other people going like, I love that you swore in a job posting.
803
I'm like, oh, interesting.
804
I wonder who you are.
805
I don't like that I swear, but at least I was so willing to put it out there and that I'm ADD and bipolar and manic, I throw it out there as like, this is me, man.
806
Because if I put on my best face, what are they going to learn?
807
Like 60 days in, oh, this guy's not who I thought he was.
808
I want them to know exactly who I am.
809
And then them say, yeah, I fit with that.
810
That's a good fit.
811
That's actually really good advice, to let people know that you're an awful human being.
812
You're constantly coaching entrepreneurs and business owners, and you've had some very successful, very large companies.
813
What do people usually seeking you out for?
814
A lot of it is how to leverage company culture and how to actually create a really, truly world-class company.
815
I've coached two that went on to become number one to work for in Australia, one that was number two in the United States on Glassdoor the same year,
816
another one that went on to become number 12 in the United States on Glassdoor, number one in Florida, number one in Cincinnati, number one in British Columbia the same year, the number two in British Columbia.
817
I built the number two company in Canada.
818
So a lot of it is around culture, like truly, truly understanding how to leverage a company culture.
819
That's probably a big one.
820
What are some things that you have done to hone your skills that have been more valuable than others?
821
Like what are some of the just best dominoes or best decisions
822
and things you've made that have really helped you either get better in some areas
823
or learn how to deal and handle messes and chaos and craziness?
824
Two parts of that.
825
One is I really worked hard at my executive functioning skills.
826
Like the course, the things that are in my investment year leaders course, I'm actually, I wouldn't say world class, but I'm certainly, if it was a bronze, silver, or gold, I'm like a silver gold, right?
827
Not necessarily platinum, but I'm really good at those 12 executive functioning skills, which has really helped me to scale businesses.
828
But the second one is, and you own one, a genius network.
829
Like I've been in mastermind communities since 1995, right?
830
I did five years of EO.
831
I've done seven, eight years of Genius Network.
832
I'm at my eighth annual Genius Network event next week.
833
I have been five years at Baby Bathwater, five years at, or seven years in Strategic Coach,
834
a couple of War Rooms, five Mastermind Talks events.
835
Like I've been deep into these Mastermind communities because I get to meet all these amazing people that my network, I'm not smart enough to know how to do this stuff,
836
but I just realized that who can I kind of reach out to?
837
Then I also, I'm also there and I get inspired, right?
838
Like I get fired up when I'm around all these really cool people doing really cool stuff.
839
So that's probably a big one.
840
And you know, I learned that from by the way was Evan Pagan.
841
So this was the way that I met you is through Yannick Silver.
842
Yannick also introduced me to Evan Pagan.
843
It was 2008 and Evan and I had dinner together at the James Beach Cafe in Santa Monica, just the two of us having dinner.
844
And we were talking about investing.
845
He said, where are you investing?
846
I gave him like my core stocks, some that I still buy to this day.
847
And I had given my principles on buying these 10 core stocks and why I keep dollar cost averaging, blah, blah.
848
So what about you?
849
He goes, I invest in masterminds.
850
I didn't even know what masterminds were.
851
I'm like, what do you mean?
852
He said, well, if you put 200 grand into the market and you get a 15% return, you now have 230 grand.
853
If I invest $200,000 into communities and masterminds and going to events with successful people, I get a 10X return on that.
854
I'm like, what do you mean?
855
He goes, I show up and I get introductions.
856
I get new systems.
857
I get new connections, I get new business deals, because I can turn my 200 into 2 million while you're turning your 200 into 230.
858
It was a profound lesson for me.
859
Yeah, and he's right.
860
And he's a member of your Genius Network.
861
Well, Eben, currently, we don't allow sort of rip-rap like him.
862
Annie Lala.
863
You know, Annie Lala, his wife, who's way smarter, just for the record, than Eben.
864
Yeah, much more polite, funnier actually, even too, and certainly dresses better than Eben.
865
That's really great advice.
866
And that is, it is true.
867
It's true to the degree that the mastermind group or the entrepreneurial group is useful.
868
It is true to the degree that you do anything with the relationships and you participate because, you know, I mean, it's like one of my books, Life Gives to the Giver.
869
I mean, if people show up to a group figuring out, oh, just how can I sell versus how can I contribute?
870
It's the, you know, because the people that always bitch like, oh, I didn't find that valuable.
871
It's because you weren't valuable.
872
Or you weren't paying attention.
873
Yeah.
874
Yeah.
875
So, so, and so the last thing I'll ask you, when you have gotten really overwhelmed
876
or really stressed out the time where you said it took you a while to recover from the thing with Brian, how have you now learned with the ADD brain, which can go very dark,
877
you know, and most people that are watching this, they understand you can be massively enthusiastic one moment and like life is the worst,
878
you know, the next.
879
It could be a rollercoaster of emotional, enthusiasm to massive depression.
880
What have you found to resource yourself?
881
So I don't know if you know this, but Tim Ferriss wrote about one of my concepts called the emotional roller coaster, the entrepreneurial roller coaster in 2008.
882
It's actually chapter 12 of my book, Double Double, on the highs and lows of CEOs.
883
So I went through a clinical depression and a nervous breakdown in 2000.
884
And then in 2008, 9 weighed 42 pounds heavier than I do today, was smoking a lot, drinking too much.
885
And I had to learn from some pretty big failures how to course correct on that.
886
So now it's exercise.
887
It's just being mindfulness.
888
I haven't had a drink in six and a half months, which is way different for me.
889
I don't think you ever knew me not drinking.
890
So yeah, it's those kinds of things, doing yoga, going for walks, eating healthier, getting better sleep.
891
And I'm not super good at all this stuff, but last night I had to get to the gym i just had to get a workout in
892
and we live on the road we're full-time 41 countries in the last two
893
and a half years something's like every two weeks i have
894
to find a new gym a new trainer new yoga studio
895
but it's by being very mindful about
896
that has been huge for me sometimes the founders are talking about all their visionary things
897
and so i listen and then i ask questions about moving certain things ahead.
898
And how can we do that or make a recommendation on how we do it is probably more
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Bu dersin kelimeleri ve konuşma notları
Bu C1 seviyesindeki konuşma dersi “Leadership Lessons from a Serial COO” videosuna dayanıyor. Bu videoda gölgeleme çalışması için 898 cümle ve 11157 kelime var. Konuşma bölümü 52:44 sürüyor. Konuşmacı hızlı konuşuyor, dakikada yaklaşık 212 kelime; bu yüzden birbirine bağlanan ve zayıflayan sesler duyacaksınız. Kelimelerin %85’i İngilizcede en sık kullanılan 3.000 kelime arasında; geri kalanına başlamadan önce bakmakta fayda var.
Bu videodaki önemli kelimeler
Videodaki en ileri düzey 15 kelime, telaffuzu ve anlamıyla:
| Kelime | Telaffuz | Anlam |
|---|---|---|
| entrepreneur isim | /ˌɑn.tɹə.pɹəˈnɝ/ | atılımcı, girişimci |
| mastermind isim | /ˈmæs.tɚˌmaɪnd/ | beyin |
| drain isim | /dɹiːn/ | gider, yağmur gideri |
| visionary sıfat | /ˈvɪʒəˌnɛɹi/ | vizyoner |
| cheat fiil | /ˈt͡ʃiːt/ | aldatmak, dolandırmak |
| copywriter isim | /ˈkɑːpiˌɹaɪtɚ/ | metin yazarı |
| vivid sıfat | /ˈvɪvɪd/ | berrak, açık |
| leverage isim | /ˈlɛv.(ə.)ɹɪd͡ʒ/ | kaldıraç kuvveti |
| obsession isim | /əbˈsɛʃən/ | saplantı, takıntı |
| spouse isim | /spaʊ̯s/ | eş |
| manic sıfat | /ˈmænɪk/ | manyak |
| ripple isim | /ˈɹɪp(ə)l/ | dalgacık, dalgalanma |
| fraternity isim | /fɹəˈtɜɹnəti/ | kardeşlik |
| accelerate fiil | /ɪkˈsɛl.əˌɹeɪt/ | hızlandırmak |
| delegate isim | /ˈdɛlɪɡət/ | delege |
Duyacağınız deyimsel fiiller
| Kelime | Anlam |
|---|---|
| show up fiil | ortaya çıkmak |
| go out fiil | çıkmak |
| slow down fiil | yavaşlamak |
| figure out fiil | açığa çıkarmak |
| find out fiil | anlamak, ortaya çıkarmak |
| get off fiil | inmek |
| get over fiil | üstesinden gelmek, yenmek |
| get up fiil | kalkmak |
Tekrar etmeye değer cümleler
Videodan, günlük konuşmada yeniden kullanabileceğiniz kısa ve tam cümleler:
- Did I give you top placement?
- How do we know we need it?
- When do we do it?
- How do you know if you need one?
- I'm like, what do you mean?
Bu videodaki dil bilgisi
Konuşmacının en çok kullandığı yapılar, videodaki sözcüklerin aynısıyla:
| Yapı | Videoda |
|---|---|
| Present perfect have/has + fiilin üçüncü hâli — geçmişte olan ama şimdi de önemli olan bir eylem | Have you found · we've already said · have made |
| Edilgen yapı be + fiilin üçüncü hâli — kimin yaptığı değil, ne olduğu önemli | is laid · is destined · is called |
| İlgi cümlecikleri who / which + cümle — bir kişi ya da şey hakkında ek bilgi | someone who their · woman who matches · number, which is |
Dikkat edilecek telaffuzlar
Konuşmacı I'm, you're, they're gibi kısaltılmış biçimleri 289 kez kullanıyor. Bunları duyduğunuz gibi kısa söyleyin.
- “th” sesleri: methodology /ˌmɛθ.əˈdɑ.lə.d͡ʒi/, hypothesis /haɪˈpɒθɪsɪs/
- “sh” ve “zh” sesleri: visionary /ˈvɪʒəˌnɛɹi/, obsession /əbˈsɛʃən/, situational /sɪtjuːˈeɪʃənəl/, initiate /ɪˈnɪʃ.i.eɪt/
- Uzun kelimeler — vurguyu doğru yere koyun: entrepreneur /ˌɑn.tɹə.pɹəˈnɝ/, entrepreneurial /ˌɑn.tɹə.pɹəˈnɝ.i.əl/, visionary /ˈvɪʒəˌnɛɹi/, copywriter /ˈkɑːpiˌɹaɪtɚ/, internally /ɪnˈtɜːnəli/
Türkçe konuşanların zorlandığı sesler:
- Kelime başındaki ünsüz kümesi — araya ünlü eklemeyin: drain /dɹiːn/, frustrate /ˈfɹʌsˌtɹeɪt/, spouse /spaʊ̯s/, lieu /ljuː/, fraternity /fɹəˈtɜɹnəti/
- /æ/ — “e”den daha açık: mastermind /ˈmæs.tɚˌmaɪnd/, manic /ˈmænɪk/, yang /ˈjæŋ/, dynamics /dɑɪˈnæm.ɪks/
Bu videoyla nasıl çalışılır
- Videonun tamamını konuşmadan bir kez dinleyin ve bilmediğiniz kelimeleri not edin.
- 0,75× hızla başlayın, cümle cümle tekrar edin ve kolaylaşınca normal hıza dönün.
- Kendinizi kaydedin ve orijinaliyle karşılaştırın; entrepreneur, mastermind, drain gibi kelimelere özellikle dikkat edin.
Gölgeleme Tekniği Nedir?
Gölgeleme, başlangıçta profesyonel tercüman eğitimi için geliştirilen ve çok dilli Dr. Alexander Arguelles tarafından popüler hale getirilen, bilim destekli bir dil öğrenme tekniğidir. Yöntem basit ama güçlüdür: ana dili İngilizce olan bir sesi dinler ve hemen yüksek sesle tekrar edersiniz — konuşmacıyı 1-2 saniye gecikmeyle takip eden bir gölge gibi. Pasif dinleme veya dilbilgisi alıştırmalarının aksine, gölgeleme beyninizi ve ağız kaslarınızı gerçek konuşma kalıplarını eşzamanlı olarak işlemeye ve yeniden üretmeye zorlar. Araştırmalar, telaffuz doğruluğu, tonlama, ritim, bağlı konuşma, dinleme anlama ve konuşma akıcılığını önemli ölçüde geliştirdiğini göstermektedir — bu da onu IELTS Konuşma hazırlığı ve gerçek dünya İngilizce iletişimi için en etkili yöntemlerden biri yapar.