Episode 56: The Force Multiplier: How To Lead Teams Where Everyone Wins

Episode 56: The Force Multiplier: How To Lead Teams Where Everyone Wins

What I want business owners and entrepreneurs to understand is, it’s about being in a business and being able to lead people, but it’s about sales. It’s about customer service. It’s about delegation. It’s about networking. All of these things are people driven. If you learn how to really do that properly, you can be far more effective and influential without being manipulative. 

Susanne Mariga:Welcome to the Profit Talk Show. In this show, we’re going to explore strategies to help you maximize profits in your business while scaling and creating the lifestyle that you want as an entrepreneur. I am your host, Susanne Mariga. I am a Certified Public Accountant, a Certified Profit First Professional and a Certified Tax Coach. And today, we’re going to talk about strategies to help you maximize profits and your business. 
Susanne Mariga:Good morning, Profit First Entrepreneurs and Thought Leaders. I am so excited because we are having a special guest today, and that is author and speaker Tony Chatman. Now, Tony, is a recognized thought leader, and particularly what he talks about is the areas of workplace relationships. And, it’s interesting because Tony has devoted his entire life to understanding what makes people tick, how to bring out the best in people including ourselves, and how to pass this information on, in terms of simple, yet practical terms. And, what he does is really address our hidden biases, helping us navigate disruptions and change, and also provides leaders with skills that helps make them indispensable. Now, Tony provides practical solutions that really aligns people’s real-world experiences. Tony has worked with a variety of really large corporations, as well as government agency. Some of his clients include the US Secret Service. 
Susanne Mariga:Oh my goodness, Tony, that’s a big one. And, the department of Homeland Security, Chase bank, Estee Lauder and NASA. He helps people reach new heights of effectiveness by understanding themselves and others better. Tony has a book out, and we’re going to talk about that today. It is called “The Force Multiplier” and I love that book, and it’s how to lead teams where everyone wins everyone. And also, he was a 2018 TEDx and his talk was how to stop settling for less. So, please join me in welcoming Tony Chapman to the platform. Hey Tony, how are you?
Tony Chatman:I’m good. How are you? 
Susanne Mariga:I am so excited about this book, and it’s become one of my all-time favorites, guys. And, it’s called The Force Multiplier and how to lead teams where everyone wins. And, I love this book because it takes a very unique approach to leadership particularly that entry-level supervisor, that mid-tier manager that really isn’t in control of your focus and your vision, and how that helps entrepreneurs is really make it or break it point of your company and making sure that you have the right person in place. And today, Tony and I are going to talk about this concept Force multiplier. Tony, welcome to our platform. 
Tony Chatman:Thank you so much. 
Susanne Mariga:Tony, can you tell us a little about Force Multiplier? What is it, and how do we use that?
Tony Chatman:Okay, so let’s start with a story. There was a situation between myself and a close friend. This is not just anyone. Our lives are intertwined. Our wives are close, our children are close. So, you can imagine just how devastated I was when I found out that he was being once again deployed to Afghanistan. So, we did this get together at my house, and it was kind of a, “we love you, we’re going to be there for you,” we ate and drank, we laughed, but there was a point where we went around the room and started sharing. We were talking about how we’ll stay in contact with you, how we’ll make sure your family, especially your young child, that they’re going to be taken cared of. But, there was one person I was really waiting to hear from him. 
Tony Chatman:He’s a high ranking officer in the US army. And, I knew he would say something unique because he had been to many of what you call these ‘deployment parties’ before, but I wasn’t ready for it. He said, “so you’re what we call a force multiplier because by your very presence, you bring out the best in everyone around you,” and I don’t remember what he said afterwards. I just like I lost. I was like in a blur because, number one, I hadn’t heard that term before, and it’s a force multiplier is really a term that’s primarily used for tools. It’s you put a certain amount of energy in, and you get a lot more out. That’s why on the cover of books, there’s a lever. You push down a little, you can lift something big. Or, a hammer is a force multiplier.
Tony Chatman:But people? My mind started to crank because I teach leaders how to be effective leaders and people try to define leadership by leaders make other leaders, leaders affect culture, but no one just says, “because you’re there, everyone else is better,” but shouldn’t that be given? Isn’t that the reason that we have leaders there? And so, it was just this mind-blowing. It wasn’t as much that it was a new concept. It put a language in a framework behind something I’d been thinking about. And so, that’s really been, in many ways, my mission. It’s to take people who are in leadership positions, whether it’s corporate America, entrepreneurs, community philanthropy, whatever, and to give them the tools to make other people better. But then, I also believe that organizations can be force multipliers so that not just some people are effective, and some people are engaged, but everyone is. And so, it was a huge paradigm shift for me. 
Susanne Mariga:That is an amazing concept. The thought that because a leader is there, that everyone is better. I have heard terrible terms about, especially that mid-tier manager, the micromanager, the babysitter, but to actually say that a leader is effective because they make everyone around them better, that is a significant concept. And, I love your book because in your book, you talk about the study that was done by Gallup. Gallup studies human resources, and they talk about employee engagement. And, one of the things that you say in your book is that, at any given time, two-thirds of the workforce had any company, it doesn’t matter how big you are, how small you are is disengaged. They’re getting paychecks, and they’re not even there. I love the comment you said, “they’re absent, but present.” And, tell me about this Force Multiplier and how that makes a difference on that concept of 2/3 of your workforce is not even there?
Tony Chatman:Well, at the time the book was written, we were hitting all-time highs in engagement. We were hitting 34 – 35% of engagement and people were celebrating, “Wow! We’ve hit an all-time high.” This is the biggest number since we started measuring. And, I’m like, “Yeah, but okay, if 34% is engaged, then 2/3 isn’t, and we’ve just come to accept that as normal. We wouldn’t do that.” If you went to your doctor, your doctor said, “You’re doing well. The only problem is that, your heart is working at about one third capacity,” and you would go, “Oh! That has nothing important.” Of course not!  You go, “Oh my gosh! I got to deal with this.” And so, the idea with The Force Multiplier, the reality is, most people naturally are able to lead a certain type of person. 
Tony Chatman:Normally, it’s a person who’s a lot like them. But then, the rest of the people they struggle with, and the bad thing is, when they struggle with them, instead of saying, “This means I need to learn more about being a better leader,” they say, “well, it must be them because see this one-third is really responding to my awesome leadership techniques.” So, what’s wrong with this other two-thirds of people, and it’s just that your techniques not working on them, so you need to expand your repertoire. And that was really the thing because the part that I don’t talk about with that, and maybe I do it in the book, but the number one driver of engagement is a person’s relationship with their direct supervisor. So, the reason they’re not engaged is, here’s what people don’t know. The original title of the book was going to be “Why I Hate My Job.”
Tony Chatman:I had all this figured out. The cover was Why I Hate My Job. And then, it was like a multiple choice question, and the right answer was “My Boss” because that’s the issue. People actually, in general, like what they do, they want to contribute, they sometimes like their co-workers, even the ones that are challenging, but often it’s who they work for that’s disengaged with them. And so, if we can figure out how to reconnect and be what people need, then that can turn around, it could turn around a person’s career path. It could turn around our workforce. It can reduce turnover. All those other things can happen. And obviously, productivity and profitability go right along with that. But, it really is ability that for this idea that most people want to do a good job. So, stop getting in their way. 
Susanne Mariga:I love that. That’s so many juicy bits of morsels that are in that. There’s a saying, and you quoted in your book, too, that, “People don’t leave companies. They leave their bosses. They leave people. And they’re leaving because of the supervisor that has really abused them or not treated them just as they treat everyone else and so, they are leaving that person, not necessarily the company or the opportunity.” And so, that is a really, really great point with that. And, it’s expensive, too. There’s a saying that, “To replace an employee, you pretty much have to spend that person’s entire wage to replace that person.” But, it’s even worse to have them sitting on your payroll where they’re disengaged and literally just coming to work every day, but not producing.
Tony Chatman:Then, they leave your company and go somewhere else and do a good job. And it’s like, “I wasted money. I had to spend money to replace them, and it turns out they really weren’t the problem. I just needed to figure it out, though.” And, the funny thing about that is, often I was having a conversation with an HR manager. I remembered we were at lunch, and she said, “The problem is we can’t find any good people,” And I was like, “Come on. We know the number one driver of engagement is the direct supervisor.” But what happens is, we start ignoring the obvious and looking for other reasons. Maybe we’re not good at hiring. Maybe we’re not screening people. Maybe it’s this young generation, all of these things, instead of, especially now where we have a more diverse workforce, when we’re in a pandemic, when we’re in an economic possible recession, or at least, not an ideal situation, all of these things magnified the weakness of leadership. And so, the answer is to become better leaders. If we do that, a lot of the things we’ll find out will fix themselves. 
Susanne Mariga:I love that. Becoming better leaders. And this is an interesting topic because in your book, how you talked about the reason why you wrote this book was because there was a gap. Everybody, when they talked about leader, they’re teaching people how to create mission statements and be visionary and set pace, but the problem wasn’t in the mission or the vision, it was in the execution, it was in that supervisor level, in that mid-management level. That’s where the problem was. And, part of the problem was, people are not taught to be supervisors. They’re promoted because they were really great at their job. They got things done. They clicked apparently with someone else, then that brought them along in their career. And so, Tony, the question becomes, how do you become a great really day-to-day leader? Because like you said, that’s where the rubber hits the road. That’s where the Force Multiplier really is. It’s that person that interacts with that person is actually doing the job, that’s doing the fulfillment. So, how do you become a better leader? 
Tony Chatman:Well, I think, there’s a few ways to look at it. There are some basic principles that you can go through it, and they’ll make you better leaders. One seems obvious, treat everyone with dignity and respect. But the reality is, we don’t do that. We have favorites, and we have people that we naturally don’t get along with. And, we don’t realize how much we have to do that. We can do things to make sure our attitude is always positive. For example, one study showed that you could predict the effectiveness of a sales team by their emotional state, literally by their happiness. And so, understanding that as a leader, your emotional state affects others. Things like learning how to actually delegate because most people don’t know how to. 
Tony Chatman:They tell people how to do things and yet, they don’t understand there’s a science and an art to it. And so, understanding how to do it, there’s that aspect of it. But then, as you note from having read the book, a large part of it is understanding how to connect with people and how to connect with people who are different from you to understand the basics of personalities. There are a lot of different personality tests. I actually created one for the book, and it’s not as much, which test is better. It’s how you use it. And it’s understanding that we naturally use our personality and our responses as the benchmark and expect other people to do the same. But once we learn one, though, they have different needs, different things that motivate them, different things that excite them, different things, they take them off. 
Tony Chatman:And, if we can translate what we’re doing in a way that they’ll receive better, then we are far more effective. And, here to me is the key because I know a lot of your audience is actually entrepreneurs and solopreneurs and small businesses, and they may be thinking, “This is all great, but I don’t have a huge staff. I don’t have all this.” The three things about being a Force Multiplier; number one, it teaches you how to lead people better. Now the truth is, even as an entrepreneur, at some point, you’re going to need to start offloading things. You need an assistant, you’re going to need vendors to view things. And, if you don’t know how to lead them, if you’re like most entrepreneurs who came in with, “I got a great idea or a great skills or great talent,” but haven’t learned the leadership aspect of it. It’ll hurt you.
Tony Chatman:The second thing is, being a good Force Multiplier, it’ll teach you how to influence other people. That’s where the game starts to change. Because now, it’s not just about people that you’ve hired. It’s about people that you’re networking with, people that you’re selling to, and so, the fact that now you can influence their decisions and help him to realize that, what you have to offer is a benefit to them, and you can do that in a way that doesn’t have to be more like selling, but it feels far more like providing. That’s big. And then third, being a Force Multiplier catches you out, connect with people. This sounds like the same thing, but it’s not because, for example, many people in my industry really got hurt during this pandemic. We’re professional speakers, we’re on planes, traveling and all that shut down. 
Tony Chatman:But because I have relationships and my clients don’t view me as a vendor, they view me as a partner, some view me as a friend. For me, to continue to reach out to them, never felt like sales. It felt like the continuation of a relationship. And for me, to ask them what can I do to help? What do they need? It’s not about money. All of a sudden, my business exploded because it was a connection driven thing, and that’s from being a Force Multiplier. And so, that is what I really want businesses and entrepreneurs to understand. It’s about being in a business and being able to lead people, but it’s about sales. It’s about customer service. It’s about delegation. It’s about networking. All of these things are people driven. If you learn how to really do that properly, you can be far more effective and influential without being manipulative. 
Susanne Mariga:I love that. So, really recognizing that it’s about connection. It’s about being able to speak to people on their language. It’s not their job to understand your language, but it’s your job to understand their language so that you can motivate them, so that you can communicate what they need even if it’s not your team, it’s for your customers, being able to understand their language so that you can speak their language to help them make decisions, to be able to move their businesses forward. If it’s a sales relationship or an employee, being able to motivate what they need in order to be successful. 
Tony Chatman:Absolutely. And, really, that’s what I’m talking about. We sell products. We have processes, but it’s the people side that either gives us a competitive advantage or becomes our Achilles heel. And so, really understanding that ability to connect makes a world of difference. 
Susanne Mariga:I love that. A lot of our listeners, they’re in that scaling phase, so they’re no longer a party of one, they’re a minimum of a half a million. They go up to 50 million in terms of revenue. And, one of the things that they fall into the trap of new level, next devil. And, if they’re high six-figures, they’re not able to cross into seven-figures because they don’t know how to manage a team or, there’s a constant attrition or turnover that happens. So, when they get a new client, they lose a client because they can’t get their team onboard or not even be able to master sales in some cases, and you’re right, that missing key is that people connection and realizing that your way isn’t always a normal way. Everybody has a different normal. That normal is literally relative to who you are. 
Tony Chatman:And, it’s funny because we often talk about hiring teams of different skill sets so that our strengths are other people’s weaknesses. But, it’s almost like marriage. You’re dating, and you date a bunch of people who are just like you. There’s a lot of fun, but it’s in the back of mind you’re like, “I can’t marry somebody who’s like me. That will never work.” All of a sudden you find someone you’re different. There’s your strengths cover your weaknesses. They’re the opposite. And, you see that quote unquote synergy. And so, all of a sudden, you marry them, and then you spend the next few years trying to get them to be just like you. That’s the problem. 
Tony Chatman:We use the same thing with teams when we hire people. We say, “I need someone who’s more data focused, detail oriented so they can manage these processes, but then I need somebody over here who is far more of a creative, and they could do marketing, but I need this person whose far more of a people person because they’re in sales,” and then, we get together, and we get mad at them for being exactly who we hired them to be, instead of learning how to really pull them together with all those strengths. And that’s the hardest part about being an entrepreneur. One of my good friends, he has this great saying, “L I T E. Leave it to the experts,” so when you’re in doubt, LITE. There are certain things you’re good at. There are a lot of things that other people are experts at. So, you leave it to the experts, and you get out of the way and let them be experts. 
Susanne Mariga:I love that. Letting the people that you hire do the job that they were hired for. And I could see that, definitely like just even the feedback circle, like, “Oh, you need to do this,” because it’s more like, “how I would do it?” Tony, this was amazing morsels of information. This was amazing. Very great scaling information to really get one out of the rut, to get into the next level, to be able to utilize and maximize our team on being able to do this. And then, one of the questions that I love to ask our guests is, if you could leave our listeners and our viewers with one piece of advice, and it can be personal, it can be business, but life changing, what would that piece of advice be? 
Tony Chatman:Business is a contact sport. And so, you’re going to be made or broken by your contacts, by your relationships. So, even though we’ve often gone to school for products and processes that we’ve learned, all these technical skills, business is a contact sport. And then, personally, you always think of Stephen Covey, begin with him in mind, “Got to be happy and live life,” because here’s the thing, being an entrepreneur, I’m in the middle of massive scale, I’ll make more money in the next two and a half months than I made in the last year and a half, we’re in this massive growth phase, and in the middle of it, I go, “Don’t wear yourself out. Don’t kill yourself. Don’t die early chasing this money,” in the back of my mind. I’m telling myself that I think too many people don’t tell entrepreneurs you’ve still had to have boundaries. You’re stuck to love your spouse. Love your partner. Love your kids. Love your pets. Love yourself. You have to do that because what you don’t want to do is give up everything so that you could be successful and then not be able to enjoy it. 
Susanne Mariga:I love it. You’re absolutely right because your business will bleed over to every aspect of your business if you allow it to. Just like Profit First. If you don’t take your profit first, then the business will always need a new employee, always need a new computer, it’ll always need a new truck, it always needs something and life is the same way. So, I love that. That’s great advice. Thank you. Now, Tony, so that our viewers and listeners can contact you, so they can work with you, learn more about The Forced Multiplier, what is the best way to reach you?
Tony Chatman:The best way is, for now, you don’t have, go to this, go to that. Number one. My last name is Chatman. Go to my website, tonychatman.com. It’s got links to all my social media, has ways to contact me. You can see everything that I offer and stuff I did. Actually, there are stuff I don’t offer. You see most of it. I just think on the days of Google, if you look up my name, you’re going to find me. So, website tonychatman.com. I’m always on LinkedIn. I’m always on Instagram. I’m always on Facebook. I’m sometimes on Twitter. So, Tony Chatman. 
Susanne Mariga:Thank you, Tony, and I love your Friday show, too, by the way. That is really fun watching that. So, definitely tonychatman.com. I will go ahead and put Tony’s contact information in our show notes. Thank you, Tony, for joining us today and sharing your wisdom with us. 
Tony Chatman:Thank you so much for having me.  This was an absolute blast. 
Susanne Mariga:Thank you. 
Susanne Mariga:I want you to have your most profitable year ever. Yes, no matter what’s going on in the economy, no matter what’s going on in the world, you can have your best year ever. And, I want to show you how. Join me in our private Facebook group, where I will be hosting our Free, Yes, I said FREE Profit First Masterclass on Facebook. Please join the Profit First Master Class with Susanne Mariga. I look forward to seeing you there and watching you have your best year ever.

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