Marketing Secrets with Russell Brunson - The #1 Company Culture Mistake I Made, And How To Quickly Fix It

Episode Date: June 22, 2022

This conversation comes from an epiphany I had while talking to Dean Graziosi while on a private plane to Florida, and it’s a simple insight that most entrepreneurs are probably missing. Hit me up on IG! @russellbrunson Text Me! 208-231-3797 Join my newsletter at marketingsecrets.com ClubHouseWithRussell.com Magnetic Marketing Learn more about your ad choices. Visit megaphone.fm/adchoices

Fall is almost gone, but have you sipped enough Starbucks Fall Faves? Enough of the Pumpkin Spice Latte, the cinnamony pumpkin-flavored legend, or the new Iced Apple Crisp Non-Dairy Chai, so silky, so smooth. How about the new Pecan Crunch-Out Latte? Nutty, buttery deliciousness and crunchy pecan flavor. Trick question, of course. It's the last call for fall, so don't miss out on your fall faves. Next stop, Starbucks. Hey, what's up, everybody? This is Russell Brunson. Welcome

back to the Marketing Secrets Podcast. On today's episode, I actually wanted to talk about something that Dean Graziosi and I had a long conversation about on a flight over to Florida, and it's something I think will help you as well. So the big question is this, how are entrepreneurs like us who didn't cheat and take on venture capital, we're spending money from our own pockets. How do we market in a way that lets us get our products and our services and the things that we believe in out to the world and yet still remain profitable? That is the question and this podcast will give you the answers. My name is Russell Brunson and welcome to Marketing Secrets.

Okay, so this is the conversation and it's something that I think a lot of us entrepreneurs, it's something we're really, really good at on one side of the coin, you're really're really bad at on the other side of the coin and that is building culture right now you may look at click funnels man russell's built the most amazing culture of all time right um and it's true i have built an amazing culture um of of customers in our world in our community things like that right like if you read the expert secrets book the whole thing is focused on that. Like how to create a movement. How do we, um, how do we, uh, get those people and get them to believe and get them to move and get them to like all those kinds of things. Right. The whole point of the expert seekers book is how to build a mass movement. Right. Like that's the kind of the focal point. I feel like we've done that as

good, if not better than anybody else, um, on the planet. I'll say that. I can say that, right? Which is really, really cool. But then on the other side, and Dean and I had this conversation on a flight to Florida, it's just, we've been so good at building external community culture, but not as good at building an internal team, staff culture. And I sat there thinking like, why is that? Like in my head they should be the same thing or very similar right like it's culture it's people they all should you know like if people are our customers are drawn to this mission like the the the team members our team should be as well right and it's something that's always been confusing for me I think a big part of it is just because

I've never actually had a job I've never been on the team where I wasn't the the person on the team you know I mean and so part of it's just because I've never actually had a job. I've never been on the team where I wasn't the person on the team, you know what I mean? And so part of it's just definitely that, like I just don't have the perspective or understanding. So I'll kind of start with that. Like I definitely think and understand and believe that's a big part of it. And so as I was trying to think back why, and I remember a conversation I've had with team members, and hopefully this will give you some insight.. I think what I've realized is like, I'm really good at creating culture in a community, but not inside of our company. And we've been focusing and changing

and trying to figure out how to do that. Cause I believe that is such a core integral piece. In fact, I feel like some of the struggles we had in ClickFunnels kind of in the middle years were because of that, we didn't have the most amazing internal company culture. And we've been trying our hardest, especially over the last 12, 18 months or so, to change that as we're preparing for ClickFunnels 2.0 and things like that.

And I feel like it's better now than it's probably been maybe ever since the very beginning, which is cool. So we are getting better at it. But definitely there's been a struggle. And I think, like, what is the thing that's caused us to struggle? And so the thing is just I didn't have empathy or understanding for our own team, right? For me, like the obsession of this mission is obsession for the end customer. Like I will bleed and die to create and to serve and to figure out ways to serve that customer. And in my mind, that should be what everybody else is doing as well, right?

It's like I'm out there killing myself. And so for me, it's all about this other person, like this customer who I'm, who I'm killing myself for. Right. And so like, that's where I'm trying to, to like all my focus is there. So when someone would come to me and they're like, I don't feel appreciated. I don't feel like you care about me and stuff. I'm like, what are you talking about? This isn't about, this isn't about me or you. This is about that person over there, like that customer, that's the person we're trying to serve. And I'm always confused by that.

And so I think because I definitely had some conversations with my team that I shouldn't have had, or I did incorrectly, because again, I didn't understand. I was just like, this isn't about me or you. This is about the customer. I don't understand that.

And what I realized after talking to Dean and just thinking through this a lot is that where for me, the end customer is the customer right it's like it's the entrepreneur who's learning my stuff and like and having that hasmo like that's who my end customer is that's what I'm trying to serve who I'm like killing myself trying to impress and make happy right and I get the feedback for them right they post on social media they have changes they have the ahas they have it's like I get the feedback from them but for my customer for internal team, the customer isn't necessarily

the end customer. It is indirectly, but for them, I'm the end customer. I'm the person they're trying to impress or trying to figure out. That was the shift in the aha. As much as I'm trying to kill myself for the entrepreneur that I'm serving and getting them to notice me and want feedback. And I want them to praise me, tell me how great I am. The same thing my team wants. But I'm my team's customer, right? They're creating stuff for me and then I'm creating stuff for my customers.

So I also realize like, oh my gosh, that's why I'm doing this incorrectly. The end customer for my internal team is me, right? They want my validation. They want my feedback. They want me to be happy. And so as frustrated as I was with them initially, I'm just like, this isn't about me or you. This is about the end customer for them. I am the end customer. And that was this like shift in my head of like, oh my gosh, that's what I have to understand. So again, I've not been perfect at this, but when you're building your own internal company culture, you have to realize that you and the stakeholders in your company,

whoever it is, like as much as you want your internal team to have, you know, the end customer as their, as their, you know, as the person they're trying to serve. And it is like in reality, their job depends on them serving you. And so when I had that like it softened me I was like oh I get it like I I feel like the jerk in the situation now because I didn't understand it ahead of time and so I want to show with entrepreneurs because I think for a lot of us you're like me and all your focus

on is the customer you're serving and your team is there killing themselves and you're frustrated why are they working harder why are they doing this stuff why are they don't they see what we're doing like why do they want feedback why do they want me to care you All those kinds of things. It's like, oh, it's because you are their customer. When you start understanding that, you make that little shift. It's like, okay, well now I need to figure out how do I serve them? How do I create a culture where they know that I'm happy with them, that they know that I'm grateful for the things they've done. Just like I'm trying to get a validation from my customer. When they have success and get a hand raised,

that's huge. For my team, when I get my hand raised, when I have success, that's how they win. I have to figure out ways to include them in success. Make them feel happy about the success as opposed to be just hoarding all of the accolades from the end customers. That makes sense? Anyway, it's just a little shift in thinking, a little aha because I think so many of us are great at building our community cultures and we're not that good at building our internal team cultures. That's not all of you. Some of you guys are the opposite. You're amazing. Your team is like the greatest culture of all time. Your people would die for you. They would go to the ends of the

earth for you, right? But maybe you don't have the community culture, right? It's a business. People coming and they're going and buying something and leaving. And so I just want to kind of put that in your mind, that shift in perspective. Because when I had that shift, it was like, oh, I am the customer. I got to change how I'm thinking about things, how I'm doing things.

So anyway, hope that helps. I appreciate you all. Thanks for listening. If you enjoyed this episode of the podcast or any of the episodes of the podcast, please let us know. I'm going to start doing, I think, more long form episodes.

As you can see, if you're watching the video version, I'm in the Napoleon Hill room right now. We just got it decorated. We got microphones. We got speakers. We got a bunch of cool stuff in here. So I'll probably do some more longer-form podcasts and stuff moving forward. But anyway, I'm excited.

There's so many cool things happening. ClickFunnels 2.0 is close. Fun Locking Live 2022, I think, is that the year we're in? All the years are a blur now. It's close. All the things are close. And you're about to see some fun stuff coming from ClickFunnels HQ. So I appreciate you all.

Thanks for hanging out. Thanks for listening. And if I can do anything to help you, please let me know in the, yeah, wherever you can. Take a picture of this, tag me in it, and drop your questions. I'll try to respond to them in future episodes. So thanks again, you guys. Appreciate you all. And we'll talk to you soon. Bye everybody. Thank you for listening to the marketing secrets podcast. If you've loved this episode,

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