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You're listening to the Travis Makes Money podcast presented by gohighlevel.com for a free 30 day trial of the best all in one digital marketing software tool on the planet, just go to gohighlevel.com travis what's going on, everybody? Welcome back to the podcast. Today on the show, it's just me, you and the mic, you know, so sit down, settle back, grab some notes or something. You know, if as long as you're not driving or something like that. Today we're talking about radical responsibility. When I left the world that I grew up in, which was very prescriptive in terms of do this, don't do that, do this, don't do that, it's sort of just like a rule book. When I left that world, I was sort of stuck to my own devices in terms of trying to come up with values that I felt were some things that were really clearly important to me that I felt had merit in the world instead of just accepting whatever beliefs were given to me, which I think is a helpful exercise for literally everybody. If you don't know any of the reasons why you believe what you believe, then chances are they're not your beliefs, they're somebody else's beliefs that they were just passed down to you. Now, a belief being passed down to you does not make that belief an incorrect belief, but it does mean that you should at least interrogate some of those beliefs. And especially if you grew up similar to how I grew up, which is, you know, everything's sort of black and white, there's not really a lot of room for nuance. It's this way or it's that way. It's bad or it's good, good. And then you have sort of a laundry list of things that you perceive as being bad, and then you find yourself judging other people for doing those things, but you can't even clearly articulate why you believe those things are bad things, then probably a good idea to sit down and interrogate what those things are. And I sort of in the Last few years have this running list of values that I hold to and it continually adjusts as I learn new information, as I continue to read other material, or as I experience, experience more things in life. You know, some experiences are life changing enough that they make you take a second look at some of those values, like having kids or starting a business or anything like that. And the one value, there's a couple of them that make every single list. Whenever I start writing out values, there's a couple that make every list. One of them that has been very important for me to internalize is radical responsibility. Taking radical responsibility. And it's probably because I was growing up, I was not this person. I, I wanted people to understand why I took the actions that I took. So whenever I would get in trouble or grown up or I would, somebody would be upset with me about something that I did. My initial gut reaction was to look at all of the circumstances surrounding that situation and start pointing the finger to blame any other of, of the external circumstances that influenced my decision making in that particular so that I could justify my behaviors to the people that I was talking to rather than salvage the relationship, take full responsibility and then learn what I can and move forward. And so I think that's probably why this is one of the ones that makes every list that I start making. But it also, to me is the beginning of becoming the person that you want to become is radical responsibility. And I guess in some way it's sort of self awareness to a certain degree. But, but taking radical responsibility was something that completely changed my life. Because if nothing is ever your fault, then there's no way for you to ever improve. So even if it's something like a client relationship or a business relationship gone bad or, or something in your marriage or a relationship with your kids, if you continuously go on blaming everything else and everybody else, then there's no way for you to improve and actually get the result that you want. And the first time, I think I really realized this frustration of, of trying to train salespeople back when I was doing door to door. And at that time, that was literally what I did. I was, I, I would sell. But then I was also actively always trying to recruit other people to come be on my sales team. And then so I'd recruit them, bring them in, train them up from scratch, and then manage them. And then I get paid overrides on the work that they were doing. So I understood at least one principle of leverage at that point, which is leveraging the work from other people. It Just made sense to me. You know, you could, at some point, you have a limit on your capacity to be able to put more hours in. And the only way that you can extend your ability to make more money, do more business, impact more people, is through the recruitment of other people and retraining and the training of other people. And I remember this one guy in particular who I recruited and trained back when I was doing door to door, and I thought he was going to crush. He came from, I think he was in Best Buy or something, but he worked for, like, an electronics company that had a booth set up in Best Buy. So he was used to, you know, having to start conversations cold. He was like a lead generator for some tech company or something. And I was like, okay, he's a, He's a great communicator. He's. He's, you know, somewhat likable people, you know, he can, he can have good conversations with people. He's not afraid to start the initial contact, which is, you know, that boldness to start the contact is one thing that's required in that type of. In that form of cold selling. So there are several, Several things like that that I was like, oh, man, you're making, you know, I don't know, it was 30 to $40,000 a year or something as like a lead generator in a Best Buy. And I was like, oh, it was for, it was for a phone company. That's what it was. He, he was like a sales guy for a phone company like Sprint or something like that, but he worked inside of Best Buy. And I remember recruiting him, being like, man, if you can. If you're gonna. If you're pulling 30, 40,000 a year there, you could probably pull, you know, 80 to 100,000 doing what we do. So I'll teach you everything. And the first week of training, there was some red flags, unfortunately, because every night when we would come back and sort of debrief from the day like, okay, you, you goose egg today. Which in sales is a. Another way of saying you got zero, right? Zero is a goose egg. So you got a goose egg today. So what do we, what do we do about that? You know what, tell me, tell me about the conversations that were, you know, right there that think you probably could have done better with what happened there. And so he'd start running through the past conversations that he had with people on their doorsteps, and he would say, okay, well, and, you know, then, then they said this. And then I would be like, okay, great. So instead of saying, what you said, you know, try this next time. And I was like, and I would give him, you know, scripts for overcoming these objections and getting to the sale. And every time without fail, he would immediately say something like, well, I said, I said something really close to that. But like they just, they weren't, they weren't a buy. You know, they, they weren't going to buy regardless of what I said. And it's like, look, I understand that that is absolutely true in sales. Nobody closes 100% of the deals that, that, that they're going after. And sometimes people are unclosable and that is a fact and it's a reality. But you can't, it's the weirdest things as a salesperson because you can't buy into that during the conversation. You have to have this delusional belief that every person you talk to is closable or else you're going to take the easy way out in the conversation like this guy was doing and assume that they' and then, and then not do the work of overcoming objections and not do the work of asking more questions and furthering the conversation and then eventually getting to, to a deal. So every time we had a conversation about like, well, why didn't you say this or you should have said this or next time try this, it was always met with, well, I can't because of this. Well, I, I said something similar to that but they weren't going to do this. And after the 1st.
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Just like three or four days of doing that. I started getting this like sinking feeling. It was like, man, I had high hopes for this person. But they are never willing to take responsibility for losing the deal. They always have something else to blame it on. And I immediately had this realization that there are, that, that I used to think before that it was like, well, there's producers and then there's people who aren't producers. But then I sort of adopted this belief that it was like, they're, everybody produces. You're just, you're just either producing results or you're producing excuses. And the person who produces excuses will never be able to get better because in his mind he thought he had done everything. There was nothing else that he could have done better. So why try to do better? Because, you know, you mentioned this new script. Well, I tried something similar to that. Said like, it just wasn't going to work for this person. Long story short, he didn't end up making it for like a month. You know, he was gone before, before months end, which is pretty typical in 100 commission door to door. Like if you're not popping a deal here and there and very early on, you're probably not going to stick around for, for very long. But I, I felt bad in this particular situation because he had like a wife and kids and he quit his job to come do this and so he had to go like, get other work. But I remember that sticking with me because I was just like, man, if you would just take some version of responsibility for this, to say that, like, yeah, I could better. Okay, well, I, I said something similar to that. But then he said this. What would you say there? He was not willing to learn from the previous mistakes because he was not willing to accept the idea that he potentially did something incorrect. Now, some of that might have had to do with the fact that he was like 38 and I was 23. And maybe he just didn't want to take advice from me, even though I was like top producer in the company. But he just had this aversion to taking responsibility for it. And that was a big learning experience for me to go through because I started looking at some of the things that I was doing and thinking like, there, there, there have been situations where I'm not taking responsibility for my part in this thing. And my, my initial gut reaction is just to point the finger and start looking for other things to blame. The environment, the people, you name it. Whatever, whatever I could, whatever I could do to, to, to remove the responsibility from my psyche and put it on these other things. And I understand the urge because blame feels good. Blaming other people for your circumstances feels really good. Gives you all the, all the excuses that you need to not show up as the person that you know you need to show up as. And then it turns into dangerous beliefs, though, because again, there's no way for you to actually improve and become the person that you're trying to become. So if you're going to fault to one side or the other. I would way rather that's why I use the term radical responsibility, because there's been a bunch of times where I've taken responsibility for things that I genuinely felt I had zero reason to take any of the responsibility for what had happened, whether it was like a, you know, a client relationship or something went bad or something like that. There, there's been several situations where I was like, I don't feel like I did anything wrong here. I feel like I explained everything 10 times to this person. They still didn't get it. You know, I tried to get ahead of this beforehand, but when I have the conversation with the person, it's like, look, I take responsibility for this thing going this certain direction. Maybe we can, you know, figure something out, figure something else out in the future. But that, that responsibility gives you the power back. It gives you a sense of control that you don't have when you're just blaming everybody else. And especially if you're in a leadership position. And we've had to deal with this to, in a small degree with our Acai bowl store because most of the people that work there are, you know, 17, 16, 18. It's like a first job for them. And they're very, very new to the concept of being an adult and taking responsibility for your actions. You know, most kids growing up like that is like they have siblings and the initial response is to blame it on their siblings. So they get into their first ever work environment and their initial response is to blame this on this other person or blame this on this other person, or say this person is not doing their job properly. And it's like, okay, well what could you have done in order to make that person understand what their job was? Do, do you think that you could have prevented this thing from happening? And, and the initial. And it's always funny because like the first reaction is always just like, well, it's on them. Like, I, I didn't do anything. It's like, I know you didn't do any. Maybe you could have done something that would have prevented this thing from happening. And if. And the, the again, the filter for what, for internalizing beliefs for me is like, does it harm other people? And is it useful to me? So even if it's not true that it was your fault or that it was your responsibility, even if that is not true, more times than not, it is much more beneficial to accept the responsibility because of the control that it gives back to you in that situation. So blame feels really good. But it also destroys all agency. It destroys your power to change anything. Because all of a sudden you're categorizing all of these things as things that are outside of your control. And if everything is outside of your control, then your success is completely left up to chance. There's nothing that you can do to effect change to get you to the point where you're actually going to be successful. So accepting the responsibility allows you to take a bunch of stuff that would normally be outside of your control and puts it within your control. Now again, that does not necessarily mean that you have a hundred percent control over all of these things, because sometimes you don't. But the belief that you do allows you to be able to then formulate solutions to help prevent these problems. And you're going to be able to tackle way more problems than somebody else. So another example from the door to door industry was that I trained this guy one time who I did not think was going to be very good and ended up being a killer. But it was because of this one thing. Because every time we do a debrief off of the doors, you know, he didn't have a ton of natural, you know, charismatic ability to communicate. You know, wasn't like that. You know, it just wasn't the caricature of somebody who you thought would be super successful in that field. But what we did have was the ability to, to take radical responsibility, learn from his mistakes, and bring more things within his power to control the outcome. And given enough time, that person will always, always, always, always, always, always win because they are actually willing to look in the mirror and say, I did not do this thing correctly. This was not outside of my control. I could have said this better. Maybe my tonality was off. Maybe it was the way that I was standing. Maybe it was the question that I asked, what can I possibly do better so that next time I have a little bit more control over the outcome of the situation than time. And that can be the difference between making it and not making it. Because if you take your sales rate, your, your close rate from 18 to, to 26%, that additional 8% could be the difference between making 35, 000 a year, 100 commission versus $120,000 a year, or some version of that at least. And then, and then again, trading at Schwab is now powered by Ameritrade, giving you even more specialized support than ever before, like access to the trade desk. Our team of passionate traders ready to tackle anything from the most complex trading questions to a Simple strategy Gut check Need assistance?
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you the ability to then look back on the progress that has been made in that time period and then go, okay, I started here. Now I took all, I took responsibility, radical responsibility for all these things that happened in the meantime. Now I'm here, I've actually made some improvement. Now I'm getting more deals closed. And then you, then you've internalized the belief that this is 100% within my control to affect the outcome here. Now I can then get even better at this thing. But if you start from the get go of just saying like, ah, it's not my fault and you start blaming everything on everybody else, you'll, you'll never get the power to be able to change anything about yourself. And then you end up in the same position in 10 years from now to the one that you're in right now. So the question then becomes, is like, would you rather be right or would you rather be successful? It's like if you, if you're, you're blaming everything on everybody else, you're, you're seeking the validation that you are correct rather than seeking validation that you're incorrect. But being incorrect in this context is good news because especially you're starting from scratch. You are not good. You're going to suck even. It's creating content, it's sales, it's business, it's making extra money, whatever it is. If you're just starting in something you can't expect to be awesome. And if you're looking for all the reasons why it's everybody else's fault, then, then you just start internalizing belief that like, okay, well I'm just not good at this thing. Yeah, I just, I just can't do this. And it's not a factor of whether or not you can or can't do it. It's the belief that you can or can't do it. And then you confirm that belief by just blaming your lack of results on everything else or everybody else, and then you're not able to improve ever. So radical responsibility for me. And, and I know that a lot of things, A lot of things in life feel like it feels unfair that you have to take responsibility for those things. But again, what's the, what's the desired outcome? Because radical responsibility is always a better path forward for actually being able to change the outcome at the end of the day. And if you just keep blaming everything on everybody else, you're never going to get to step one, which is the improvement, the ability to change yourself and actually achieve the things that you want to achieve. So nobody is coming to save you. You. And that is good news. That that's ultimately what it is. It's like you think it's bad news. It's not. It's good news. And by the way, real quick, before we wrap this up, fault and responsibility, to me are two sort of separate things. Just because something is not your fault does not mean that it is not your responsibility, because there's a lot of external life circumstances that suck. That is absolutely nobody's fault. It is just a factor of being alive. And sometimes things happen. And. But hey, look, that's not, that's maybe not your fault that you got cancer when you didn't, you know, you didn't feel like you were living an unhealthy lifestyle or you're a young person or, you know, insert, insert circumstance here. But it has become your responsibility. It's your responsibility to then set up your life in a way that might feel a little bit uncomfortable but is probably better for somebody who has cancer. You know, and I understand, like, I understand that that's a difficult belief to internalize. And it's. Something may not be your fault, but. But it is 100% your responsibility. And, you know, you can't control the cards that you get dealt, but you can control how you play those cards. And the only path forward is to take the responsibility to say these. Regardless of. Regardless of how I got these cards, they are the cards that I have. Therefore, it is my responsibility to play them to the best of my ability. And that is the only path forward that can actually affect true change and get you to the success that you really want to get to. So nobody's coming. That's good news. Blame feels good. Responsibility produces good. It's a big difference. Blame feels good. Responsibility produces good. So would you rather feel better about your failure, or would you rather learn from the failure and achieve success? So take radical responsibility. It is the cheat code to improving at whatever you want to improve at in life. That's it for today's episode. Thanks for tuning in. Catch you in the next one. Peace.
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