The Entrepreneurs Radio Show 010 Jeffrey Bell

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Copyright © 2012, 2013 The Entrepreneur‟s Radio Show Page 1 of 23

EPISODE #10: JEFFREY BELL

Introduction: You‟re listening to Diamonds in Your Own Backyard. The business owner‟s guide to

discovering success, wealth, and happiness within your own business where each week you‟ll hear

inspirational stories, strategies, and inside secrets of some of the most powerful small business owners

themselves, and now here is your host Travis Lane Jenkins and Sandra Champlain.

Jeffrey Bell

Travis: Hey it‟s Travis lane Jenkins here.

Sandra: And this is Sandra Champlain here, and we would like welcome you to Diamonds in Your Own

Backyard.

Travis: You scared me there for a minute. I was wondering if you were there.

Travis: What were you saying? You we‟re welcoming us to where?

Sandra: Well, to our fabulous show Diamonds in Your Own Backyard, hosted by the incredible Travis

Lane Jenkins and Sandra Champlain, Hi Travis.

Travis: Travis Lane Jenkins is stepping all over you. I‟m sorry about that. I‟m just...

Sandra: You always do.

Travis: I know, it‟s not on purpose. I‟m just excited, we‟ve been talking to Jeff Belle and this guy is a

superstar now of course you have been friends with him for a long time and I just met him but he‟s a

very impressive guy. Tell me and tell everybody else the details about Jeff.

Sandra: Oh, this magnificent man. I was going to tease you first of all, for jumping all over me because

I was going to say you had too much caffeine and that would have been the perfect segue into one of

the businesses Jeff has.

Travis: I‟ve ruined it, didn‟t I?

Sandra: You did.

Travis: I‟m sorry. Shall we start all over?




Sandra: No. Okay we have with us today everybody Jeff Belle and this fabulous man is the president

and principal owner of Behind The Scenes Management Incorporated. Jeff is someone who owns

several of the franchises called Tim Hortons and if ever you have been to Canada and some places

around the United States you know that this is a franchise that is incredible, coffee, sandwiches,

doughnuts, goodies, I mean just one of my favourites every time I get an opportunity to go to Canada I

always bring some back with me. So that‟s one of his things. Jeff will tell us more, I know he is a

Franklin Coffee Trained facilitator, I know his management company helps small businesses and

franchises to succeed and be profitable. I know he spent 35 years in the hospitality business. I know

there‟s much more things that this entrepreneur has under his belt that I haven‟t even touch on. So it‟s

my warm and it‟s a pleasure to welcome Jeffrey Belle. Thanks Jeff for being on our show today.

Jeff: Oh, my pleasure thank you very much, and wonderful introduction although Travis was a bit

stepping on you, I bet you got a music and he tripped it.

Sandra. I know, he does it all the time, and then what he‟ll take over the interview.

Travis: Yeah, even when I‟m out of line. I‟m rowdy like that. It‟s just I get rowdy when I get excited. So

tell me more, what is the Tim Horton‟s?

Sandra: Behind the Scenes Management.

Jeff: It was pointed out was we‟re a management company in sport, helping people with their

businesses, specifically franchise mostly up in the hospitality industry and we all cooperate, she pointed

out nice Tim Horton‟s locations up here in Canada which are basically owned, the franchises are

owned by my father-in-law and my wife. He‟s pretty much been out of the picture for a long time and

he‟s retired and enjoying in Italy and we basically look after the day to day operations we have a team

of great leaders that are looking after that business. And it freaks me up to do other things as well as I

am obviously in the restaurant family but also allows me to do the things like a training and

development, with Stephen Covey, teaching leaders, giving some skills, we teach all our leaders all the

courses that Covey has to offer that apply to our world. We have a lot of wonderful courses for that. So

we do a lot of that. And then on the other side which is when I originally met Sandra and doing the

support for people wanted to give in to that, tell them internet marketing or whatever business that

might be called but that‟s how Sandra and I originally met.

Travis: Sandra, are you there?

Sandra: I‟m here. I‟m waiting for you to jump in.

Travis: Oh, well now I‟m trying to stay out of the way. Okay. There are so many directions to go here.

Travis: What is the Tim Horton‟s?




Jeff: The Tim Horton‟s is an icon for Canada. It is a business it started way back by a hockey player

named Tim Horton‟s who played first from Italy and so on and so forth. And he loved the idea of

doughnuts and coffee and the whole concept and he started the business. And then unfortunately a few

years into it he got in a car accident that‟s way back when a game he was playing in Buffalo. Honestly,

back to Hamilton and lost his life but prior to that he had been working with a gentlemen by the name

Ron Joyce who started working with him about franchising the concept which he thought which is a

great idea and we need to get multiple locations going. He took it from the ground. And Ron, same

thing with Tim Horton‟s came with a concept of the doughnuts chain, doughnuts and coffee at that time

and Ron Joyce is really one who built the business and took it to the level that it‟s at now. It‟s an

amazing business to work in because prior to being with this industry, being with Tim Horton I had been

in full service in restaurants and bars and stuff like that, and Tim Horton‟s is unlike any other QSR

business, quick service restaurant business because the customers that come in to that visit that

location keeping ownership of that location similar to like your local bar. There are regulars there. The

bartenders give you a drink they think it‟s exactly the same thing for Tim Horton. There‟s a lot of

regulars there they treat it as their Tim Horton‟s. They have a lot of ownership in the restaurant and

there‟s a great relationship that built between the two and when we are serving in our locations, on

average each location has 2500 transactions a day. That‟s a lot of people coming in and it does really

need to see that it‟s not like your typical same McDonalds‟. People come into a Tim Horton‟s to be part

of the environment, to be part of the interaction with the team members, that they‟re there. It‟s like

coming in and visiting a friend and sit down have a coffee visit some friends, brought some or other

ones are already in there. It‟s a great business to own because of that.

Travis: So it‟s a destination a lot like the Starbucks concept where they want you to come and hang

out, right?

Jeff: Yeah, without being mean and being pretentious.

Travis: Right.

Travis: More inviting?

Jeff: More friendly, yeah. There‟s no, you‟re not having though we do sell a lot and going to a big seller

for us. It‟s more just a meeting of friends, if you‟re coming like kids coming in and doing their homework

on their laptops in their wifi in the restaurant. We have family people coming in with somebody else‟s

family members. It‟s so beautiful to watch. And you walk to the lobby and part of me I just get in and

talk to the team because I am interacting with all the guests in the lobby and talking them all. It‟s for

someone who really like people it‟s a great business.

Travis: Wow that sounds fascinating!




Sandra: And I can vouch for the level of service and quality because I have travelled a lot in Canada

and even though I am American, were here in Tim Horton‟s it‟s like you got to stop. Oh you got to stop,

you got to stop. And really like I never thought about it the way you just said it Jeff but everyone I feel

welcomed and at homed in and has the quality of the food because it‟s not just doughnuts and coffee,

it‟s now sandwiches and desserts and things like that, it‟s really exceptional. I am happy that there are

so many Tim Horton‟s franchises now in the States and so, yeah.

Jeff: I think the important thing is what we did and what works well, when we started talking with Travis,

early in the conversation once, yeah it takes that moment or attitude that you normally don‟t have in a

very sterile franchise environment, where sterile in the sense that it‟s cookie cutter, it looks the same

way, the systems are the same and all that, this is about that a warm feeling because of the personal

touch. Because of the brain and the way it‟s marketed, they are all true story advertising, it‟s not like

pushing the products as much as that whole experience itself you know at point in your life, you are

going to watch your son start playing hockey at the Tim Horton‟s in your hand, I shall watch and then

play hockey, three generations grandfather‟s there, the sons are there, the grandson‟s are there,

everything‟s going to be around that world.

Travis: So they create raving fans. Right?

Jeff: Oh, hugely raving fans, absolutely.

Travis: And so well, that‟s fascinating because the business growth will feel itself when you have raving

fans like that.

Jeff: Absolutely.

Travis: So you know one of the things you and I talk about is that you said when you build a Tim

Horton‟s they will come, right?

Jeff: Exactly.

Travis: And this is why.

Jeff: Yeah.

Travis: It‟s a destination, it feels like it‟s an extension of their own personal environment and also a

place to go and I guess networking and socialize with other people, right?

Jeff: Exactly. Whereas a lot of the other ones, before I was a doing my medicine company full time and

being involved in the Tim Horton‟s which I have been doing for 11, almost 12 years now. I headed up

King Coast which is now FedEx or something in it, each end of it, so I headed that up, prior to that I




headed up Taco Bell for Canada, so in the whole 90s during that needs in 98 I was in charge of

operations training and the development of the brand in Canada. But we never had... we had regulars

who came in a lot, but we never had that feeling that I miss from the bar business and when I got back.

When I started in the Tim Horton‟s, ah! This is the piece that I was missing. I‟m back on the ground

level instead of up in the corporate office adding no value at all. When I‟m on the floor it‟s a team and

that‟s my life that‟s what I love to live.

Travis: Well you know, I feel like I‟ve shorted myself because I have been to Canada several times and

I have seen those stores and I‟ve never gone in, and so I‟m wishing ahead now. Because I love a

business that has their act together like that. We have one here that is kind of close to that. The head

raving fans as not as much as a social environment but it‟s called Buckee‟s have you ever heard of it.

Jeff: I‟m not sure what state.

Travis: In Texas.

Jeff: In Texas, okay, No.

Travis: And they make a lot of their own products, and so it‟s brilliant and own several verticals and

they have raving fans because they strategically put their stores between Houston and Dallas, between

Houston and San Antonio, Houston and Austin, and so everyone waits to go to make a pit stop, go to

the bathroom, gas up, and everything. Because they have their store concept down so clean and so

perfect that everyone wants to shop there. The bathrooms are something that you almost see in a

palace. They‟re beautiful and they‟re immaculate all the time and their service is incredible. They‟ve

created incredible raving fans that way so it sounds along the lines of what you are describing at Tim

Horton‟s, right?

Jeff: Yeah, well absolutely. Any time getting kind of where I found my home with looking after and

helping support this business was everything that I did personally whenever I worked at any business

that I had in the past. So we talked about like that „Mom and Pop‟ mentality in their business out there.

The brand is them and you know what a lot of people do on a franchise their idea. Or the business that

continue existing and doing right now. And it‟s funny, I talked with a gentleman who has a restaurant

and they do this Italian sandwiches and he wanted to add more locations. And I said, you got to

understand that your business is successful not just because of those sandwiches not because of the

court. The business is successful because of the people, you‟re daughter in law. All these people are

components of personalities in this whole experience as guest hasn‟t come in to buy your sandwich.

The sandwiches were good but you couldn‟t just go out and replicate the concept and expect the same

level of success. A lot of times they try to talk people out of selling a franchise because it was ruined

but it failed.




Travis: So how do you, I would assume with your background that you‟re a big systems type person is

that right?

Jeff: Yes, I‟m an incredibly big systems person. Yes.

Travis: So ultimately meaning that you‟re big on systemizing everything. How do you teach, were

talking to business owners right now, how do you teach soft skills like that? What you talked about,

what you just listed as an example was the owner and his wife and family, they‟ve got this set of soft

skills of being able to charm people and make them feel special and that‟s not a system that‟s a skill

set. How do you teach people that aren‟t owners to act that way or can you?

Jeff: I don‟t know if you can. I mean, in my experience, I have seen when I first came into the Tim

Horton‟s for example, my wife was running 2 locations the 3rd location being run by somebody else and

I was asked by my wife and by Tim Horton‟s the corporate side to help that 3rd person wasn‟t

performing very well but wasn‟t being led by anyway, and coming into it good as going into a

turnaround situation and try to bring it back the other way. I don‟t have a problem with that maybe

basically; you put a management agreement in for all 3 locations at the time and started working on the

systems first. Are the systems in place and everything else? So systems are definitely the key, there‟s

no question about it. The better the system the more safety nets you have the more tools available to

you. Those are wonderful things. Back to those times she never had the systems. My curiosity when I

talk to people in our location whatever, standards are there for a reason. They were developed over

years of experiencing better ways to do things and it‟s not that we can be better than the standards but

we don‟t go below that standard because it‟s been there and developed because of a need for it. So

let‟s not negotiate those standards are non-negotiable. So the fact says, how can you make them

better? And how you can deliver them, you don‟t try; don‟t try to reinvent the wheel, its working now. A

lot of people try to reinvent it but they don‟t know the reason why it is a standard. So we spend a lot of

time either teaching them how to coach people. When you‟re talking to a 15 year old kid or a person

who‟s never into this business coming in to the business, and you‟re saying we can‟t do it that way,

your standard never exist. Well how much ownership is that to someone who is just learning how to do

it? But have that standard when there is still a lot of other team members maybe shortcut with standard

and slowly been there for a while. Well it‟s not really a sacred cow, not a standard it can‟t be negotiated.

It‟s been negotiated all the time. So I guess I can too, but if a leader goes like let me tell you for

example at Tim Horton‟s, whatever standards is, when you brew a cup of coffee and it takes 20 minutes

from the time the packaged is open, and put into the filter you‟ve got 20 minutes before that product

coffee has to be thrown away. And it‟s not because after 20 minutes of coffee goes rancid or

something, it‟s through caffeine, and research, and you name it they‟ve realized the golden theory there

is 20 minutes. Anything more at the temperature it‟s being held at, the way they blended the beans, to

how the bag is vacuum sealed, to the water that comes down through it and the temperature of that




water, if everything is there and being done properly, 20 minutes is the ideal time for that coffee. After

that it will be somebody else‟s type of coffee not ours. We‟re really strong on 20 minutes and that pot is

up, whether we used it up or not.

Jeff: And so if you explain to your team member and say the first thing which is our standard is 20

minutes don‟t exceed, 10 minutes old pack in a 20 minute time. And you ask some team member why

did you not do anything about it? Oh yeah I miss it, no big deal. Because they were taught in the first

place why it is the standard, why it is important. So when we teach people that we feel better about

their reasoning, they can read in their head about it now, right? It‟s not just because my boss told me

this 20 minutes, it‟s because somebody took the time to explain it to me so you have better

understanding of it, it‟s about the quality, it‟s about the brand, it‟s about what we started before when

we first started this restaurant 45 years ago, it what made us strong, it‟s a coffee that takes only 20

minutes. So there‟s a story behind every standard, there‟s a better chance people will embrace it.

Travis: Good stuff. We are talking about the process for coffee right now but we are also talking about

process, excuse me, for answering the phone, for qualifying the lead, and now of course it varies with

each industry that you are in, but I just want to draw the parallel that we are using coffee as an

example. But when I go in and look at businesses I look in at how they qualify the lead. A lot of people

don‟t know that the effectiveness of the lead drops by 15 minutes after the first 5 minutes. So they don‟t

have urgency in calling someone back in a service based business. So systems are critical part of

providing a high level of service and a consistent service. If you go to Tim Horton‟s on one end of

Canada versus the other end of Canada, the coffee should taste the same; the sandwich should taste

the same. Right?

Jeff: That‟s the ultimate plan but unfortunately the water tables have different levels of calcium and

everything else. So, there is a tendency in coffee in what you are saying in truth is yes. A coffee should

taste the same in one country to the other, a doughnut, a bagel, a sandwich, there is no surprise you

came and this is what you expect, you got what you expected.

Travis: Right, right. At least controlling what you can‟t control, right?

Jeff: Exactly. And pretty much the mantra of everything you know the biggest variable in anything is the

people and the choice they make.

Travis: Right.

Travis: So is that what transition you into the other aspect of your business, your career, half?

Jeff: Yeah, yeah. I am. I mean, I‟ve got a passion for being the best I can be doing whatever I do, and

being realistic to realize that I can go on and try to be and I often work in progress. And I want people to




realize when working in a new; just have to be the best. One of the things I think about when I talk

about leader‟s being promoted, I used to work to a leader versus manager they can both add semantics

I know but I believe you probably heard the terminology “You manage things, you lead people.” You

can manage like a toaster or whatever, I mean it doesn‟t think it just operates, it does what it‟s done,

and sometimes it breaks. And when leaders, when managers manage people that way, then that‟s all

they will give you the bulk of quality of the toaster, and it will break periodically, and you fix it and

eventually you throw it away. A lot of people run the business that way. And then they realize that when

you are in the leadership role, you are really influencing coaching, you are not managing the business

per say, you are really kind of leading a team of people that are managing the business for you. So on

any given day like in our restaurant, we will have 15-16 people on the shift, and one or two leaders on

maybe three maybe four depending on the day, their main job is to coach and guide their team, the

team‟s main job is to deliver the standards. So the leader‟s job is to coach and then ensure that they

are following standards and not try to catch them not doing it but catch them maybe bending the rules a

bit or whatever, again coaching them and reinforcing them or helping them or removing their

bottlenecks or whatever. But their job truly is to help these people see their potential. They are the ones

who control our food cost, they are the ones looking at and control our labor, they are the ones who

control our R&M or fair maintenance expenses, they control the quality or the consistency of the

machine if it‟s working or not working and how well they are looking after them. We as leaders can‟t do

all that as we try to. And I find a lot of people in the higher management role they think they have done

some superhero, and they got the cape on and just stop and check just around the world and chill off all

the bad people, and make the world a better place that‟s not what your job is, your job is a consultant,

your job is a supporter, your job is a mom or a dad, it‟s not to manage people. People don‟t want to be

managed, people want to do their job, just show me what to do and I will do it. There are some people

said yes, they want to be managed but not my business I don‟t want them there because they are not

going to help grow my business.

Travis: Good stuff, great insights. Sandra you want to jump in?

Sandra: Well, I‟m just thinking about everything just up to, and I want to hear more about your passion

and if, who are you for I don‟t want to say for the planet, but you are up to so many things like when you

get out of the bed in the morning what drives you, which aspect of all the things you are up and then

maybe several that really make you want to put your best foot forward and give you the most joy and

pleasure. Some may not even be business, maybe some personal giving that you are doing, or making

a difference somewhere else but you are up to a lot of things, I want to know.

Jeff: Yeah, I get bored really easily and I think that‟s the problem. It‟s not that I get bored and I keep it

up and I walk away from it, I just get bored with that current situation if it‟s is now becoming okay to get

it, to understand it, it‟s not more of a challenge there then I look at other things that kind of keep myself




interested. And so I think that is probably when I wake up, if I don‟t wake up in the morning going, okay

what can I do today to make a difference, then I think maybe I should go back to sleep and then give

myself an hour and then come back awake and then stay awake what going to make a difference.

Because I really...

Sandra: If you can‟t stop up making difference, what difference with people you serve but I know there

is more.

Jeff: Well, basically anything I do, right? Anything that I do in life I try to make a difference. If I have an

opportunity to interact with someone and learn who they are, what they are all about, I never really get

to the point where I try to figure out what‟s their challengers are? One of my greatest opportunity that if

they changed enough to be a good listener. I mean, it‟s one of hardest thing anybody to do because it

takes so much energy to truly act that we listen to someone. I would like to find out what‟s going on with

people‟s lives and then kind of listen to what they are talking about and see if I provide some ideas on

how to keep their lives a bit more in balance. People like to hold on to issues too much. And as a leader

you hone those skills for years when you are leading people, you‟ve got all diverse personalities, you

got to be a psychologist half of the time, in the restaurant business you are always been worried

probably in all businesses really. You are constantly being a psychologist, you are constantly talk to the

people, like figuring some who says “I hate my job” and 9 out of 10 people inevitably want to join in

yeah the boss sucks, their boss sucks too. And I am the one of those people that will be in the middle

like then why are you here? Well, I need a job. But you are not happy. Obviously you are not happy.

Why you are not looking for something better? Well this is good. Hey, then don‟t complain about it, look

at the good things about it. Why put out there, you should think of the secret, don‟t protect the hunter

because this will just continue to happen, right? And above the things put out the abundance mentality

but think about the things that you do well that you enjoyed doing. And then try them to be part of your

life more time does that. You can find a job that would actually give you that dealing that you like about

life, and then there are all sorts of things you can do to make your life better. It just drives me crazy, two

things drives me crazy, negativity about “oh, woe is me” because they don‟t want to fix it by themselves,

because they don‟t listen to anybody else that wants to help them. The other one is being accepted to

being mediocre, the mediocrity of life, and the status quo which is just fine for me. And of course I don‟t

want to impose the fact that it is not fine for me if the person is quite being happy being a toaster, I

quote that you are put into this planet with more value than just being a toaster. There are things you

can do to add value to this great world. Not tap into that? Why not just dig down deeper and find out

what it is and do it. I mean that‟s what the biggest mistakes I have in my business is when my leaders,

because it isn‟t quite volume business or not busy or anything else, there is a tendency for them to slip

into the mediocre stage, where there is just so much going on and it‟s almost sucked them into status

quo, it‟s not really bad, but it‟s not getting any better. It‟s a slippery slope, you start sliding down it, it‟s

like you lose a lot of weight, and then you go “I did a great job they look great” and then you start and




you start sliding when you were eating you lost all that weight and you start doing a bit more and then a

bit more, and all of a sudden 40 pounds came out of nowhere where the heck is that coming from. You

change your behaviour, you slip down that slope and you got back to other rest again. That‟s what I

really look for everyday when I visit my businesses is to look at, are we making a difference, are we

trying to be better, are we raising that bar, or are we accepting mediocrity and then I push it back to

bringing both choices, when somebody whines about the situation there in and bear in mind that

making a generalization here, but 9 out of 10 they made a choice to be there in that situation. And it is

important for them to realize that they can make a choice to get out of that situation. And it doesn‟t

mean if you don‟t like your job you leave your job, but maybe there is a problem in the business or in

that job you may not like. Have you ever talk with anybody about it? Have you ever thrown your own

ideas and who knows he won‟t listen? How do you know he won‟t listen? So going through all those

kinds of things, so I think the whole point of don‟t slip into status quo, mediocrity, it‟s in my shared

values behind my scenes management. We do not like to mediocrity in anything we stand for, we do

not allow that whole corporate climbing, tell me what I want to hear, I don‟t want to be told what I want

to hear.

Travis: Yeah right, right.

Jeff: Don‟t do that it drives me crazy. I have one man who‟s doing that all the time and I said to him it‟s

not making me feel any better for you and tell me what you think I want to hear. I‟d rather you probably

tell me the worst case scenario, so I can help you get pass that. I love the challenge; don‟t tell me what

I want to hear. When I was in the corporate world, I saw so many people climb into any business

obviously but getting into the positions where you knew they could be inside your head or how the heck

could I get here, I hope nobody catches me, I don‟t deserve to be in this position, I don‟t even qualify for

it. But because you knew somebody and you knew how to snoop or whatever case it will be, they‟ve

gotten to that role and you are so afraid to get caught up that you are searching of a lot more basically

autocratic behaviour from most people because you don‟t want to be caught in. More of the other

mindset, we will set a meeting with my leaders, and we tell me two great things about that individual,

and then tell us something that you need to work up. And then they are going to start with me. So they

got to ask to me, they have to ask to their supervisor, they have to go with themselves, they have to go

to their peer group. And you want to talk about putting egos on that side of the door and this is a hard

stuff to deal with. And a lot of people can‟t work in the team because they behave that way, you are

completely honest. Completely honest on how we feel about each other, how are we performing and

how we could be better.

Travis: Yeah. I have experienced that in corporate environment and it‟s frustrating for me. Because, I

feel like I have a pretty large vocabulary and the corporate speak becomes dizzying at times because




they manage to say 3 or 4 sentences without really saying anything at all. A lot of it is a show game,

right?

Jeff: Yeah, absolutely.

Travis: And it just baffles me, so that is one of the things that‟s frustrating about a corporate mindset. I

love your concept of leading with positive and then give some feedback. I just recently joined a group

and they do critics in the group and all the critics right now are nothing but positive, and nobody given

any feedback or opportunities for improvement, and if you‟re feeling me because I am new to the group.

And I want to scream, where‟s the critic? Where‟s the atmosphere?

Jeff: And that‟s the thing about me, I mean I like that in life I like to freshen everything up. I like to point

out being the smart ass that I am, or sarcastic person that I am or whatever you want to put into the

answer or feed into the group the appropriate words or inappropriate depending on, everyone is already

thinking it. Everyone is probably even talking about it, so let‟s just put it on the table.

Travis: Yeah.

Jeff: Because if you catch the key that they‟re just speaking idly for no apparent reason maybe just

want to join in and the people that truly have some factual basis behind it will be able to actually be able

to bring up the reason that‟s why they think this person isn‟t too good at this area. We talked about

using the right words like areas of opportunities and in the corporate world we talk about that all the

time, and I hate the words weakness and attitude. I hate those two words as well, there‟s no weakness

and there‟s negative things it‟s more of an opportunity if that they can get better. It doesn‟t mean they‟re

going to be super at it, but weakness says that you‟re not going to be good at it. I have a weakness to

being a brain surgeon, but then I‟ve never been trained on how to do it maybe I could be an OK brain

surgeon but probably not a great one and it‟s the same thing with that puts me in a bad attitude. Well,

what the heck is a bad attitude? Well, it‟s a combination of different behaviours. Let‟s be more specific,

what thing do they do that give you an impression that they have that bad attitude and they kind of work

their way down to getting to the root cause of why they feel that way then when do those around the

ring thing. We say that kind of stuff, we quadrant rank our team all the time, and so there‟s quadrant

ranking of people who are new in position. We have people that for lack of better words “status quo”

their doing their job, their doing a good job, they‟re doing what they‟re brought on to do. Then we have

people who are really high performers and their doing their job and a little bit more. And then we have

people in the low quadrant, basically know how to do the job but choose not to do it and every team,

every restaurant goes through with their leadership team. They all individually do a quadrant ranking in

everyone on the team. So that can be anywhere from 40 to 80 people depending on the restaurant, and

then they come to the meeting every week. Once a month they do the quadrant ranking though and we

basically talk it out. We talk about the people that are the high performers because those are actually




the leaders. There are also job profiles for new hires. So for hiring new people their basic skill sets

should be tapped at characteristics with high performance whether you keep on raising that bar and

raising a huge strength. But the people in the low quadrant that are performing but know how to just

choosing not to. We need to have a discussion with those people because they‟re like holding it back

and they better not be there next month. They either be better be able to move back up in the team or

they better have been moved out. Because in my opinion they are almost like can‟t performing. If you

do not get rid of it, it‟s going to spread.

Travis: 100%

Jeff: Yeah, so we try to nip that stuff in the back very quickly because we don‟t want to create more of

a problem. We have a lot of things to do. It creates problems for you, so we need to focus on that as

well.

Travis: Yeah, the rotten apple, right?

Jeff: Exactly

Travis: The apple that rots the whole bunch. So you have to very careful about that. As a young man I

was taught the meaning of average and it offended me once they taught me this, and it really did me

service and so I just started out in sales and my sales manager said “Travis average means you‟re

either the worst of the best or you‟re the best of the worst.” That offended me because I don‟t like either

one of those, and it propelled me so I always have the desire to be well above, I want to be the best at

what I do. And so that‟s the fuel for me working when other people aren‟t. Putting that time in going the

extra mile, that motivates me and so it really makes sense to me when we teach people the process.

Not only teach the process, but teach them why. Because once they understand why, then they can get

their hands around it and own it and not doubt anymore.

Jeff: Exactly. Once you coaching someone, being that training background and all that kind of stuff you

use a lot of effective communication tools such as, „the what‟ and „the why‟ and what happens why.

What we got in, what you said, and why you said it. What you could have said basically, and why I think

saying it differently why we should do it this way. And it‟s really used to open up conversations back

and forth instead of judgement. So very, very good stuff if you don‟t have the capability to interact with

another human, you should not be in a leadership role. Now if you‟re in a management role in finance,

yeah it‟s a different world right? Because you‟re managing numbers you‟re not managing people per

say. You‟re managing people but you‟re managing numbers. I know a certain type of an individual that

loves numbers and loves that world and they‟re not totally the greatest people to throw a cocktail party

with. Not to make a generalization of accounts are boring but there‟s that type of dynamics, right?

That‟s the type of individual. And there are the people with the personality so that if you don‟t belong in




accounting you‟re just looking for something new. I like to make fun in the people in accounting as long

as they make my pay check and everyone happy.

Travis: Right.

Jeff: When I saw people getting into this whole world of I know victory and when I was comfortable at

the end of the 90s, we have franchised off a 140 locations and when I started, we started the 20

locations, so I basically I have been a big player in developing 120 additional locations over that 5 year

period. But when if we talk about what started Pepsi Co. and went off their own tripod they carry the 4

and a half billion dollars deck loan so they got sued and paid that loan back and the quickest way is to

franchise all corporate stores and all these people who have worked for us for so many years were

basically being kicked from the curb people who had true ownership of the business tried treating it

their own because that was the culture of how we did things in business and we‟re basically losing a lot

of friends and family as they got packaged. It was a hard world to go through as we did all that change

but that‟s kind of the way they want to approach it or the way they even approach it because they were

carrying a huge debt load but during that process a lot of coaching I had to do with the individuals who

were going through that change. And one of the things that I really focussed a lot my time and attention

on was the focusing on the circle of concern and the circle of influence. So teaching them and I know

what they‟re feeling and Sandra went through a lot of this in her book in discussing and process of

bereavement dealing with all that. And it‟s a very hurting and it‟s a very different for every individual

some tend to stay and in one step. Losing a job is like that, losing a loved one or whatever the case

may be especially when it‟s a long term job with a lot of association the friends that you‟ve developed

over the years working with them. But you know I found it some people got used to what they can

control and do not focus on the things that you have no control over. So the circle of influence, circle of

concern, things you can‟t control or circles of concern they are what they are without saying they‟re not

there. But if you absolutely cannot do anything with them you cannot do some change or anything else,

ignore them. Ignore them in the sense that don‟t work or put all your effort in to trying to fix or complain

about it. It is what it is. Focus on the things that you can control and influence because that will be the

greatest return. And so that is the thing that I try to teach everybody even if I don‟t have conversations

with people. That starting to get to that pass you around the cooler stuff is it something that you guys

can change? No. Then why are you talking about it. Why are you wasting your energy about it? Let‟s

move on to something else.

Travis: Well, you know that sets itself up right perfect for you know a direction that both me and Sandra

wanted to go in and so you‟ve got this incredible experience and skill set at systemizing and I clearly

see that because I understand the need for it. What do you tell those armies of 1, armies of 2, armies of

3 or maybe armies of 10 that needs to get things organized in going in the right direction, what some




tips are. What tips are you going to focus on to get things going on the right direction and what less

work and more productivity?

Jeff: Well, it‟s almost like that the 80-20 rule that people always mess up the rule and what it says. The

80% and 20% of the things, you know? But yeah really it‟s just putting the majority of your energy, like

have you ever look at the list of the things that you‟ve done, putting them at ranking system at some

sort. I like quadrant, quadrant seems to work well for me. It could be urgent and important, or maybe it‟s

not, or something may have to do like it, whatever. But there are things that and allow me to speak that

quadrant two was where you want to live, and quadrant two is basically things of your own personal

development, hone your skills to be a better person and then turn obviously to be better in whatever

you are doing. So if you go don‟t take the time out to work out those things you will never get ahead, it

will always be like you are the edge of this abyss or the slope or what happen or just being trampled by

all the gravel of the daily stuff that‟s coming at you. If you do not learn to manage your time effectively

you will feel like you are spinning your wheels, you will feel overwhelmed and anything else, so the key

in my opinion is you got to list all that stuff that‟s overwhelming you. And you go and yes I don‟t have

the time for that. But truly you have to put a lift though, you have to take a moment for yourself and lift it

all out and what is taking up your day, what is consuming your time right now. Look at the things that

you have the greatest influence over. And again due to the fact that certain things that concern you,

and then focus your energy and effort why is it taking you to a point, I know in past calls you have you

are talking about fighting your lights or guides words that your path is on and a lot of people say how do

you know when you get there if you don‟t have a plan at how to get there, right? Sometimes getting of

the path is fine, wandering of and just check and see what is on your side of the path is ok, as long as

you still know where your path is and still know where you are going. When you are lifting out your

things and you‟re saying that you have goals that you have and want to achieve. You got to plan those,

those are the most important things that is going to help your business, there are so many things on the

list that is maybe important to you but it‟s not going to help your business. So you got to plan those too.

So it is really a matter of having that discipline of saying where should I focus my time and energy to

get me to the greatest return of my investment and time? So you could spend on the daily expense on

those things, I will see a move forward, if I am not moving forward I am not focusing on the right things.

Travis: So let me come it from the opposite side so we see the same problem here. I see a lot of

business owners confusing busy work with being busy. And so basically by taking and putting

everything down on the list. Number one it‟s quite that voice of confusion, if you just put everything

down on paper, just purge it, and then prioritizing eliminate that busy work effect, right?

Jeff: That is right.




Travis: And so that is exactly what you are saying just coming at it from different angle. Because the

speed that you are going through this you know your stuff, you know its front and back up and down.

And to a lot of people this is like drinking from a fire hose, right?

Jeff: Exactly, exactly, that why it so hard because we can be here for days talking about it if you truly

want to be the service you deserve.

Travis: Right.

Jeff: It‟s like the journey we take when I do a workshop, like when I am on a 3 day workshop, it‟s

probably filled with 3 day workshop for me it‟s a 5 day workshop because I want to take the journey a

little bit longer. We keep it active, we keep people interested. It‟s not like we want to go home and the

stuff, it‟s more like let‟s face this through your knees. And hey, if we finish the day early, we finish the

early day. It can still add value to move forward because people are so different, their minds works in

different ways and they all have common problems but the way to deal it maybe be different from each

individuals because they come from different skills stuff.

Travis: Right.

Jeff: So if you go and tell me to do a list I don‟t write list, I hate writing list. I just hate them. But I do it all

in my head, and if I am getting overwhelmed with my head with that list, I will go and take a walk, or I

will go and ride a bike, or I will go and zone out somewhere. Because I need to otherwise it is like

sleeping, you need to sleep, you need great sleep so your conscience can clear itself and you can look

forward to the next day. Otherwise eventually you will go insane. You realize things what happens to

your body if you deprive in sleep, it‟s the same thing in life, if you‟re constantly working on the same

thing and not moving forward, you got to say enough is enough, I got to learn different way of doing

things in order for me to get to where I want to go.

Travis: Hey you cut off, Jeff are you still there? The last part you said if you want to get where you want

to go, what was it?

Jeff: If you want to get to where you want to go, you got to be disciplined enough to just take a moment

to stop and breathe.

Travis: I agree, I agree.

Jeff: And say okay. And whatever works for you, if it‟s writes a list; write a list, there‟s people who love

writing list. My wife is list maker and checklist maker, and slip maker that‟s what when she buys, that‟s

for her what works for her. For me it‟s in my head, as I am getting older it‟s more of a challenge.




Travis: Obviously you are brilliant if you have all of that in your head. I have a suspicion it‟s obvious

that you are extremely passionate about this. And it‟s also obvious to me that you eat, sleep, and

breathe that stuff too. And that‟s where you get a lot of your organizations from, am I right?

Jeff: Yeah and I think that is one of the two things going back to what we talked about earlier. If you

eat, breathe and sleep what you do being a leader and coach or salesperson or whatever, the more

you do it and the willingness to approve every time you do it and the willingness to learn other people‟s

point of views, you will hone those skills so well. That is what we are try to keep some leaders to

enforce standards, if they are not following standards then do it, right? You are not honing your skills or

theirs. But if you explain to them why, and then they keep asking the question just to better understand

why that is why, then you can have a conversation with them, and now you are a coach. Now you treat

them with dignity and mutual respect and they will give the same back to you, and they will start taking

more ownership in their job, because it is not a job now, it‟s something they enjoy doing, and you as a

leader you will start honing your skills and you will enjoy it more.

Travis: Great point. Excellent point.

Sandra: I see why you are successful, looking at the full conversation I am just saying to you why this

guy is successful and just what I thought out of the show so far when most recently time management

because I feel like I am one of the busy people but may not getting all done that I want to. But Jeff I

absolutely love is that you hold people accountable to be responsible and not victims and not letting

people thought on the world is on me complaining on the job and putting them on the driver seat I mean

that is brilliant. You are responsible for your result in your life and you put people that way as well, I

think that is great. And then also something else that I heard is huge is having people be accountable

for their actions or behaviour rather than they are not good enough or they have a bad attitude, is that

you break things down into behaviours. Because often when I used to be an employee I am on

receiving end I feel bad if I got criticism like there is something wrong with me. And it sounds like the

way you critique you are more critiquing behaviours and action so that the first can still go down the

tunnel of not being a good person, a lot of value in of what you have to say today.

Jeff: Thank you Sandra, I mean it‟s a simple as you can just use the verb that you use, the way you

point you step down is the I versus YOU like if I start a conversation with you Sandra and I said, you

were not doing your job very well. Right?

Sandra: Oh my God, I end it all. Yeah.

Jeff: Right. If I went to you and said, Sandra I feel when you processed that last project you seem to

struggle with something. Did you feel that way? So now I‟m really talking more to how I felt first of all,

not pointing at you directly now, to tell how I feel. And then I say the thing that you were doing, and just

kind of how I felt about it, not necessarily being bad or good, I am just saying I felt, what do think of that.




So I am giving it back to you say, tell me what you felt. Well you know what I couldn‟t stop maybe I feel

little bit rushed. It‟s not my best words. And I felt probably that‟s my fault then, I probably should have

given you a better timeline. But you know what I don‟t know what‟s on your plate Sandra if you were to

tell me when your plate is little heavier and I just don‟t realize it and you can push back I want you to

push back to me because you didn‟t make feel good if you are not doing it to the level you normally you

do it. And obviously I wasn‟t happy on it, we both lost on it. So in the future, you need to tell me when

the expectation of time when that‟s the value how you get to you.... so those kind of conversations, it

needs to be conversations.

Sandra: That‟s brilliant because anytime that someone coming at me with whatever it may be, I want to

be defensive and push back and by you communicating in this way it‟s like two people pushing the

same direction and you actually have teamwork and partnership for the business I suppose to

personality thing in conflict, brilliant.

Jeff: Yeah and you get people of like you, first thing I love did you see people there first time jobs,

right? 15 year old kids, like I mean they don‟t have work ethic, it‟s just probably dads and moms said

get over there and get a job. And lots of time actually parents said that the kids are great they are

calling in for them but what I feel is my responsibility to teach them for future, yes our business be a

stepping stone to whatever they are doing, whether they go to university or whatever job they are going

into, but if we could get a good ground work we could get a good foundation, I‟m being proud of them of

what they do in their job whether its Tim Horton‟s or not. It could be our society is so about position and

status and not so much about just being who you are, and what you bring to the table it going to add

value whether Tim Horton‟s or brain surgery. So we try to teach the team members with the

responsibility of having a job, and the responsible of their actions and going to through those

discussions with them when they call in sick and they really weren‟t. And you have those conversations

with them and then all of a sudden you lose the job, you have done it a few times on a busy Saturday

morning. And they go why did I lose my job? Well because you like let your team down, number one

they have to work harder when you were not there. More importantly but secondary to my opinion,

because I am always keen to that look at the team to that the guest. The guest had to suffer because

you chose not to come in, right? You not only did it once, you did it several times in a row. You basically

care about yourself right now and not thinking about the team who already have the conversation and

importance of being there for your fellow team members and for looking after that guest which are

standards are expectations the way we live. This is our „make a difference‟ model in this world and you

chose not to do that. The choice you make so our choice is you‟re not going to be with us anymore.

Well maybe it‟s a bad example but I am just giving you an idea.

Travis: Oh no, perfect, perfect.




Jeff: Yeah, giving people responsibility for their actions and stay away from the excuses or making up

excuses. Sometimes it is like being a parent. And no matter how old you are of the people in your team

are, a lot of times you want me to treat like a child. Fine I will treat you me like a 4 year old and he

closed the conversation and hopefully we will never have a conversation. We will have mature

conversations after that but people use that as convenient exit in a certain situation. And I think people

should take responsibility for their actions all the time, good and bad. If I talk with somebody the wrong

way, if I felt I always de brief my conversation in the head after I have pass it with them. I am doing it

as I am talking to you guys right now, the things I say but when you backtrack on the whole bet I am

thinking about how I was perceived or how I feel like I may have been perceived. So I probably I need

to feel good about it in my desk after I have a conversation. I may take five ten minutes and go back

and have another conversation with an individual, well find you outright being a sarcastic person made

some kind of smart ass comment I go back and apologize for it, in case I offended someone or was it

professional, this is what I believe in, right? I straight up when I am being a bone head and be honest

and say you know what that was really stupid of me, I don‟t know why the heck I didn‟t know what I was

doing or back to standards project why would I even bother of giving you three days which can be done

or should take me two weeks. Thank you for doing what you did in just a short period of time. Sorry

about that, let me know when I start doing it that way again.

Travis: I think it shows that you care, if you come back, obviously you‟ve been thinking about it and you

hold yourself accountable. It‟s a whole lot easier to debate someone when they‟re not in it not just to

win, right?

Jeff: Right.

Travis: If you and I can debate and you feel strongly about something, I feel strongly about it and I

know that you‟re just a fair guy and you‟re not a person who fights to win no matter whether you‟re right

or not. I come to that conclusion by entering in a passionate conversation with you and maybe a day

later, 3 hours later, Travis I thought about it you‟re right and I‟m wrong or I didn‟t like how I handled that

and I want to apologize, and so that clearly illustrates to me that you‟re accountable for yourself and

that helps me modify my behaviour if I may entry level employee or high level person. It makes me

modify my behaviour, that‟s psychology and that‟s brilliant way of leading people.

Jeff: Yes it really works, in fact if you do it enough you start catching lines and tune in yourself. For me,

I‟m like the proud father, the fact that I watch a team come into the row. Just like if you want to talk

about it, it gives me joy. If watching someone struggle through their own personal adversity or the

adversity of their world that they are any better at home or at work and you knew that you had a little

part of actually to help them yet to a certain point that they took it to the next level. As you stand back

and look at that, you go “Wow” it‟s because it‟s like watching a child grow up and be happy and

accomplish things that they want to accomplish. I think I want to accomplish what they want to




accomplish and you put back there to start, for me, I‟m not afraid to cry. I‟ll be crying tears of joy looking

how proud I am. I can choke thinking about how proud I am about what they have accomplished.

Where they were and through the influence of myself and the team, whoever and their tenacity to make

a difference in themselves that‟s the best in the world for me, I actually I don‟t care about money, or

anything else, that would be for me take a while & just cry and be happy.

Sandra: That‟s great.

Travis: Jeff when you were coaching and help set up systems for business is it really just to the

hospitality industry.

Jeff: The systems that I have are so; again, they are so generic in their framework that could pretty

much apply to anything. Yes there‟s a lot of hospitality food based, food service systems. But there a lot

system about how to structure your team to take charge or whenever there‟s a lot of difference that

way, yeah. In all, the environment, like for me, if somebody ask me if they need help on something I

usually go in and look at what the situation is from 3 aspects. What the business environment when I

walked in; what do I feel as a guest when I come in there whether it would be retail or an office building

or it‟s a corporate office, some office or field office or whatever, or restaurant or whatever. What do I

feel as a guest when I walked in, what do I feel or tells me you are and how do we interact as a team.

The knowledge there was. Are we in the hospitality business and do they love to help people or are

they people who are just doing their job. Then even before you look at the back and see how the

employees are trained and how the leaders are taught. I look at the symptoms as just experiences, in

fact at the end of the day it‟s what makes you grow or destroy your business. And then, the deeper

stuff, what are these things happening. Like when I go at the back, I see team members, these are the

people who are tired. Do they have a profile they work after or the right profile? Then they do

evaluations of themselves how involve or non involve the people the key players the ones who are the

influencers. Are the influencers supporters or are they dictators? So there are always that stuff before

you put in the system where you get to feel that first and then we get the feel for what they are.

Travis: Very comprehensive. How would our listeners if they wanted to contact you and learn more

about, how or talking with you or having you come in and look in their business. How would they go

about it and getting a hold of you?

Jeff: Well, it is through the email, or through, I think I centre things, put things through my website

Facebook, Twitter, you name it. I got those as well with the email contact information on the websites.

Travis: So you‟re okay with us putting all those up in the episode?

Jeff: I don‟t have any problem. More than happier to help out wherever I can, and then the thing I do is

I usually do local. I usually don‟t travel to another province or state or whatever the case maybe is but




I‟m a big advocate of just helping provide a lot of free advice. If you want to know how I get back in

other ways, it‟s by that. It would be nice to have somebody, you said earlier Travis, when you said

somebody you like to work with. Somebody who is a true mentor, help you and make a difference in

their lives that‟s a powerful thing. My way of giving back is to do that. Don‟t charge for advice. You

never make money of it unless it‟s business. But I have a good business to generate revenue for me,

well it gives me that freedom not to charge for advice.

Travis: You just had a place in your life that you could give back.

Jeff: Yeah.

Travis: And find that balance in there.

Jeff: Well, I‟m lucky enough to have a lot of good balance in life now. I get to see my son who is 8 now.

Eight and a half as he pointed out this year. Consistent, absolute joy to have somebody to have such a

great heart and truly with children they are evolving morally like the things my son comes up with the

words he uses. They‟re not bad words but it‟s his insights as an 8 year old.

Travis: Yeah. Far beyond like we were, right?

Jeff: That‟s how can reference it, right? Still playing with my matchbox cars in the sand and here‟s my

son we keep it in school just think of the system even the day care system was a monetary based ...

nice and private... school and also as a regular school it will obviously cost more because you‟re

sending him in a private school. I don‟t want him to have the same problem that I had. With such an

energetic kid and his mind is just running at 100 miles an hour. He will be bored so quickly in a school

system that he needs that freedom to express himself and learn at a pace he is comfortable with. He

loves school. Like he lives to get up and go to school every day and he‟s a competitive dancer. He

dances whatever be ballet, hip hop, jazz, waltz you name it. He‟s competitive all year round than not.

He‟s been doing that since he was 5, he comes home from school has a quick bite and off he goes to

dance I mean gymnastics or whatever 6 to 7 days a week sometimes.

Travis: Right.

Jeff: And that does not complain at all.

Travis: So he has your drive.

Jeff: He‟s got my drive and he‟s got my wealth with social interaction and he pry for pretty young ladies

to be his wife.




Sandra: Hey Jeff, yeah I know, what I want to ask you is I know you want to be a big reader before you

got involved in Stephen Covey things. Is there a Stephen Covey book that you would recommend to

our listeners now because I know you have a lot of distinctions around that or any direction?

Jeff: From my point of view, the 7 Habits was a great foundational book the only thing that & habits of

highly effective people that now they have done it for teenagers, children, grandparents, because it‟s a

big foundation business of books. Stephen Covey is okay to think a long time to get through a point.

And for people who are impatient readers they probably won‟t like the book so they can listen to the

tape but it take a lifetime that way also considering the age the digital download. It‟s the journey that

you got to experience and that‟s probably society today with too much in a hurry for everything. It‟s

about the journey that when he gets to each point that he gets to. But for me and the reason that I read

it was it all makes sense to me. It was so common sense but he packaged it in such a great way it has

been the foundation of everything I do in business the 7 Habits. This is the first 3 you got to master

before you get to the next 3 and once you get the books soon after the 7 Habits that is, sharpening the

power that‟s basically putting it all those habits into practice and constantly fine tuning them. It‟s a great

foundational book. If you have never read 7 Habits, I highly recommend it. Now I hope to teach the 7

Habits to managers completely designed for the world of business and the funny thing was when I was

teaching 7 Habits signature series I was teaching it for managers it‟s like we did the whole thing for it

and ironically obviously one of them wants to become using this course of 7 habits for men. And there‟s

another new one coming out that I actually got certified I can‟t remember what‟s it called but it falls on

time management. That‟s five choices and you, time management. There‟s a 3 day workshop and a 1

day workshop for that, I don‟t know the book that I was on it but it‟s really good stuff we were starting to

touch the edge of it about how to manage your time, maybe we can have a whole discussion about that

in another time if you guys are up for it.

Travis: Oh yeah.

Sandra: Oh absolutely. Hey Travis should you invite Jeff to speak in our live event.

Travis: Oh yeah. Jeff we‟re going to have an event number one we want to do a mastermind event with

business owners and you have an incredible energy about you and a passion your energy and passion

is just bursting out of you. I can feel it all the way here in Texas

Jeff: Thank you.

Travis: So I love you when I just met you. You‟re a great guy, very generous of your time and so when

we put that together early next year we would like for you maybe become part of that if that works with

your schedule. We know that you‟re a really busy guy and we would like to take you up on doing

another session a little further down the line on some of the being effective with your time right? Just

like you said you could probably speak 3 hours on that right?

http://amzn.to/X1tzQJ






Jeff: Yeah.

Travis: Or 3 days.

Jeff: Or 3 days. What would we do so much?

Travis: Exactly.

Jeff: I want to know how it works.

End of Interview

Travis: Yeah right. How much is your time worth?

Travis: We have got some housekeeping to do. Rule # 1 I would recommend that you listen to this

episode several times and take notes because what Jeff is sharing with you here is years and years

and years of managing people. I know this because I‟ve been there and it‟s taken me 15 to 20 years to

learn and understand these concepts. So it would be valuable for you to listen to this multiple times

because you‟ll pick up different things that his talking about. Because we do have an hour here and

you‟re basically drinking from the fire hose here. And of course were in travisandsandra.com where you

could go and interact with Sandra and myself, leave your comments and maybe you can make

suggestions for other people that you‟d like for us to interview. Sandra what would you like to add to

that.

Sandra: I don‟t think there‟s anything to add I‟m just delighted of how our show is progressing with the

generosity of our guest. Jeff a really true thank you for all that you have given today. Business owners

often feel alone doing their own thing and just in the course of an hour you have provided and so many

tools and just change somebody‟s business it‟s just taken 1 little action effective communication or

something like that. Thank you for that and Travis, I don‟t think there is anything to add.

Travis: We talked a little bit before the show and we both know that you got a lot on your plate and

several different things yet you‟re still just so incredibly free and generous of your time and that makes

it obvious that you care and so thank you for that. The show has given me a platform to meet and go

deeper build a relationship with meeting people like you. So keep on doing what you‟re doing and I

would like to stay in touch with you. So listen, thanks for taking the time out here guys for listening we‟ll

catch you on the next episode.

Sandra: Jeff thanks and thanks everybody.




How We Can Help You

We know that finding someone that you can trust online today is hard and that so many “so called

gurus” are self-‐appointed and have never really even done what they teach you to do. That‟s exactly

why we created the Double Your Profits Business Accelerator. This is an exclusive offer for our fans at

a fraction of its normal cost.

Here's what to expect. We'll Schedule a 'One on One' private session, where we'll take the time to dive

deep into your business and tell you what is missing, so that you can have your best year ever!

We'll do this by performing a S.W.O.T. Analysis. This tells us your Strengths, Weaknesses,

Opportunities and Threats within your business.

This will be an eye opener for YOU, for several reasons, however some of the most common reasons

are.

As the 'Business Owner' it‟s difficult to see the big picture of your own business because you‟re in the

middle of a daily management.

And you are too emotionally involved to completely impartial.

This is a common problem for EVERY business owner. It doesn‟t matter if you are a one-man army, or

an army of 150, the problem is still the same.

Travis Lane Jenkins

Business Mentor-Turn Around Specialist

Radio Host of The Entrepreneurs Radio Show

“Conversations with Self-made Millionaires and High-level Entrepreneurs That Grow Your Business"

http://www.rockstarentrepreneurnetwork.com/biz-accelerator

http://theentrepreneursradioshow.com/

Date post:	01-Nov-2014
Category:	Small Business & Entrepreneurship
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The Entrepreneurs Radio Show 010 Jeffrey Bell

Small Business & Entrepreneurship