Chris Collins argues that leadership isn't about making everyone happy but about setting clear goals and pushing for performance. High-performing advisors may be socially awkward but deliver results, like F1 drivers seeking the edge. Leaders need skills to manage these performers, not build family-like workplaces.
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The thing that drives me crazy is that all this leadership training out there is. Is not telling the truth of what it is to be a leader. Like, that's not leadership. That's barely management. It's not even management in a sense. Like, you know, like, I have a family, Right. I have a pretty big family. You're Irish, of course. How. How well do you think everybody in my family gets along?
Yeah, exactly. Yeah, exactly. It depends on the day, the time, who said what, when, what the event is.
Sounds like my family.
Yeah. Okay. Now that's family. You want people at work to be better than that. We have. We're in blood.
Right.
You're almost legally required. Yeah.
To have.
You're more worried about people at work being better than how a family gets together. So the, the, you know, one of the moments for me that was very eye opening was we used to have advisors at the Top Dog event annually. And it would be like 40, 50 advisors would come. It was a. It was a pretty. It was, you know, a big chunk of the room. We don't do that anymore. I don't know how we got away from it, but.
No, but I definitely remember having an advisor at one that had 40 advisors at it. So we had activities, the whole.
There was one at the Hard Rock in San Diego that we had. And I remember all the top advisors were there, Right. And I just remember looking at them.
And I was like.
If I sent. Like, we're talking about the top advisors. They have incredible csi. Some of those advisors had CSI that you wouldn't believe. The numbers. Like, perfect for like 80 surveys and perfect month in, a month out.
Didn't. Didn't Jimmy have a guy that went like nine months without a bad survey?
That's what I'm saying. He, like. And there were a bunch of them trying to. To beat him. And then there. There were advisors in there doing $400,000 a month in parts. Like, there were some incredible advisors in that room. And I remember thinking if I sent any of those advisors to interview somewhere.
They wouldn't get hired.
They're just not. They weren't super likable.
Yeah.
Their customers like them, but they weren't. They weren't extroverts in any way. They were awkward. Yeah. They dressed awkward. They looked awkward. They were awkward around other advisors. Like, it wasn't. It wasn't super comfortable.
Yeah.
But they worked really hard and they were really good at what they did. But.
Nobody, like, in any, any situation that I've been in and I've been around Some high performing companies. I've ran high performing companies. Nobody ever talked about being happy. Nobody ever talked about getting along.
Oh, yeah, that's interesting.
We were too busy talking about where the edge was.
Right.
And who was doing what and where we could have done better and what, you know.
High performers aren't, you know, I, I, I always say this. You can't make somebody happy.
Like, you can't make somebody happy. I don't, when somebody says, well, my culture and I, my people aren't happy. They're not happy because you're not, you don't have a clear goal or a clear outcome. And when you do finally develop that, they then are probably going to tell you they don't share the same outcome. And you were trying to make somebody happy that doesn't want to perform.
Right.
Performers are a different, different group. Like, think about F1. A couple weeks ago, did you see.
Max crashed into, what's his name, the Mercedes guy?
Laird?
No, the guy that works out at my gym.
Lewis.
Lewis, Yep. Crashed Lewis. And him. Crash Lewis, kind of whatever.
But.
Even the, the McLaren guys that won, they were all yelling over the radio. They were complaining. They were, they wanted a better strategy. They, you know, they were looking for that edge. They like, that's what performers are like.
Right.
A lot of times.
As you're learning and becoming a leader, you, you have to learn a different skill set to manage high performers. They're different. It's different if you're trying to start a church.
That I get that maybe is, you know, Janet didn't bring anything for the bake sale. I don't know. But that isn't what we're trying to do. If we're trying to create an incredible customer experience and be profitable in the process, we, we co, you know, culture is about law and order and performance. It is not about everybody being happy. It is not about you being liked. It is not about being comfort. It's none of that. It's about seeing what you're capable of and pushing things beyond what you're currently doing. And there's a lot of people out there that don't want to be a part of that. And you get distracted by your need to be liked, your need for everybody to get along. It's like, I don't, I don't feel like we're pushing a sales process far enough if salespeople aren't bumping into each other.
Thanks so much for watching this clip.
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