In this YouTube excerpt, two speakers discuss the TRC 3x3 framework, a "frame within a frame" that organizes business success into three pillars—people, product, and process—each further broken into three sub‑elements. The people pillar (mindset, culture, hiring) is presented as the foundational layer; without solid culture, the product and process components (food cost, menu, marketing; system, strategy, profitability) cannot sustain long‑term results. The conversation highlights how coaching participants often chase shiny objects like marketing or profitability, but the speakers stress that habits and cultural norms are the hardest to change yet most critical to fix. An illustrative anecdote about a staff member named "Dan" demonstrates how entrenched bad habits are rationalized or excused, underscoring the need to confront and reshape cultural habits for lasting success.
Chapters
You know, I'm always big on culture. You know, we have that. So the TRC method, basically, I always say, is like a frame within a frame. And in the frame within a frame, it's basically 3. 3. It's a 3 by 3 framework. So the main frame is people, product process. Inside that, in the people part, there's mindset, culture, hiring. In the product part, there's food cost, menu, marketing. In the process part, it's system, strategy and profitability. And the first part we always have everyone hit is that people part. Which a lot of times, you know, when people are coming into the coaching program, of course they see the shiny object, like,
oh, marketing, I just need that. Oh, profitability, I just need that.
But I always tell them, like, unless you get the people part right, the other part won't stick. You might have like moments where it's good, but it's never gonna. It's not sustainable without that culture piece. In your experience with culture, what's the easiest thing to overlook but also the hardest thing to fix?
I mean, habits. When you say the hardest thing to fix, I do think that habits really, you know, think about any of your personal habits that are hard to break, you know, and then you try to get other people to break those habits. Now it's like, yeah, and, and that can really be something sneaky, you know, that it's easy to overlook someone's bad habit. Like, oh, yeah, that's just Dan. You know, that's just the way that they do things. And then
we just make excuses bringing everybody in. That's just the way he is. Yeah, he's just a curmudgeon. He's just an old grouchy old guy. He's just the way he is. Oh, he's toxic. He needs to go. Exactly.
And I use the name Dan. Dan's one of our best guys. So we're not talking about Dan,
but we're using a name, Dan in general. Sorry. And if Dan's listening. Yeah, we're not talking about you. Don't worry, you're good, you're safe, you're
