I got Fired!

Hey, guys. What's up? Matt here. I just wanted to do this video because we've been doing a lot of. We've been doing a funny little segment on Instagram called Bad Bosses. So it's important to not only establish your alpha in front of your employees and let them know who the boss is, but it's also important to do it, you know, just for everybody in the car park. Hey, champ, take care of that for me. Just. Hey, boosh. What are you doing? Yeah, what do you got? It's my favorite one. Mine too. Oh, man. My lunch now. And that has got to come about because I've had a lot of bad bosses in the past. When I was 16 years old, I got my first job and I was fired for corporate espionage. I was working at a, like a boutique ice cream store. It was in Miami, where I was going to high school at the time. And I remember I was going in there and it was. It was horrendous. It was a. We used to do eight hour shifts for $6.25 an hour. And they had. It was a 50s themed ice cream parlor and they had one 50s music CD that they played on a loop for eight hours. It went for one hour. So we heard every song eight times during a shift. And because it's food, you have to clean everything. And it was a whole thing. And I remember they had all their own boutique flavors. And the guy was really into that, but he was a real kind of strange dude. And I remember I made a joke. I was a good worker, kind of did the thing. I made a joke about selling the recipe to cold stones or cold rock or one of the sort of larger competitors. I made a joke about it and like two days later got a phone call saying that I was a liability, that I was being fired for corporate espionage. Like, obviously I was just making a joke. You know, I was 16 years old. Maybe I didn't make myself, you know, well enough. But he took this super seriously. And instead of having a conversation with me about it where I could have just said, oh, I'm sorry, it was in poor taste, but I was just joking. He decided to bottle that up for days at a time and then like proceed to fairly aggressively fire a 60 year old child, right? For literally corporate espionage, that is what was on the little piece of paper that I got when I got fired. Right? Everybody, Everybody get the out of here. What's going on? Hey, guys, raise your hand if you have a job. Dad, not so fast. So I've had some bad bosses in my day. But one of the sort of real, one of the sort of real reasons why I have, I like to kind of make fun of that is because when I was in the military, one of the most frustrating things was that there was a real distinct lack of communication from the people at the top that were making decisions that were affecting people's not only day to day, but also sometimes like their lives. Right, right. And that was being, and that was not being disseminated very well to the lower ranks. And so I had a real problem with that. I like to know what's going on. I consider myself a somewhat intelligent person and so I feel like I can intake the information and then even if I, you know, in the army we used to say get the pineapple, right? That even if I get it, it's like, hey man, if I get why I'm okay with it, like it's fine, just go for it. Right? So something we do here is that I make sure that I have as much touch points as I can. Actually very recently it's become a lot more. But I want to disseminate the information which is informing my decisions and the leadership's positions or the people in like a leadership position. Because it stops people from getting pissed off and thinking that their bosses are fucking idiots. Right. And I'm sure that like you might be experiencing this right now. Like I'd love to hear your stories about if you think your boss is a fucking idiot, if you think that they're a legend, like, let me know. But like a lot of the times like people make decisions that affect people and the decision making process is relatively sound. Like most people are not just complete idiots. Right. Especially if they're in a position of leadership. I would hope so anyway. I would like to think that. But if they're not supplying the lens or the information in which and why they're making that decision to the lower people who it affects on a day to day, then all they see is this is a decision that I disagree with because it negatively affects me. Right? And then they're going to go, it's so easy, just fucking do it this way. And I used to do that all the time. I go, look at this fuck wet. He doesn't know what he's doing. But in reality, like I was looking at the world through this and they were looking at the world through this. They were making a decision based off vast amounts of information. And then they made the decision which made the most amount of sense given their mandate, what they have to do and the scope of what they can see compared to what the person that is above them is giving them the mandate for. And it just kind of goes down. And in special operations especially, one of the real issues was the constant compartmentalization because like, snipers don't necessarily know what these guys are doing, these guys are doing. And that's fine from an operational capacity. However, like when it, when it seeps up into like, you don't need to know why, motherfucker. Like, which is what I see in a lot of businesses today. It's just like, well, that's not really fair because it's affecting that person's day to day. So, you know, one of the cultural things that we really try and reflect within Sales Sniper is like openness and transparency. Because I don't want this underground network of new people or people that are lower in the organization to get this groundswell revolution where they're like, fuck the patriarchy. Because the decisions that we're making are with their best interest at heart. But sometimes it's going to negatively affect their day. And so I figure if they have my thought process and the thought process of the leadership team, then they might go, ah, that sucks. But I get it. And that's a really good place to be in the worst case scenario of negatively affecting somebody because at least then they know that they're being considered. And so many people, and maybe you feel the same way, just feel like their situations are not considered by leadership, their circumstances, like what they want, you know what I mean? Like, what's their career trajectory? Like we should know what their potential career trajectory is. It's also one of the reasons why good people leave the military is because, like, there's not many people at the top going, hey man, like, where do you want to go and how do I help pull you through here? Whereas it like at my company is like, I make sure that we do that. We have a full time dad, right? Which is actually my dad. And his job at this company is to like make sure that we don't lose young, motivated individuals by pigeonholing them in certain positions that benefit us financially. But ultimately we're going to lose them because like, there's no growth trajectory for them. And that's unacceptable in my opinion. If someone's really, really good, then we need to find a place for them here in the short term and long term. One of the best guys that we have, Anthony was the head of sales at another business and he was like, he is phenomenal. And they lost him because he was so good at sales, if they were ever to replace him, they need, like, three more sales guys to just match his output. So they just pigeonholed him in that one spot. And like, I put. I recruited him, put him into a sales role very quickly. Saw that this guy is a long term fit here. Like, I need to figure out a way to get this guy to stay here forever. So I had the conversation very quickly. Hey, man, how much longer do you want to be in sales? What's. This is what I feel like the next steps for you. If we can create a pathway for you to be doing this and this and this and this and making this money and not having to be on the phones all the time. Is that something you want me to create? All right, cool. I need a solid year of you closing the living bejesus out of everybody, right? So I can try and systemize that. Bring people underneath you and then pull you up. And he's done a phenomenal job of that. And so being able to identify that consistently is a really key part of good leadership and a good boss. And I think that's something that we do particularly well here. And it's sort of one of the fundamentals of why I think we've been as successful as we've been at keeping really, really good people. So it's important to take up a few spots. Right? One of the common misconceptions is that a parking spot is meant for one car. No, no, no. It's just meant for how good the person is who has the car. I take up three spots because I'm three people. Good.