Aug 29, 2019
What are the ingredients for a high performance culture? Vision,
mission, and values...Holding yourself accountable to the same
standards of performance as those around us...Differentiating
between your normal, and someone else’s...We cover all this, and
more, as Wayne Mullins joins Dr. Sabrina and Mike to discuss
“Building a High Performance Culture”.
As someone who tends to dislike structure, Wayne now finds it
liberating as it allows him the headspace to be more creative and
effective. There’s a ton of wisdom to be heard in this podcast, you
don’t want to miss any of it! You will probably want to listen to
it a few times!
Wayne Mullins is a passionate entrepreneur committed to creating
remarkable experiences, and building a team at Ugly Mug Marketing
that produces extraordinary results for their clients. He has been
called “the guru’s guru,” as he is regularly called upon for advice
from Inc. 500 CEO’s, New York Times Best Selling Authors, to
Silicon Valley startups. However, his passion is
helping entrepreneurs challenge their assumptions, create value
from places they’ve never looked, and having more freedom than they
previously believed possible. He has worked hands-on with
clients in over 100 different industries, and from every corner of
Ugly Mug Marketing, which Wayne founded 10 years ago, has won
the praises of some of the leading influencers in the business
world, such as, Neil Patel (Founder of QuickSprout &
Kissmetrics), Chris Voss (New York Times Best Selling Author of
Never Split the Difference), and Ari Weinzweig (Co-Founder of
Wayne’s work directly influences more than one hundred thousand
entrepreneurs annually through his blog, books, and training
- Wayne explains the concept of “context switching”, a concept
from Todd Herman, who teaches a program called The 90 Day Year.
Context switching is when you’re working on a project to be
completed within a specified block of time, but something else
comes up that needs to be addressed. So you switch over to that,
and when that fire is put out, you jump back over to the project.
After a period of time, you realize that you haven’t accomplished
anything because you’ve spent so much time jumping back and
- In the middle of the switch, there’s another concept called
“Attention Residue”, as explained by author, Cal Newport in
Deep Work. Attention residue is the lag between jumping
from working on the first project to jumping into working on the
urgent situation. Attention residue takes time, energy, and effort
between working on those two contexts, and is detrimental to
- Vision, mission, and values: if you don’t prioritize and make
time, energy, and effort for these, then it directly impacts and
influences the culture that you create.
- Vision: where you’re going, and where you want to end up at
some point in the future. Looking 3 years into the future helps you
set the destination of where you want to get to.
- Mission: the plan of action. What are we going to do to bring
that vision to life? That’s what drives and motivates us.
- Values: core principles, the things that we believe in and that
will stand as guideposts along our path, to ensure that in the
pursuit of our vision, we aren’t losing our way. We’re staying true
to the course that we have set out.
- Feeling like you have to go back to the basics, back to square
one, is one of the biggest frustrations of the entrepreneur.
- Very early on, Wayne had the pleasure of coming into contact
with Ari Weinzweig, Entrepreneur and Co-founder of Zingerman’s
Deli. In a personal conversation, Ari divulged that he considered
himself the “CRO” of his company. When asked what that meant, he
explained it as “Chief Reminding Officer”, as he considered it his
responsibility to constantly remind his leadership and his team
about where they were going, why they were going there, and why it
- Dr. Sabrina explains that not only do they have Immutable Laws
at Tap The Potential, they also have General Operating Principles,
as inspired by Josh Fonger, of Work the System.
- Wayne discusses the Enneagram of Personality profile and the
nine different personality traits, as discussed on the Andy Stanley
- The nine different personality traits are nine NORMALS. Wayne
was struck by how what’s normal for him is not necessarily normal
for someone else on his team.
- The difference between intentions and actions, as Wayne heard
on another episode of Andy Stanley’s Leadership Podcast, is that we
judge ourselves based on our intentions. We judge others around us
based on their actions. Where we might give ourselves a pass
because we intended to do something but didn’t, we judge others
based on they didn’t get it done today, and why didn’t they get it
- Wayne shares an unsettling story about Dan Kennedy, and the
impact it had on him to do what he says he’s going to do, and when
he says he’s going to do it.
- The actions that we take every day, or the actions we don’t
take every day, is what builds our lives, our businesses, and our
careers. Wayne explains his takeaway from Marshall Goldsmith’s
- Measuring performance and bringing balance to opposing
- “The Field of Play” concept by Charles Coonradt, in The
Game of Work.
- Terminal out of bounds - stealing, lying, cheating, etc.
- Operational out of bounds - things that are more infractions.
You’re out of bounds but you’re going to get a warning, and need to
step back into bounds.
- Wayne mentions his own “Ugly Mug Expectation Guide”, that
applicants review during the hiring process.
- End zone - where you want the employees to get to.
- RRR (Results to Resources Ratio) - Goal Setting / Performance
- John Doerr outlines another form of Goal Setting / Performance
Measurement System, called OKR (Objectives and Key Results), in
Measure What Matters. John happens to be one of the first
investors of Google.
- Profit goal
- Fulfillment or service goal
- Future work goal
- Creates a peer-to-peer accountability
- Wayne outlines his various meetings structures.
- When you set goals for a year’s period, it’s so far in the
future that we tend to delay and put off until it’s too late to
make progress toward those goals to actually reach it by the end of
that year. In The Twelve Week Year: Get More Done in 12 Weeks
than Others Do in 12 Months, by Brian P. Moran, Brian says
that you should treat every 12-week period as if it were its very
own year. Your question then becomes, what can you accomplish
within the next 12 weeks?
- The Five Dysfunctions of a Team, by Patrick Lencioni,
and why conflict matters. This is one of Wayne’s Top 10 books! You
want to encourage healthy conflict!
- Considering the costs of hiring A-players - it’s not an
expense, it’s an investment.
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Todd Herman - The 90 Day Year
Josh Fonger - Work the System
Andy Stanley - Leadership Podcast
Miscellaneous Entrepreneurs Mentioned by
Ari Weinzweig - Entrepreneur and Co-founder of Zingerman’s
Dan Kennedy - Direct Response Marketer
Deep Work, by Cal Newport
The Road Back to You, by Ian Morgan Cron and Suzanne
Triggers: Creating Behavior That Lasts--Becoming the Person
You Want to Be, by Marshall Goldsmith
The Game of Work, by Charles Coonradt
Measure What Matters, by John Doerr
The Twelve Week Year: Get More Done in 12 Weeks than Others
Do in 12 Months, by Brian P. Moran
The Five Dysfunctions of a Team, by Patrick
How to Hire the Best, by Sabrina Starling