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Chris LoCurto


May 16, 2017

Behind The Scenes With The Poimen Team: Live Events, Culture, and Masterminds

Listen Now:

You can Subscribe in iTunes !

Today I gave the team the podcast microphones, and I asked them for their thoughts…

I am SO excited to bring some of the team on the show this week. This episode is a special feature behind the scenes episode with a few team members of the Poimen Group! You’ll get to hear their perspective, favorite moments at Next-Level Leadership LIVE Event, and what they have to say about culture.

Welcome to the show Joel, our Head Client Coach, Heather, our Director of Operations, Event Coordinator, and Podcast Producer, and Savannah, our Social Media Marketing Manager and Podcast Production Assistant.

On this episode you’ll discover:

  • What it’s really like to work at The Poimen Group
  • The best moments inside of Next-Level Leadership LIVE Event 2018
  • The team’s favorite moments from Next-Level Leadership
  • What a “solving problems” culture looks like
  • Why culture and social movements are wrong about stay at home moms
  • New content coming your way in summer 2017!

Listen here:

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Highlights from Next-Level Leadership LIVE Event:



For all things Next-Level Mastermind, email


Thanks for listening folks!

If you enjoyed the podcast, please share it! Check out the social media buttons on the pop-up side bar, or at the bottom of the post.

Let us know…Reviews are insanely helpful. I read each and every one of them! Please leave an honest review for Chris LoCurto Show Podcast.


Want more? Don’t forget to subscribe to the show on iTunes!

Savannah Flynn


May 2, 2016

From Next-Level Leadership Live Event 2016: Chris LoCurto on Making Stronger Decisions

Today, at the Next-Level Leadership Live Event…there was SO MUCH incredible content, I could only squeeze in highlights of the lessons Chris taught. And wow, are they powerful.

The atmosphere was unbelievable in the event space today.


I was typing furiously to not miss any content, so forgive any typos. The Chris LoCurto team is also gearing up for a really exciting new project using some of THIS Live Event content…so if I’m being brief, it’s for your own good. Check back in in a few months  :-)

Let’s do this… Here are some highlights from Day One:

“Entrepreneurs can go from sheer exhilaration to sheer terror and back in the same 24 hours.”

Opening with this statement in a room packed with entrepreneurs and leaders, Chris asked…

Are you feeling overwhelmed?

The attendees hands shot up simultaneously.

Chris made it clear that this event was not about a quick fix or a few tips that will last for a month. He focused in on perspective.

Diving into the Root System, Chris let every attendee know:

“This will lay the ground work and impact everything we do and talk about for the next 3 days.”


This content was a deep dive in understanding controlling and submissive people, knowing WHO these people are in your business and life and WHY and HOW to deal with it. This impacts your team every day.

Heads nodded and questions popped up left and right.


This event is completely full and sold out, to get notified when seats open for our next live event, get more info!

KEEP ME UPDATED!  The comments kept coming as Chris talked on self-worth and productivity.  

Most people get their self-worth from one of two places:

  1. What others think of them


  • Their productivity




People who get their self-worth from these places will work night and day, while creating no margin, so their work is significant. Chris made it very clear: 

“Don’t be surprised, if this is you gaining worth and identify from your business and letting it  become who you are…if in a few year you don’t have a great relationship with your spouse or children, and a lack of community around you.”

Chris coached the attendees… “Go look at your Root System!” What has happened in your past> What have you allowed to influence you? Where are you truly getting your worth? 

Your Root System is the lens in which you see the world. It determines your thoughts, your decisions, and how you live every day.

and guess what…  You bring your Root System with you to work with you every day.  This content on day one alone had entrepreneurs and leaders lined up for Q&A during the VIP lunch.IMG_7072 2 After three POWERFUL pieces of content, a fantastic lunch, Q&A with Chris, a word from our Mastermind Clients and a catered Gala event with live music, we brought an incredible first day to a close.  With two more days left of the Next-Level Leadership Live Event, we already have the gears turning for our next live event! Get notified as we open registration for our next live event! KEEP ME UPDATED!

Chris LoCurto


March 1, 2016

The Accidental Leader

The Accidental Leader


What is an accidental leader?

They have a great idea for a business. They go out and do it, they grow, and think that they are leading.

They start hiring people, unaware that they’re a dreadful leader. They realize that their employees are dreadful…or maybe it’s the other way around. It’s all in the numbers, right?

If you run through three or four employees in a couple of months, there’s a common denominator, YOU!

Today on the podcast, we are interviewing one of our clients, Bo McDonald, who has been with us for years. Bo discovered something very important about his leadership…the “accidental” leader.

We are digging in.

A few things we hit:

  • What turnover looked like for the “accidental” leader and what the signs were.
  • What the impacts were of being an “accidental” leader.
  • What the next step in leadership looked like for him.
  • How the next-level mastermind group helped his leadership.
  • The HUGE changes from his team from dedication to increased productivity.

If you’re not pouring into yourself and changing yourself and investing in you, it’s hard to invest in anyone else.

The more you as a leader dig in, the more information you get, the more you can change, and be a better leader you will become.

Click here to read the transcript from today’s podcast.

Chris LoCurto


February 23, 2016

Leading With Grace

February 23, 2016 | By | 3 Comments">3 Comments


Grace. It’s something we all need. Oddly enough, it’s not something that we give very freely. Every single one of us has junk in our lives. Instead of judgement or ridicule, we need to give grace and receive grace.

You’ve had at least one leader who was a jerk, a leader who was rough, a leader who didn’t have grace. The thing is that you have to understand people do what they’re taught.


Grace Requires A Relationship With God

Leading with grace requires one huge, huge thing. The first thing that leading with grace requires is, a relationship with the almighty God. A relationship with the one who has the most grace.

Your God is somebody who loves you so much, so much that he wants to spend eternity with you, that he did the greatest act of grace ever, and that was on the cross.

That was him saying, “I want everlasting life with you, and so I am going to take on the world’s worst beatings, the world’s worst punishment, so that I can have it with you.” All you’ve got to do is choose.

That act is such a massive act of love, and an act of grace.

Now what does that mean for leading? What it means is if I am going to treat people with grace, I must first have it. I have been given so much grace that I must give grace.

I have had so much grace in my life because I have screwed so many things up. I have done so many things with stupid. I have done so many things wrong, and I’ve needed that grace from God even when I didn’t realize I was doing things wrong.

It was there, and it’s been there, and I’ve been able to receive that. I’m able to look back on my life, and see many of the things that God has done to give me grace so I must give grace to others.

Leading others has to start with me. I start with the understanding that I have this grace.

Starting with that grace, you have to say, “What am I not doing? What am I leaving out? How am I leading people? How am I talking to people? Am I understanding that they’re going to make mistakes?

Am I understanding that there’s going to be failures? Am I understanding that they are human beings?”

You have to get to a place of understanding that you make mistakes, you have failures in your life, and how do you want people to treat you in those moments? Now knowing how you want to be treated, how should you treat others?

To lead with grace you have to understand mistakes are going to happen. You have to understand that leading people with anger, leading people with fear, is actually going to shut them down. You have to remove those parts.

It is your job as a leader to make your team successful, not the other way around. Their job is not to come in and make you successful, their job is to come in and be successful at something that you’ve hired them for.

You have to know that as a leader, by definition, you’re guiding people to a place, to a destination, and it’s your job to make them great at it. It is your job to make them successful at it.

You Are That Compassionate Leader, When You Are Able To Be Inspiring


At the very point a family member, friend, or co-worker needs our love and grace, we turn our back. We roll our eyes at their failure. We walk away. We kill our wounded.

We will do it to our co-workers, we will do it to our friends, we will do it to our families, we will do it to people in church. Somebody makes a mistake, or somebody does something that we don’t agree with, and especially with the advent of the all fantastic social media, and we’ll rip their heads off.

You can have grace in these moments.

Grace Under Pressure


While we all need acceptance and attention, some need it more than others. So how you handle it matters. Getting mad is only going to hurt their feelings, and make you feel like a dork. Instead, come at it from the side of grace.

How would you want to be treated? Or, better yet, how would you want someone to treat your son or daughter if they were the one with the problem? You have to understand that it is imperative you use kid gloves when handling a situation like this.

My suggestion is you take them out of the cubicle/office setting, and have a calm discussion with them. One where you use the “sandwich” technique.

Start by telling them a few of the things that you appreciate about them most. Seriously, come up with some good stuff. Then gently tell them you have a concern that may make them feel defensive, but you hope that it doesn’t.

YOU are in control, period. The sooner you know that and can focus on being graceful towards the situation the better. Beat those Root System lies down with truth.

Grace Under Fire


When it’s time to let them go, be graceful.  Be graceful in the process, treat them the way you would want to be treated. Still treat them with dignity. Even if they’ve done really stupid stuff, treat them with dignity.

Help them to understand that, “Hey, I am so sorry that we are here.” You’ve made bad mistakes in the past as well, so treat them the way you would want to be treated.

Understand that this is somebody’s child.

Avoid Frozen Office Decorations


For that person who doesn’t have grace or the leader who leads with fear, you need to understand that when you lead people with fear, you completely shut them down.

Like I say, you have frozen office decorations at that point. That’s what they are. They will do less than half of their possible productivity, they will not take risks, they will not do anything that possible gets them in trouble.

They know you don’t have grace, so you are now paying full price for somebody who’s doing half the work because you’re leading badly, because you’re not leading with grace.

Remember, treat them with grace in the process, you will have highly productive fantastic people who love working with you.

If you’re ready to take your leadership to the next level, check out our Next-Level Leadership Live Event.

Next-Level Leadership Live Event

Question: How do you think leading with grace could improve a team?

Chris LoCurto


February 16, 2016

Using “The Force” With Culture

February 16, 2016 | By | 3 Comments">3 Comments



Culture, for me, is summed up in 2 things: actions and attitudes. It’s the actions of your team, it’s the actions of your leadership, it’s the actions of your clients.

It’s the attitudes of your team, your leadership, your clients.

If you’re a leader and you’re overloaded and you’re finding that you can’t spend time with your team members then I can promise you this: culture is sneaking in your back door.


People are sneaking in bad leadership, like not taking ownership, like possibly gossip, like not having buy-in in the direction or vision that we’re going in, or silently sabotaging the vision in the process.

For you to have great culture you have to understand the starting place is to force it. You have to literally force the culture that you want in your business, period.

Sometimes it’s very confrontational because you have to show people that, “This is going to be our culture.” “What is our culture? We are going to take care of the client.

We are going to take care of the team members inside. We are not going to show up late. We’re not going to gossip about team members or leadership.

We’re not going to think that we are entitled to something. We’re not going to sit back and sabotage the vision, the direction that we’re going in.”

Now let’s look at the other side of this. I have to, as a leader, be willing to fight for you guys in my own culture.

If I had somebody who came in who was just a gossip and a backstabber and somebody who was sabotaging processes and just that, “ugh” person, if I don’t do something about it, if I allow that to happen in my own business then what does that tell you guys?

It says, “I don’t care enough about you in the culture to stop this one person.” It is up to me as a leader to make sure that I also protect you, that I protect the culture, that I protect the team.

It’s your job as a leader to do exactly the same, to take and protect your team. We’re all one, but every leader has that role. If you’re not willing to fight for your team’s culture then, guess what?

Nobody else will. Nobody will stand up and do anything about it as well.

For those of you who know that you don’t have the culture you want, this is about digging in and learning what is it about me that I don’t have the culture that I want, what is it about me, and owning this.

That’s what culture is about. You have to own what happens in your business, from the smallest things to the biggest.

Those are things you can put in place this week to start forcing your culture. It’s a small portion of what you need to do to have a highly successful culture.

I can tell you this: it is the absolute best start. It is the absolute best direction.

If you want to go deeper in this area, and other areas, like making stronger decisions and eliminating task saturation to get more time back, check out all of the details about the event!

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Click here to get all of the details for the Next-Level Leadership Live Event


Click here to read the transcript from today’s podcast

Chris LoCurto


February 1, 2016

7 Steps To Tackle A Tough Conversation

February 1, 2016 | By | No Comments">No Comments

tackle tough conversation

Tough conversations are one of those “make or break” parts of leading people. They can either empower and ignite team members, or demoralize them and tank their productivity.

The result you get absolutely depends on your ability to have high levels of quality communication with the other person.

Chances are there’s a tough conversation you need to have with a team member, vendor, or, maybe even a customer, right now that you’ve delayed for some reason.

Perhaps you’ve delayed because you’re not sure how the other person will respond, fear of hurting them, concern they’ll deny the problem, fear of upsetting them, or perhaps fear the person may even quit.

Maybe you’re struggling because tough conversations are big-time conflict for you, and it’s just “easier to not do it.”

Here are 7 steps for having tough conversations you can put into practice right now:

STEP 1: Before you call a team member out, you should always ask yourself first, “Am I the problem?”

Start thinking through:

  • Did I do something wrong here?
  • Did I not communicate clearly?
  • Did I share the wrong information?
  • Did I hold something back, or did I give the wrong impression?

STEP 2: Take responsibility and treat people with dignity.

When you take personal responsibility, you show your team member you’re not out to punish them, call them out, or make them a bad person. And you’re not just out to be the bad person yourself, and yell at someone for the sake of asserting power.

Taking personal responsibility causes them to have more respect for you. It causes them to see that you are willing to treat them with dignity. It causes them to see that you care about them.

When you do that, it also causes people to feel more loyal to you, as well as feeling safe, which gives them the freedom to take responsibility when they screw up next time.

STEP 3: Always, always, ALWAYS try hard to avoid jumping to conclusions.

Some people’s natural tendency, when something goes wrong, is to assume what happened, tell everybody what’s wrong, who’s fault it is, and how “I’m not going to stand for this.”

The major problem with this is it shuts people down, puts them on the defensive, and now they won’t talk. So you just muzzled the people who have the perspective needed to find out what happened and fix it.

That is a terrible way to lead, terrible way. As much as you possibly can, avoid jumping to conclusions. Instead do step 4.

STEP 4: Gain perspective on the situation, the person, and yourself first.

The more quality information you have, the greater decisions you can make. When it comes to tough conversations, gaining perspective is hugely important.

Instead of making assumptions, ask questions to find out what happened. Ask questions to the person or people involved, and also ask yourself if you contributed in any way.

STEP 5: Once you have as much perspective as you can get, gain even MORE by asking questions starting with, “Help me understand…”

Once you’ve asked a ton of questions, and you know what’s going on, take it a step further. Ask the question…”help me to understand…”

“Help me to understand why you chose to show up late?” “Help me to understand why you chose to gossip?” “Help me to understand why you’re feeling defensive about this?” “Help me to understand why you see it that way?”

STEP 6: Guide your team member to self-discovery.

Help your team member understand their choices by guiding them to the answers. The goal of tough conversations isn’t to be right, tell someone what they’re doing wrong, or point out their flaws.

A leader’s job is to make their team member successful, not the other way around.

When it comes to tough conversations, success is getting them to see their choice, understand why they made it, and have a plan to not repeat it, without you telling them all of these things.

On the other side of tough conversations is progress and growth…especially if guide a person to discovering answers on their own.

STEP 7: Ask the team member to clarify the situation.

When you ask the team member to clarify the situation, you A) treat them with dignity, and B) show them you are more concerned with discovery, and solving the problem then in them being in trouble.

Again, this helps them feel free to communicate openly, builds loyalty, and increases buy-in.


Click here for today’s transcription.

Chris LoCurto


November 10, 2015

Autonomy In The Workplace – How To Lead A Team Without Parole

November 10, 2015 | By | One Comment">One Comment

autonomy in the workplace

We all like to have freedom and independence to be creative and get things done. So as an Entrepreneur, how do you balance that in the workplace and create that great environment?

I received a killer question the other day regarding autonomy in the workplace. Here’s what Marc had to say:

“We hear a lot about what makes a great workplace and I’ve read several things recently from people that I really respect and one of the things that is often recommended for a great workplace is team members having a sense of autonomy.

That’s great, but sometimes you have jobs that require a certain way of doing things. For example, we have a situation where we have an inside sales team and we’d like things said a certain way or presented a certain way and so on.

We’re not asking to read a script verbatim, but feel like we need things done a certain way because these are methods that have been developed over time and have been proven to work, and will ultimately make them more successful.

With a sales team of over 30 people in two different locations, we feel the need for consistency in what’s being said and presented. I’d love to hear some examples or stories of where a company has some guidelines of having to do things a certain way, but can still give their team members that sense of autonomy to create that great work environment. Thanks.”

This is kind of a difficult one, which in leadership, what’s not difficult, right? When I think of autonomy, I think of it as being two types of things. One would be self-governing. Can you govern yourself? That’s the main concept.

When we talk about it in leadership, we’re kind of taking the self governing part away, or at least some people do to an extent in saying, it’s just freedom to work alone, which should mean the same thing, however without clear definition of autonomy, people can run with that all day long.

Especially according to personality style, which is why our download today is exactly on that, the autonomy according to different personality styles. The positives and the negatives. It’s just short and sweet and that will help you to look at the different personality styles and know what to think about.


Make sure that if you don’t know your team’s personality styles that you go to the store and have them take a personality test. Get that done. You’ve got to understand that.

Do I think autonomy creates a great workplace?

I think to an extent, yes. What that extent is depends. It depends on a lot of things. What is it that the person is working on? You gave the example of a sales team. Now you have two different locations, you’ve been doing this a while. This changes things for me.

What I believe you’re asking is do they have the ability, can they self regulate or self govern themselves to sell our product the specific way?

The answer for me is mostly no. With that being said, this is going to change a little bit according to different positions. Salespeople that are reaching out from our business, representing our business.

You’re the face of our business in a sense. You’re on the front lines, you’re meeting our customers, you have the chance to screw everything up or you have the chance to win. It just kind of depends.

I had a sales guy one time that came to me and had a really big sale. He was telling me all the things that he did, I said, “whoa whoa whoa stop right there. That’s not true.” He goes, “well it’s mostly true.”  I’m was like, “no it’s not true. If it’s mostly true that means that it’s not true.”

He’s like, “Chris, I got the sale.” I’m like, “you’re going back and you’re calling that person and you’re going to tell them the truth. If they want their money back, done. We don’t do this. We’re not going to take advantage of people. We’re going to be honest in our sales.”

He went right back. He was very frustrated and a little embarrassed, but he went back and he had to tell them the truth. That client saw that as integrity and stayed with us.

The point that I’m making is that sometimes if you give people too much rope without the experience, if you give them too much autonomy in the beginning phases without the experience (When I say experience, experience in selling your products and experience being led. You having the experience of what they can do and what you can trust them on), then what can happen is they can screw things up.

They can manipulate situations, they can over-promise and then you have to under deliver. All kinds of bad things can happen there.

It’s a balance

The balance is starting with, “we’ve done this for a long time. We know what works.”

Ask for their input. Ask what it is that they think you should do. Come together and discuss this. If you agree with them, then allow them to go and do some of it, give some of it a try, but give them parameters.

It does go against the concept of self-governing, but it doesn’t necessarily go against the freedom to do the things that I’d like to do. I’m giving them baselines or I’m giving them parameters.

When somebody’s been doing it for a very long time, then there’s a lot of autonomy. Joel who has been selling for me not only for a long time, but is phenomenal at doing it, there are rarely things that he needs to get with me on because I’ve let out a ton of that rope.

As he’s transitioning and we’ve got another person coming on that’s going to have to take that role off of him, we’re going to walk through the same process. Show them what works; show them how to sell the things that we have, show them how to care for people like we care for people.

All of those pieces are going to have to be done so that we know that at some point we can let out some more rope, let out some more rope, let out some more rope, so that that person can have some freedoms in this.

When we’re looking at a situation like yours Marc, you’ve got multiple locations; you’ve got a team of people that have proven what works. In those situations, autonomy is not something I’m going to give a ton of.

I would tell them, “If you have a system that you think works, discuss it with me. If you can’t prove to me that it’s going to work or if you can’t tell me something that I think is going to work, you stick with what we do.” As you can see, we have two sales teams that are making money themselves. They must be doing something right so follow the program.

Again when it comes to the making sure that the message is the same, that is a must. That for me is a must. We cannot have mixed messages out there. People have to understand what it is that we are selling or what the value of it is or what we’re willing to do with it.

We do not want to mix up the message because it does a few things. Obviously it causes confusion on the team. Confusion on the team causes fear. Confusion in a client causes people not to purchase.

If the client is trying to talk to you and maybe talks to the other sales team or something like that and is confused or they talk to a friend that purchased something and they got a better deal or whatever, then this becomes an issue. Now we have a customer service issue on our hands. Making sure that the message is consistent is an absolute must. Consistency is crucial.

Now if we took another role, Savannah is working on our social media stuff. There is a huge level of autonomy there because we meet a lot. She will do stuff, research stuff, pull information, do things, come back, give me metrics, but we had to set that up. We had to set this process up and say, “okay these are the things I expect.”

I expect excellence in this. I expect reporting in this. We’re not going to spend any money that you can’t tell me what happened to it. I want to see the process. I want you to give me your input; I want you to tell me what we should be doing. I want to hear all this stuff. If you can do all of that then go.

As we let rope out very quickly. She attacked it, she’s done a phenomenal job, and so she has a lot of autonomy in her role. There are still standards, there’s still expectations, and she still has to report on all of them and she has to let us know what’s going on, how’s it working, is it not working, what do we need to tweak?

The great thing is is when you find that right balance, especially according to personality style, then what happens is you are treating the team member with dignity. When you treat the team members with dignity, you get loyalty, you get buy in, and you get ownership, which is what you want from your team.

You want your team coming in every day owning what it is that they do. You want your team loving what they do so that it’s not a J-O-B, so that they come in, they kill it, they show you how they did it. Again we’re not basing this off of hey your worth is based on your performance. It can’t be that either so make sure you’re careful on that.

Set the autonomy up according to personality styles

If they cannot succeed with the autonomy because their personality style doesn’t lend to it, you’re probably not going to put a high I alone. You’re not going to put them at a place to work by themselves because eventually they’re going to lose their mind and they’re going to need people.

They’re going to need some sort of injection and they will start reaching out and doing things and sucking up time. You have to make sure that the autonomy is set correctly according to personality style; you have to make sure that it is set correctly with expectations and metrics, measurement. Show me how this is working. Show me that I should give you more autonomy.

Now some people don’t want it. Some people would rather work well in a team. This is where some negatives can happen. Some people who absolutely want to work on their own. What you’re going to find is they’re going to take things into their own hands. They will make decisions for you and ask for forgiveness later when they’ve screwed something up. You have to watch this.

Team is way more important than individual. When I hire people, I will turn down an absolute champion who is an island for somebody who’s really good who is a great team member. The reason for that is because the team effort is way more important in my mind.

I need that team to complete stuff. I need that team to make things happen. If I can get the team humming and I don’t have an island out there that doesn’t play well and is maybe a jerk or rude or whatever, I don’t need that. I need a great team because we move forward together as a team.

If I can have my own expectations set, the things that I’m willing to do, the things that I know will work, won’t work, how much rope I’m willing to give, give them parameters. If I can do all of those pieces, then it can add to a great work environment. It’s something I do here.

Everybody on my team has a level of autonomy. Some of it is great and some of it, it’s not even needed. It just kind of depends.

Examples of Autonomy

You can look at things like Google. You can see that all day long. They’ve got a lot of it, but they also have a lot of parameters on work hours and clock in, clock out, all that kind of fun stuff. They allow people to have a certain level of autonomy.

Let me throw my buddy Rory Vaden in there. I know his team is phenomenal, but that’s because they are phenomenal. Everybody on that team knows what their parameters are, they know what excellence looks like. This is what Rory’s really great at doing, is that he really digs in and finds out what the experience is of the person. That allows him to give some rope.

He’s putting a champion in place to do their job. On that sales team, they actually probably have more autonomy than a lot of sales teams. Again that’s because Rory is set on making sure that everybody is not only excellent, but very efficient as well.

Hopefully Marc that answers your question. Everything has got to be measured according to two main things:

  1. What is the role?
  2. What is the personality style?

That should give you a gauge of what you can get as far as autonomy in the role.

Question: Do you have an example where you let out too much rope? 


Click here to download the transcript of this week’s episode.

Chris LoCurto


November 26, 2013

Make Your Team Productive [Podcast]

November 26, 2013 | By | 11 Comments">11 Comments

It’s the week of Thanksgiving and there’s no better time than the present to show your team how thankful you are. Making your team productive starts with making your team feel appreciated.

Subscribe to the podcast:          iTunes  Stitcher Radio  SoundCloud

In today’s podcast, we get into a bunch of fun Thanksgiving themed discussion around coffee and my top secret Deep-Fried Turkey recipe. Which isn’t so top secret. Turns out Bon Appétit is on the exact same page.

Deep-Fried Turkey

(Recipe via Bon Appétit – check out their great how-to video)


1 12 to 16 pound turkey, thawed with giblets and neck removed
3 tablespoons kosher salt
1 1/2 tablespoons freshly ground black pepper
2 teaspoons cayenne pepper, or to taste
1 5 gallon container peanut oil


  1. Place the turkey in an empty fryer pot and cover with water. Remove the turkey from the pot, rinse, and dry with paper towels. Mark the water level with a marker on the outside of the pot, or score the inside with a nail or paring knife. You will need that much oil in the pot when you cook, and no more. Empty the pot, then wash and dry.
  2. Rub the bird inside and out with salt, pepper, and cayenne.
  3. Fill pot with peanut oil so that it reaches the level the water was after the turkey was removed, and attach an extra- long candy thermometer to the inside of the pot. Heat oil over an outdoor propane hob until the oil reaches 350 degrees.
  4. Meanwhile, place the turkey on its rack–generally a device shaped something like a grappling hook, with a long shank, that will allow you to put the bird into the heated oil and retrieve it at the end of the cooking process. Simply thread the bird onto the shank so that it sits with its breast side up.
  5. Working carefully, use the handle that attaches to the rack to lower the turkey slowly into the heated oil. The process may take up to a minute, as the oil bubbles and pops because of excess moisture on the exterior of the bird. Wear gloves, and do not perform your duties barefoot or while drunk.
  6. Cook for approximately 3 1/2 minutes per pound. Remove from oil, allowing the excess to drain off the carcass, and allow the bird to rest for at least 30 minutes, covered in foil. Remove bird from rack and carve.

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