What You Should Expect From Your Employees (And What You Absolutely Shouldn’t)

WEBVTT
00:00:46.573 --> 00:00:51.156
I hope it never comes to this, but I don't expect my employees to take a bullet from me.
00:00:51.740 --> 00:00:53.073
What?
00:00:53.073 --> 00:00:55.240
To something you don't expect from your employees.
00:00:55.240 --> 00:00:57.115
Chrissy. Miracles, miracles?
00:00:57.115 --> 00:00:59.156
Yeah. No, that's. That's a good one.
00:00:59.156 --> 00:01:04.323
We are going to talk about what you can and what you should expect from me.
00:01:04.323 --> 00:01:05.281
Did I go too far?
00:01:05.281 --> 00:01:07.281
No, we got that.
00:01:05.281 --> 00:01:07.281
That was really good. Okay. Yeah.
00:01:07.281 --> 00:01:09.573
What should you expect from your employees?
00:01:09.573 --> 00:01:12.573
Stay tuned.
00:01:13.656 --> 00:01:15.323
She's the CEO.
00:01:15.323 --> 00:01:17.531
He's the marketing and operations guy.
00:01:17.531 --> 00:01:19.698
If it's broken, you need.
00:01:19.698 --> 00:01:22.698
The business fix.
00:01:22.990 --> 00:01:24.573
It's holiday season.
00:01:24.573 --> 00:01:26.156
It's the tail end of the holiday season.
00:01:26.156 --> 00:01:29.156
It's the tail end of Q4. Yes.
00:01:30.156 --> 00:01:31.990
The big part of open enrollment is over.
00:01:31.990 --> 00:01:34.156
How are you?
00:01:34.156 --> 00:01:35.448
I'm fine.
00:01:35.448 --> 00:01:36.365
Better for the better.
00:01:36.365 --> 00:01:37.240
Question is how?
00:01:37.240 --> 00:01:40.115
It's the team. Right?
00:01:40.115 --> 00:01:42.698
Did you expect them to survive this?
00:01:42.698 --> 00:01:43.990
Yes, they are still.
00:01:43.990 --> 00:01:46.865
They're still smiling.
00:01:43.990 --> 00:01:46.865
We have some holiday stuff coming up.
00:01:46.865 --> 00:01:49.615
Is that. Induced or.
00:01:46.865 --> 00:01:49.615
No. No, they're doing good.
00:01:49.615 --> 00:01:52.198
Oh, they're they're doing all right. So.
00:01:52.198 --> 00:01:56.865
Good, good. Glad. I wouldn't expect anything less.
00:01:56.865 --> 00:01:57.990
No, not from them. They.
00:01:57.990 --> 00:02:02.740
And we know it's it's 45 days of really rough weather.
00:02:04.073 --> 00:02:07.073
Look, it's it's the same as what accountants get.
00:02:07.323 --> 00:02:10.323
They know January 1st through April 15th.
00:02:10.948 --> 00:02:11.740
You're just there.
00:02:11.740 --> 00:02:14.740
November 1st to December 15th is awful.
00:02:15.490 --> 00:02:16.573
No, thanks. No.
00:02:16.573 --> 00:02:17.031
No thanks.
00:02:17.031 --> 00:02:20.031
And you throw holidays in the middle of it, so, you know, it's fun.
00:02:20.406 --> 00:02:25.448
You know, there's there's so many reasons why I don't want to do what you do.
00:02:25.906 --> 00:02:28.240
I know, nope. No, thanks. People don't.
00:02:25.906 --> 00:02:28.240
Yeah.
00:02:28.240 --> 00:02:30.365
Yeah, you can talk about it all you want in here.
00:02:30.365 --> 00:02:33.531
Because I want nothing to do with any of that nonsense.
00:02:35.656 --> 00:02:36.781
Yeah, it depends on the day.
00:02:36.781 --> 00:02:39.156
If you're going to ask us if we want to do it either. But we do.
00:02:39.156 --> 00:02:41.906
Good. Well, so someone has to.
00:02:41.906 --> 00:02:45.073
Someone has to ask. Yeah. Nice.
00:02:45.573 --> 00:02:46.865
For us, it's always interesting.
00:02:46.865 --> 00:02:51.698
The end of the year, because of the holidays, we do some work with some, like, retail establishments, things of that nature.
00:02:51.698 --> 00:02:53.198
So it gets kind of busy. Yes.
00:02:54.448 --> 00:02:59.073
I kind of looking forward to January's one of those months that I always like, look forward to, but hate.
00:03:00.156 --> 00:03:01.990
No one has their marketing budget.
00:03:01.990 --> 00:03:06.781
No, no, no one has their marketing budget to, like, usually, like they don't think about that till the end of February.
00:03:06.781 --> 00:03:07.615
Really?
00:03:07.615 --> 00:03:10.115
Oh, yeah. Oh, and they're like, oh, crap.
00:03:10.115 --> 00:03:11.490
We we need to do marketing.
00:03:11.490 --> 00:03:12.823
Sales aren't what we like.
00:03:12.823 --> 00:03:13.990
We're off targets for the year.
00:03:13.990 --> 00:03:20.406
Okay, so they spent November and December coming up with ten and 15% increase goals.
00:03:20.406 --> 00:03:26.490
And then March is when they're like, oh crap, we have to do marketing to get this, don't we?
00:03:23.740 --> 00:03:26.490
Oh, we should do a podcast. Right.
00:03:26.490 --> 00:03:27.448
Right, right.
00:03:27.448 --> 00:03:28.698
They're brainstorming it in January.
00:03:28.698 --> 00:03:32.906
So what you're telling me is that I need to max your calendar, and I need to get all my podcasts recorded.
00:03:32.906 --> 00:03:35.281
Yes, January is the month I.
00:03:35.281 --> 00:03:39.490
There's a number of other video and like, content, companies that I talk with.
00:03:39.781 --> 00:03:44.365
We all kind of talk in a group and we always say we're like January, we should just go to Florida.
00:03:44.365 --> 00:03:45.531
Yeah, I like that idea.
00:03:45.531 --> 00:03:50.740
Just turn it into a big party for content creation companies, because that wouldn't be a disaster or anything.
00:03:54.281 --> 00:03:57.156
They're the nice thing is, is because it's what we do.
00:03:57.156 --> 00:03:58.781
There wouldn't be a camera in sight.
00:03:58.781 --> 00:04:01.115
Yes, it would be like growing up in the 90s again.
00:04:01.115 --> 00:04:03.948
Gotcha.
00:04:03.948 --> 00:04:07.656
Last week we talked about, like, as leaders.
00:04:07.990 --> 00:04:08.781
Yeah.
00:04:08.781 --> 00:04:14.490
What our employees expect of us, what our team expects of us.
00:04:14.948 --> 00:04:17.365
Employment is a two way street.
00:04:17.365 --> 00:04:18.406
Isn't that a shocker?
00:04:18.406 --> 00:04:22.531
I know, I know, there's there's many people out there that I know that are hearing this that are like.
00:04:22.531 --> 00:04:25.531
What? Yes.
00:04:25.615 --> 00:04:28.115
Yeah. No, it's a two way street.
00:04:28.115 --> 00:04:31.447
Once we've delivered the stuff that we have, ball's in their court.
00:04:31.531 --> 00:04:40.531
Yeah, but we have to make sure that, like, once again, we are having reasonable, non-negotiable expectations that we need to hold them to.
00:04:40.781 --> 00:04:48.865
Once again, as you mentioned, kind of like in the interim, they're like, unless they're Secret Service, taking a bullet for me is not one of them.
00:04:48.906 --> 00:04:50.322
No, no, no it's not.
00:04:51.572 --> 00:04:53.281
But then we also have to realize, like what?
00:04:53.281 --> 00:04:55.697
Expectations like we have as business owners.
00:04:55.697 --> 00:04:58.697
That may be unfair for them.
00:04:58.990 --> 00:05:02.031
Clear vision, clarity in your vision?
00:05:02.197 --> 00:05:03.573
Yes. That's the way I should have said that.
00:05:03.573 --> 00:05:04.240
Not clear vision.
00:05:04.240 --> 00:05:07.198
Clarity in your clarity in your vision thing.
00:05:07.198 --> 00:05:09.198
We should get a thing sound effect every time.
00:05:09.198 --> 00:05:11.573
Which one of us says clarity?
00:05:11.573 --> 00:05:13.656
For clarity of vision.
00:05:13.656 --> 00:05:15.240
Healthy environment.
00:05:15.240 --> 00:05:16.448
There's got to be a return on.
00:05:16.448 --> 00:05:17.490
Why the hell am I doing this?
00:05:17.490 --> 00:05:20.281
Unless there's a return on investment? Yes.
00:05:20.281 --> 00:05:23.281
What should leaders expect from their people?
00:05:23.448 --> 00:05:32.031
And then what are the baselines a baseline for like attitudes, behaviors that like you're like full stop non non-negotiable.
00:05:32.281 --> 00:05:34.198
This is what a healthy team member has.
00:05:34.198 --> 00:05:35.365
Okay.
00:05:35.365 --> 00:05:38.615
So you know we talked about those three C's of leadership a while back.
00:05:38.615 --> 00:05:43.490
We talked about the clarity consistency and care tending to return.
00:05:43.490 --> 00:05:45.031
You should expect from your people.
00:05:46.198 --> 00:05:48.656
I would say what you expect from your people is expectation.
00:05:48.656 --> 00:05:50.406
So e for expectations.
00:05:50.406 --> 00:05:53.656
And we're going to talk about the three E's of a healthy team member.
00:05:53.823 --> 00:05:56.698
Because because we need things to be in threes.
00:05:56.698 --> 00:06:00.073
And we need them to have the same letter because alliteration matters.
00:06:00.573 --> 00:06:03.365
That's the piece that I was going for the alliteration matters.
00:06:03.365 --> 00:06:06.115
Iteration matters. Yes.
00:06:06.115 --> 00:06:07.323
So it's really important.
00:06:07.323 --> 00:06:13.573
So when you show up with stability and direction, you earn the right to expect these three things these three expectations okay.
00:06:13.906 --> 00:06:16.281
The first is engagement all right. Yes.
00:06:16.281 --> 00:06:22.240
Not forced enthusiasm but presence which is really curiosity and effort.
00:06:22.240 --> 00:06:28.323
So when the leader eliminates confusion, when you're clear employees can show up mentally, not just physically.
00:06:28.323 --> 00:06:31.281
An engagement is the baseline of presence.
00:06:32.656 --> 00:06:38.323
Ooh, we're here to do the things, and we're here to do the things and be curious about how to do the things better.
00:06:38.365 --> 00:06:39.490
That's engagement.
00:06:39.490 --> 00:06:40.740
Yes, yes.
00:06:40.740 --> 00:06:41.615
Totally agree.
00:06:41.615 --> 00:06:44.490
So the second one is ethics.
00:06:44.490 --> 00:06:47.365
And this is the alliteration for honesty and integrity.
00:06:47.365 --> 00:06:47.740
All right.
00:06:47.740 --> 00:06:54.323
So if I'm being transparent with you, I expect you to be transparent with me and employees.
00:06:54.323 --> 00:06:58.406
Again, we don't need employees to be perfect, but we do need them to be truthful.
00:06:58.406 --> 00:07:01.031
And ethics is really what protects your culture.
00:07:01.031 --> 00:07:03.365
Yes. 100%.
00:07:03.365 --> 00:07:06.906
And then the third is evolution.
00:07:07.365 --> 00:07:09.948
And evolution is really it's coach ability.
00:07:09.948 --> 00:07:16.823
So it's the willingness to grow to try to take feedback without spiraling into defensiveness, which is a big component.
00:07:16.865 --> 00:07:19.406
Evolution says I'm here to get better.
00:07:19.406 --> 00:07:25.490
So when leaders invest in coaching and professional development for their teams, the employee invests in evolving.
00:07:26.906 --> 00:07:27.448
Look at that.
00:07:27.448 --> 00:07:29.490
So it's the ability to learn things new.
00:07:29.490 --> 00:07:36.823
So when a leader provides clarity, consistency and care, the healthy team member responds with engagement, ethics and evolution.
00:07:38.490 --> 00:07:47.781
The fact that you came up with this ethics engagement or engagement, ethics and evolution goes to another piece that we have talked about.
00:07:47.823 --> 00:07:49.906
Yeah, consistency. It is.
00:07:49.906 --> 00:07:51.156
Holy crap.
00:07:51.156 --> 00:07:53.823
Are you consistent with these so threes.
00:07:53.823 --> 00:07:57.698
And it's like Christy I don't know if this is how we do or not.
00:07:58.990 --> 00:08:03.323
But yeah the the consistency piece I. Think you nailed.
00:08:03.323 --> 00:08:08.531
Well, when you've got those three things, it shows that a team's present honest and it's growing and that's really what you want.
00:08:08.531 --> 00:08:10.656
Yeah 100% 100%.
00:08:10.656 --> 00:08:13.406
When you how do you judge that?
00:08:13.406 --> 00:08:16.156
How do you know those things are happening?
00:08:16.156 --> 00:08:17.948
There's a lot of different ways that you can do that.
00:08:17.948 --> 00:08:21.115
Part is, you know, what are our core values?
00:08:21.115 --> 00:08:24.490
What are our mission and our purpose and our team members?
00:08:24.490 --> 00:08:27.323
Do they understand it? Do they live by it?
00:08:28.448 --> 00:08:31.198
And are they learning by it?
00:08:31.198 --> 00:08:31.990
And you can. Yeah.
00:08:31.990 --> 00:08:43.572
I mean, the those are things that you should be able to see unless your core values are just wall art, crappy wall art, shitty ballers. Yes.
00:08:44.405 --> 00:08:46.155
I'll know. Yeah. You spy.
00:08:46.155 --> 00:08:47.405
You should be able to see it.
00:08:47.405 --> 00:08:54.655
I think it's really they should be quantifiable and they should be very easy to ask a yes no, yes no question or A123 rating.
00:08:55.280 --> 00:08:57.197
Do I see these in my team members?
00:08:57.197 --> 00:08:58.197
Are they coachable?
00:08:58.197 --> 00:09:00.447
I mean coach evolution is a really big one.
00:09:00.447 --> 00:09:04.655
If I present something new and they're always like, no, we don't want to do it, we don't learn new things.
00:09:04.655 --> 00:09:10.865
Now, we always say that we don't learn new things in fourth quarter because we're doing all of the things in fourth quarter, but that's a little bit different.
00:09:10.865 --> 00:09:13.240
When we've had that conversation. Yes.
00:09:13.240 --> 00:09:22.115
But if if you're bringing in like if you're bringing in innovation, you're bringing in new education, new training and development around a tool or around something new that we're going to do for our customers.
00:09:22.115 --> 00:09:24.697
And all of your team members are going, we don't do this.
00:09:24.697 --> 00:09:26.031
We don't want to take feedback.
00:09:26.031 --> 00:09:30.990
That's telling you very quickly that you have an issue with employees that don't want to evolve.
00:09:31.531 --> 00:09:33.531
That makes sense. Yeah, that makes sense.
00:09:33.531 --> 00:09:35.947
The honesty piece.
00:09:33.531 --> 00:09:35.947
Where do you see that appearing?
00:09:35.947 --> 00:09:37.156
Oh, a couple things.
00:09:37.156 --> 00:09:44.365
One would be if they're hiding mistakes or they're not wanting to tell you things, there's that one.
00:09:41.865 --> 00:09:44.365
That's the big one. To me.
00:09:44.365 --> 00:09:45.990
That is the big one. It's hiding it.
00:09:46.990 --> 00:09:49.822
Being afraid to be imperfect.
00:09:49.822 --> 00:09:57.531
So the other is when you've got you have your core values, they're like, oh, I don't think that I don't really care about teamwork.
00:09:57.990 --> 00:10:01.447
Well, if you don't care about teamwork as a core value, then we've got a problem with your ethics.
00:10:01.447 --> 00:10:04.447
So the perfection one.
00:10:05.781 --> 00:10:07.406
Is interesting.
00:10:07.406 --> 00:10:10.656
And the reason why I say that is that's circular.
00:10:11.115 --> 00:10:11.490
Yeah.
00:10:11.490 --> 00:10:17.490
Because our last topic was what your employees expect from you. Yes.
00:10:17.490 --> 00:10:22.781
And if they get the honesty and transparency from you they're much more likely to reciprocate that.
00:10:22.781 --> 00:10:23.615
Correct.
00:10:23.615 --> 00:10:31.406
If they don't, there is not a snowball's chance in July that they are going to be honest with you.
00:10:31.406 --> 00:10:34.615
Yeah, well, and I feel like authenticity and ethics are partners.
00:10:35.072 --> 00:10:39.365
So, sure, people want you to be authentic and you want them to operate with high ethics.
00:10:39.365 --> 00:10:46.572
And so having those be together, being able to be transparent, being who you are, I think it just makes sense. It 100% does.
00:10:46.572 --> 00:10:49.490
100% does. For sure. Yeah.
00:10:52.656 --> 00:10:56.822
I've got some interesting operational pieces on this because.
00:10:56.947 --> 00:10:57.490
Yeah. Okay.
00:10:57.490 --> 00:11:00.031
There's we talked roadmap.
00:11:00.031 --> 00:11:06.156
Yes, we talked list. Yes I have expectations.
00:11:06.156 --> 00:11:07.115
Do you.
00:11:07.115 --> 00:11:08.947
Oh look do you do.
00:11:08.947 --> 00:11:10.947
Yeah I got a, I got a whole list of them.
00:11:10.947 --> 00:11:11.865
Oh wow.
00:11:11.865 --> 00:11:13.990
You've got a lot of expectations here.
00:11:13.990 --> 00:11:16.115
And not taking the bullet is not on here.
00:11:16.115 --> 00:11:18.572
No I like this okay.
00:11:18.572 --> 00:11:21.197
It's not alliteration though. Or it's not.
00:11:21.197 --> 00:11:22.240
I like your phrases.
00:11:22.240 --> 00:11:24.072
This is good. It's not words.
00:11:24.072 --> 00:11:25.197
Yeah.
00:11:25.197 --> 00:11:27.697
No surprises. Yes.
00:11:27.697 --> 00:11:31.156
We owe employees clear due dates in in.
00:11:31.447 --> 00:11:33.240
And once again, I'm going to frame a lot of these.
00:11:33.240 --> 00:11:36.240
Like, we give you this, and therefore I.
00:11:36.781 --> 00:11:39.447
This is reciprocal.
00:11:39.447 --> 00:11:40.365
Reciprocity.
00:11:40.365 --> 00:11:42.322
Reciprocity? Yes.
00:11:42.322 --> 00:11:44.406
That is the word I was looking for.
00:11:44.406 --> 00:11:45.740
It's been a long week.
00:11:45.740 --> 00:11:46.865
A long week. Right.
00:11:46.865 --> 00:11:49.197
And it's we're recording on a Monday. Yes.
00:12:49.335 --> 00:12:51.251
Oh it's it's quarter four.
00:12:51.251 --> 00:12:53.043
Yes. Fourth quarter.
00:12:53.043 --> 00:12:55.460
It we say like leaders. Oh.
00:12:55.460 --> 00:12:57.585
Employees. Clear due dates. Clear.
00:12:57.585 --> 00:12:59.335
Clear. Things like that. Yeah.
00:12:59.335 --> 00:13:02.501
In return, I expect communication before the crash.
00:13:02.626 --> 00:13:04.501
Oh, I like that.
00:13:04.501 --> 00:13:06.876
The other movie quote say movie spy game.
00:13:06.876 --> 00:13:07.626
Go look it up.
00:13:07.626 --> 00:13:09.501
Yes. When did Noah build the Ark?
00:13:09.501 --> 00:13:11.960
Before the flood?
00:13:11.960 --> 00:13:14.043
Yes. So I don't expect perfection either.
00:13:14.043 --> 00:13:18.460
I do expect to know about a delay before the due date.
00:13:19.001 --> 00:13:20.960
Yeah, if you're going to.
00:13:20.960 --> 00:13:22.251
We were just talking about this. Or.
00:13:22.251 --> 00:13:26.293
Now if if something's do and you're swamped.
00:13:26.626 --> 00:13:30.376
If it's due in a week, I need to know today, not Friday.
00:13:30.710 --> 00:13:32.543
What an. I don't want to know.
00:13:30.710 --> 00:13:32.543
You missed the deadline.
00:13:32.543 --> 00:13:34.335
After you missed the deadline.
00:13:34.335 --> 00:13:37.335
Correct. I'm it if if it's hard.
00:13:37.460 --> 00:13:41.585
If the if we know before the deadline, we can fix it. Yes.
00:13:41.585 --> 00:13:44.210
After the deadline. That's tougher to fix.
00:13:44.210 --> 00:13:44.751
Same thing.
00:13:44.751 --> 00:13:46.918
If you had a roadblock, tell me immediately.
00:13:46.918 --> 00:13:48.376
Don't be like.
00:13:48.376 --> 00:13:50.960
I'll let this sit and come back to it doesn't work.
00:13:50.960 --> 00:13:58.543
The other thing is, is hiding bad news is just hiding bad news until the deadline is a failure of expectation.
00:13:58.751 --> 00:14:00.460
I mean, it's telling.
00:14:00.460 --> 00:14:02.543
It tells you something about your culture.
00:14:02.543 --> 00:14:04.543
If someone's hiding that deadline, it is.
00:14:04.543 --> 00:14:11.626
And you have to look at, is this an individual employee issue or are they just worried or scared, or is this a culture issue?
00:14:12.460 --> 00:14:22.668
In some cases, if it's a new or employee especially, they came from a culture where if anything, like had a hint of going wrong, it takes a while to break them of that.
00:14:22.876 --> 00:14:27.793
Well, hiding a deadline is something I will forgive, usually once, because then it is.
00:14:27.793 --> 00:14:29.293
I didn't clarify expectations.
00:14:29.293 --> 00:14:33.251
Or again, you had an issue with a past employer or a past situation.
00:14:33.251 --> 00:14:34.751
It may be something that you've struggled with.
00:14:34.751 --> 00:14:40.501
So I mean, I will allow that usually just once because after that it speaks to integrity.
00:14:40.501 --> 00:14:42.335
But I agree with you 100%, right?
00:14:42.335 --> 00:14:50.543
If they and I mean the same, I always make analogies between relationships and work because there's so many ways it past trauma.
00:14:50.626 --> 00:14:51.001
Right.
00:14:51.001 --> 00:15:01.835
If you've got this past trauma like okay if if you I mean if you got screamed at and berated and any time something went wrong, you're going to try and sweep that under the rug and just hope it goes by.
00:15:03.501 --> 00:15:10.085
If you're shown in a new relationship, a personal be a business, that's not going to happen.
00:15:10.085 --> 00:15:12.210
You need to adapt to that. Yeah.
00:15:12.210 --> 00:15:16.251
Radical ownership of how is something else.
00:15:16.251 --> 00:15:20.418
Now to me, like we discussed that servant leader question how can I help?
00:15:20.626 --> 00:15:20.876
Yeah.
00:15:22.043 --> 00:15:28.751
And I expect you to bring me, like, not always the solution.
00:15:28.751 --> 00:15:31.001
Well, let me back this up.
00:15:31.001 --> 00:15:36.251
I hate it when I hear people say, I expect you to bring me the solution, not just the problem.
00:15:36.251 --> 00:15:41.126
Because I tell you what, if an employee is bringing you a problem, they can't figure out the solution. No.
00:15:41.543 --> 00:15:46.960
What I do want is you to come to me and say, I'm having a problem with this.
00:15:47.418 --> 00:15:50.418
I've looked at A, B, and C, yes.
00:15:50.668 --> 00:15:52.626
Yes I'm. Stuck. Yes.
00:15:52.626 --> 00:16:03.793
Because to me that shows me that is my expectation is you're going to do some research as the employee, you're going to do some research, you're going to put in some effort to try and find the solution.
00:16:04.126 --> 00:16:08.710
I've had bosses come to me and say, don't bring me problems, bring me solutions.
00:16:08.710 --> 00:16:15.335
And I'm like, no, no, no, no, I'm here because there's a problem I can't figure or you're you're the problem.
00:16:15.751 --> 00:16:17.626
I brought that to them before too.
00:16:17.626 --> 00:16:20.001
And been like, no, you're the you're holding this up.
00:16:20.001 --> 00:16:22.376
Yes. And they're like, I want solutions.
00:16:22.376 --> 00:16:24.251
Well then get the hell out of the way.
00:16:25.585 --> 00:16:33.043
If if someone comes to me and says, look, I've looked at A, B and C a solutions, I can't figure this out, then great.
00:16:33.668 --> 00:16:35.835
At least show me that you've put in some effort.
00:16:35.835 --> 00:16:44.085
And I think asking for help needs to be celebrated, especially in organizations, when we're trying to deal with innovation, when we're working on on building psychological safety.
00:16:44.085 --> 00:16:53.668
Another thing, when you've been talking about missing deadlines, if you are inconsistent as a leader and you constantly miss deadlines, I don't think that you should be ever be mad at your team members if they miss a deadline.
00:16:53.668 --> 00:17:05.292
So, when it comes to, you know, radical ownership, I think it's really important that you, you praise individuals for even being willing to walk to you and say, hey, I can't figure this out.
00:17:05.292 --> 00:17:10.960
Asking for help is is absolutely something that we should be praising and performance.
00:17:10.960 --> 00:17:16.335
I always do my best to make sure to say, okay, great, let's figure this out.
00:17:17.917 --> 00:17:19.460
You don't need to buy them flowers.
00:17:19.460 --> 00:17:20.710
You don't need to send them pizza.
00:17:20.710 --> 00:17:23.417
You do not need to like have birthday cake in the. No.
00:17:23.417 --> 00:17:25.250
But you can say thank you for telling me.
00:17:25.250 --> 00:17:26.710
Thank you for telling me about this issue.
00:17:26.710 --> 00:17:29.460
Let's work on it 100%.
00:17:29.460 --> 00:17:32.835
A simple thanks and honest and earnest thanks.
00:17:33.085 --> 00:17:34.085
Not like great.
00:17:34.085 --> 00:17:35.210
Thanks for bringing me this.
00:17:35.210 --> 00:17:38.000
Oh, no. No, no. Tone is important.
00:17:38.000 --> 00:17:39.835
Don't screw it up in your tone. Right?
00:17:39.835 --> 00:17:47.000
And you have what's what's difficult for many leaders in this is there are times where we're frustrated with something and someone brings you in another problem.
00:17:47.000 --> 00:17:56.085
You're like, damn it, this is the last thing I want to do, and I want you still have to put on the happy face and be like, thanks for bringing this in. Yes.
00:17:56.085 --> 00:18:00.625
And to me, it takes practice to be in that gratitude mindset.
00:18:01.292 --> 00:18:13.125
But you, you have to practice that in order to make sure that when someone walks in the door with a problem, yes, you can be thankful that they walked in the door with a problem and not handed you a big bag of flaming dog shit.
00:18:13.125 --> 00:18:14.085
Two months? Don't know.
00:18:14.085 --> 00:18:18.417
This is what we signed up for when we decided we were going to lead a business 100%.
00:18:18.460 --> 00:18:21.667
That has more than you, correct?
00:18:21.667 --> 00:18:24.710
If you're not a suck, sometimes you was the toughest one to manage.
00:18:24.710 --> 00:18:25.917
That's true, I agree.
00:18:25.917 --> 00:18:28.917
I am the hardest person to manage, but.
00:18:28.917 --> 00:18:31.917
Till your damn job, start looking at other stuff over here.
00:18:32.625 --> 00:18:35.625
Speaking of that is there's a process for things.
00:18:35.667 --> 00:18:38.417
We talked about talked about documenting processes.
00:18:38.417 --> 00:18:47.500
Yes. To me, I expect an employee to follow the agreed upon process until we agree to change it. Yes.
00:18:48.250 --> 00:18:52.460
I love when people explore other opportunities.
00:18:53.168 --> 00:18:59.625
I was just presented one on how we do podcasts shown like, hey, this tool starting to work better than that tool.
00:18:59.710 --> 00:19:00.500
Awesome.
00:19:00.500 --> 00:19:01.960
I really appreciate you.
00:19:01.960 --> 00:19:03.000
Like looking at that.
00:19:03.000 --> 00:19:05.750
Yes, I appreciate you test.
00:19:05.750 --> 00:19:09.043
These are the types of things why I love the people that work with me.
00:19:09.500 --> 00:19:16.418
But it's it's that not like, hey, I've completely scrapped everything that we've done and started something from scratch.
00:19:17.210 --> 00:19:18.875
Don't come at me with that.
00:19:18.875 --> 00:19:21.460
No, there's usually a reason why we do it the way we do it.
00:19:21.460 --> 00:19:22.210
Correct.
00:19:22.210 --> 00:19:29.293
And what's tough is, is explaining to people like the way you do your thing may affect the way someone else does their thing.
00:19:29.835 --> 00:19:35.250
And making sure that the problem is, is so many people don't explain those connections. Yes.
00:19:35.250 --> 00:19:40.125
And making sure you do explain, like, hey, I realize this may be a hair easier for you.
00:19:40.125 --> 00:19:46.293
This may save you ten minutes, but it costs Bob down the hallway an extra three hours when you do it this way. Yes.
00:19:46.543 --> 00:19:48.793
So I need you to spend the extra ten minutes.
00:19:48.793 --> 00:19:55.960
Well, and as you become a leader in an organization that is continuing to grow and may have spaces for silos, it's really important.
00:19:55.960 --> 00:20:04.000
Especially as late as a CEO, as an executive leader, that you're able to fill in the gaps for your leadership team so that they can understand where the impact is.
00:20:04.000 --> 00:20:05.710
Because I see that a lot.
00:20:05.710 --> 00:20:07.668
In fact, we just dealt with it.
00:20:07.668 --> 00:20:12.085
In an issue at AUI, we're working on a new CRM for the marketing component.
00:20:12.085 --> 00:20:18.043
And so, one of the individuals on my team came back and said, why do we have five different names for the same carrier?
00:20:18.043 --> 00:20:20.085
And I went because they're five different products.
00:20:20.085 --> 00:20:21.168
And this is how this works.
00:20:21.168 --> 00:20:23.585
And he's like, well, the CRM company wants to change it.
00:20:23.585 --> 00:20:26.500
And I went, the CRM company has to go through Ellis to change it.
00:20:26.500 --> 00:20:27.750
He's like, oh, never mind.
00:20:27.750 --> 00:20:33.335
So it's that conversation about understanding why things are the way that they are now.
00:20:33.335 --> 00:20:38.418
This enables us to service our our clients better because it gives us the understanding and the information.
00:20:38.418 --> 00:20:43.210
And now you cannot change that simply because a program developer thinks that's a good idea.
00:20:43.210 --> 00:20:46.710
Now take your web development away from my insurance products.
00:20:49.335 --> 00:20:53.210
The one, the the one that's a deal breaker to me is quote unquote freestyling.
00:20:53.293 --> 00:20:56.375
Yes, I want people.
00:20:53.293 --> 00:20:56.375
Oh gosh. Find new ways.
00:20:56.375 --> 00:20:58.000
I want people to look at new things.
00:20:58.000 --> 00:21:01.125
I want people to find inefficiencies, and I want people to talk.
00:21:01.125 --> 00:21:03.043
But we don't do that on critical operations.
00:21:03.043 --> 00:21:06.375
Not only that, but when they just start doing it on their own.
00:21:07.875 --> 00:21:12.375
I've fired a number of people I have to for just that where they're like, no, no, no, I've got to get.
00:21:12.375 --> 00:21:13.500
My processes better.
00:21:13.500 --> 00:21:15.793
We don't understand what your process and no. Right.
00:21:15.793 --> 00:21:26.543
And I'm happy to sit down and talk about this, but don't just go off the reservation and expect us to come after you when stuff goes sideways, because we don't know what happened.
00:21:26.543 --> 00:21:27.750
We don't know how you did it.
00:21:27.750 --> 00:21:29.585
We don't know why you did it.
00:21:29.585 --> 00:21:34.250
And therefore you've you've kind of caused a whole calamity in itself.
00:21:34.293 --> 00:21:35.710
Exactly.
00:21:35.710 --> 00:21:38.625
If there's an SOP. Yes.
00:21:38.625 --> 00:21:43.460
If there is a standard operating procedure, my expectation, you follow it.
00:21:43.875 --> 00:21:47.250
Yes. That is very much to me, a non-negotiable.
00:21:47.250 --> 00:21:51.710
Now, once again, the only the only way that I have a wiggle room on this.
00:21:52.000 --> 00:21:54.125
If there is a problem, we need to know.
00:21:55.460 --> 00:22:03.418
So and this, this to me, is the operational piece that I always loved is when we had a problem, I'd always look at it.
00:22:03.418 --> 00:22:06.043
First off, one time is not a problem.
00:22:06.043 --> 00:22:12.000
Yes, but second off, I always look at it and be like, is this an opportunity for us to change things and do them better?
00:22:12.460 --> 00:22:15.710
Is this an outlier or is this just someone screwed up?
00:22:15.918 --> 00:22:16.625
Yeah.
00:22:16.625 --> 00:22:23.543
If you don't have this documented, if if you don't talk about problems when they happen, you can't get better.
00:22:23.835 --> 00:22:25.960
You can't fix things and you can't adapt to things.
00:22:25.960 --> 00:22:28.960
And if you don't adapt to things, you're just gonna die.
00:22:29.293 --> 00:22:31.460
That's all there is to it.
00:22:31.460 --> 00:22:37.875
So to me, it's that, that, that, that, that adherence to the process is just such a key for me.
00:22:38.210 --> 00:22:43.043
And 90% of the time I find that when we have something messed up, guess what?
00:22:43.085 --> 00:22:45.460
We forgot to step in the process.
00:22:43.085 --> 00:22:45.460
We didn't follow our process.
00:22:45.460 --> 00:22:47.710
And I don't think there's anything wrong with we're going to discuss.
00:22:47.710 --> 00:22:48.500
We're going to debate them.
00:22:48.500 --> 00:22:52.960
We're going to decide if we need to innovate in our process, but we do that as a team.
00:22:52.960 --> 00:22:54.585
No one gets to go rogue.
00:22:54.585 --> 00:22:57.000
No including the business owner. Correct.
00:22:57.000 --> 00:22:58.543
Don't do something you don't want to.
00:22:58.543 --> 00:23:03.210
I mean, if you want to see people totally disrupt your processes, do it to them.
00:23:03.835 --> 00:23:06.375
Yeah, it's funny you say that because I've had it.
00:23:06.375 --> 00:23:15.125
I've helped out with some editing recently, and I'm going through our process sheet like, oh yeah, I got it.
00:23:15.125 --> 00:23:23.375
Because when the process sheet has greatly evolved from when I was doing a lot of editing, because when it was just me, I set up the sheets and I'm like, okay.
00:23:23.375 --> 00:23:28.710
And then as we've talked and as tools have changed and as things have changed, I'm like, oh, I did it the old way.
00:23:28.710 --> 00:23:30.585
This would be all sorts of screwed up.
00:23:31.750 --> 00:23:34.460
So I have to adhere to that. Yes.
00:23:34.460 --> 00:23:40.960
I've got to make sure that I do that because otherwise, once again, I'm going to turn out some just absolute garbage.
00:23:41.210 --> 00:23:44.085
And I got to make sure that it's my responsibility is opposite.
00:23:44.085 --> 00:23:46.625
I get pissed at someone if they did that to me.
00:23:46.625 --> 00:23:47.625
Well, guess what?
00:23:47.625 --> 00:23:51.085
I if I do it to me, I got to get equally as mad at me.
00:23:51.085 --> 00:23:52.210
Yes, you do.
00:23:52.210 --> 00:23:55.210
Take myself out back and punch me in the face a few times.
00:23:55.710 --> 00:23:59.043
The things that you cannot expect.
00:23:59.835 --> 00:24:02.250
The mind reader.
00:24:02.250 --> 00:24:04.960
Telepathy is not a skill you screen for.
00:24:04.960 --> 00:24:07.043
Oh. No.
00:24:07.043 --> 00:24:12.460
Okay, I get no, we're done here.
00:24:12.460 --> 00:24:12.710
Yeah.
00:24:12.710 --> 00:24:19.418
No, I it always upset me when, as an employee, someone is like, why didn't you do this?
00:24:19.418 --> 00:24:22.668
And I'm like, you didn't tell me what you should know. No.
00:24:23.335 --> 00:24:24.500
Obviously. Didn't tell me.
00:24:24.500 --> 00:24:25.750
I shouldn't know, I didn't.
00:24:25.750 --> 00:24:27.293
We don't have a procedure for this.
00:24:27.293 --> 00:24:29.625
And you didn't tell me what this is.
00:24:29.625 --> 00:24:30.918
What's. It's right there.
00:24:30.918 --> 00:24:32.918
No, it's not I.
00:24:32.918 --> 00:24:38.210
If I don't get mad at me, if I didn't do something you didn't directly tell me to do.
00:24:38.210 --> 00:24:41.375
No, Don't get mad at your employees if they don't.
00:24:41.375 --> 00:24:47.585
And just because you think you told them to do something unless it's documented, you can go back and say, see where it says, do the thing.
00:24:48.625 --> 00:24:49.210
It's not.
00:24:49.210 --> 00:24:49.500
There.
00:24:49.500 --> 00:24:52.625
Well, research says it takes ten times for someone to truly understand.
00:24:54.043 --> 00:24:56.500
So that's something else you have to tell I know.
00:24:56.500 --> 00:24:58.418
Wow, it's hard.
00:24:58.418 --> 00:25:00.625
Wow, wow.
00:25:00.625 --> 00:25:03.625
And we've done 35 episodes.
00:25:04.710 --> 00:25:06.710
Boy? Oh, yeah.
00:25:06.710 --> 00:25:09.418
I'm just trying to do the math here real quickly in my head.
00:25:09.418 --> 00:25:13.418
There's only 315 episodes left to go before it's really pounded in.
00:25:13.460 --> 00:25:15.460
Exactly, exactly.
00:25:15.460 --> 00:25:18.460
The other one is is to is, is.
00:25:18.918 --> 00:25:22.625
I am going to stare at you directly in the eyes.
00:25:22.625 --> 00:25:25.875
As I say, this one. Yes.
00:25:26.625 --> 00:25:28.750
And you know what it. Is I do.
00:25:28.750 --> 00:25:30.293
Owner level obsession.
00:25:30.293 --> 00:25:32.543
No one is going to care as much as you care.
00:25:32.543 --> 00:25:33.918
Nope. Never.
00:25:33.918 --> 00:25:35.793
Don't expect you worked 80 hours.
00:25:35.793 --> 00:25:38.125
Congratulations. They do not give a shit.
00:25:38.125 --> 00:25:39.168
Nor will they do it.
00:25:39.168 --> 00:25:41.875
No, they may do it if on the occasion.
00:25:41.875 --> 00:25:44.335
If it's needed. Yes, but don't expect them to do it.
00:25:44.335 --> 00:25:46.335
Doing it every day, every week.
00:25:46.335 --> 00:25:47.960
They're not going to do it out of the kindness of their eyes.
00:25:47.960 --> 00:25:49.460
And you don't want them to.
00:25:49.460 --> 00:25:51.668
Oh gosh. No.
00:25:49.460 --> 00:25:51.668
You know what to do with yourself.
00:26:28.998 --> 00:26:31.289
No, no, we don't want to deal with ourselves.
00:26:31.289 --> 00:26:36.080
That's why we work on our businesses for 80 hours a week. Exactly what they have lives.
00:26:36.080 --> 00:26:38.498
You have a legacy.
00:26:38.498 --> 00:26:38.789
Yeah.
00:26:38.789 --> 00:26:45.498
To not expect them to care about the business as much as you do. No, they should care about the business.
00:26:45.498 --> 00:26:46.914
They should care about the results.
00:26:46.914 --> 00:26:49.914
They should care about the people around them.
00:26:50.248 --> 00:26:52.914
The business as a whole, they.
00:26:52.914 --> 00:26:54.123
Are not the same way that you do.
00:26:54.123 --> 00:26:56.789
No, no, no, it's the same thing.
00:26:56.789 --> 00:26:59.123
Don't expect someone to care for your kid the same way you do.
00:26:59.123 --> 00:27:01.205
Exactly.
00:27:01.205 --> 00:27:05.830
Expect them to treat your kid well and with respect and all those other things.
00:27:03.998 --> 00:27:08.830
But don't expect them to do the same things for your kid that you would do. Yes.
00:27:08.873 --> 00:27:11.873
Yeah, yeah. Oh.
00:27:12.123 --> 00:27:26.455
That being said, how do you determine if a missed expectation is a training issue, meaning it was the leader's fault or an attitude or maybe an employee issue?
00:27:26.705 --> 00:27:27.289
Okay.
00:27:27.289 --> 00:27:31.830
So I would say you ask yourself, is this a skill or a will issue?
00:27:32.248 --> 00:27:35.248
Oh yeah. We were I'm now so.
00:27:35.289 --> 00:27:37.498
Are we at it.
00:27:35.289 --> 00:27:37.498
Are we going to start to get it.
00:27:37.498 --> 00:27:39.414
Yeah. God help you. Do.
00:27:39.414 --> 00:27:41.455
I can do all of the things I will.
00:27:41.455 --> 00:27:43.164
Just I can rhyme to.
00:27:43.164 --> 00:27:44.498
I can rhyme with the best of them.
00:27:44.498 --> 00:27:46.373
And I can do insurance abbreviations.
00:27:46.373 --> 00:27:49.955
So just just know it's going to get interesting if that's what we're going to do.
00:27:49.955 --> 00:27:52.914
So I'm going to tap out. Now you win.
00:27:52.914 --> 00:27:53.998
So is it skill or. Well.
00:27:53.998 --> 00:27:56.539
So if it's a skill gap that's on leadership.
00:27:56.539 --> 00:28:00.080
So we didn't train well enough or we didn't set the person up with the right tools.
00:28:00.080 --> 00:28:03.123
But if it's a will problem that's attitude.
00:28:03.789 --> 00:28:05.998
And so that employee has to meet us halfway.
00:28:05.998 --> 00:28:08.289
Skill gap gaps I believe are fixable.
00:28:08.289 --> 00:28:10.789
Yep. Always. But will gaps really are.
00:28:11.914 --> 00:28:13.080
I it's funny.
00:28:13.080 --> 00:28:13.705
I agree with that.
00:28:13.705 --> 00:28:17.080
And it's that there's with the will gap.
00:28:17.080 --> 00:28:20.080
There's always other signs to yes.
00:28:20.164 --> 00:28:27.498
There's you can see that this is a cumulative thing, not just oh, they're missing that one piece.
00:28:27.955 --> 00:28:29.580
They're missing the chunk.
00:28:29.580 --> 00:28:36.914
Well, they are, and I mean, leaders get in trouble when they treat well issues like a training issue because you cannot coach someone into caring.
00:28:37.580 --> 00:28:40.039
No. And I know that there's some and you're not.
00:28:40.039 --> 00:28:41.414
Jesus. You can't do it.
00:28:41.414 --> 00:28:42.705
When you try and do that.
00:28:42.705 --> 00:28:45.498
That typically pushes them the other direction. It doesn't.
00:28:45.498 --> 00:28:46.873
It becomes really strong.
00:28:46.873 --> 00:28:53.873
When you say, read the handbook, you know, and read our core values until those set in.
00:28:54.330 --> 00:28:59.248
No. No, no, they are going to have a bonfire with your core values and that's it.
00:28:59.248 --> 00:29:00.289
They are going to turn that into.
00:29:00.289 --> 00:29:02.789
Kindling and you just need to exit them quickly.
00:29:02.789 --> 00:29:04.789
Someone doesn't meet standards.
00:29:04.789 --> 00:29:07.330
How does that affect the high performance on the team?
00:29:07.330 --> 00:29:09.289
Oh gosh. It hurts the high performers.
00:29:09.289 --> 00:29:10.580
They're going to miss it.
00:29:10.580 --> 00:29:11.664
They're absolutely going to exit.
00:29:11.664 --> 00:29:17.330
When you allow underperformers to coast, I mean your high performers feel punished for caring.
00:29:17.330 --> 00:29:19.705
And then they start thinking, you know, why do I care so much?
00:29:19.705 --> 00:29:20.955
Why am I working so hard?
00:29:20.955 --> 00:29:24.080
If nothing changes, you want your high performance to exit.
00:29:24.330 --> 00:29:29.373
You maintain that low performance standard for somebody else 2%.
00:29:29.914 --> 00:29:36.039
They will start to perform at that at that same level as a low performer because like they can get away with it like at all.
00:29:36.039 --> 00:29:38.330
Well they're like, well we can't find anybody else to do this job.
00:29:38.330 --> 00:29:39.123
And it's really important.
00:29:39.123 --> 00:29:46.039
I bet you can't or I bet your your high performers will say, we would rather work alone than have to drag dead weight.
00:29:46.623 --> 00:29:49.539
I mean, like this boat anchor. Exactly.
00:29:49.539 --> 00:29:52.789
I mean, you have to think to that, you know, keeping the wrong person.
00:29:52.789 --> 00:29:56.705
And we've talked about this several times in other episodes, you know, but it hasn't been ten times yet.
00:29:56.705 --> 00:29:59.248
You know, it's always been expenses.
00:29:59.248 --> 00:29:59.914
Okay, maybe.
00:29:59.914 --> 00:30:01.539
We're going to need to talk about it 100 times. Yeah.
00:30:01.539 --> 00:30:13.914
I mean, you you keep the wrong person. It's almost it's almost always more expensive than letting them go with dignity and exiting them to a new opportunity is really it's sometimes it's the best thing you can do for the performer. Yes.
00:30:14.330 --> 00:30:16.039
And I mean 100%.
00:30:16.039 --> 00:30:24.580
It's the it's a good thing for them, but it's the, the biggest thing for you because like you, like you said, those other people aren't dragging along that boat anchor.
00:30:25.373 --> 00:30:35.330
And it's tough because the other thing is to sometimes that low, the low standard may just be an enthusiasm thing.
00:30:36.080 --> 00:30:39.080
And it does not take I mean, we're both enthusiastic people.
00:30:40.289 --> 00:30:45.789
I've been in rooms where you've got your, and it just sucks it right out of you.
00:30:45.830 --> 00:30:47.164
It does. It's exhausting.
00:30:47.164 --> 00:30:48.873
Yeah. We're just like, okay.
00:30:48.873 --> 00:30:52.830
I mean, if if everything first, if you look at some of the people, they're like, just get out of here.
00:30:53.873 --> 00:30:56.039
If this is so terrible, get the hell out of here.
00:30:56.039 --> 00:30:56.998
Yeah.
00:30:56.998 --> 00:31:02.123
But when you're around that it makes it very difficult to function at a high level.
00:31:02.123 --> 00:31:02.373
Yeah.
00:31:02.373 --> 00:31:04.789
It's it's be aware the room you're in. Well, I think.
00:31:04.789 --> 00:31:10.789
It's a really good conversation that you have with organizations that are working on accelerating their growth.
00:31:10.873 --> 00:31:19.373
It's having the conversation around, you know, you may have people that are in this organization that do their job, okay, but they are difficult to be around.
00:31:19.830 --> 00:31:22.748
What is that doing to your organization as a whole?
00:31:22.748 --> 00:31:26.789
And if you want to move faster, you need people that are in alignment with you.
00:31:26.789 --> 00:31:30.039
And we've we dealt with that over the last few years at ROI and clarity.
00:31:30.039 --> 00:31:41.789
We've had significant turnover, in part because we started managing and doing performance evaluations by our core values and saying, hey, these are our core values and and we need you to like them.
00:31:41.789 --> 00:31:43.830
Well, I don't really believe in community.
00:31:43.830 --> 00:31:45.955
Like, okay, well, we don't believe in you anymore either.
00:31:45.955 --> 00:31:48.164
So it's. Just.
00:31:48.164 --> 00:31:49.414
That's kind of how it was.
00:31:49.414 --> 00:31:50.789
It's no, I.
00:31:50.789 --> 00:31:53.123
I know it sounds heartless, but it's really important.
00:31:53.123 --> 00:31:56.873
You can't you can't grow fast when you're not in alignment with people.
00:31:56.873 --> 00:31:59.330
And now I walk into the room and I'm like, I love all these people.
00:31:59.330 --> 00:32:00.330
They're great.
00:32:00.330 --> 00:32:10.998
I love the the simplicity of what you said that, though, because here it's like we talked about fear a couple episodes ago, and here it's this seems like a big deal and it's really not.
00:32:11.039 --> 00:32:12.623
You're just not a fit.
00:32:12.623 --> 00:32:13.705
It's just not a fit.
00:32:13.705 --> 00:32:19.330
Well, and I will say for years there, I drug dead weight for a couple of different things with people.
00:32:19.330 --> 00:32:21.748
And specifically I'm like, I need you to love this as much as I.
00:32:21.748 --> 00:32:24.080
And it's like, I'm not telling them enough. I'm not selling it.
00:32:24.080 --> 00:32:26.623
I'm not being and I'm not being clear right now.
00:32:26.623 --> 00:32:31.580
I was being clear they were also being clear with their middle finger, and they didn't care what I had to say.
00:32:31.580 --> 00:32:32.664
It was like, you know what?
00:32:32.664 --> 00:32:35.664
We need to move on. Yep, yep.
00:32:35.664 --> 00:32:41.205
Something else like, how do you reset expectations when someone has been okay?
00:32:41.289 --> 00:32:41.873
Yeah.
00:32:41.873 --> 00:32:45.789
With 30 years and they're like, okay, I'm coasting till retirement.
00:32:45.873 --> 00:32:46.705
Yeah.
00:32:46.705 --> 00:32:56.039
So I think sometimes too, with long term employees, you know what, your expectations can drift because the business grows and you don't necessarily recalibrate the role.
00:32:56.039 --> 00:32:58.539
So they're like, oh, I'm still doing the same job I did ten years ago.
00:32:58.539 --> 00:33:03.498
No, you're not like you've you've moved up in the company or you move laterally or we don't even do the same things.
00:33:03.498 --> 00:33:05.373
And I was going to say it's not even the same thing anymore.
00:33:05.373 --> 00:33:07.330
That's it. Like we don't like what we do.
00:33:07.330 --> 00:33:10.205
And insurance has changed dramatically in the last 15, 20 years.
00:33:10.205 --> 00:33:13.205
Even in the last five years I not surprising.
00:33:13.289 --> 00:33:20.498
So I think it's really important that you you reset that implicit contract of like, you know, this is what the role requires today.
00:33:20.705 --> 00:33:21.748
This is where we're going.
00:33:21.748 --> 00:33:24.748
I mean, it starts with, you know, honesty delivered respectfully.
00:33:24.748 --> 00:33:26.414
Here's what the company needs now.
00:33:26.414 --> 00:33:30.498
Yep. Appreciate all of the work that you've done in the past to get us to where we are.
00:33:30.498 --> 00:33:33.039
But this is what we need from you moving forward.
00:33:33.039 --> 00:33:34.580
And this is what success looks like.
00:33:34.580 --> 00:33:36.955
Do you think you could do those things for us? Yep.
00:33:36.955 --> 00:33:39.830
And if they say yes, you go, great, let's add some more training and development.
00:33:39.830 --> 00:33:40.455
Let's work on things.
00:33:40.455 --> 00:33:49.123
Because what I will say to Josh is, as organizations grow, if you want the people inside the organization to grow as well, you have to be able to develop them professionally.
00:33:49.123 --> 00:33:56.248
You have to give them new skills, the ability to have access to new skills, which is why you also, as a leader, have to be adding new skills to yourself.
00:33:56.748 --> 00:34:10.914
A lot of times when organizations flatline in the middle and they're like, I'm when when a leader is frustrated with their middle management, I would say 99 times out of 100, it is because that leader at the top isn't developing themselves.
00:34:10.914 --> 00:34:18.289
Sure, you don't get to be ticked at your middle leadership because they're falling to the level of their training, which is below where you are, and you keep thinking that everybody needs to coast.
00:34:19.206 --> 00:34:19.914
They don't like it.
00:34:19.914 --> 00:34:28.706
I it's so funny how people so often promote someone and without prior training and without follow up training.
00:34:28.748 --> 00:34:31.039
Well, they were good at their job.
00:34:28.748 --> 00:34:31.039
So now they're going to be a good manager.
00:34:31.039 --> 00:34:32.331
That is not accurate.
00:34:32.331 --> 00:34:34.664
Peter Principle I see I still see it.
00:34:34.664 --> 00:34:38.456
We talked about it a couple of different contexts a little bit earlier off here.
00:34:39.831 --> 00:34:44.331
To kind of wrap all of this up, clear actionable takeaways.
00:34:44.331 --> 00:34:45.580
We always like to give these to people.
00:34:45.580 --> 00:34:49.789
So that way they can walk away and be like, I learned something today.
00:34:49.789 --> 00:34:52.498
Other than that, Josh talks too much.
00:34:52.498 --> 00:34:55.498
Not true.
00:34:55.498 --> 00:35:07.705
To me, the biggest one is like, what I should expect from my employees is when I tell them what done is I want them to get to done.
00:35:08.039 --> 00:35:10.123
Yeah, there's no ambiguity about that.
00:35:10.123 --> 00:35:16.914
There's no it's and I have them I have the expectation that they get there.
00:35:17.248 --> 00:35:19.039
They don't give it to me beforehand.
00:35:19.039 --> 00:35:21.748
It's here's what I defined as done.
00:35:21.748 --> 00:35:23.789
And that is what exactly what I'm going to get.
00:35:23.789 --> 00:35:24.289
Yeah.
00:35:24.289 --> 00:35:27.498
And I would say to defining done you also need to define the why.
00:35:28.498 --> 00:35:32.373
So if you want people to give you engagement they need to understand the mission.
00:35:32.373 --> 00:35:37.623
So if you assign your team a task you need to assign your team the why it matters of that.
00:35:38.373 --> 00:35:41.789
My other one is I talked about Noah built the ark before the storm.
00:35:41.998 --> 00:35:44.289
I mean, I'm not even a religious guy, and I still like that one.
00:35:44.289 --> 00:35:44.872
That's a good one.
00:35:44.872 --> 00:35:48.497
Is if a deadline's at risk, tell me.
00:35:49.039 --> 00:35:49.247
Yeah.
00:35:49.247 --> 00:35:55.372
The conversation happens before the client sending me that nasty email going, hey, where's my stuff?
00:35:55.789 --> 00:35:57.705
Yeah, where'd it go?
00:35:57.705 --> 00:36:00.539
What I would say to you, too, I'm going to steal it from you because you've talked about it before.
00:36:00.539 --> 00:36:02.539
It's normalizing that check in. Yeah.
00:36:02.539 --> 00:36:03.830
So you create that culture.
00:36:03.830 --> 00:36:05.955
We're speaking of early is in a sign of weakness.
00:36:05.955 --> 00:36:07.580
It's a sign of ethics.
00:36:07.580 --> 00:36:09.330
That other e. Yeah, yeah.
00:36:09.330 --> 00:36:11.039
Back to the ease.
00:36:11.039 --> 00:36:14.830
And with that, check yourself before you wreck yourself.
00:36:15.747 --> 00:36:20.289
Yes. We've all I know we've all done this.
00:36:20.372 --> 00:36:22.372
I did this a couple of times when I was younger.
00:36:23.330 --> 00:36:24.372
Run into the room.
00:36:24.372 --> 00:36:26.872
Dammit. You screwed this up again.
00:36:26.872 --> 00:36:27.955
Why the hell is that?
00:36:27.955 --> 00:36:29.080
Blah blah blah blah blah.
00:36:29.080 --> 00:36:32.664
And they're like, well, boss, this is what I was told to do.
00:36:32.664 --> 00:36:36.830
And you're like, oh, oh, sorry about that.
00:36:37.289 --> 00:36:38.997
Oops.
00:36:38.997 --> 00:36:41.997
Do you want lunch?
00:36:42.872 --> 00:36:45.789
I, I all right, we've all been there.
00:36:45.789 --> 00:36:52.955
And I mean instantly, like I say, you've my other analogy, you feel your esophagus and your large intestine swap places.
00:36:53.414 --> 00:36:57.122
You take that heavy gulp and then, yeah.
00:36:57.747 --> 00:36:58.039
Yeah.
00:36:58.039 --> 00:37:02.247
And I would say, and going with the checking yourself, you need to coach the next step.
00:37:02.455 --> 00:37:02.830
Yeah.
00:37:02.830 --> 00:37:09.539
So when those expectations slip you're going to focus on that evolution that last asking what's the next killer support.
00:37:09.539 --> 00:37:10.914
You need to hit this next time.
00:37:10.914 --> 00:37:12.622
So you have accountability and support.
00:37:12.622 --> 00:37:15.164
It moves people forward as opposed to being fearful.
00:37:15.164 --> 00:37:20.122
Yeah that and that will give you that expectation of that that accountability.
00:37:20.122 --> 00:37:21.747
They'll feel that. Yeah.
00:37:21.747 --> 00:37:25.247
They'll feel accountable for things and be proactive on it.
00:37:26.080 --> 00:37:30.997
To me, I know you've seen this hundreds of times.
00:37:31.747 --> 00:37:34.122
You've seen thousands of red flags.
00:37:34.122 --> 00:37:36.080
Some of them have been waving in this direction.
00:37:36.080 --> 00:37:42.289
What is the single biggest red flag that an employee has mentally checked out?
00:37:42.955 --> 00:37:51.039
And, oh, it's no longer like meeting like, weather, any expectation, but let's say cultural expectations.
00:37:51.039 --> 00:37:53.247
Yeah.
00:37:53.247 --> 00:37:55.914
When communication disappears, culture disappears.
00:37:55.914 --> 00:37:58.372
Oh, that's the biggest red flag.
00:37:58.372 --> 00:37:59.705
Silence is the biggest red flag.
00:37:59.705 --> 00:38:01.289
If they're quiet. Yeah.
00:38:01.289 --> 00:38:01.580
If they're.
00:38:01.580 --> 00:38:04.580
And especially if they suddenly go quiet.
00:38:04.955 --> 00:38:05.997
Yeah.
00:38:05.997 --> 00:38:08.539
It's it's, it's, it's very telling.
00:38:08.539 --> 00:38:14.039
What is the one operational metric that proves an employee is owning their role to me.
00:38:14.039 --> 00:38:15.247
I don't have to ask.
00:38:15.247 --> 00:38:18.247
I just know it's done.
00:38:18.289 --> 00:38:19.122
It's on time.
00:38:19.122 --> 00:38:22.122
It's it's that to me trust. Yeah.
00:38:22.164 --> 00:38:23.914
There's the there's never a question.
00:38:23.914 --> 00:38:26.914
There's never and I mean, I'm always like, we use a sauna.
00:38:26.914 --> 00:38:29.872
I'm always going to check on stuff on asana. Where are we at with this?
00:38:29.872 --> 00:38:31.330
What's the workload like?
00:38:31.330 --> 00:38:33.622
Because I want to be proactive in those things.
00:38:33.622 --> 00:38:39.622
But when I get, when I don't have to ask the questions like, where are we at with this?
00:38:39.747 --> 00:38:40.580
How's this going?
00:38:40.580 --> 00:38:44.789
How are you feeling when I just know what the mood in the room is without asking?
00:38:46.039 --> 00:38:47.997
That's that's when we know stuff is going right.
00:38:47.997 --> 00:38:49.914
Yeah.
00:38:49.914 --> 00:38:55.164
That being said, high performance is a two way street.
00:38:55.289 --> 00:38:56.622
Very much so.
00:38:56.622 --> 00:39:04.289
If if you want high performing people, you have to be a high performer for them. Yes.
00:39:04.289 --> 00:39:08.539
Not just for the business, for them specifically.
00:39:08.539 --> 00:39:09.997
Model what you want to see.
00:39:09.997 --> 00:39:11.414
Yes. Yes.
00:39:11.414 --> 00:39:12.414
Oh, I need to work.
00:39:12.414 --> 00:39:15.414
I got some work to do.
00:39:16.664 --> 00:39:20.122
If you want to find out some of the work that we all should probably be doing.
00:39:20.414 --> 00:39:21.955
Business ethics podcast.com.
00:39:21.955 --> 00:39:24.122
You can go get all the old episodes, all the new episodes.
00:39:24.122 --> 00:39:25.539
You can get them on YouTube.
00:39:25.539 --> 00:39:28.539
Also, go look at all the social medias.
00:39:29.289 --> 00:39:31.414
We've we've got the clips that are on there.
00:39:31.414 --> 00:39:34.039
We have a lot of fun putting those together.
00:39:34.039 --> 00:39:46.580
Lots of good antics in those also, especially if you're just like if you if you're sitting on the couch and your spouse or partner, whoever is watching something that you absolutely hate, scroll our entire feed.
00:39:46.622 --> 00:39:48.205
That's fine. It's it's fun.
00:39:48.205 --> 00:39:52.205
You're going to learn something and you probably have something to make fun of me for, so we'll take it.
00:39:52.289 --> 00:39:56.164
Also review subscription on any of the podcast platforms and let us know what you want to hear.
00:39:56.164 --> 00:40:02.997
We would love for you to tell us what topics you need us to, to address or to talk about.
00:40:02.997 --> 00:40:06.789
Next week A, B and C players.
00:40:07.205 --> 00:40:08.247
Who are they?
00:40:08.247 --> 00:40:12.830
Oh, and where do they fit in your business?
00:40:13.539 --> 00:40:14.830
We're all AA players, right?
00:40:21.205 --> 00:40:25.747
Everyone A, B and C players to me all have a fit in the business.
00:40:26.205 --> 00:40:29.789
Figuring out where, how and what's going to make the most effective.
00:40:29.872 --> 00:40:32.039
Yeah. We're going to talk about that next week.
00:40:32.039 --> 00:40:33.580
Do me a favor. Take care of yourself.
00:40:33.580 --> 00:40:40.705
If you can't take care of someone else too, we will see you very, very soon.
00:40:55.872 --> 00:40:56.330
Stay.