Transparency Isn't Telling Everyone Everything: Leadership Without the Trauma Dump

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I feel like the prime example of what we're going to talk about today is LinkedIn.
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Yes, because there are so many people that are like, I want transparency.
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I want people to know things.
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And we're like, no, we don't want them.
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No we don't.
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You don't, you don't.
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And trust us, like you should share things.
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You should be transparent.
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You should be honest with your employees.
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Yes.
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Not that honest.
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Stay tuned.
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She's the CEO.
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He's the marketing and operations guy.
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If it's broken, you need the business fix.
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Welcome to transparency.
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It's terrifying.
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Being transparent really is because there's that like there is the trauma dumping founder that is sharing everything on LinkedIn and with their team.
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Yes.
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And with the video format.
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So their team's watching it on LinkedIn because they didn't share it with them.
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Correct.
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Or it's an it's a mass email or it's.
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And some people put this as vulnerability.
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Um, no, that is essentially like there's a difference between being vulnerable and putting your hand on an anvil and passing out sledgehammers.
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Yes.
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And passing the paranoia to everyone else.
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Not everyone else needs to hear about this, especially people that work for you.
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If you're like, we're going out of business tomorrow, but it's really not.
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I'm just, you know, I panic all the time, right?
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No. Like business owners, many of us.
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Yeah.
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A large majority of us run in a constant state of panic, and we freak out constantly.
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Our intern doesn't need to know that.
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No, no, no. It's the.
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Yeah.
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So we talk about filling the silence with truth.
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We talk about directness, kindness, and we talk about running the mirror test all these things.
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But today we are gonna we're gonna tackle the dark side of that coin.
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There's a reason why I enjoy doing voiceover work.
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Transparency is a phenomenal thing, but like everything else, if you drink too much water, you die.
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Yeah.
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Uh, grapes are great.
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You eat too many of them.
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You die.
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Yeah.
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So we're going to talk about, like, making sure that we are not confusing transparency with an emotional unloading.
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Yes.
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We want to make sure that we are real, but not dumping cash flow panics.
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We want to make sure that we are not talking about board struggles or massive strategic pivots that we thought of in the shower, but we haven't thought through yet.
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Yes.
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Not that any of those have either happened to either one of us.
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Never done those.
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I have pulled my phone out in the shower and started typing the email and I'm like, no, no.
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Wait till you wait till you're dry.
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Josh at least wait till you're dry.
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Some boundaries there, right?
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at least.
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Well, they don't know I'm typing it from the shower, but still, you need some.
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Next time you send me, I've got a great idea.
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I'd be like, where did you have this idea?
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Was that too transparent?
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Please tell me you're not anywhere near the bathroom.
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No. Well, I know we've both seen this on LinkedIn.
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Yes, we both heard horror stories from the grapevine.
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Like or like.
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We've seen a ton of Facebook comments about stuff like this recently too.
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Yes we have.
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As like, as I look at our Facebook, like there's some significant trauma dumping dumping happening in our Facebook.
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And you know what?
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It's okay.
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It's great for the and I love we're fine with it.
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We that that is truly what we are here for.
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And it's helping us know what we need to be talking about because we've, we've seen it.
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We've been there.
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Yes.
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Don't be friends with your employer so you can do that in our comments, please.
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Correct, correct.
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And once again, I will say that if you have someone that we need to subtly send something to him, right?
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You can tag him more than happy to do that.
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But when leaders think that they're being, I'm just gonna be human and I'm going to share every existential, horrifying dread.
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Okay.
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Why?
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Why is trauma dumping on your employees like the worst form of leadership neglect?
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Yeah.
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I like the big, long swallow.
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Like the gulp.
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Yeah.
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All right.
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So I want to give some perspective before I really answer the question.
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Connect this back to the framework that we come back to all the time with clarity and consistency and care.
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All right.
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We've we've mentioned those before.
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We do because they're the three C's of leadership.
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You know, transparency only works when all three are present.
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So with yes, without clarity, people make up stories without consistency.
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They stop trusting the message and without care, transparency turns into emotional dumping.
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So for this episode, I think healthy transparency can be three things.
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It's steady, selective, and solution oriented.
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Yes.
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Yeah, I dig that.
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Good.
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I'm gonna explain it.
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So steady means I do not hand my unprocessed panic to the team.
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Right.
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Selective means I share the right information with the right people at the right time.
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And solution oriented means if I share something hard, I also give people a next step, a timeline, or a place to focus.
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Because transparency is not telling everyone everything, right?
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So let's go back to your question.
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There is a difference between being human and handling your anxiety and handing your anxiety to your team like it's their job to carry, right?
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We don't hand our anxiety to our team.
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All right.
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Your team deserves honesty.
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They do not deserve custody of your anxiety.
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No, don't do that to the no, they no, don't do that to people.
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And that's where leaders cross the line.
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So I mean, if I say to my team, we're navigating a challenging quarter.
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Here's what we know, here's what we don't know, here's what we're doing.
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And here's what this means for your role.
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That is transparency.
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I that structure right there.
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Yes.
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I feel like that also needs to go on a pillow.
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I think it does.
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So if I do that, great.
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If I look at them and say, you know, I don't know if we're going to make it.
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I'm barely sleeping.
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The bank is nervous.
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I'm terrified.
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Our board is angry.
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People have no ability to change the outcome.
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I mean, no, that is not transparency.
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That is emotional unloading.
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So I mean, and I mean, I say this with compassion because I've been there.
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I know leaders are human, right?
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CEOs get scared, owners wake up at three a m doing math in their head.
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All right.
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Yeah, it happens.
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And it's usually it's not the good math.
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It's not.
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And I understand that deeply.
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At least once a week, I am convinced that I am going to be homeless.
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I laugh, but it's the same.
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No it's true.
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I mean, but here's the thing.
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Your team is not your therapist.
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No, they are not your peer group and they are not your emotional pressure valve.
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And I think a lot of times leaders confuse their team as their peer group.
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Absolutely not.
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And so this is where steady, selective and solution oriented it really matters because to be steady does not mean fake.
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It means regulated.
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So we process our fear with the right people first, whether that's an advisor, a coach, your therapist, or your peer group, maybe your spouse, if they if it's appropriate or your leadership team, do not process raw panic in front of the whole company.
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Don't process your raw panic with your new team member who just got there yesterday.
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Don't do that.
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All right.
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So we're gonna be steady.
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Then we're going to be selective.
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Not everyone needs every detail.
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Correct.
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So the frontline employee may need to know that priorities are shifting.
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They don't need to know every anxious thought that you had about payroll investors or whether or not you made a bad strategic call.
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They don't need to know that.
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So be selective in what you tell people.
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I'm not saying hide everything.
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Be selective in what you tell people.
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And the third is to be solution oriented.
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So if you're sharing something heavy, you've got to give something.
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You've got to give people something to do with it.
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Otherwise you're just transferring that weight.
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And that's not leadership.
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That's neglect dressed up as authenticity.
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It's lipstick on a pig.
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It is.
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It's not okay.
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I to me, it's funny, like figuring out what's actually relevant to people.
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And the answer is not much if it's your head trash, right?
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Yeah, I totally agree because like, I like, I wake up sometimes at three a m. Yeah.
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Oh, I've got an idea.
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I've got a whatever.
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Even though some of my staff maybe working at that point in time, I'm not bothering them.
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No, I'm still not going to send it to them.
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No. Then because then they're like, why, why, why is he up at three a m?
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Yes.
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Don't don't make him ask that question from that from HR, from psychological safety.
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What happens to a high performers productivity when the CEO routinely shares the ha ha.
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They're panicked.
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This is the big one.
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Elizabeth.
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I'm coming to see you, honey.
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Uh, my Red Fox impersonation isn't all that great, but, like, what happens to them when you share that with them?
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Yeah.
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When they.
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I mean, you routinely panic in front of the team and you don't fix anything.
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Yeah.
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Okay.
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So your high performers, they don't panic first.
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Nope.
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They plan first.
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And sometimes that means they plan their exit.
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Oh, they are in cover their butt mode.
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Absolutely.
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They may not say anything right away because, you know, high performers are usually steady.
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They don't want to add drama, but internally they start doing risk math.
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So they start thinking, you know, is the company stable?
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Should I be worried?
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Do I need to protect my family?
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Is leadership actually in control?
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And when a high performer starts asking those questions, is the company stable?
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Should I be worried?
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Their mental energy starts to shift and then they're thinking, okay, I got to protect my family and they're no longer fully focused on the client, the project, or the mission.
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Part of their brain is now scanning for danger, right?
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They don't feel the need to go down with the ship because other ships will be like, come on aboard.
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Exactly.
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And that's the hidden cost of toxic transparency.
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I mean, it takes people who were engaged and turns them into quiet self protectors.
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And I think it's also why psychological safety is it's not just about whether people are nice to each other.
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Psychological safety means people believe their environment is stable enough to speak, work, learn and take risks without fear of being punished, blindsided, emotionally whispered, or like just eliminated from the organization.
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So when as a CEO or as a manager, you're routinely sharing panic Without a plan, the environment stops feeling stable.
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So again, come back to that steady selective, solution oriented.
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If you're steady, your people can breathe.
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Yep.
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Yep.
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If you're selective, they're not overloaded with problems outside of their control.
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And if your solution oriented, they know what to focus on next.
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And high performers can handle hard truth.
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Yes.
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In fact, they usually appreciate it.
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Totally.
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Yeah.
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What they can't handle is emotional whiplash.
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So, like, one one week, everything's great.
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It's amazing.
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We're hitting all our KPIs, and then the next week, the sky is falling.
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We're going on business.
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We're all gonna be homeless.
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We're all gonna have jobs.
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I mean, and then you're pivoting constantly, and then we're fine.
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And then we're not fine, and then we're good.
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And then we're not good.
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As an entrepreneur, you might thrive that way.
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I know I like emotional whiplash is just part of being an entrepreneur.
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Most people are not entrepreneurs.
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The people that you pay to be on your team, they're not they're not you for a reason.
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All right.
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So I mean, like that back and forth communication is that leadership, whether where everyone spends the day looking at the CEO like an emotional forecast, like what are we going to do?
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What's blowing in from the east?
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Exactly.
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And that's exhausting.
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Yes, it is very much the, the, the example that I want to give with this is you don't want like, as the CEO, you don't want to be the crazy ex-girlfriend.
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Correct.
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So how does how does a leader balance that?
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Like, because once again, we've talked about like after saying all this, I could see how someone would sit there and be like, I'm just gonna sit in the corner and shut up.
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Yeah.
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Because you do need to be real.
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You do need to be honest.
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You do need to have a level of transparency in order to, to really like, have, have the team feel a on board, but it's your responsibility to do that as the CEO.
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Yeah.
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How do you balance that need Of honesty and responsibility.
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Yeah, I think it's that that's maturity and leadership.
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So we don't lie.
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We don't pretend.
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We don't hide everything behind a fake smile and a pizza party.
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Right.
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I thought pizza fixed everything.
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No, it does not.
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I mean, so you can't.
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We don't hide behind those fake smiles.
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We also don't emotionally strip mine our team because we feel overwhelmed.
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So I think that happens oftentimes.
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So being a steady shield means you absorb, you process and you translate.
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You don't dump.
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Right.
00:14:55.526 --> 00:15:01.593
So there's a huge difference between filtering information and hiding information.
00:15:01.593 --> 00:15:04.093
You know, filtering is responsible leadership.
00:15:04.093 --> 00:15:06.926
Hiding is avoidance.
00:15:06.926 --> 00:15:10.293
I mean, it's really like filtering says, you know, here's what matters to you.
00:15:10.293 --> 00:15:12.826
Here's what's changing, here's what's not changing.
00:15:12.826 --> 00:15:14.360
And this is what we need to talk about.
00:15:14.360 --> 00:15:16.293
So it's really about giving a roadmap.
00:15:16.293 --> 00:15:20.793
Hiding says everything's fine even when we clearly everyone can smell smoke.
00:15:22.293 --> 00:15:23.460
It's that dog in the bar.
00:15:23.460 --> 00:15:24.360
It is absolutely.
00:15:24.360 --> 00:15:27.426
I mean, and the team doesn't need every private leadership conversation.
00:15:27.426 --> 00:15:30.660
They need enough truth to trust you and enough clarity to act.
00:15:30.660 --> 00:15:31.692
And that's really the balance.
00:15:31.692 --> 00:15:32.660
So for me, it's simple.
00:15:32.660 --> 00:15:34.326
It's a few questions.
00:15:34.326 --> 00:15:37.326
It's can they act on this information?
00:15:37.326 --> 00:15:39.160
Will it help them understand a decision?
00:15:39.160 --> 00:15:42.660
Will it reduce confusion and will it protect trust?
00:15:42.660 --> 00:15:45.759
And if yes, then we share the hard information.
00:15:45.759 --> 00:15:49.692
If no you're going to process it somewhere else first.
00:15:49.692 --> 00:15:51.626
I mean we have an issue that's come in.
00:15:51.626 --> 00:15:53.093
We've had a significant client loss.
00:15:53.093 --> 00:15:54.326
I'm really concerned about X.
00:15:54.326 --> 00:15:55.692
What can they act on this information.
00:15:55.692 --> 00:15:55.893
Yeah.
00:15:55.893 --> 00:15:57.293
They can help me generate new sales.
00:15:57.293 --> 00:15:57.526
Great.
00:15:57.526 --> 00:15:58.426
Let's talk about it.
00:15:58.426 --> 00:15:59.225
Yep.
00:15:59.225 --> 00:16:05.526
So um and if the information's hard, we don't just drop it and disappear because I think that's something else that CEOs.
00:16:05.526 --> 00:16:08.893
Well, here, here's the yeah, here's the problem.
00:16:08.893 --> 00:16:09.493
Mic drop.
00:16:09.493 --> 00:16:09.692
Yeah.
00:16:09.692 --> 00:16:11.060
Mic drop out of the room.
00:16:11.060 --> 00:16:11.326
Yeah.
00:16:11.326 --> 00:16:18.626
I mean, that's really, it's the version of like when you used to ding dong ditch people that's like the leadership version of ding dong, ding ding ding ding, right.
00:16:18.626 --> 00:16:21.026
You ring the doorbell and you ran away.
00:16:21.026 --> 00:16:24.893
So here's the flaming bag of dog poop on your porch.
00:16:24.893 --> 00:16:26.259
So you've got to stay present.
00:16:26.259 --> 00:16:28.026
You need to answer questions when you can.
00:16:28.026 --> 00:16:30.660
You have to be honest about what you know and what you don't know.
00:16:30.660 --> 00:16:33.093
Don't make things up at that point.
00:16:33.093 --> 00:16:35.725
And you have to bring people back to what is stable.
00:16:35.725 --> 00:16:40.426
So, and I think this is also where, you know, leaders need real support outside the business.
00:16:40.426 --> 00:16:45.026
And I'm a real advocate of why CEOs, managers, leaders need peer groups.
00:16:45.026 --> 00:16:54.126
We need advisors, we need safe spaces, dare I say, um, where we can say those messy things where we can freak out and people will go, oh, you're fine.
00:16:54.126 --> 00:16:54.926
That's nothing.
00:16:54.926 --> 00:16:56.426
Oh my gosh, I got this demand letter.
00:16:56.426 --> 00:17:01.026
Oh, well, it really doesn't matter until they send you a demand letter and they sue you and it's like, oh, okay.
00:17:01.026 --> 00:17:09.259
So like those types of things, I mean, you need to be able to be human in other places, just not necessarily that type of human in front of your team.
00:17:09.259 --> 00:17:09.492
Yes.
00:17:09.492 --> 00:17:11.526
Because they need you to be steady.
00:17:11.526 --> 00:17:13.259
Transparency has to create trust.
00:17:13.259 --> 00:17:14.960
It should never transfer panic.
00:17:14.960 --> 00:17:27.960
And I think that's where a lot of the LinkedIn posts, a lot of the things you see on Facebook and social media with the need of the transparent leader, the person crying, it's more about, you know, I'm transferring panic and it's about me feeling better about a difficult thing.
00:17:27.960 --> 00:17:31.960
And so now I feel better because I've trauma dumped on everybody, but I haven't solved any problems.
00:17:31.960 --> 00:17:36.925
To me, it's like all the people that you see crying on the on the reels and stuff like that, I'm like, really?
00:17:36.925 --> 00:17:38.492
You had the wherewithal.
00:17:38.492 --> 00:17:44.826
You're that upset, yet you had the wherewithal to record, to record a reel and look perfect other than other than you're crying, right?
00:17:44.826 --> 00:17:45.125
Right.
00:17:45.125 --> 00:17:46.725
I get a little cynical, too.
00:17:46.725 --> 00:17:48.026
Just just a hint.
00:17:48.026 --> 00:17:48.425
So I mean.
00:17:48.425 --> 00:17:48.859
Josh.
00:17:48.859 --> 00:17:49.125
Yeah.
00:17:49.125 --> 00:17:50.559
Someone needs some attention.
00:17:50.559 --> 00:17:51.692
Mhm.
00:17:51.692 --> 00:17:55.093
So you're all about systems, logic and clean workflows?
00:17:55.093 --> 00:17:55.725
Maybe.
00:17:55.725 --> 00:17:56.026
Yeah.
00:17:56.026 --> 00:17:59.692
How does unchecked transparency manifest as an operational bottleneck?
00:17:59.692 --> 00:18:06.660
Uh, to me, like there's, there's some simple things that, once again, I made these mistakes when I was younger.
00:18:06.660 --> 00:18:07.059
Yeah.
00:18:07.059 --> 00:18:16.559
And I realized like, oh, the first one is like, there's some basic filters that you need to put in and some decision boundaries.
00:18:16.559 --> 00:18:18.425
The first one is, is the chain of command.
00:18:18.425 --> 00:18:18.960
Yeah.
00:18:18.960 --> 00:18:22.225
Gripes go up, complaints always go up.
00:18:22.225 --> 00:18:24.660
They can never, ever, ever go down.
00:18:24.660 --> 00:18:25.026
Yes.
00:18:25.026 --> 00:18:26.660
We had to create boundaries around these.
00:18:26.660 --> 00:18:27.225
Yeah, yeah.
00:18:27.225 --> 00:18:29.960
Do not complain down if you're the owner.
00:18:29.960 --> 00:18:30.859
Find a peer group.
00:18:30.859 --> 00:18:31.225
Yeah.
00:18:31.225 --> 00:18:33.859
Don't ever tell your employees you hate working here.
00:18:33.859 --> 00:18:34.826
Correct.
00:18:34.826 --> 00:18:36.326
They're not going to want to work there.
00:18:36.326 --> 00:18:38.725
People at this place suck.
00:18:38.725 --> 00:18:39.826
I hate it here.
00:18:39.826 --> 00:18:40.625
It's terrible.
00:18:40.625 --> 00:18:41.460
You made it.
00:18:41.460 --> 00:18:42.625
Oh, yeah, I did, right?
00:18:42.625 --> 00:18:45.292
I mean, like, gripes can only go up.
00:18:45.292 --> 00:18:47.625
They can never, ever, ever go down.
00:18:47.625 --> 00:18:50.360
Um, the engineering department here is terrible.
00:18:50.360 --> 00:18:51.860
Yeah, I know.
00:18:51.860 --> 00:18:53.625
Dude, it's it's it's your fault.
00:18:53.625 --> 00:18:53.960
Yeah.
00:18:53.960 --> 00:18:54.992
You did it right.
00:18:54.992 --> 00:18:55.660
You did this.
00:18:55.660 --> 00:19:00.160
So gripes can never, ever, ever go down now.
00:19:00.160 --> 00:19:03.059
Like anyone that knows me knows that I like.
00:19:03.059 --> 00:19:06.793
If you need sunshine blown where the sun normally does not shine.
00:19:06.793 --> 00:19:08.492
I am not your guy.
00:19:08.492 --> 00:19:09.726
Not going to happen.
00:19:09.726 --> 00:19:17.160
But in the same sense, it's making sure that I mean, I'm never going to blow sunshine in the same sense.
00:19:17.160 --> 00:19:20.093
I'm going to do my best to make sure that complaints never go down.
00:19:20.093 --> 00:19:20.660
Yeah.
00:19:20.660 --> 00:19:24.826
Down Grapes are nothing more than gossip.
00:19:24.826 --> 00:19:25.360
Yes.
00:19:25.360 --> 00:19:28.992
And do you want to be the gossip in your own company?
00:19:28.992 --> 00:19:31.625
We've talked about how damaging that is.
00:19:31.625 --> 00:19:40.259
If it's a like if you're venting back of the ambulance up and go ahead and shove your culture in it because you are killing it.
00:19:40.259 --> 00:19:41.026
Yes.
00:19:41.026 --> 00:19:42.960
Not the good kind of killing it either.
00:19:42.960 --> 00:19:46.960
No, this is not the yo, he's killing it.
00:19:46.960 --> 00:19:51.826
No, you are physically, literally killing it, stabbing your culture as you're strangling it.
00:19:51.826 --> 00:19:53.660
It is just the worst thing.
00:19:53.660 --> 00:19:58.860
The other thing is, is about that that open gate failure is what I work with it.
00:19:58.860 --> 00:20:05.160
There's people that want to share, like I want to open up like decisions to the team.
00:20:05.160 --> 00:20:10.893
I want the team to feel empowered to make these decisions.
00:20:10.893 --> 00:20:15.192
No, no, no no no, no. Um, a person needs to make the decision.
00:20:15.192 --> 00:20:18.593
You if you are asking everyone to make the decision.
00:20:18.593 --> 00:20:20.726
No, you are just being lazy.
00:20:20.726 --> 00:20:22.192
That's all there is to it.
00:20:22.192 --> 00:20:27.226
Open sourcing, decision making processes without defining the clear decision boundaries.
00:20:27.226 --> 00:20:29.293
You're going to get operational gridlock.
00:20:29.293 --> 00:20:31.492
You're going to get endless meetings.
00:20:31.492 --> 00:20:35.160
We've all sat through those while everyone gives their opinion.
00:20:35.160 --> 00:20:44.059
Um, because we need to come to a consensus and frustrated operators transparency does not mean democracy.
00:20:44.059 --> 00:20:46.460
No, you should take input.
00:20:46.460 --> 00:20:55.360
You should be transparent about the destination and the data while remaining structured about who actually owns the decision.
00:20:55.360 --> 00:21:05.393
Um, the only like, and the thing that I always say about this is smaller companies, they typically like to involve everyone in the decisions.
00:21:05.393 --> 00:21:12.625
The only marketing decision that Betty in accounting should be making is, do we have the budget for this?
00:21:12.625 --> 00:21:13.192
Yeah.
00:21:13.192 --> 00:21:13.960
Betty.
00:21:13.960 --> 00:21:15.860
Like when it comes to the creative.
00:21:15.860 --> 00:21:17.059
Shut up.
00:21:17.059 --> 00:21:18.259
Yeah.
00:21:18.259 --> 00:21:19.992
The checks due on Thursday.
00:21:19.992 --> 00:21:22.726
Does Betty issue it on Tuesday or Wednesday?
00:21:22.726 --> 00:21:24.026
Correct that.
00:21:24.026 --> 00:21:26.226
That is your involvement in this.
00:21:26.226 --> 00:21:33.360
Um the other thing is, is some one one has to make the decision.
00:21:33.360 --> 00:21:38.625
Gonna gonna steal a line from Oscar in in in the office here.
00:21:38.625 --> 00:21:42.125
This is once again this is why ships don't have captains.
00:21:42.125 --> 00:21:44.026
We don't have presidents for the country.
00:21:44.026 --> 00:21:47.660
And it is why the Vatican does not have the popes.
00:21:49.259 --> 00:21:50.160
Yes.
00:21:50.160 --> 00:21:52.826
One person needs to make the decision.
00:21:52.826 --> 00:22:00.059
B give the people the information that they need for the person to make the decision.
00:22:00.059 --> 00:22:05.026
But it is one person that is being transparent.
00:22:05.026 --> 00:22:07.625
That is not just allowing a free for all.
00:22:07.625 --> 00:22:10.059
Because once again, free falls don't work.
00:22:10.059 --> 00:22:14.125
No. The other thing is, is the context versus noise.
00:22:14.125 --> 00:22:23.759
There is Kevin O'Leary talks about this And he talks about like how Steve Jobs did an amazing job between separating signal and noise.
00:22:23.759 --> 00:22:24.192
Very good.
00:22:24.192 --> 00:22:25.026
Yes.
00:22:25.026 --> 00:22:34.726
And to me, there's so many times where I get that company wide email that, you know, they hit send like, okay, glad that's over with.
00:22:35.992 --> 00:22:38.625
You're like, yeah, wait a minute.
00:22:38.625 --> 00:22:40.793
You talked about in some ways with the handbook.
00:22:40.793 --> 00:22:43.393
Yes, yes, yes.
00:22:43.393 --> 00:22:55.192
And I've seen this so many times where first off, the grammatical, like the egregious grammatical errors in it, you're like, oh yeah, so my CEO has a fourth grade reading level.
00:22:55.192 --> 00:22:55.793
Awesome.
00:22:55.793 --> 00:23:01.026
Stream of consciousness just emailed me and voice to text no.
00:23:02.192 --> 00:23:04.726
So first off, I always like to say give it the.
00:23:04.726 --> 00:23:15.192
So what test does the person or department that is receiving this information have the direct agency to act or influence this information or the decisions involved with it.
00:23:15.192 --> 00:23:17.593
If they can't change the outcome.
00:23:17.593 --> 00:23:22.360
Keeping them in the loop is just loading them up with useless cognitive debt.
00:23:22.360 --> 00:23:28.460
Yeah, I just know the other pieces to this is the alignment on it.
00:23:28.460 --> 00:23:33.625
Does this explain why an existing SOP goal or standard is in place?
00:23:33.625 --> 00:23:34.125
Sure.
00:23:34.125 --> 00:23:36.660
If you can do that, go ahead and share it.
00:23:36.660 --> 00:23:39.259
Context is what drives compliance.
00:23:39.259 --> 00:23:43.259
We talked about like like us and rules like you and I and rules.
00:23:43.259 --> 00:23:47.726
If you can explain why a rule exists, I will follow that to a tee.
00:23:47.726 --> 00:23:48.726
Yes.
00:23:48.726 --> 00:23:51.559
I mean, it becomes my new religion.
00:23:51.559 --> 00:23:54.125
If if you can't explain it to me.
00:23:54.125 --> 00:23:56.860
It's like, don't even put it in front of my face.
00:23:56.860 --> 00:23:58.425
I may as well not even know it's there.
00:23:58.425 --> 00:24:01.793
No, the last thing is, is the timing.
00:24:01.793 --> 00:24:11.326
Is the information stable and actionable now, or is this still a speculative pivot?
00:24:11.326 --> 00:24:18.759
Sharing the half baked speculative ideas with the team creates the whiplash and kills operational momentum.
00:24:18.759 --> 00:24:41.192
The one that I will like, that I'll make the example of is like, everyone runs into a cash flow crunch in their business at one point or another on Monday saying, hey, I'm not sure we're going to make payroll this week is not the thing that you do when, you know, Wednesday you have a meeting with the bank about extending your credit line.
00:25:18.522 --> 00:25:20.255
Correct?
00:25:20.255 --> 00:25:23.490
This is once again, the information is half baked.
00:25:23.490 --> 00:25:32.022
There's half the information there that you need that like, don't send that out because once again, you've got half the information.
00:25:32.022 --> 00:25:33.355
There's things that could change.
00:25:33.355 --> 00:25:35.522
There's things like don't do that.
00:25:35.522 --> 00:25:37.289
Don't put your people into the panic.
00:25:37.289 --> 00:25:39.455
No, because they're all going to go look for jobs.
00:25:39.455 --> 00:25:41.822
And then you're like, I don't know why they're all gone.
00:25:41.822 --> 00:25:43.022
Everything's fine.
00:25:43.022 --> 00:25:45.490
It's like, no, no, you freaked everybody out.
00:25:47.255 --> 00:25:50.722
This is not this is not the job market to freak your people out.
00:25:50.722 --> 00:25:52.990
They can all find new jobs without a problem.
00:25:52.990 --> 00:25:56.455
There is a reason why we have the nobody wants to work.
00:25:56.455 --> 00:25:57.355
Yes talk.
00:25:57.355 --> 00:26:02.655
And this is one of the things, um, the immediate shares is direct.
00:26:02.655 --> 00:26:09.322
Like the things that once again, one hundred percent transparency are pretty easy to go to direct swap shifts.
00:26:09.322 --> 00:26:15.056
Don't hesitate if you're changing an SOP and you've pretty well got that thing locked down, let them know.
00:26:15.056 --> 00:26:16.089
These are things we talk about.
00:26:16.089 --> 00:26:17.722
Yes, it's changing.
00:26:17.722 --> 00:26:19.289
And why?
00:26:19.289 --> 00:26:22.923
Yes, give them all the information on why it's changing.
00:26:22.923 --> 00:26:23.089
Now.
00:26:23.089 --> 00:26:24.789
Don't give them your bank account information.
00:26:24.789 --> 00:26:30.089
But like, look, if you're updating a process, explain what problems the change solves and why.
00:26:30.089 --> 00:26:45.889
Now here's the other thing is keep in mind that what may solve a problem for you, and this is why I love the clarity in this, what may solve a problem for you and three people in engineering may cause a nightmare for the people in production or the warehouse.
00:26:45.889 --> 00:26:46.522
Yeah.
00:26:46.522 --> 00:26:50.990
So this is why like sharing the full framework of this.
00:26:50.990 --> 00:26:55.990
This is why you do this, because this this is where you need transparency.
00:26:55.990 --> 00:27:01.423
And how many times do you get the email though, that, hey, SOP five changed?
00:27:03.056 --> 00:27:03.990
It's like what?
00:27:03.990 --> 00:27:04.889
Okay.
00:27:04.889 --> 00:27:06.355
Just like, how did it change?
00:27:06.355 --> 00:27:07.155
Right, right.
00:27:07.155 --> 00:27:08.423
Is it a transformer?
00:27:08.423 --> 00:27:11.089
Is it a like, did we just erase it?
00:27:11.089 --> 00:27:12.623
Did someone spilled coffee on it?
00:27:12.623 --> 00:27:13.089
What?
00:27:13.089 --> 00:27:13.455
Yeah.
00:27:13.455 --> 00:27:16.355
Is it did we change like we're doing one step or did we actually change?
00:27:16.355 --> 00:27:18.190
Like we bake bread and now we're gonna bake cookies.
00:27:18.190 --> 00:27:19.990
Like, what is it?
00:27:19.990 --> 00:27:22.690
It. So many people don't take the time to explain that.
00:27:22.690 --> 00:27:27.822
The other one is too is I like this is where you do the deep dive share is resolved.
00:27:27.822 --> 00:27:29.089
Client fires.
00:27:29.089 --> 00:27:29.490
Yeah.
00:27:29.490 --> 00:27:30.623
Oh, the post mortem.
00:27:30.623 --> 00:27:31.789
Hey we like.
00:27:31.789 --> 00:27:36.789
And even if it's a client like we lost a client, we're a bit worried about this.
00:27:36.789 --> 00:27:37.690
Talk about why.
00:27:37.690 --> 00:27:40.022
Let's talk about why we can fix it moving forward.
00:27:40.022 --> 00:27:40.789
Yes.
00:27:40.789 --> 00:27:46.690
I mean, client client X left because we missed a hand-off step here.
00:27:46.690 --> 00:27:50.222
What do we need to do to change this that like that transparency.
00:27:50.222 --> 00:27:50.789
Yeah.
00:27:50.789 --> 00:27:55.789
Like stating the math helps to kill the panic of we've lost a big client.
00:27:55.789 --> 00:27:56.623
Mhm.
00:27:56.623 --> 00:27:58.490
Like, hey, we realize this.
00:27:58.490 --> 00:28:00.455
We're not trying to sweep this under the rug.
00:28:00.455 --> 00:28:02.690
This is the time to be transparent.
00:28:02.690 --> 00:28:06.255
We lost this big client, and we think it's because of X now.
00:28:06.255 --> 00:28:22.289
The other piece about transparency in this is if you are transparent in this and say, hey, we lost the client, you are going to get people that are willing to come forward and say, hey, I saw an issue, I saw this issue and I saw this issue, and I think they contributed to that.
00:28:22.289 --> 00:28:26.755
If you're willing to address that, the people will be willing to address it also.
00:28:27.789 --> 00:28:35.155
Other things are is tooling and infrastructure updates any changes you make to active software, hardware, workspace environments?
00:28:35.155 --> 00:28:38.690
Like you have to let people be transparent in that.
00:28:38.690 --> 00:28:38.955
Yeah.
00:28:38.955 --> 00:28:39.623
Tell them why.
00:28:39.623 --> 00:28:40.855
Why?
00:28:40.855 --> 00:28:45.556
Once again, and this is what I think is so funny, is people are more than happy to trauma dump.
00:28:45.556 --> 00:28:46.155
Mhm.
00:28:46.155 --> 00:28:58.389
And they will unload like they will be totally transparent about the rash that they have, but yet they won't tell people, hey, we changed a process and here's why.
00:28:58.389 --> 00:29:02.855
Yeah, like this is the thing that these are the things that make my brain melt.
00:29:02.855 --> 00:29:09.056
And when I talk to people about this, I'm like, did you did you tell them because I saw your LinkedIn post.
00:29:09.056 --> 00:29:11.889
Did you tell them about the cool new thing that you did?
00:29:11.889 --> 00:29:14.056
Well, no. Yeah.
00:29:14.056 --> 00:29:16.822
Like you read about it on LinkedIn.
00:29:16.822 --> 00:29:18.655
The other thing is personnel moves.
00:29:18.655 --> 00:29:20.589
Um, this is where you got to be transparent too.
00:29:20.589 --> 00:29:23.389
And here's the other thing is like, this drives me nuts.
00:29:23.389 --> 00:29:23.955
Yes.
00:29:23.955 --> 00:29:28.789
I left a place and this was the most hilarious thing ever.
00:29:28.789 --> 00:29:36.855
They told everyone that it was so I could spend more time with my family, right?
00:29:36.855 --> 00:29:37.455
Yeah.
00:29:37.455 --> 00:29:45.389
I think everyone there knew that I was ready to burn the place down.
00:29:45.389 --> 00:29:47.990
I was I was one hundred percent gonna go.
00:29:47.990 --> 00:29:49.389
Milton, I'm.
00:29:49.389 --> 00:29:51.155
I'm going to.
00:29:51.155 --> 00:29:53.955
I'm going to burn the place down at one hundred percent.
00:29:53.955 --> 00:29:55.955
I was ready to go Milton on that place.
00:29:55.955 --> 00:29:59.056
And it was painfully obvious.
00:29:59.056 --> 00:30:08.423
And when the executives come out and say, Josh, he really felt the need to spend more time with his family, right?
00:30:08.423 --> 00:30:14.423
I'm like, look, people know you're the senator from the great state of blank, correct?
00:30:14.423 --> 00:30:16.522
Correct, correct.
00:30:16.522 --> 00:30:19.955
Or that with Senator, we will remain nameless.
00:30:19.955 --> 00:30:27.755
This, at the time of recording this currently propped up is maybe a small lack of transparency there.
00:30:27.755 --> 00:30:31.822
Although the AI videos that have come out of that have been fantastic.
00:30:31.822 --> 00:30:32.490
Yes.
00:30:32.490 --> 00:30:36.056
But to me, so those clean person people know that someone got fired.
00:30:36.056 --> 00:30:38.623
People know like, say it.
00:30:38.623 --> 00:30:46.022
Yes, don't, don't like, oh, they're gonna spend no, they like they left out the door with two middle fingers in the air.
00:30:46.022 --> 00:30:46.589
Yeah.
00:30:46.589 --> 00:30:47.522
Address that?
00:30:47.522 --> 00:30:48.155
Yes.
00:30:50.990 --> 00:30:52.955
These are the ones that drive me nuts.
00:30:52.955 --> 00:30:54.423
Here's the other thing that I like.
00:30:54.423 --> 00:30:57.955
I've got a three part thing that I always like to share with people.
00:30:57.955 --> 00:31:03.289
And like, these are the things that people don't do that they need to do quarterly.
00:31:03.289 --> 00:31:05.355
You have to put this on your calendar.
00:31:05.355 --> 00:31:07.623
One what we accomplished.
00:31:07.623 --> 00:31:08.222
Yes.
00:31:08.222 --> 00:31:10.423
Like any leadership role.
00:31:10.423 --> 00:31:12.123
Here's what we accomplished.
00:31:12.123 --> 00:31:23.556
Because people, especially as the CEO, someone on the production floor doesn't know what you're looking at as the CEO, for all they know, you are out playing golf and you're sitting there in your office with your feet kicked up on the desk.
00:31:23.556 --> 00:31:24.690
Tell me what we did.
00:31:24.690 --> 00:31:25.389
Correct.
00:31:25.389 --> 00:31:29.123
So here's what we accomplished because you know what else you're going to tell them.
00:31:29.123 --> 00:31:31.289
Here's what we're working on.
00:31:31.289 --> 00:31:32.490
Guess what?
00:31:32.490 --> 00:31:34.056
Here's what we accomplished.
00:31:34.056 --> 00:31:35.522
Should be a few months ago.
00:31:35.522 --> 00:31:37.522
Here's what we're working on.
00:31:37.522 --> 00:31:39.690
So and I mean keep track of these.
00:31:39.690 --> 00:31:46.155
So that way people can be like, oh, the CEO actually is doing something, the leader actually is doing something.
00:31:46.155 --> 00:31:49.056
The other thing is, is give people a horizon.
00:31:49.056 --> 00:31:50.990
Here's what we're looking into.
00:31:50.990 --> 00:31:58.389
If like, and it's so funny, if you send out a quarterly newsletter and when I say newsletter, I mean like a paragraph.
00:31:58.389 --> 00:32:00.589
Yeah, here's what we're looking into.
00:32:00.589 --> 00:32:05.589
Here's what we're looking, here's what we're working on and here's what we have accomplished.
00:32:05.589 --> 00:32:09.056
If you send that out to people and you're transparent in those things.
00:32:09.056 --> 00:32:18.955
Now, granted, if it's top secret bomber, maybe not, but give give people that that insight into what you're doing goes an incredible way.
00:32:18.955 --> 00:32:24.522
I've talked with a number of CEOs about doing like internal podcasts for this very reason.
00:32:24.522 --> 00:32:25.490
Yes.
00:32:25.490 --> 00:32:31.990
If you and it's funny, I had one approach me and he goes, I'm going to do a quarterly hour long podcast.
00:32:31.990 --> 00:32:33.155
And I'm like, listen to it.
00:32:33.155 --> 00:32:36.423
I'm like, no, I'm like, you could make it a requirement.
00:32:36.423 --> 00:32:39.990
People are going to turn that on and they're gonna go to the bathroom and they're gonna come back in an hour when it's done.
00:32:39.990 --> 00:32:40.556
Yeah.
00:32:40.556 --> 00:32:45.322
I said, you can do a monthly five minuter.
00:32:45.322 --> 00:32:46.589
That's all it needs to be.
00:32:46.589 --> 00:32:47.155
No one.
00:32:47.155 --> 00:32:51.389
No one really wants to hear from you that much, but they do want to hear from you.
00:32:51.389 --> 00:32:57.255
Yes, and they want to hear things are relative that are relevant to what you are doing and to what they are doing.
00:32:57.255 --> 00:32:57.889
Yeah.
00:32:57.889 --> 00:33:03.889
Um, the other thing that I always see is too, is I see so many times people are trying to build authentic brands with AI.
00:33:03.889 --> 00:33:05.755
They're trying to build authenticity.
00:33:05.755 --> 00:33:06.322
Mhm.
00:33:06.322 --> 00:33:09.289
The look on your face is like the it's your cringe look.
00:33:09.289 --> 00:33:10.789
And I think it's hilarious.
00:33:10.789 --> 00:33:18.522
There is like, yeah, I see this all the time where people are like, like, we're struggling with this.
00:33:18.522 --> 00:33:21.123
No, no. Say we fixed this.
00:33:21.123 --> 00:33:21.455
Yes.
00:33:21.455 --> 00:33:28.056
Not we're struggling with this because I tell you what, you're not going to attract customers by saying, uh oh, we're in trouble.
00:33:28.056 --> 00:33:32.322
No, I don't like I try and work with good people.
00:33:32.322 --> 00:33:35.522
I try and work with quality people I like.
00:33:35.522 --> 00:33:44.123
I'm always willing to help someone, but I don't necessarily want to be like, hey, I need to enter in a year contract, but it looks like you're going out of business next week.
00:33:44.123 --> 00:33:45.455
I'm probably not going to take.
00:33:45.455 --> 00:33:46.755
I'm not going to do that.
00:33:46.755 --> 00:33:47.089
Yeah.
00:33:47.089 --> 00:33:47.589
No.
00:33:50.522 --> 00:34:00.722
No. Let's talk about something here that I really want to get into the open book management myth.
00:34:00.722 --> 00:34:01.690
Yep.
00:34:01.690 --> 00:34:04.690
Have you ever like have you seen someone like, like, here's our accounting.
00:34:04.690 --> 00:34:05.789
Here's our finances.
00:34:05.789 --> 00:34:06.690
Yep.
00:34:06.690 --> 00:34:08.923
I, I've seen this in two spots too.
00:34:08.923 --> 00:34:10.356
And here's our commission statements.
00:34:10.356 --> 00:34:11.155
Here's how this works.
00:34:11.155 --> 00:34:11.556
Yeah.
00:34:11.556 --> 00:34:12.990
Yeah.
00:34:12.990 --> 00:34:14.889
Um, here's payroll.
00:34:14.889 --> 00:34:17.590
Don't do that ever.
00:34:17.590 --> 00:34:19.056
How does that work?
00:34:21.722 --> 00:34:22.889
Like, what does it.
00:34:22.889 --> 00:34:23.789
Does it help?
00:34:23.789 --> 00:34:24.722
Like, what do you mean?
00:34:24.722 --> 00:34:35.755
I mean, like, I, and I've seen it go both ways because to me, like, do you see it build trust or do you see it as why the hell do you make so much?
00:34:35.755 --> 00:34:36.255
Yeah.
00:34:36.255 --> 00:34:37.889
Why does the company have so much money?
00:34:37.889 --> 00:34:40.523
And they and they say they can't pay me.
00:34:40.523 --> 00:34:41.490
Like what?
00:34:41.490 --> 00:34:44.123
What happens when you share that type of information?
00:34:44.123 --> 00:34:52.922
Oh, I think if you have financial transparency, but your team and organization doesn't have financial literacy, it creates confusion.
00:34:52.922 --> 00:34:58.755
It can present I mean, resentment, I mean, people, people may see revenue and think that that is available cash.
00:34:58.755 --> 00:35:07.722
If they don't understand how that works, they may see profit and not understand, you know, payroll taxes, reserves, debt reinvestment, all the things owner risk, the fact that you haven't paid yourself in four years.
00:35:07.722 --> 00:35:10.922
I mean, like there's, there's lots of things there.
00:35:10.922 --> 00:35:23.855
So I mean, from like a, a CEO seat and we did this at AUI and clarity, we actually had, we did financial literacy training last year so that people could really understand how do we make money, what makes us successful and how does that work?
00:35:23.855 --> 00:35:29.056
So you do not dump the full PNL on people without first starting with education.
00:35:29.056 --> 00:35:32.056
So those things that I would answer, you know, what drives revenue?
00:35:32.056 --> 00:35:33.289
What creates cost?
00:35:33.289 --> 00:35:34.455
What do we reinvest in?
00:35:34.455 --> 00:35:39.289
Like those are really key questions to be able to have people understand.
00:35:39.289 --> 00:35:41.322
I mean, what does a healthy company look like?
00:35:41.322 --> 00:35:43.055
What does a healthy organization look like?
00:35:43.055 --> 00:35:46.322
So I mean, steady selective solution oriented, right?
00:35:46.322 --> 00:35:47.022
It's funny.
00:35:47.022 --> 00:35:48.622
I see the same thing too.
00:35:48.622 --> 00:35:53.055
And what I've always liked to present people with is when we sell an item.
00:35:53.055 --> 00:35:54.022
Mhm.
00:35:54.022 --> 00:35:58.489
This percentage goes to this, this percentage goes to this, this percentage goes to this.
00:35:58.489 --> 00:36:06.989
And when you start to break it down and people don't, people realize it's not just, um, I sold a widget for one hundred dollars.
00:36:06.989 --> 00:36:10.922
I'm going to take home ten and Chrissy's going to take home ninety.
00:36:10.922 --> 00:36:11.422
Yeah.
00:36:11.422 --> 00:36:15.055
Because like when you're able to show that that's not the case.
00:36:15.055 --> 00:36:17.922
Yes, people start to get it.
00:36:17.922 --> 00:36:18.089
Yeah.
00:36:18.089 --> 00:36:22.722
When they start to this is how much we pay for this system that you think that you turn on and it just runs.
00:36:22.722 --> 00:36:23.789
It's just there.
00:36:23.789 --> 00:36:31.489
It's like, no, do you realize in our infrastructure and it costs, we spend about, you know, fifteen thousand dollars a month and they're like, what?
00:36:31.489 --> 00:36:31.955
Right.
00:36:31.955 --> 00:36:33.322
Like, yeah, right.
00:36:33.322 --> 00:36:41.589
When I look at my, I pay that when I look at my SaaS costs, I sit there and I'm like, oh yeah, oh yeah.
00:36:41.589 --> 00:36:45.422
And then I realize I'm not a programmer and I'm like, I have to do this.
00:36:45.422 --> 00:36:46.689
I have to do this.
00:36:46.689 --> 00:36:49.422
And there are certain things that we have to have for regulatory compliance.
00:36:49.422 --> 00:36:51.189
So when people are like, well, we make this much.
00:36:51.189 --> 00:36:56.189
And I'm like, yeah, and sixty percent of it immediately goes to compliance infrastructure.
00:36:56.189 --> 00:36:58.522
Oh, oh, right, right.
00:36:58.522 --> 00:37:00.922
I don't know if you noticed there's lights on in the studio.
00:37:00.922 --> 00:37:02.189
Yeah.
00:37:02.189 --> 00:37:04.589
You see the desk you're working at?
00:37:04.589 --> 00:37:05.889
See, there was water.
00:37:05.889 --> 00:37:08.789
I'm still paying for towels and all those things.
00:37:08.789 --> 00:37:09.089
Right.
00:37:09.089 --> 00:37:12.855
And we, I don't know if you noticed we have running water.
00:37:12.855 --> 00:37:14.189
Yes.
00:37:14.189 --> 00:37:17.022
It's amazing when you have a building to work in, right?
00:37:17.022 --> 00:37:17.489
Right.
00:37:17.489 --> 00:37:17.922
Internet.
00:37:17.922 --> 00:37:19.189
It just magically works.
00:37:19.189 --> 00:37:23.622
To me, the transparency piece of that is showing what average percentages are.
00:37:23.622 --> 00:37:33.189
Go to what and when you do that, it makes a huge difference for people and showing them that, hey, look, we may have bought this building for two million dollars.
00:37:33.189 --> 00:37:37.955
We just didn't plop down two million dollars on the Barrelhead and say, this is ours.
00:37:37.955 --> 00:37:43.689
We have finance contracts, and here's what here's what this costs us on a monthly basis.
00:37:43.689 --> 00:37:47.689
Here's what just servicing the debt costs us.
00:37:47.689 --> 00:37:51.889
Um, in order for you to actually have carpet so you don't walk around barefoot.
00:37:51.889 --> 00:38:00.322
Well, and as a base of just perspective, every person in your organization should understand how you make money.
00:38:00.322 --> 00:38:01.822
Yes, one hundred percent.
00:38:01.822 --> 00:38:04.655
They should all know what you do and how you generate revenue.
00:38:04.655 --> 00:38:05.955
Yep, yep.
00:38:05.955 --> 00:38:09.855
And what part like what their role is, what their role is, how they help.
00:38:09.855 --> 00:38:16.122
What do you do when like, let's say a big, big, big client, thirty percent client says, ah.
00:38:16.122 --> 00:38:17.589
And I mean, it happens.
00:38:17.589 --> 00:38:18.455
It does.
00:38:18.455 --> 00:38:23.889
And the other thing that happens is too, is it's not even that they fire, you know, maybe they went out of business.
00:38:23.889 --> 00:38:27.789
No, I mean, Josh, we had a regulatory change that cut our compensation in half overnight.
00:38:27.789 --> 00:38:28.055
Yeah.
00:38:28.055 --> 00:38:29.355
And we didn't have anything to do with it.
00:38:29.355 --> 00:38:30.689
That was the federal government.
00:38:30.689 --> 00:38:31.122
Right.
00:38:31.122 --> 00:38:34.355
So like, how do you communicate?
00:38:34.355 --> 00:38:36.955
Uh oh to the team without making the team.
00:38:36.955 --> 00:38:38.089
Think I'll freak out.
00:38:38.089 --> 00:38:39.655
Uh. Oh, yeah.
00:38:39.655 --> 00:38:42.889
I mean, calm voice, clear plan, and a next update.
00:38:42.889 --> 00:38:43.222
Yep.
00:38:43.222 --> 00:38:46.789
You tell them the truth, but, I mean, you don't hand them an emotional grenade.
00:38:46.789 --> 00:38:49.055
Just so you know, we lost half of our revenue.
00:38:49.055 --> 00:38:50.455
See you later.
00:38:50.455 --> 00:38:52.389
If you need anything, I'll be crying in my office.
00:38:52.389 --> 00:38:53.989
In my office?
00:38:53.989 --> 00:38:56.155
I mean, you know, major client losses.
00:38:56.155 --> 00:38:56.989
People are gonna feel it.
00:38:56.989 --> 00:38:57.989
They're going to hear about it.
00:38:57.989 --> 00:38:58.789
They're going to have that.
00:38:58.789 --> 00:39:00.289
I mean, you're going to notice a shift.
00:39:00.289 --> 00:39:03.989
I mean, we're not going to pretend that it didn't happen because that's not helpful.
00:39:03.989 --> 00:39:07.755
So we communicate in a way that creates focus and not fear.
00:39:07.755 --> 00:39:09.622
I truly love that.
00:39:09.622 --> 00:39:15.155
In fact, that was something that I would break out even in a piece is security.
00:39:15.155 --> 00:39:15.655
Yeah.
00:39:15.655 --> 00:39:24.622
Is like, look, we put this much to cash because if X, Y, and z leave, we going to I want to make sure you have a job tomorrow.
00:39:24.622 --> 00:39:25.022
Exactly.
00:39:25.022 --> 00:39:29.989
And for me, I would, I would model it and kind of say we lost a significant client.
00:39:29.989 --> 00:39:32.822
Here's what happened at the level that I can share.
00:39:32.822 --> 00:39:34.555
Here's what we're reviewing.
00:39:34.555 --> 00:39:36.255
Here's what's changing immediately.
00:39:36.255 --> 00:39:39.655
And then, you know, here's what this means right now for you for work right now.
00:39:39.655 --> 00:39:40.022
Yep.
00:39:40.022 --> 00:39:42.889
Here's what also what it doesn't mean.
00:39:42.889 --> 00:39:45.989
It doesn't mean that we're eliminating half of our workforce.
00:39:45.989 --> 00:39:48.055
It doesn't mean that tomorrow we're going out of business.
00:39:48.055 --> 00:39:52.655
It means that we have some challenges that we're going to work together to overcome.
00:39:52.655 --> 00:39:56.422
You're not getting the six a m email that says you're out of a job.
00:39:56.422 --> 00:39:57.022
No.
00:39:57.022 --> 00:39:58.655
Correct.
00:39:58.655 --> 00:40:00.289
I'm still amazed that people are doing that.
00:40:00.289 --> 00:40:04.622
Well, and I think that last part really matters about, you know, here's what it does not mean.
00:40:04.622 --> 00:40:04.989
Correct.
00:40:04.989 --> 00:40:06.155
That's the most important part.
00:40:06.155 --> 00:40:07.022
One hundred percent.
00:40:07.022 --> 00:40:14.555
Here's here's what we are doing to make sure that like that we get through this.
00:40:14.555 --> 00:40:16.422
And you've got to say it.
00:40:16.422 --> 00:40:23.089
And the two pieces to that is if you have a terrible culture and say we they know you mean me.
00:40:23.089 --> 00:40:23.689
Yes.
00:40:23.689 --> 00:40:24.689
You have to.
00:40:24.689 --> 00:40:27.989
You you can't say, we're going to get through this together the whole time.
00:40:27.989 --> 00:40:29.622
All you've done is think about yourself.
00:40:29.622 --> 00:40:30.189
Yeah.
00:40:30.189 --> 00:40:34.855
If you show people that you have thought about them intentionally through time.
00:40:34.855 --> 00:40:35.555
They will.
00:40:35.555 --> 00:40:43.622
They will believe you because they have reason to believe you, and they'll do the work and you don't say the thing and then go silent because that silence creates gossip.
00:40:43.622 --> 00:40:45.989
You've got to make sure that you stay in.
00:40:45.989 --> 00:40:48.089
You have to leave your office door open for a little while.
00:40:48.089 --> 00:40:48.589
You do.
00:40:48.589 --> 00:40:50.422
You have to be willing to talk to people.
00:40:51.889 --> 00:40:52.622
Wait.
00:40:52.622 --> 00:40:56.755
Wait till you get into the car to start crying.
00:40:56.755 --> 00:40:59.222
Um, here's the other one.
00:40:59.222 --> 00:41:10.622
And I know we addressed it a little bit before, but late night emails, slack messages about ideas, worries under like, hey, I'm going to keep them informed.
00:41:10.622 --> 00:41:11.589
Yeah.
00:41:11.589 --> 00:41:12.455
Or I've got this idea.
00:41:12.455 --> 00:41:14.755
I want to give it to them while it's still fresh in my head.
00:41:16.689 --> 00:41:19.055
You, you say that with a level of guilt.
00:41:19.055 --> 00:41:29.822
I do have very strong feelings about this same because I mean, because founders and business owners have ideas and brilliant things happen during very inappropriate times.
00:41:29.822 --> 00:41:30.822
So in the shower.
00:41:30.822 --> 00:41:31.722
On the toilet?
00:41:31.722 --> 00:41:32.289
Yep.
00:41:32.289 --> 00:41:34.289
On a peaceful Saturday during a kid's baseball game.
00:41:34.289 --> 00:41:34.922
All the things.
00:41:34.922 --> 00:41:38.189
So here's what I'll say to your team.
00:41:38.189 --> 00:41:42.355
If you're doing those things and you're sending it to them, like to you, it just means I just need to get it out of my head.
00:41:42.355 --> 00:41:43.422
It's not to them.
00:41:43.422 --> 00:41:46.522
It may feel like an assignment and an anxiety attack for your team.
00:41:46.522 --> 00:41:49.189
So don't don't unload on them too quickly.
00:41:49.189 --> 00:41:54.355
So I mean, even if you say no need to respond, they're still going to think like, well, do I need to respond?
00:41:54.355 --> 00:41:55.322
So, you know, here's the thing.
00:41:55.322 --> 00:41:58.989
Create a draft in your email schedule, send do something else.
00:41:58.989 --> 00:42:02.389
Do not bombard them at eight o'clock, like stagger them.
00:42:02.389 --> 00:42:07.822
So my, my rule, they get ten emails at eight oh one.
00:42:07.822 --> 00:42:09.289
Ding ding ding ding.
00:42:09.289 --> 00:42:10.222
I have done that.
00:42:10.222 --> 00:42:11.322
Um, don't do it.
00:42:11.322 --> 00:42:13.322
So my rule now is we capture it.
00:42:13.322 --> 00:42:14.789
We don't cast it.
00:42:14.789 --> 00:42:15.922
Oh great way to put it.
00:42:15.922 --> 00:42:16.022
Yeah.
00:42:16.022 --> 00:42:22.189
So I mean you write the note, you voice memo to yourself, you put it down in your ideas and your all the things you can schedule it, you can put it on your vision board.
00:42:22.189 --> 00:42:28.622
You can do, but leave people alone when they're, when it's not their scheduled work time.
00:42:28.622 --> 00:42:29.422
Leave them alone.
00:42:29.422 --> 00:42:30.155
All right.
00:42:31.322 --> 00:42:32.622
I keep a Google.
00:42:32.622 --> 00:42:33.355
Keep.
00:42:33.355 --> 00:42:33.822
Yes.
00:42:33.822 --> 00:42:36.689
Note that it's just ideas, random ideas.
00:42:36.689 --> 00:42:40.989
And I look at it once a week and I delete ninety percent of the stuff that's in there.
00:42:40.989 --> 00:42:41.589
Yeah.
00:42:41.589 --> 00:42:47.355
And I say this because if my team knew half the shit that went through my head, oh my gosh, mine too.
00:42:47.355 --> 00:42:48.222
They'd have me committed.
00:42:48.222 --> 00:42:48.922
Exactly.
00:42:48.922 --> 00:42:55.789
Um, there is a reason why, like, we both work so well in a padded room because we're comfortable here.
00:42:55.789 --> 00:42:57.222
Absolutely.
00:42:57.222 --> 00:42:58.722
Absolutely.
00:42:58.722 --> 00:43:03.955
Um, I, on most big ideas, put a twenty four hour hold on it.
00:43:03.955 --> 00:43:06.422
I love that, like, just don't do it.
00:43:06.422 --> 00:43:07.755
Don't say it.
00:43:07.755 --> 00:43:10.689
I mean, if it's something that we need to change, great.
00:43:10.689 --> 00:43:12.455
But if it's a new idea.
00:43:12.455 --> 00:43:12.955
Mhm.
00:43:12.955 --> 00:43:15.155
Dude, just keep that under wraps.
00:43:15.155 --> 00:43:16.089
Think about it.
00:43:16.089 --> 00:43:23.589
Because typically those ideas hit us and we don't think of all of the downstream effects until later.
00:43:23.589 --> 00:43:35.689
So I, I, I try and be transparent in what I'm thinking about, but I also, I try and be like thoughtful in that to, to make sure that I'm not, like you said, trauma dumping on them.
00:43:35.689 --> 00:43:47.289
No. And, or giving them so many different assignments on Monday and then realizing like, oh, like you're, they're running in a direction and then you come in a couple hours later, you're like, oh, I really mean that.
00:43:47.289 --> 00:43:48.355
I changed my mind.
00:43:48.355 --> 00:43:49.389
Don't do that.
00:43:49.389 --> 00:43:52.422
The, the other piece with that is too is what?
00:43:52.422 --> 00:43:53.822
Like, what's so tough?
00:43:53.822 --> 00:44:04.222
We talked briefly about before about expectations, like what people, uh, people give to others, what they want themselves.
00:44:04.222 --> 00:44:12.089
And I, it's tough for many owners, founders, most leaders in general are typically thinking about things pretty constantly.
00:44:12.089 --> 00:44:12.522
Yeah.
00:44:12.522 --> 00:44:18.789
And what makes your workers great at their jobs is the fact that they don't do that.
00:44:18.789 --> 00:44:21.722
They can turn off and you can't correct let them.
00:44:21.722 --> 00:44:25.922
They can do the thing and just ignore everything else.
00:44:25.922 --> 00:44:28.855
And that's what makes them spectacular at what they do.
00:44:28.855 --> 00:44:31.789
Don't drag them out of that just because you're out of it all the time, too.
00:44:31.789 --> 00:44:32.589
Exactly.
00:44:32.589 --> 00:44:34.389
A couple of key takeaways.
00:44:34.389 --> 00:44:45.089
Once again, that agency audit at your next meeting before you pull the team together to share an update, ask yourself what's the exact action I expect them to take with this information.
00:44:45.089 --> 00:44:46.789
If there's no action.
00:44:46.789 --> 00:44:47.555
Sit on it.
00:44:47.555 --> 00:44:47.855
Yeah.
00:44:47.855 --> 00:44:50.355
I would say you process before you publish.
00:44:50.355 --> 00:44:53.255
We don't make a company announcement from an emotional first draft.
00:44:53.255 --> 00:44:54.789
We work through our emotions first.
00:44:54.789 --> 00:44:56.189
They should never be delivered.
00:44:56.189 --> 00:44:57.555
A tear stained letter.
00:44:57.555 --> 00:45:08.189
No, no. Transparency and the trust it builds like you do when you look at that.
00:45:08.189 --> 00:45:10.322
There's there's different stages to it.
00:45:10.322 --> 00:45:25.589
And when you're thinking about the thing, working on the thing or have completed the thing that you can talk about those in that way with trust, but it's, it's make sure that you talk about those things intentionally.
00:45:25.589 --> 00:45:25.789
Yeah.
00:45:25.789 --> 00:45:27.922
And I would say pair truth with direction.
00:45:27.922 --> 00:45:30.355
Truth without direction becomes anxiety.
00:45:32.155 --> 00:45:36.322
Not that either of us has ever experienced anything like that.
00:45:36.322 --> 00:45:46.955
The other thing is to is to find, like we speak on topics, we have a podcast, we've got some boundaries on what we're going to talk about.
00:45:46.955 --> 00:45:48.955
Yes, we like, we know the direction.
00:45:48.955 --> 00:45:52.522
We know like we know what you want to hear.
00:45:52.522 --> 00:45:55.155
We are talking about those things.
00:45:55.155 --> 00:45:57.722
We're not going way out of bounds on those.
00:45:57.722 --> 00:46:05.722
No. And that is like making those boundaries clear of what you can and can't talk about with your people is a big thing.
00:46:05.722 --> 00:46:06.322
Yeah.
00:46:07.655 --> 00:46:11.322
Should personal lives ever merge with company transparency?
00:46:11.322 --> 00:46:16.055
Like if there's a personal struggle, family issue, what, like, let's hear it.
00:46:16.055 --> 00:46:16.489
Yeah.
00:46:16.489 --> 00:46:16.722
Yeah.
00:46:16.722 --> 00:46:17.689
But with boundaries.
00:46:17.689 --> 00:46:18.122
Yes.
00:46:18.122 --> 00:46:18.522
Always.
00:46:18.522 --> 00:46:23.489
I mean, if something personal affects your availability, energy or schedule, it can be appropriate to name it simply.
00:46:23.489 --> 00:46:26.289
Your team doesn't need a full emotional documentary.
00:46:26.289 --> 00:46:28.389
No, they need relevant context.
00:46:28.389 --> 00:46:30.489
No, don't make your team your therapist.
00:46:30.489 --> 00:46:31.655
They're not your support group.
00:46:31.655 --> 00:46:32.522
No they're not.
00:46:32.522 --> 00:46:40.189
And to me, if you like, I love that if you have a reduced capacity, you can say, hey, there's some personal things going on right now.
00:46:40.189 --> 00:46:41.522
I need your help.
00:46:41.522 --> 00:46:46.122
But once again, they don't need to know that, like all the gory details.
00:46:46.122 --> 00:46:46.655
Yeah.
00:46:46.655 --> 00:46:49.755
What's the Cringiest authentic post you've seen online this year?
00:46:53.722 --> 00:47:04.789
It's it's really it's tough to say because I had someone like literally posted about their STD that they just received.
00:47:04.789 --> 00:47:05.755
Oh dear.
00:47:05.755 --> 00:47:06.289
Right.
00:47:06.289 --> 00:47:07.089
No.
00:47:07.089 --> 00:47:07.589
Right.
00:47:07.589 --> 00:47:10.322
And it's like, I know.
00:47:10.322 --> 00:47:11.655
Well, and it was LinkedIn.
00:47:11.655 --> 00:47:20.122
No. And they're like, this is really changed my perception of what work means and all these other things.
00:47:20.122 --> 00:47:27.222
And I'm like, you could say my perception of things has changed without talking about the study.
00:47:29.322 --> 00:47:36.122
I, I just when I saw it, it was one of those ones where I was like, no, they didn't say.
00:47:36.122 --> 00:47:41.922
And it's one of those ones I literally, I screenshotted it because I'm like, I need to look at this again later.
00:47:41.922 --> 00:47:43.789
I'd be like, is this real?
00:47:43.789 --> 00:47:44.089
Yeah.
00:47:44.089 --> 00:47:45.689
Did you get hacked?
00:47:45.689 --> 00:47:46.255
Oh, dear.
00:47:46.255 --> 00:47:50.689
They did not, because it was written very well in the style of writing that they normally write in.
00:47:50.689 --> 00:47:59.522
And I was like, okay, wow, I'm waiting for people to start rooting through all of my connections now to see who it was I'm going to.
00:48:00.822 --> 00:48:02.489
I'm really glad I asked that question.
00:48:02.489 --> 00:48:03.422
Yeah, yeah.
00:48:03.422 --> 00:48:05.622
No, that's I mean, answer your own question here.
00:48:05.622 --> 00:48:07.255
What's the the cringiest.
00:48:07.255 --> 00:48:12.955
I mean, the ones for me are the, you know, the ones that are around layoffs for employees and the CEOs in tears.
00:48:12.955 --> 00:48:14.255
I'm like, you don't know how hard this.
00:48:14.255 --> 00:48:15.355
I'm like, really?
00:48:15.355 --> 00:48:16.355
Right.
00:48:16.355 --> 00:48:18.522
You just like, I want to use a lot of four letter words.
00:48:18.522 --> 00:48:26.489
You just, you just put a bunch of people on the street and saw one a couple weeks ago about that, and I was just like, when I was at it, when I was on vacation, I'm like, you have got to be kidding me.
00:48:26.489 --> 00:48:28.222
This is not about how hard it is on you.
00:48:28.222 --> 00:48:34.855
It's funny, the first big one was that hyper social, uh, Brandon Lakey or whatever it was back in in twenty twenty two.
00:48:34.855 --> 00:48:37.055
And after that you would have thought, don't ever do that.
00:48:37.055 --> 00:48:39.722
Anybody on the planet learn from him.
00:48:39.722 --> 00:48:42.922
And more, more and more people are doing it.
00:48:42.922 --> 00:48:46.122
And I'm like, oh my goodness.
00:48:46.122 --> 00:48:50.055
And this is this like, this is the thing as the leader.
00:48:50.055 --> 00:49:04.622
And if there's one thing that people take away from our podcast as a whole is as a leader, it's not about, you know, it's never about, you know, and it shouldn't be about you.
00:49:04.622 --> 00:49:07.089
This goes against every grain of that.
00:49:07.089 --> 00:49:07.655
Yes.
00:49:07.655 --> 00:49:08.489
Look at me.
00:49:08.489 --> 00:49:09.889
All the things I've had to endure.
00:49:09.889 --> 00:49:10.622
It's so hard.
00:49:10.622 --> 00:49:13.589
It's like, stop it.
00:49:13.589 --> 00:49:16.255
It's so it's so tough up here in the ivory tower.
00:49:16.255 --> 00:49:17.622
There's no accountability around it.
00:49:17.622 --> 00:49:18.922
So I mean, it's just performance.
00:49:18.922 --> 00:49:20.255
And I get mad at that.
00:49:20.255 --> 00:49:29.055
So. Oh, I and to me especially, like I am hyper tuned in for like that type of pattern in people.
00:49:29.055 --> 00:49:30.222
Oh, yeah.
00:49:30.222 --> 00:49:33.655
And when I see it, I, I mean, all I can do is laugh.
00:49:33.655 --> 00:49:38.455
And I mean, here's someone crying on my computer screen and I'm like maniacally laughing at it.
00:49:38.455 --> 00:49:44.122
Um, but like, yeah, Kim looks at me like she goes, that is kind of sad that he's doing that.
00:49:44.122 --> 00:49:45.955
I'm like, but look at the idiot.
00:49:45.955 --> 00:49:46.489
Mhm.
00:49:46.489 --> 00:49:51.355
Um, yeah, it's the I'm glad we're wrapping this up on such a happy note, isn't it?
00:49:51.355 --> 00:49:52.355
Yeah.
00:49:52.355 --> 00:49:54.589
Don't be that idiot.
00:49:54.589 --> 00:49:55.122
Okay.
00:49:55.122 --> 00:49:55.655
Really?
00:49:55.655 --> 00:49:58.889
I mean, to me, it comes down to you have to be transparent.
00:49:58.889 --> 00:50:02.689
You have to be willing to tell the people the things, and you have to be willing to tell.
00:50:02.689 --> 00:50:04.722
Have those awkward conversations.
00:50:04.722 --> 00:50:05.089
Yes.
00:50:05.089 --> 00:50:08.255
Just make sure that it's awkward conversations that people can do stuff with.
00:50:08.255 --> 00:50:10.189
And don't be Chicken Little all the time.
00:50:10.189 --> 00:50:13.055
The sky is not falling all the time.
00:50:13.055 --> 00:50:13.822
It's not.
00:50:14.855 --> 00:50:16.622
Should we talk about catastrophizing?
00:50:16.622 --> 00:50:18.122
We did talk about catastrophizing.
00:50:18.122 --> 00:50:20.822
We have so many times, we probably could again.
00:50:20.822 --> 00:50:22.422
Yeah, we probably could.
00:50:22.422 --> 00:50:23.689
We probably could.
00:50:23.689 --> 00:50:27.789
That being said, um, the next episode.
00:50:27.789 --> 00:50:29.455
Yeah, is going to be an interesting one.
00:50:29.455 --> 00:50:30.022
What is it?
00:50:30.022 --> 00:50:31.889
Because it's a big problem that people are having.
00:50:31.889 --> 00:50:36.089
And what's interesting is, is it's going to be along the lines of the talk that we're doing at the big summit.
00:50:36.089 --> 00:50:36.655
Nice.
00:50:36.655 --> 00:50:44.955
But we're going to make sure it's different enough that you're going to want to you're going to want to hear both know, like nobody wants to work anymore for you.
00:50:44.955 --> 00:50:45.622
Correct.
00:50:45.622 --> 00:50:47.089
Mhm.
00:50:47.089 --> 00:50:47.855
Do us a favor.
00:50:47.855 --> 00:50:51.155
Hit the Business Fix podcast dot com.
00:50:51.155 --> 00:50:52.955
As always, take care of yourself.
00:50:52.955 --> 00:50:54.889
If you can take care of someone else too.
00:50:54.889 --> 00:50:57.855
We will see you very, very soon.