Flexible or Inconsistent? The Leadership Mistake That’s Costing You Trust

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There's a lot of business owners that say, hey, I'm flexible.
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I'm assuming you've experienced that where you're like, no, we we like to go with the flow.
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We don't like to keep things.
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Yeah.
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We just we want to make sure that we've got the flexibility to do things how we need to, when we need to.
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And those typically have the employees that are bald.
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And it's not usually like male pattern hair loss.
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No, it's ripped out or they don't know why they don't have people stay.
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Correct, correct.
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Those are also the no one wants to work here anymore.
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People.
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Yes.
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Imagine that.
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It's expensive.
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Yes, it is amazing what some SOPs can do.
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And I don't want to say I'm not inflexible.
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No.
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Consistent.
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Consistent.
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Yes, that's the word I was looking for.
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That is what we're talking about this week.
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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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Since we're talking about consistency, you're gonna.
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You're gonna like this.
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Yeah, and this is not going to surprise you.
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Okay.
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Um, my.
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I had a big shift recently.
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My dog stopped liking egg yolks as much.
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Oh, um, still loves breakfast.
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Just later in the morning.
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Doesn't like egg yolks as much.
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So that caused me to shift from going from four egg whites and two whole eggs to just four whole eggs in the morning.
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Okay.
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That has been my breakfast for the past, like twelve years.
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Yeah, I believe we're talking about consistency.
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Yes we are.
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I have worn out pans.
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Um. Yes, that that's that's consistency.
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Um, what is the freakish thing that you do that's consistent?
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Uh, everything.
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I'm trying to think I was about to say.
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I mean, I know there's certain everything.
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There's so many things in order.
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I know as a child, I had like there were certain things my mom would always say if you didn't brush your teeth in the right order.
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Her day was ruined.
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So, I mean, like, I am freakishly consistent when it comes to like getting ready, doing things I need to do.
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Oh, wow.
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Yeah, that sounds like a therapy session.
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Probably.
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Maybe a little bit of OCD, maybe.
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I've gotten a lot better.
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Kids.
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Kids will humble and mellow you so I can.
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I can believe that's what pets.
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Pets will do the same thing.
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Oh, yeah.
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Yeah.
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Because there's times where.
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Yeah.
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Irving.
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Like I said, he caused the big shift for me because we had to go from.
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Yeah.
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So. But yeah, I figured it out.
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It's been like a couple of thousand eggs.
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Yeah.
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Um, like ten or twelve thousand eggs.
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So.
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Yeah.
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Interesting.
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And I'll make sure I brush my teeth in the right order tonight.
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You have to brush your teeth in the right order, and I have to have, like, silence, usually in the morning for a few minutes.
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Like, just if you talk to me too early, that's just wrong.
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You can't.
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Oh, okay.
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I'll keep that in mind.
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Like, why are you mad, mom?
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Like, did you talk to me too soon?
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I'll keep that in mind.
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I will not text Chrissy before nine a m. It's okay.
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No, it really is fine.
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It's just like I need like, five minutes of silence before I, like, do anything.
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Okay, yeah.
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That's consistent.
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Yeah.
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You need stuff to wake up.
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Yeah, I have to wake up.
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And I have to just be in the right.
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Yeah.
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Pick my pick my mindset.
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Okay.
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Duly noted.
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Duly noted.
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That being said, every business owner we want, every business owner besides us wants to be flexible.
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Yeah.
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I mean, I like flexibility.
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I do too, because there's there's certain things and there's certain like, I mean, lunch used to be at one o'clock for me every day for years.
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And now owning the business.
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And that doesn't happen.
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No. I'm like lunch on Tuesday.
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Um, next week it'll be Wednesday.
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Yeah, it depends on when people want to schedule the studio, stuff like that.
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So there's all sorts of those other inconsistencies, inconsistencies.
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This is going to be a really long episode if I have time saying that.
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But flexibility.
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I mean, to me it's a framework that allows for choice and inconsistency is when you when you move the goalposts, um, when like, is the boss in what mood is the boss in, um, that?
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It's so funny.
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I still remember like, in fact, I just talked with a, uh, another executive that I worked with, the owner of a company that I worked at before.
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You had no clue what he was going to say when he was going to say it.
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I mean, you could you could try and predict his mood and be like, he's in a good mood.
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I'm going to ask for this today.
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But no. And he would scream you right out of the office.
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Oh. Oh yeah.
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Yeah.
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He was not a pleasant individual.
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Um, but.
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So yeah, that inconsistency makes it I mean, it's it's stressful as hell.
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It is.
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It absolutely is because it's a guessing game and people don't like to guess.
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No. And it's, it's to me, I mean, like, I'm gonna, you know, I'm gonna dive into my favorite saying here if I'm walking into a shitstorm.
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Yes, I want to know which way the wind is blowing and if it is the poop tornado.
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What do you what do you do?
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What do you do?
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So from an HR and like the CEO perspective, I mean why is unstructured flexibility.
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And I like that term there unstructured flexibility.
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Like seat of the pants actually dangerous.
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I mean for a company rather like a company as a whole and its culture.
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Yeah.
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And let's go even further because I said HR their legal standing because yes, this can legally bite you in the behind.
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Yes it can.
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Yeah.
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I'm assuming you've seen that.
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Oh absolutely.
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Several times this week.
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Yeah.
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Yeah, happens a lot.
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So I want to start by stating clearly I am pro flexibility.
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Yes.
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And I like flexibility.
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I want people and myself to have autonomy balance and agency.
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It's really important.
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But what I've learned, sometimes painfully, sometimes by watching our clients do things painfully, is that flexibility without consistency doesn't feel freeing.
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It's really stressful.
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Yes.
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And so the bigger, the biggest leadership lie we tell ourselves is that consistency is rigid.
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And in reality, consistency is what creates freedom for leaders and for teams.
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So I would say that as we talk about consistency, because that's really what I think we need to talk about when we talk about flexibility is that there are three F's for consistency.
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So consistency.
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I was excited to figure out what the letter of the day was.
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I know it's f um, and it's not the word you think it is.
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So consistency creates freedom.
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So that's one f word.
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But it's by reducing friction fatigue and fracture.
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And so yeah you're all this is a good one.
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All the this is yeah that's to me just right off the rip.
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Yeah I mean the freedom piece is what everyone's going for.
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Yes.
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When they get flexibility, they think they flexibility gives them freedom.
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It doesn't.
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Consistency is what gives you freedom.
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Yeah.
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No that's awesome.
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So friction.
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Friction.
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Yeah.
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So that's when rules feel personal.
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Work becomes political.
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So let's talk about friction.
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Friction shows up when employees don't know what the real rules are because the rules change depending on who's asking.
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You have separate rules for your kids.
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You have separate rules for your employees, or this set of employees or this set of like, don't do that.
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So this is where leaders think they're being kind by saying yes, but what the team really feels is another F-word, and that's favoritism.
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And they don't like it.
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And from there, the other F word.
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Oh yes.
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Yeah, it becomes really bad.
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So here's what friction looks like in real life.
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Okay.
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Side conversations.
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How did they get that approved.
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How did they get that approved?
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I mean like that's just side conversations.
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Hesitation to ask for flexibility, quiet resentment, employee spending, more energy, interpreting leadership moods.
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You know, the weather pattern.
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Which way is the wind blowing when you're walking into your storm?
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They're worrying more about those moods than doing their jobs.
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Reading moods like the weather.
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And so I've been that leader.
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I have done this wrong.
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I have made those decisions thinking I was helping.
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I'm being flexible.
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I'm helping everyone.
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And because of that, I am their favorite leader.
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Not really.
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Because what I still hated, they still hated me.
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And that's because I was creating comparison and confusion.
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So it's like you're giving this person, you're treating this person special.
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You're being favorites.
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No I'm not.
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So I mean, and at clarity, you know, we see this constantly.
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I mean and leaders don't have a culture problem here.
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They really have a consistency gap.
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And so that friction is the first symptom.
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So you know, if employees have to read your mood to know the rules, that's not flexibility.
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That's friction.
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So we want to eliminate friction.
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Second one you ready is fatigue.
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I think we've both been there.
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We have.
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We have.
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And I would say this decision exhaustion is a leadership tax that you don't need to pay.
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No, you don't have to pay it.
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This one hits leaders hard because it sneaks up on you when everything is flexible.
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Every request becomes a decision.
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There is no autonomy.
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There is no like every.
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You got to make a decision.
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Everything.
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Because you know.
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Well, there's the exception.
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There's always an exception.
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Right.
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They shouldn't have to ask.
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Exactly.
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So here's what fatigue looks like.
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Leaders defaulting to sure fine.
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Sure it's fine.
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You say that with a different tone than I do.
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Yeah, sure.
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Fine.
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Whatever.
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Either way.
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Or avoiding decisions altogether, you just kind of.
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You know what?
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Let me think about that.
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Oh, yeah.
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I should have thought about that.
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Oh, yeah, you had asked me to think about that.
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So you just you never make the decision to get back to you Tuesday.
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I didn't say which Tuesday it was.
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Correct.
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So managers feeling drained and resentful, like, oh my gosh, why are they always asking me questions?
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Don't they know the answer?
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Why are they asking me if they can do this?
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Well, because sometimes you said yes and sometimes you've said no. Or if you're like, the rule is that we don't do this.
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Well, you've said yes three times to this person, so somebody else is going to ask you to.
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Why is everybody asking me to approve their PTO when Janet's supposed to approve their PTO?
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Because you did it and you're not supposed to.
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So. And then there's that, that inconsistent answer simply because you're tired.
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Those of us that are parents can deal with this, too.
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Sometimes our kids or teenagers are really good at knowing when to ask us questions because they know we're tired.
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I'm like, yeah, fine, go ahead and do it.
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So I don't want to deal with this and deal with this.
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Or like, you know, if you are, if you are worthless between twelve and two, that's when your employees are coming and asking you the questions.
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So. So as a survivor of decision fatigue, I've had moments where I realized I wasn't making better decisions.
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I was making faster ones just to clear my plate.
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Yep.
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Go, go do that.
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Yep.
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You can do that.
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Yep.
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You can do that.
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Because I just want to get to the next thing and that's a moment to reset.
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So that for me was a clear like I've gotten much better at realizing when I'm not in the right space.
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So. And decision fatigue doesn't make you a bad leader.
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I think sometimes people think like, oh, I'm just exhausted making decisions.
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I must be a bad leader.
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That's not true.
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It just makes you human.
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Yeah.
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And in some cases, to me, like, would you make that analogy to kicking the can down the road?
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Yeah, yeah.
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Sometimes I say yes now and deal with it later.
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Yes.
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Yeah, yeah.
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So it's delayed.
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It's not delayed gratification if you remember.
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It's not.
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It's bad.
00:12:04.105 --> 00:12:07.039
Um, systems are what protect humans from burnout.
00:12:07.039 --> 00:12:07.673
Yes.
00:12:07.673 --> 00:12:12.440
So when everything is flexible, leadership becomes exhausting.
00:12:12.440 --> 00:12:15.673
And the difference between authoritarian and authoritative.
00:12:15.673 --> 00:12:17.505
So there are guardrails, there are standards.
00:12:17.505 --> 00:12:19.605
They're documented and clarified values.
00:12:19.605 --> 00:12:22.273
You need to be as a leader, authoritative.
00:12:22.273 --> 00:12:25.605
You need to be authoritarian but authoritative.
00:12:25.605 --> 00:12:26.406
This is what it is.
00:12:26.406 --> 00:12:27.273
That's what it is.
00:12:27.273 --> 00:12:28.105
Yep, yep.
00:12:28.105 --> 00:12:32.605
And then that third F is fracture.
00:12:32.605 --> 00:12:34.572
That just sounds bad, doesn't it?
00:12:34.572 --> 00:12:40.039
I know because this is where inconsistency quietly breaks trust and creates risk.
00:12:40.039 --> 00:12:48.572
And I would say that out of all of the FS that we've talked about, this is the most expensive because fracture happens when inconsistency erodes trust.
00:12:48.572 --> 00:12:49.306
Sure.
00:12:49.306 --> 00:12:50.940
And then this is what fracture looks like.
00:12:50.940 --> 00:12:53.906
Employees stop asking for flexibility.
00:12:53.906 --> 00:12:55.605
They stop giving feedback.
00:12:55.605 --> 00:12:57.840
They protect themselves instead of the mission.
00:12:57.840 --> 00:12:59.373
They're worried about themselves.
00:12:59.373 --> 00:13:04.373
And then culture becomes transactional instead of relational.
00:13:04.373 --> 00:13:07.706
And so you'd ask from an HR lens what this potentially does.
00:13:07.706 --> 00:13:10.440
Inconsistency is also where the legal risk lives.
00:13:10.440 --> 00:13:10.906
Sure.
00:13:10.906 --> 00:13:16.906
Because uneven application of policies is one of the most common factors in employee disputes.
00:13:16.906 --> 00:13:23.240
Because you applied this to this person, but you didn't apply the same standard and policy to this person.
00:13:23.240 --> 00:13:24.972
Great relationships in the workplace.
00:13:24.972 --> 00:13:26.706
Well, these people were allowed to date.
00:13:26.706 --> 00:13:27.972
You didn't say anything.
00:13:27.972 --> 00:13:30.306
Well, because it was the head of sales and the head of marketing.
00:13:30.306 --> 00:13:32.639
Well, but I want to date this other person.
00:13:32.639 --> 00:13:33.539
Well, no you can't.
00:13:33.539 --> 00:13:34.806
I mean, don't do that.
00:13:35.906 --> 00:13:39.539
Trust the way you say don't do that always cracks me up.
00:13:39.539 --> 00:13:40.039
Don't do that.
00:13:40.039 --> 00:13:40.806
Don't do that.
00:13:40.806 --> 00:13:41.306
It's just don't.
00:13:41.306 --> 00:13:42.005
We just don't.
00:13:42.005 --> 00:13:43.806
So trust isn't built on perks or promises.
00:13:43.806 --> 00:13:45.440
It's built on that predictability.
00:13:45.440 --> 00:13:48.673
And so people don't need to agree with every rule that you have.
00:13:48.673 --> 00:13:51.605
They do need to trust, though, that the rules apply evenly.
00:13:51.605 --> 00:13:56.440
And I think that's something that often as leaders we think like, well, I want every I want consensus.
00:13:56.440 --> 00:13:57.406
No you don't.
00:13:57.406 --> 00:14:00.673
You want to be able to make sure that you can move the ball forward for your organization.
00:14:00.673 --> 00:14:04.472
Consensus does not always mean that everyone agrees.
00:14:04.472 --> 00:14:05.105
It's okay.
00:14:05.105 --> 00:14:06.440
You're the consensus.
00:14:06.440 --> 00:14:07.440
You are the consensus.
00:14:07.440 --> 00:14:09.840
It's you like you are as a leader.
00:14:09.840 --> 00:14:12.039
You have to make tough decisions sometimes.
00:14:12.039 --> 00:14:13.406
Yes, and I don't.
00:14:13.406 --> 00:14:18.306
I want you to hear me in the context of someone who always wants to be a people pleaser.
00:14:18.306 --> 00:14:19.873
Okay?
00:14:19.873 --> 00:14:33.873
There were times when I was being coached by other individuals and saying, you need to remind yourself that you are the supreme leader of your business, not because you're going to be an authoritarian dictator, but because you need to be authoritative in how you make this decision, right?
00:14:33.873 --> 00:14:34.873
Yes.
00:14:34.873 --> 00:14:37.972
Now, I know there are some people that would hear that and be like, I am the Supreme leader.
00:14:37.972 --> 00:14:40.105
But no, we need to talk a little bit more.
00:14:40.105 --> 00:14:43.972
You need to listen to a couple of other episodes that that comment was not for you.
00:14:43.972 --> 00:14:49.139
When when someone says that, do you picture yourself with a bunch of medals on your chest like some other, like, dictators?
00:14:49.139 --> 00:14:49.505
Exactly.
00:14:49.505 --> 00:14:50.639
If you've got the medals on your.
00:14:50.639 --> 00:14:53.840
Or you got a scepter and a crown or fancy uniform, you got.
00:14:53.840 --> 00:14:58.240
No. If that's where you are when you're thinking about that, that comment was not for you.
00:14:58.240 --> 00:15:03.373
But if you are the person who is like, I just I want everyone to like me.
00:15:03.373 --> 00:15:05.039
We talked about the nice leader trap.
00:15:05.039 --> 00:15:08.206
If you're that person, then you need to think about you or the supreme leader of your business.
00:15:08.206 --> 00:15:11.539
Your business is your baby and you've got to take care of that baby.
00:15:11.539 --> 00:15:14.972
So the people that are in your organization, your employees are the caretakers.
00:15:14.972 --> 00:15:21.039
So you've got to make sure that you're giving them the right consistency and the framework to be able to move forward.
00:15:21.039 --> 00:15:29.572
So let's take the reframe of of consistency and freedom because we've talked about, you know, well I don't want to be completely inflexible.
00:15:29.572 --> 00:15:31.840
I don't want to do consistency.
00:15:31.840 --> 00:15:33.906
Doesn't remove flexibility.
00:15:33.906 --> 00:15:36.005
It really makes it possible.
00:15:36.005 --> 00:15:36.940
One hundred percent.
00:15:36.940 --> 00:15:37.340
Yes.
00:15:37.340 --> 00:15:39.173
And here's here's why it matters.
00:15:39.173 --> 00:15:53.173
We talk about being clear as to be kind, clear rules, remove fear, clear processes remove politics, and those clear boundaries remove guilt so that when employees know the guardrails, they're not anxious about asking.
00:15:53.173 --> 00:15:56.505
And when leaders know the framework, they're not drained by deciding.
00:15:56.505 --> 00:16:00.440
So policy isn't a cage, it's a container.
00:16:00.440 --> 00:16:03.673
And the container is what allows flexibility without chaos.
00:16:03.673 --> 00:16:04.906
It's why we have handbooks.
00:16:04.906 --> 00:16:07.873
It's why we have SOPs, clear mission, vision, and values.
00:16:07.873 --> 00:16:12.105
It's why we do those things and build that foundation.
00:16:12.105 --> 00:16:13.605
So I got a little bit more.
00:16:13.605 --> 00:16:14.472
That's okay.
00:16:14.472 --> 00:16:16.906
Um. Clear policy.
00:16:16.906 --> 00:16:18.139
I knew you were gonna like this one.
00:16:18.139 --> 00:16:18.505
I do.
00:16:18.505 --> 00:16:22.740
I really like this one because I love when we talked about, you know, the three C's of leadership.
00:16:22.740 --> 00:16:24.306
I mean, consistency.
00:16:24.306 --> 00:16:24.673
Yeah.
00:16:24.673 --> 00:16:25.105
Care.
00:16:25.105 --> 00:16:25.706
All the things.
00:16:25.706 --> 00:16:28.539
So this is this this is this is in the three C's of leadership.
00:16:28.539 --> 00:16:30.005
It is about consistency.
00:16:30.005 --> 00:16:32.240
So clear policies create boundaries.
00:16:32.240 --> 00:16:33.673
Boundaries do not kill freedom.
00:16:33.673 --> 00:16:36.005
We've had this conversation a couple of other episodes too.
00:16:36.005 --> 00:16:37.440
They create freedom.
00:16:37.440 --> 00:16:39.440
So how are we consistent?
00:16:39.440 --> 00:16:41.440
Avoiding friction, fatigue, and failure.
00:16:41.440 --> 00:16:44.806
There are four steps to avoiding the three F's.
00:17:42.026 --> 00:17:46.992
All right, I know you're going to talk about more operation stuff, but this is this is how we avoid the three F's.
00:17:46.992 --> 00:17:49.460
We define what's flexible and what's not.
00:17:49.460 --> 00:17:51.893
We standardize how flexibility is requested.
00:17:51.893 --> 00:17:59.259
We communicate decisions transparently, and we apply criteria evenly, even when it's uncomfortable.
00:17:59.259 --> 00:18:05.826
So when those four things, we get clear rules that lead to calm teams that have confident leaders.
00:18:05.826 --> 00:18:08.093
So you have to think about like improv comedy.
00:18:08.093 --> 00:18:11.960
I know that like people think like improv comedy is just absolute chaos.
00:18:11.960 --> 00:18:15.593
It is organized chaos because there are rules.
00:18:15.593 --> 00:18:17.460
There are yeses and there are no's.
00:18:17.460 --> 00:18:19.559
And without rules, it's not improv, it's chaos.
00:18:19.559 --> 00:18:22.692
But with those rules, it makes it really fun and interesting.
00:18:22.692 --> 00:18:24.859
And flexibility works the same way.
00:18:24.859 --> 00:18:27.859
Without consistency, it's not freedom, it's just noise.
00:18:29.259 --> 00:18:34.393
It's interesting because what it reminds me back to is that consistency.
00:18:34.393 --> 00:18:36.759
Jimmy Carr was his a comedian.
00:18:36.759 --> 00:18:41.925
He was talking to someone about something and he said, hard decisions now, make easy decisions later.
00:18:41.925 --> 00:18:42.559
Yes.
00:18:42.559 --> 00:18:44.925
And that's that exactly feeds into that.
00:18:44.925 --> 00:18:46.192
It really does.
00:18:46.192 --> 00:18:46.826
Yeah.
00:18:46.826 --> 00:18:53.793
So Josh, how does this lack of consistency impact the actual machine of the business, the workflows, the marketing and the scaling?
00:18:53.793 --> 00:18:55.326
Ah, yes.
00:18:55.326 --> 00:18:58.192
The what I like to call the death of repeatability.
00:18:58.192 --> 00:18:58.759
Yes.
00:18:58.759 --> 00:19:03.860
Uh, if something is different every time you do it, there's a problem.
00:19:03.860 --> 00:19:06.526
Uh, we've never done it the same way.
00:19:06.526 --> 00:19:12.259
No. And I mean, I get like, people are like, well, all buildings are different, correct?
00:19:12.259 --> 00:19:14.460
But they're all assembled the same way.
00:19:14.460 --> 00:19:17.759
Um, that so that's the the big piece about that.
00:19:17.759 --> 00:19:22.559
I mean, you have to have systems that work the same way every time.
00:19:22.559 --> 00:19:26.526
Here's how you put the screw in the in the, in the joist.
00:19:26.526 --> 00:19:28.559
Here's how you lay the concrete.
00:19:28.559 --> 00:19:30.960
Here's how you do the thing starts with the foundation.
00:19:30.960 --> 00:19:32.460
Exactly.
00:19:32.460 --> 00:19:33.925
Once you introduce.
00:19:33.925 --> 00:19:36.960
Well, I'm only going to put one screw in this instead of four.
00:19:36.960 --> 00:19:38.026
Like I'm supposed to.
00:19:38.026 --> 00:19:39.925
There's a reason why we have building codes.
00:19:41.860 --> 00:19:42.759
That's.
00:19:42.759 --> 00:19:46.925
And well, this one's tough to get to, so I'm only going to put one in here.
00:19:46.925 --> 00:19:55.425
I mean, what happens with that is you force the team to stop, and then now we've got to rebuild a custom process for one task.
00:19:55.425 --> 00:19:56.259
Yeah.
00:19:56.259 --> 00:19:57.893
To me, it's we.
00:19:57.893 --> 00:19:59.125
I've said this all the time.
00:19:59.125 --> 00:20:00.259
Once is not a pattern.
00:20:00.259 --> 00:20:05.860
If you get something that is an outlier from what you normally do, one time is not a pattern.
00:20:05.860 --> 00:20:09.759
If it's below one time and above the next, that's.
00:20:09.759 --> 00:20:11.559
Those aren't patterns either.
00:20:11.559 --> 00:20:16.660
It has to be a pattern of look, we've we've had this come up three times.
00:20:16.660 --> 00:20:17.259
Okay.
00:20:17.259 --> 00:20:18.759
That's when you start to look at it.
00:20:18.759 --> 00:20:22.492
And once again you don't make an exception.
00:20:22.492 --> 00:20:27.093
You look at do we need to rewrite the process to fit this type of thing.
00:20:27.093 --> 00:20:35.326
So that way once again those guardrails are there so people know, oh, hey, I can do three or four screws in this thing, not one.
00:20:35.326 --> 00:20:43.393
Um, but so because the problem is, is if you're making multiple exceptions on projects, you have to go back and look at that.
00:20:43.393 --> 00:20:43.960
Yeah.
00:20:43.960 --> 00:20:45.326
Um, and so many people do that.
00:20:45.326 --> 00:20:50.559
The problem is, is if you don't have if you don't have a process for it.
00:20:50.559 --> 00:20:51.526
Yeah.
00:20:51.526 --> 00:20:54.192
You don't know when you've got exceptions.
00:20:54.192 --> 00:20:56.425
No. Because everything's an exception.
00:20:56.425 --> 00:20:57.925
Everything's an exception.
00:20:57.925 --> 00:21:02.759
If you build a building different every single time, you first off, you never learn anything.
00:21:02.759 --> 00:21:04.992
Second off, you never get any better at it.
00:21:04.992 --> 00:21:07.726
And third off, you're just, like, winging it the whole time.
00:21:07.726 --> 00:21:08.059
So.
00:21:08.059 --> 00:21:23.559
No. Um, the other thing that I found with this is we find, like when you look at, like, project deadlines, um, there's, I worked at one place where deadlines were inflexible or deadlines were flexible until they weren't.
00:21:23.559 --> 00:21:24.360
Yeah.
00:21:24.360 --> 00:21:30.326
Um, you you don't know what capacity is first off?
00:21:30.326 --> 00:21:36.793
So if you're constantly pushing back deadlines like are you over capacity or is it just people are doing things differently?
00:21:36.793 --> 00:21:37.293
Yeah.
00:21:37.293 --> 00:21:42.460
Um, if there's rushed to deadlines all the time, you're doing this wrong.
00:21:42.460 --> 00:21:50.226
Uh, the one I worked at a video company for a short period of time where, I mean, we were working fifty, sixty hours a week.
00:21:50.226 --> 00:21:52.226
And they're like, just squeeze this in.
00:21:52.226 --> 00:21:52.960
Yeah.
00:21:52.960 --> 00:21:56.526
Um, no, it doesn't fit.
00:21:56.526 --> 00:21:57.026
Yeah.
00:21:57.026 --> 00:21:59.293
Um, this this is a big thing.
00:21:59.293 --> 00:22:05.226
This is a twenty hour thing that does not fit in the already sixty hour week that we have.
00:22:05.226 --> 00:22:10.860
Uh, when I would go to people and be like, what do we want to delay so we can get this done?
00:22:10.860 --> 00:22:11.692
Oh, nothing.
00:22:11.692 --> 00:22:12.360
Right.
00:22:12.360 --> 00:22:13.925
No, just just find a way.
00:22:13.925 --> 00:22:16.660
No, that's not how this works.
00:22:16.660 --> 00:22:21.759
If you have processes you can document, you can look at your capacity.
00:22:21.759 --> 00:22:27.160
Um, if you don't look at your capacity, you have no idea what you're up against.
00:22:27.160 --> 00:22:32.026
and then you run into problems when like I love your saying PTO shouldn't be panic.
00:22:32.026 --> 00:22:32.625
Yes.
00:22:32.625 --> 00:22:41.259
Um, if you are running at one hundred and twenty percent capacity and someone says, hey, gotta take that vacation time, you have no idea what you're looking for.
00:22:41.259 --> 00:22:46.726
And once again, if you aren't consistent about stuff, you have no idea what capacity is.
00:22:46.726 --> 00:22:53.192
Yeah, there's an ebb and flow to many businesses in terms of what how much work they can do.
00:22:54.360 --> 00:22:57.860
Being able to tell your client, yes, we'll get to that next month.
00:22:57.860 --> 00:22:58.960
Yes.
00:22:58.960 --> 00:23:05.093
Rather than saying, yeah, yeah, it's good because you have no idea what your capacity is because you have no idea what the process is.
00:23:05.093 --> 00:23:06.460
It's just get it done.
00:23:06.460 --> 00:23:07.460
How long does it take.
00:23:07.460 --> 00:23:08.192
Yes.
00:23:08.192 --> 00:23:09.093
Mhm.
00:23:09.093 --> 00:23:11.660
That's that's not an answer.
00:23:11.660 --> 00:23:24.660
Uh the other big thing is, is you cannot calculate the return on investment when the investment aka time and resources is constantly shifting because of special requirements or moving goalposts.
00:23:24.660 --> 00:23:25.425
Oh yeah.
00:23:27.059 --> 00:23:34.660
The look on your face when I said that, and I've seen it so many times, I just do the just add the one thing in.
00:23:34.660 --> 00:23:36.059
Well, that's like six hours.
00:23:36.059 --> 00:23:37.593
Is it really that big of a deal?
00:23:37.593 --> 00:23:40.326
I've sat in meetings where I've had someone look at me and go, is it really that big of a deal?
00:23:40.326 --> 00:23:42.425
And you're like, yeah, it actually is.
00:23:42.425 --> 00:23:42.793
Yeah.
00:23:42.793 --> 00:23:46.460
It's like fourteen man hours and we're already at capacity.
00:23:46.460 --> 00:23:50.326
Um, so you don't know what that what that's like for me.
00:23:50.326 --> 00:23:58.360
I know what each podcast costs us to do when special requests are made and someone's like, can you just do the clips?
00:23:58.360 --> 00:24:01.026
Um, yeah, but that's going to be another charge, right?
00:24:01.026 --> 00:24:07.593
Yeah, not only that, but here's going to be another couple of days because we are scheduled on a tight schedule in terms of what's going where.
00:24:07.593 --> 00:24:09.625
Yes, I know when projects are due.
00:24:09.625 --> 00:24:12.860
I know when other people are expecting your stuff.
00:24:12.860 --> 00:24:17.125
I want everyone to feel like they are our only customer.
00:24:17.125 --> 00:24:17.826
They are not.
00:24:17.826 --> 00:24:20.826
No. Here's your production schedule.
00:24:20.826 --> 00:24:22.393
Here's when it's coming.
00:24:22.393 --> 00:24:25.925
And it all starts with could you just like you said.
00:24:25.925 --> 00:24:36.360
It's it's just it's the, the big operational debt of that, of that flexibility of just I'll just go ahead and do the things and screw the SOPs.
00:24:36.360 --> 00:24:37.826
We're gonna throw this in here.
00:24:37.826 --> 00:24:43.925
Or like when the boss comes in, just add this into the project and there's four people working on a project.
00:24:43.925 --> 00:24:44.960
They tell it to one person.
00:24:44.960 --> 00:24:45.460
Yeah.
00:24:45.460 --> 00:24:47.492
No. So first off, time is not free.
00:24:47.492 --> 00:24:48.660
Your time is not free.
00:24:48.660 --> 00:24:50.492
Your employees time is not free.
00:24:50.492 --> 00:24:56.893
Um, every exception creates a debt that the team has to pay back later through cleanup, confusion or rework.
00:24:56.893 --> 00:25:03.559
Yes, they threw something in the middle of a project and it didn't get done quite right because it didn't fit the process.
00:25:03.559 --> 00:25:05.492
And now it's not up to your standards.
00:25:05.492 --> 00:25:09.360
And now it's really expensive because they get to do it twice.
00:25:09.360 --> 00:25:10.026
Yeah.
00:25:11.893 --> 00:25:12.559
Yes.
00:25:12.559 --> 00:25:14.960
Once again, this is a hit for you.
00:25:14.960 --> 00:25:18.460
And who the hell wants to pay for that?
00:25:18.460 --> 00:25:22.326
No. As a business owner, I typically don't like to pay for things once.
00:25:22.326 --> 00:25:22.826
Yes.
00:25:22.826 --> 00:25:27.226
Um. Buy once, cry once, Spend the time up front saying, do it right.
00:25:27.226 --> 00:25:28.259
This is what we do.
00:25:28.259 --> 00:25:29.793
This is how we do it.
00:25:29.793 --> 00:25:32.726
It's got to be true for both you and your employees.
00:25:32.726 --> 00:25:39.026
If you tolerate it or you tell your employees to to go outside of the lines, guess what you're going to notice.
00:25:39.026 --> 00:25:44.960
Your quality's going to start to suffer because they're going to be like, well, we just gotta they're going to make that decision of, what are we going to do?
00:25:44.960 --> 00:25:46.660
Are we going to do quality or quantity?
00:25:46.660 --> 00:25:47.226
Yeah.
00:25:48.526 --> 00:25:52.526
And every time they have to pivot to I don't know about you.
00:25:52.526 --> 00:25:54.925
Like there's people that talk like I can multitask.
00:25:54.925 --> 00:25:55.793
I'm like, no you can't.
00:25:55.793 --> 00:25:59.759
No your brain cannot scientifically proven cannot multitask.
00:25:59.759 --> 00:26:04.826
And for me, like it takes me a while to wind back up into something.
00:26:04.826 --> 00:26:05.559
Yes.
00:26:05.559 --> 00:26:08.192
And you distract me with something and.
00:26:08.192 --> 00:26:08.925
Oh, gosh.
00:26:08.925 --> 00:26:10.526
Like the next twenty minutes, I'm useless.
00:26:10.526 --> 00:26:10.625
Yeah.
00:26:10.625 --> 00:26:11.960
Who can task switch now?
00:26:11.960 --> 00:26:18.125
There are studies about, like how people can task switch and the speed within task switching, but you cannot hold two things at the same time.
00:26:18.125 --> 00:26:20.992
No. And there's there are some people that are very good at it.
00:26:20.992 --> 00:26:25.759
The example I like to give is an automotive shop.
00:26:25.759 --> 00:26:27.360
The manager of an automotive shop.
00:26:27.360 --> 00:26:29.026
He's managing the people.
00:26:29.026 --> 00:26:30.960
He's working on an estimate.
00:26:30.960 --> 00:26:34.492
And then the phone rings and he can go like, hey, I'm going to talk on the phone.
00:26:34.492 --> 00:26:34.893
Okay, great.
00:26:34.893 --> 00:26:36.360
I'm right back into the estimate.
00:26:36.360 --> 00:26:38.460
I'm like, where the hell was I?
00:26:38.460 --> 00:26:39.125
Yeah.
00:26:39.125 --> 00:26:44.526
Um, it takes me a minute to to kind of figure that out where some people can put it down and pick it back up.
00:26:44.526 --> 00:26:45.559
I'm not one of those people.
00:26:45.559 --> 00:26:53.226
I guarantee that you have a mix of that in your employees, don't you don't think everyone can do or the ability to manage several projects at a time.
00:26:53.226 --> 00:27:02.526
You have some team members who are going to be good at handling one project, or two or three clients at a time, and then you may have some employees that can handle multiple projects or can handle.
00:27:02.526 --> 00:27:10.093
I mean, like, I know my capacity to project manage is way higher than most people's, but I don't expect people to do the same thing that I do know.
00:27:10.093 --> 00:27:13.226
And for me, I can do it, but I'm going to do it in chunks.
00:27:13.226 --> 00:27:16.692
Yeah, I can chunk this, I can chunk that, and I can chunk that.
00:27:16.692 --> 00:27:22.026
But I've got it tracked someplace and once again, it all fits into a process.
00:27:22.026 --> 00:27:26.593
So I know, hey, I need to have this chunk of this project done by this date.
00:27:26.593 --> 00:27:27.093
Great.
00:27:27.093 --> 00:27:29.360
I'll work on this to get it up to date.
00:27:29.360 --> 00:27:33.960
And then I can go work on the other one to get it up to date, and then I can go work on the other one to do that.
00:27:33.960 --> 00:27:37.360
But once again, I can see and it's all listed out.
00:27:37.360 --> 00:27:41.593
It's not just I'm going to float around and work on whatever I feel, whatever tickles my fancy.
00:27:41.593 --> 00:27:42.259
That's exactly.
00:27:42.259 --> 00:27:46.226
Well, I think a great like visual example would be kind of like an orchestra.
00:27:46.226 --> 00:27:48.526
So there are some people that can play one instrument.
00:27:48.526 --> 00:27:50.460
There's some people that can play two or three instruments.
00:27:50.460 --> 00:27:53.360
Some people are built for percussion and they can move in different directions.
00:27:53.360 --> 00:27:59.093
And then there's the person that conducts the symphony, and they're able to see all of it and move all of it in the direction that it needs to be.
00:27:59.093 --> 00:28:04.192
And I think that you have to look at your employees in some ways as like, you know, how many things can they handle?
00:28:04.192 --> 00:28:09.160
Because if they're just a piccolo player, but they're like the best piccolo player, that's great.
00:28:09.160 --> 00:28:12.360
Sometimes you just need a piccolo player, other times you need someone who can.
00:28:12.360 --> 00:28:13.259
Don't give them a tuba.
00:28:13.259 --> 00:28:13.660
Yes.
00:28:13.660 --> 00:28:14.593
Don't give them a tuba.
00:28:14.593 --> 00:28:20.992
Or if they play, they play the viola and the violin, and they can play like maybe they're good at some things, but they're not good at all of them.
00:28:20.992 --> 00:28:25.593
But they're, they're kind of a jack of some of some of the trades, not all of them.
00:28:25.593 --> 00:28:32.026
But like with percussion, a lot of times you have people that can play a whole bunch of different types of things timpani, woodblock drums, all of them.
00:28:32.026 --> 00:28:32.526
Yeah.
00:28:32.526 --> 00:28:32.860
Yeah.
00:28:32.860 --> 00:28:36.326
And then you get your conductor who's like, okay, we're going to put this together and put this together.
00:28:36.326 --> 00:28:43.460
So look at it that way too, as you're assembling things, you know, knowing what your team is capable of is really important.
00:28:43.460 --> 00:28:44.759
Yeah, I like that.
00:28:44.759 --> 00:28:50.393
The other thing that I see, too, is when you ask people to switch, in so many cases, you end up with that burnout.
00:28:50.393 --> 00:28:50.860
Yeah.
00:28:50.860 --> 00:28:55.793
Um, once again, you keep throwing tasks on top of tasks.
00:28:55.793 --> 00:28:57.226
Um, just handle this.
00:28:57.226 --> 00:28:59.360
And once again, it doesn't go in the task system.
00:28:59.360 --> 00:29:01.259
No. Um, done.
00:29:01.259 --> 00:29:08.226
Um, the other thing is, too, is like, to me, consistency allows you to market things correctly.
00:29:08.226 --> 00:29:08.393
Yeah.
00:29:08.393 --> 00:29:08.860
It does.
00:29:08.860 --> 00:29:12.925
Um, McDonald's, they've always said they do not have the best tasting burger in the world.
00:29:12.925 --> 00:29:19.460
No, they they but once again, they always used to have the best operations.
00:29:19.460 --> 00:29:24.026
You know Exactly what you were getting in every single location.
00:29:24.026 --> 00:29:24.726
It didn't matter.
00:29:24.726 --> 00:29:25.093
The same.
00:29:25.093 --> 00:29:26.925
You go, here you go, California.
00:29:26.925 --> 00:29:28.226
You go Maine.
00:29:28.226 --> 00:29:28.826
Florida.
00:29:28.826 --> 00:29:36.259
Doesn't matter where you're at, you are getting the same exact product, delivered the same exact way, the same exact time.
00:29:36.259 --> 00:29:41.925
And those employees are able to make the decisions within those parameters to allow them to do that.
00:29:41.925 --> 00:29:42.460
Yeah.
00:29:42.460 --> 00:29:59.360
Um, the other thing is too, is like McDonald's is a big, big proof that great operations allow people who aren't necessarily invested to produce repeatable global product.
00:29:59.360 --> 00:30:03.526
I don't know, many like fast food workers typically.
00:30:03.526 --> 00:30:07.559
I mean, let's face it, they're typically there for a short term job.
00:30:07.559 --> 00:30:11.492
They're they're not like there are some that make great careers out of it.
00:30:11.492 --> 00:30:14.293
Yeah, a majority of them are there for short term jobs.
00:30:14.293 --> 00:30:14.893
Yeah.
00:30:14.893 --> 00:30:25.059
And but McDonald's has operationalized things well enough that even those people can come in and execute on a high level and create that consistency.
00:30:25.059 --> 00:30:27.826
You cannot do that with flexibility.
00:30:27.826 --> 00:30:33.660
No, no, because what happens when the top bun is on the bottom and the bottom bun is and there's.
00:30:33.660 --> 00:30:35.660
I mean, I still remember the McDonald's movie.
00:30:35.660 --> 00:30:36.660
Two pickles.
00:30:36.660 --> 00:30:38.860
Every burger gets two pickles.
00:30:38.860 --> 00:30:40.593
Um. Not one.
00:30:40.593 --> 00:30:40.793
No.
00:30:40.793 --> 00:30:41.259
Two.
00:30:41.259 --> 00:30:41.726
Two.
00:30:41.726 --> 00:30:43.660
It's that exact thing.
00:30:43.660 --> 00:30:48.526
When your internal operations are consistent, people know what to expect.
00:30:48.526 --> 00:30:49.259
Yes.
00:30:49.259 --> 00:30:53.393
That predictability, you can market.
00:30:53.393 --> 00:30:59.793
Uh, if I know every single time I go into McDonald's, I know what I'm going to get.
00:30:59.793 --> 00:31:04.026
Now, I'm not a big McDonald's fan, but I still know what I'm going to get when I'm going to go there.
00:31:04.026 --> 00:31:06.425
I know exactly what's going to happen there.
00:31:06.425 --> 00:31:17.160
Um, the other piece to that is between seven and fifteen times is how many times people need to see and or hear your stuff in order to remember it.
00:31:17.160 --> 00:31:21.326
If you're inconsistent with that message.
00:31:21.326 --> 00:31:26.160
People have no idea that they've heard you seven other times or fifteen other times.
00:31:26.160 --> 00:31:30.093
If you say one thing one time and something completely different the next time.
00:31:30.093 --> 00:31:33.759
No. It's why slogans are so common.
00:31:33.759 --> 00:31:36.026
Yes, because they can do their commercial.
00:31:36.026 --> 00:31:39.125
They can talk about let's let's use a car dealership.
00:31:39.125 --> 00:31:39.692
They can talk.
00:31:39.692 --> 00:31:46.226
Hey, we've got this kind of car on sale this month, but then they've got their slogan, and that is the thing that triggers that.
00:31:46.226 --> 00:31:48.026
Oh, this is recognizable.
00:31:48.026 --> 00:31:50.360
I have heard this fourteen times before.
00:31:50.360 --> 00:31:51.860
Next time I'm going to go buy the car.
00:31:51.860 --> 00:31:52.492
Yes.
00:31:56.492 --> 00:32:00.192
The last thing that I want to talk about real quickly is scaling.
00:32:00.192 --> 00:32:00.692
Yeah.
00:32:00.692 --> 00:32:08.893
Um, if you've built your business on one offs, if your processes are inconsistent, you are essentially building a house on a bad foundation.
00:32:08.893 --> 00:32:12.559
Um, everyone wants to scale their business.
00:32:12.559 --> 00:32:13.893
Everyone wants to build their business.
00:32:13.893 --> 00:32:14.692
It may look fine.
00:32:14.692 --> 00:32:15.593
You're like, hey, look.
00:32:15.593 --> 00:32:17.293
Look at this brick foundation that I have.
00:32:17.293 --> 00:32:20.226
And then you realize, oh, it's built on a swamp.
00:32:20.226 --> 00:32:24.526
And I didn't use any mortar between the joints and all this other stuff.
00:32:24.526 --> 00:32:33.360
As soon as you start to put any weight on, that foundation is gone, and it doesn't take much before the whole thing starts to collapse.
00:32:33.360 --> 00:32:40.160
I don't know about you, but I have actually helped rebuild a footer wall in a house before.
00:32:40.160 --> 00:32:41.460
Oh wow.
00:32:41.460 --> 00:32:45.026
It's much easier to do it before the house is on top of it.
00:32:45.026 --> 00:32:46.093
Oh, I would think so.
00:32:49.192 --> 00:32:49.992
I would think so.
00:32:49.992 --> 00:32:52.360
So yeah, there is my analogy for the day.
00:32:52.360 --> 00:32:53.692
Build the foundation.
00:32:53.692 --> 00:32:54.192
Right.
00:32:54.192 --> 00:32:56.960
And then as you scale you're going to need to change.
00:32:56.960 --> 00:33:00.860
And I tell you what you're going to need to put additions onto that basement and those other things.
00:33:00.860 --> 00:33:05.360
But as you scale you have the ability to do that.
00:33:05.360 --> 00:33:07.826
Once again, it's that repeatability.
00:33:07.826 --> 00:33:14.093
And the other thing is too, is as you invite new people in, they're gonna it's going to be the same thing.
00:33:14.093 --> 00:33:14.692
What to expect.
00:33:14.692 --> 00:33:21.593
Because I guarantee like whenever you hire someone, you're like, this is the most wonderful person ever.
00:33:21.593 --> 00:33:23.860
That's exactly why I hired them.
00:33:23.860 --> 00:33:24.593
They're amazing.
00:33:24.593 --> 00:33:29.326
They're awesome because you don't know how much of a pain in the ass they are yet it's fair.
00:33:30.360 --> 00:33:32.793
Everyone's on their best behavior when they're getting hired.
00:33:32.793 --> 00:33:33.992
Oh my gosh.
00:33:33.992 --> 00:33:34.360
Yes.
00:33:34.360 --> 00:33:36.826
And if you're mortified, then just don't hire them.
00:33:36.826 --> 00:33:37.226
Right?
00:33:37.226 --> 00:33:41.160
And you think the world of them because they they they're always special.
00:33:41.160 --> 00:33:41.860
They have no flaws.
00:33:41.860 --> 00:33:43.259
It's like the first date.
00:33:43.259 --> 00:33:44.460
One hundred percent.
00:33:44.460 --> 00:33:46.593
You come, they come walking through the door.
00:33:46.593 --> 00:33:48.026
You're hot.
00:33:48.026 --> 00:33:49.793
Champagne rains down from the heavens.
00:33:49.793 --> 00:33:51.226
Angels are singing.
00:33:51.226 --> 00:33:52.425
The light seems to.
00:33:52.425 --> 00:33:54.160
The lighting seems to be amazing on them.
00:33:54.160 --> 00:33:56.393
It's like there's an Instagram filter in front of them.
00:33:56.393 --> 00:33:57.059
Yeah.
00:33:57.059 --> 00:34:04.026
Um, the problem is, is if you don't have these operations in place, when that person comes walking through the door, you're automatically going to treat them different.
00:34:04.026 --> 00:34:04.660
Yeah.
00:34:04.660 --> 00:34:14.793
Um, suddenly you've set them up with a different expectation six months later when they've disappointed you three times, and now you treat them the same as the rest of their employees, they're like, boy, they really turned.
00:34:52.123 --> 00:34:52.556
Yeah.
00:34:52.556 --> 00:34:54.489
Um, it it was you.
00:34:54.489 --> 00:34:55.989
and you are the problem.
00:34:57.155 --> 00:35:07.155
That being said, how often does inconsistency come down to being, you know, the cool boss?
00:35:08.222 --> 00:35:09.222
Do you like how I said that?
00:35:09.222 --> 00:35:09.556
Yeah.
00:35:09.556 --> 00:35:10.289
That's nice.
00:35:10.289 --> 00:35:11.690
And you're looking down.
00:35:11.690 --> 00:35:14.022
But did you see the jacket, pop?
00:35:14.022 --> 00:35:14.623
Nice job.
00:35:14.623 --> 00:35:15.690
That's a nice job.
00:35:15.690 --> 00:35:17.422
Because, you know, I'm.
00:35:17.422 --> 00:35:18.222
You're the cool boss.
00:35:18.222 --> 00:35:18.690
Yeah.
00:35:18.690 --> 00:35:20.690
Yeah, I would say, you know.
00:35:20.690 --> 00:35:24.855
No, um, teams don't need a cool boss.
00:35:24.855 --> 00:35:26.190
They need a consistent one.
00:35:26.190 --> 00:35:27.755
Oh, they really do.
00:35:27.755 --> 00:35:31.422
I mean, leaders say yes often because they want to be liked, but.
00:35:31.422 --> 00:35:32.989
But being liked doesn't build trust.
00:35:32.989 --> 00:35:34.655
Clarity does.
00:35:34.655 --> 00:35:41.022
It's so funny, the leaders that I can think back that I liked the most were the ones where I would walk in and be like, hey, can we do this?
00:35:41.022 --> 00:35:42.655
And they'd be like, nope.
00:35:42.655 --> 00:35:44.655
They'd be like, oh, well, I see this.
00:35:44.655 --> 00:35:48.855
And they're like, um, still no, still no. And here's why.
00:35:48.855 --> 00:35:50.189
Exactly.
00:35:50.189 --> 00:35:53.955
I mean, if they just were able to say, nope, we can't do that or whatever.
00:35:53.955 --> 00:36:00.155
I had no problem with that when they'd be like, well, let's see what we can do with this.
00:36:00.155 --> 00:36:01.355
And nope.
00:36:01.355 --> 00:36:05.689
Yeah, yes or no. It's yes or no or you know, that's a great idea.
00:36:05.689 --> 00:36:07.755
Tell me how you're going to accomplish it.
00:36:07.755 --> 00:36:09.255
And then you start asking questions.
00:36:09.255 --> 00:36:19.755
I mean, if you really want to like, train your people to think through processes, not just come up with an idea, but actually help solve the implementation piece as a leader.
00:36:19.755 --> 00:36:21.389
Ask them clarifying questions.
00:36:21.389 --> 00:36:26.955
Say yes or no, or say no. Here's why or no. But I want you to tell me why.
00:36:26.955 --> 00:36:28.855
Why you think I'm telling you now.
00:36:28.855 --> 00:36:31.155
It's like, that's those spaces where it can be really good.
00:36:31.155 --> 00:36:31.989
Yeah.
00:36:31.989 --> 00:36:33.755
You have to also know when everything's a yes.
00:36:33.755 --> 00:36:35.989
No one knows what actually matters.
00:36:35.989 --> 00:36:36.855
One hundred percent.
00:36:36.855 --> 00:36:37.322
Yeah.
00:36:37.322 --> 00:36:38.155
Yeah.
00:36:38.155 --> 00:36:39.389
How do you like.
00:36:39.389 --> 00:36:40.722
I like this topic.
00:36:40.722 --> 00:36:44.322
Um, documenting the flexibility.
00:36:44.322 --> 00:36:45.889
Oh, yeah.
00:36:45.889 --> 00:36:49.722
Like, as an HR person, like, I mean, you want to document everything we do.
00:36:49.722 --> 00:36:51.322
Um, we love it.
00:36:51.322 --> 00:36:52.489
Insurance, too.
00:36:52.489 --> 00:36:56.489
We love all the forms, all the forms, all the signatures.
00:36:56.489 --> 00:36:59.855
I mean, just the sheer filing that you guys have to do.
00:36:59.855 --> 00:37:01.322
I know, thank God for the cloud.
00:37:01.322 --> 00:37:05.789
Um, so you want, like, how to build a flexibility policy?
00:37:05.789 --> 00:37:06.955
It's actually consistent.
00:37:06.955 --> 00:37:07.422
Yeah.
00:37:07.422 --> 00:37:09.655
I mean, because, look, we need to adapt.
00:37:09.655 --> 00:37:10.089
Yeah.
00:37:10.089 --> 00:37:15.822
Business is changing if you're still doing the same thing that you were in nineteen sixty eight, you probably have some problems now.
00:37:15.822 --> 00:37:16.289
Yeah.
00:37:16.289 --> 00:37:18.289
Um, there's this new thing called the internet.
00:37:18.289 --> 00:37:19.455
You may want to check it out.
00:37:19.455 --> 00:37:19.889
Check it out.
00:37:19.889 --> 00:37:21.822
Anything called AI, you might want to check it out.
00:37:21.822 --> 00:37:24.089
You might want a policy about it.
00:37:24.089 --> 00:37:29.822
So just saying you might I would say, you know, flexibility only works when it is documented.
00:37:29.822 --> 00:37:30.122
Yeah.
00:37:30.122 --> 00:37:35.889
Because if people don't know how to ask who decides or what the criteria are, I mean, it's already broken.
00:37:35.889 --> 00:37:36.355
Yep.
00:37:36.355 --> 00:37:40.789
So simple policy turns flexibility from favoritism into fairness.
00:37:40.789 --> 00:37:43.122
And to me, it's having a.
00:37:45.055 --> 00:37:52.922
Something that I've seen before that was effective was if you need flexibility with something, it needs to go through two people.
00:37:52.922 --> 00:37:53.789
Yeah.
00:37:53.789 --> 00:37:55.689
Um, because it shouldn't be.
00:37:55.689 --> 00:38:01.222
Just like we've all had bad days where we're just, like, just do it and get the hell out of my office.
00:38:01.222 --> 00:38:01.755
Yes.
00:38:01.755 --> 00:38:06.689
Um, if it has to go through two people, you are far less likely to have the.
00:38:06.689 --> 00:38:08.989
Just do it and get the hell out of my office syndrome.
00:38:08.989 --> 00:38:09.455
Yeah.
00:38:09.455 --> 00:38:16.322
Um, that way, it really brings that together and makes sure that there's accountability to it.
00:38:16.322 --> 00:38:18.322
You can document it that way.
00:38:18.322 --> 00:38:24.822
Um, the other thing that I see all the time is clients that break processes.
00:38:24.822 --> 00:38:25.555
Yes.
00:38:25.555 --> 00:38:27.289
And they're like, well, just do it this way.
00:38:27.289 --> 00:38:28.622
This would be so much easier.
00:38:28.622 --> 00:38:29.422
Mhm.
00:38:29.422 --> 00:38:32.522
Um, I'm dealing with one right now.
00:38:32.522 --> 00:38:35.755
I was about to say dealing with one right now.
00:38:35.755 --> 00:38:39.589
The look on your face said this hits close to home.
00:38:39.589 --> 00:38:45.722
I to me it's so funny because that is when stuff starts to go sideways.
00:38:45.722 --> 00:38:51.189
It is that the top thing for me is, is you know what you do.
00:38:51.189 --> 00:38:51.955
Yes.
00:38:51.955 --> 00:38:52.922
Do it.
00:38:52.922 --> 00:38:55.022
Don't let the client tell you how to do it.
00:38:55.022 --> 00:38:55.955
Take their feedback.
00:38:55.955 --> 00:38:56.822
Take their input.
00:38:56.822 --> 00:38:58.289
But do the thing.
00:38:58.289 --> 00:39:05.622
We're having this conversation right now because we have a client who we're walking through on an audit, and they're like, well, we think you can do it in half the time.
00:39:05.622 --> 00:39:10.522
And we're like, we think you're taking a gamble here because we're pretty confident we can't.
00:39:10.522 --> 00:39:17.289
They're like, well, how about we we do this and then we'll pay you even more if it doesn't work.
00:39:17.289 --> 00:39:22.822
And I was like, well, that's fine because it's not going to work because I already know what we do takes three months.
00:39:22.822 --> 00:39:26.422
You want to do it in one and you like to talk a lot.
00:39:26.422 --> 00:39:30.855
So you're going to have a lot of conversations and it's probably going to cost a lot more because it's going to take a lot longer.
00:39:30.855 --> 00:39:32.122
And you know what?
00:39:32.122 --> 00:39:38.022
This is one of those where I'm like, you're inflexibility is going to cost you, but if you're willing to take that risk, fine.
00:39:38.022 --> 00:39:41.255
Just know this is not our standard work product.
00:39:41.255 --> 00:39:53.622
I think especially when you've got customers that want to make an exception and you are willing to make an exception because you've had a relationship for a long time and they are a good client, but occasionally they just don't want to listen to you.
00:39:53.622 --> 00:39:54.489
It happens.
00:39:54.489 --> 00:39:58.289
Um, it does, it does because I think I can do this better.
00:39:58.289 --> 00:40:00.622
I'm like, you are not an HR expert.
00:40:00.622 --> 00:40:01.555
You do something else.
00:40:01.555 --> 00:40:02.755
But that's okay.
00:40:02.755 --> 00:40:05.055
We'll let you be an expert for now.
00:40:05.055 --> 00:40:06.689
It might be expensive.
00:40:06.689 --> 00:40:12.422
Um, it's really important that you walk through and you document that with them too and say, you know, we want to be flexible.
00:40:12.422 --> 00:40:16.222
Let's see if we can do it, but we're not going to to.
00:40:16.222 --> 00:40:20.955
There is a line in where our integrity and our ability to deliver good work product is.
00:40:20.955 --> 00:40:29.055
And if we get to that line, we're going to tell you it's like it's interesting in our because we deliver different things.
00:40:29.055 --> 00:40:37.189
Um, we set ours up that if someone says, hey, we'd like to do this, we will set it up as a different product.
00:40:37.189 --> 00:40:37.955
Correct.
00:40:37.955 --> 00:40:42.055
And then that way we can be flexible to them.
00:40:42.055 --> 00:40:42.489
Yes.
00:40:42.489 --> 00:40:49.855
But when it's setting up that different product, it's not just, oh, it's this thing with a tweak.
00:40:49.855 --> 00:40:50.889
it is a different product.
00:40:50.889 --> 00:40:55.122
And then I go through and say, okay, what's the cost on this?
00:40:55.122 --> 00:40:57.589
What is going to be their their cost.
00:40:57.589 --> 00:40:58.389
Exactly.
00:40:58.389 --> 00:41:02.655
Because I realize this is outside of what we normally do.
00:41:02.655 --> 00:41:04.855
And we're going to we're changing something here.
00:41:04.855 --> 00:41:07.189
So once again it is a different product.
00:41:07.189 --> 00:41:09.089
It is not going to have the same price.
00:41:09.089 --> 00:41:09.689
Yes.
00:41:09.689 --> 00:41:11.955
And having the flexibility in your scope of work.
00:41:11.955 --> 00:41:13.755
So we have flexibility in this project.
00:41:13.755 --> 00:41:14.122
Sure.
00:41:14.122 --> 00:41:15.522
We've given them the recommendation.
00:41:15.522 --> 00:41:17.055
They've said we'd really like to do it this way.
00:41:17.055 --> 00:41:18.155
And we're like, you know what?
00:41:18.155 --> 00:41:20.589
We can customize this and we can do it this way.
00:41:20.589 --> 00:41:22.922
Here is where we still have the contract.
00:41:22.922 --> 00:41:23.855
We still have.
00:41:23.855 --> 00:41:30.355
We still are consistent in these are the regulations and these are the things we have to do.
00:41:30.355 --> 00:41:32.555
So there's still a scope of work that gets signed.
00:41:32.555 --> 00:41:36.922
There's still a master service agreement which has when it doesn't work the right way.
00:41:36.922 --> 00:41:38.455
This is what's going to happen.
00:41:38.455 --> 00:41:40.889
If all goes well, this is what's going to happen.
00:41:40.889 --> 00:41:42.522
Here's where the potential is for an overrun.
00:41:42.522 --> 00:41:44.255
Here's how we're going to have conversations about it.
00:41:44.255 --> 00:41:51.822
So we are still consistent in our process even though we are being flexible potentially in how we are delivering the project.
00:41:51.822 --> 00:41:54.022
So there's still it's yes.
00:41:54.022 --> 00:41:56.522
So it saves you from heartburn.
00:41:56.522 --> 00:41:58.422
Some of it you're still gonna have some of it.
00:41:58.422 --> 00:42:04.422
But it's about to say it's less says the woman that had a childhood ulcer.
00:42:04.422 --> 00:42:04.722
Yeah.
00:42:04.722 --> 00:42:05.922
It's all good.
00:42:05.922 --> 00:42:06.689
It's fine.
00:42:08.089 --> 00:42:11.455
What are some key takeaways from this week to me?
00:42:11.455 --> 00:42:17.589
One is audit the exceptions, go back, look at the last month and be like, how many times did I take a step out?
00:42:17.589 --> 00:42:19.689
Um, more than twice.
00:42:19.689 --> 00:42:20.622
You don't have rules?
00:42:20.622 --> 00:42:25.589
Yeah, I'd say you need to name the non-negotiables before you talk about flexibility.
00:42:25.589 --> 00:42:31.589
You have to be crystal clear about what isn't flexible because people need to know those guardrails.
00:42:31.589 --> 00:42:36.822
So if they know the guardrails, core hours, deadlines, client commitments, they experience freedom and not fear.
00:42:36.822 --> 00:42:37.122
Yeah.
00:42:37.122 --> 00:42:38.355
Oh, I love that.
00:42:38.355 --> 00:42:40.355
Especially like the core hours and deadlines.
00:42:40.355 --> 00:42:41.455
Yeah.
00:42:41.455 --> 00:42:42.055
This is it.
00:42:42.055 --> 00:42:43.122
Get it done before this.
00:42:43.122 --> 00:42:43.489
Exactly.
00:42:43.489 --> 00:42:44.255
All I care.
00:42:44.255 --> 00:42:47.455
Yes, I standardize the ask.
00:42:47.455 --> 00:42:58.755
Um, when people are going to request flexibility in something, make sure that there is a a way that it's not just someone poking their head in someone's office going, hey, dude, can I do this?
00:43:01.189 --> 00:43:02.689
Yeah.
00:43:02.689 --> 00:43:03.322
Yeah.
00:43:03.322 --> 00:43:06.322
Standardizing I like I just saw the ulcer, like, start to.
00:43:06.322 --> 00:43:08.089
I just pinged for a second.
00:43:08.089 --> 00:43:10.789
I'd say what you need to do, too is review flexibility.
00:43:10.789 --> 00:43:12.722
Like a system, not a favor.
00:43:12.722 --> 00:43:16.189
So you're setting that quarterly rhythm to review flexibility.
00:43:16.189 --> 00:43:18.222
And is it actually working?
00:43:18.222 --> 00:43:19.689
Are they exceptions increasing.
00:43:19.689 --> 00:43:20.955
Are managers burning out.
00:43:20.955 --> 00:43:22.755
You treat flexibility as a system.
00:43:22.755 --> 00:43:25.989
You refine not a perk you're handing out.
00:43:25.989 --> 00:43:28.622
Ooh I like that.
00:43:28.622 --> 00:43:29.155
Yeah.
00:43:29.155 --> 00:43:31.189
Remember flexibility is consistency.
00:43:31.189 --> 00:43:31.622
Yeah.
00:43:31.622 --> 00:43:32.389
It's not.
00:43:32.389 --> 00:43:32.589
Yeah.
00:43:32.589 --> 00:43:34.722
Go ahead and take that extra PTO day.
00:43:34.722 --> 00:43:38.589
Um, I told four other people they couldn't have Monday off, but you can.
00:43:38.589 --> 00:43:40.155
Exactly.
00:43:40.155 --> 00:43:42.755
No, don't do that.
00:43:42.755 --> 00:43:47.589
Last but not least, clear is kind.
00:43:47.589 --> 00:43:49.122
Have we ever talked about that?
00:43:49.122 --> 00:43:50.455
Just a few times.
00:43:50.455 --> 00:43:51.789
That's my favorite sayings.
00:43:51.789 --> 00:43:53.089
To be clear is to be kind.
00:43:53.089 --> 00:43:54.289
Oh, one hundred percent is.
00:43:54.289 --> 00:43:57.622
And it's like to me it's not kicking the can down the road.
00:43:57.622 --> 00:43:58.122
Mhm.
00:43:58.122 --> 00:44:01.822
I work from anywhere and core hours.
00:44:01.822 --> 00:44:10.422
What is harder to keep consistent work from anywhere is harder because it requires extreme clarity.
00:44:10.422 --> 00:44:18.522
Without clear deliverables and communication norms, it can quickly turn into inequity which can really it can wreak havoc on your team.
00:44:18.522 --> 00:44:21.322
Core hours are rhythm and rhythm builds trust.
00:44:21.322 --> 00:44:24.522
So I think it's much easier for core hours as opposed to work from anywhere.
00:44:24.522 --> 00:44:25.889
I agree with that.
00:44:25.889 --> 00:44:29.855
To me it's it's tough to not have.
00:44:29.855 --> 00:44:34.922
Can I, can I send them a message now or can't I. Um what is this a good time?
00:44:34.922 --> 00:44:36.122
Is this not a good time?
00:44:36.122 --> 00:44:36.955
Ah, yeah.
00:44:36.955 --> 00:44:38.489
No. Totally makes sense.
00:44:38.489 --> 00:44:43.355
Um, should you ever make an exception for the star employee?
00:44:43.355 --> 00:44:52.655
I believe we kind of covered this one a couple of episodes ago, but it's good to revisit it is, and I would say only if you're willing to apply the same criteria to everyone else.
00:44:52.655 --> 00:44:56.422
So yeah, you can make the exception, but you've got to be willing to give it to everyone.
00:44:56.422 --> 00:44:59.422
If the exception can't be explained transparently.
00:44:59.422 --> 00:45:02.055
You're trading short term performance for long term trust.
00:45:02.055 --> 00:45:09.055
There are times where you have to make exceptions, or you can make exceptions like that's that's part of the flexibility of what we are as organizations.
00:45:09.055 --> 00:45:15.389
But you have to be able to defend it, and you have to be able to be willing to say, well, no, I'm not going to give you that.
00:45:15.389 --> 00:45:16.555
And here's why.
00:45:16.555 --> 00:45:18.089
There have to be clear criterion.
00:45:18.089 --> 00:45:21.689
You have to be willing to put your hand on the anvil and pass out sledgehammers.
00:45:21.689 --> 00:45:23.989
Yes you do.
00:45:23.989 --> 00:45:24.222
Yeah.
00:45:24.222 --> 00:45:25.089
That's not fun.
00:45:25.089 --> 00:45:29.189
Um, Josh, what's the one tool that keeps a team consistent without feeling robotic?
00:45:29.189 --> 00:45:40.355
It's interesting because to me it is the it's twofold in that it is the like we use asana for our for planning and tasks.
00:45:40.355 --> 00:45:46.522
People know what they are to get done and they just know.
00:45:46.522 --> 00:45:47.322
Get it done.
00:45:47.322 --> 00:45:47.922
Yeah.
00:45:47.922 --> 00:45:56.489
Um, if they have some, if they need to do it a different way, they have full freedom and autonomy to do that differently.
00:45:56.489 --> 00:45:56.955
Yeah.
00:45:56.955 --> 00:46:00.955
They just know that there's the end result and we just got to get there.
00:46:00.955 --> 00:46:04.189
So to me, it's that it's that clear goalpost.
00:46:04.189 --> 00:46:05.289
Yeah.
00:46:05.289 --> 00:46:08.055
That's what makes it so people have the freedom.
00:46:08.055 --> 00:46:08.455
Yes.
00:46:08.455 --> 00:46:11.455
Because they know I have to get there.
00:46:11.455 --> 00:46:13.522
You can run a million different ways to get there.
00:46:13.522 --> 00:46:13.755
Yep.
00:46:13.755 --> 00:46:14.689
But you got to get there.
00:46:14.689 --> 00:46:20.089
Bus, train, plane, car, bicycle, little red wagon.
00:46:20.089 --> 00:46:21.055
Take whatever you want.
00:46:21.055 --> 00:46:21.355
Yeah.
00:46:21.355 --> 00:46:22.555
Just get there on time.
00:46:22.555 --> 00:46:23.522
That's all I care.
00:46:24.922 --> 00:46:29.889
That being said, we're going to have another episode next week because, you know, that's consistent.
00:46:29.889 --> 00:46:30.789
Yes it is.
00:46:31.789 --> 00:46:33.289
We love consistency.
00:46:34.789 --> 00:46:38.189
I guess what I'm having for breakfast tomorrow morning are four eggs.
00:46:38.189 --> 00:46:40.489
You got it, baby.
00:46:43.122 --> 00:46:46.655
That being said, business podcast.com.
00:46:46.655 --> 00:46:49.055
Go listen to other podcasts.
00:46:49.055 --> 00:46:50.222
Visit us there.
00:46:50.222 --> 00:46:50.889
Leave comments.
00:46:50.889 --> 00:46:52.422
Leave us messages.
00:46:52.422 --> 00:46:55.289
Um, you probably leave Chrissy messages there.
00:46:55.289 --> 00:46:56.455
Um, probably a better idea.
00:46:56.455 --> 00:46:59.189
I like messages, she does, she does.
00:46:59.189 --> 00:47:10.022
That being said, next week is the return on investment of culture, because that's one of those things where you, like, feel like, hey, I'm making people feel good and what the hell am I getting from it?
00:47:10.022 --> 00:47:13.889
Uh, we're going to talk about that because there is a big return on investment.
00:47:13.889 --> 00:47:14.255
With that.
00:47:14.255 --> 00:47:16.189
As always, do me a favor.
00:47:16.189 --> 00:47:16.955
Take care of yourself.
00:47:16.955 --> 00:47:19.189
If you can take care of someone else too.
00:47:19.189 --> 00:47:23.489
We will see you very, very soon.