Stop Assuming, Start Training: Why Employees Aren't Mind Readers

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How many times have you looked at your employee and say, come on, you know how to do this?
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And they blankly look at you like, uh, are you talking about.
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We never talked about this.
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I have no idea.
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And you think, but maybe if you assumed that they were a mind reader.
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Yeah.
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What?
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We're going to talk about what happens when you assume.
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I think you already know, but we're going to talk about it anyways right after this.
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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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The other day yeah.
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I mean, we talked about this last episode and I did it again.
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I'm like, here's the thing that you should do.
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And it got sent back to me and I'm like, well, that's not it.
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This is not anything what I had in mind nor the client.
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And I'm like, what, what, what the hell is going on?
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And I'm like, oh yeah, I went back and I read the instructions and I'm like, read the instructions from the mindset of someone that doesn't know what you know.
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Oh, no. And suddenly I'm like, mm, yeah, I told them how to build a boat and I put them in an airplane hangar.
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Nice job.
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That's that's better than, that's better than what I did this week.
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This week I'm sitting, getting ready for a meeting, getting more and more angry because I'm like, why haven't they sent me the deliverables that I asked for?
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Because I didn't ask for them.
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I asked for them in my in my mind.
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So, you know, in case anybody thinks we're perfect, we are just wrong.
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We are perfectly wrong.
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Yeah.
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Yeah.
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Well, it's funny, we talked like it was in episode seven.
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We had kind of an aha moment because we started we started reviewing some of the older episodes.
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Yeah.
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Uh, some of the first ones are painful.
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I don't say terrible, but I'm like, you could tell we were.
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We're learning how to podcast, right?
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We were figuring this whole thing out, like how we would work together.
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And like, if we're like, am I going to get along with them?
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Seriously, I'm stuck in a room for an hour.
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It's gonna work.
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Right?
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Right.
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At least it's padded.
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It's a padded room.
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But like we started talking about systems scale, radical directness, but we kind of skipped the starting line.
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We kind of skipped about like, actually, like, if an employee isn't doing the job right, it's usually because the leader failed to train them properly.
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We never explained it.
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No, we were not clear.
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My favorite excuse.
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They should have common sense.
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Oh. I hear that a lot in HR space.
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They're trying.
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Oh, I'm sure coaching an employee, it's really it's just a terrible excuse to cover up.
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Like, hey, we've got a terrible onboarding process and zero documentation.
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So we're going to say common sense.
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Mhm.
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Yeah.
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So let's we're going to talk about like moving from hope based onboarding.
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Yeah.
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To actual getting, actually getting an intentional training framework.
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Have I used intentional, like quite a bit recently?
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It's a good word that turns green hires into self-sustaining operators.
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Ooh, look at that.
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Did I, did I add enough drama?
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I like gravitas to that.
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Yeah.
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I was doing what like the I'm excited to hear what you talk about with this because we both know so many business owners are really quick to assume that common sense.
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And everyone says common sense isn't so common anymore.
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It never was.
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Because they've made an assumption that common sense will cover the gaps in their onboarding.
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Like, why do so many people hate training?
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Yeah.
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Like why, why, why won't people do it?
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Yeah.
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Great question.
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So I mean, leaders love to say they should just know that.
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Yeah, you should just know that.
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And I get it, I get it.
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I've said it same.
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I've thought it.
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I have absolutely had moments where I expected someone to read my mind.
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Like last week and then got frustrated when they didn't.
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I mean, it happens.
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I have thought it very loudly, so I've thought it loudly enough that the other person heard it.
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Yes, I have too.
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I mean, most of the time what we call common sense is really just context.
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We forgot to give.
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Yes.
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And that's why I think training is really.
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I mean, we've got to think about training through three things, context, which we talked about last week.
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But this is a different context.
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So context, capability and commitment.
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I'm noticing a theme.
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There is a sea theme again I think I missed the letter people.
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I know I need to bring them back.
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They're on my fridge.
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I love them, they're I need we, we need to have a picture, a picture of my fridge for our social medias.
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That's it.
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We need to have the letter, people.
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I'll put Ziva and Rocco in front and you can see.
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There they are.
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Yeah.
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See everything on our fridge?
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Yes, we need that.
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Fine with that.
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We need that.
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I can do that.
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So let's talk about context capability and commitment.
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So context is do they understand the why the background the expectations and what good actually looks like.
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Right.
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Context capability is have we taught them how to do the job in a way that works for how humans actually learn?
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Humans.
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Humans actually learn.
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Not a robot, not something else.
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All right.
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And then commitment is once they have the context and the capability, are they willing to own the work?
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Ooh, yeah, I like that.
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And I think for, for us as leaders, we get into trouble because we jump straight to commitment, right?
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We say they don't care.
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They're not trying.
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They don't have common sense.
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They're not detail oriented, all of the things.
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But we skipped those first two steps.
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We skipped context and we skipped capability.
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And so we never gave them the context.
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We never built the capability.
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And then we blame them for not being committed.
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And that's not leadership that's guessing with the title.
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So I want to go back to your question about why we hate training.
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All right.
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So why do we hate training?
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You're gonna ask that again.
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I'm going to answer it.
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When you've been inside of a business for years, you know the client history.
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You know why the process changed.
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You know why we never do it that way anymore, right?
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And you know what happened three years ago that made everyone allergic to a certain workflow.
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But the new hire, they don't know any of that.
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No, they have no context.
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They are walking into the movie halfway through and we're annoyed that they don't know the plot.
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And that's unfair.
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And that's why I say, you know, common sense is usually shared context.
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If we haven't shared the context, we cannot fairly expect the common sense, right?
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And as a leader, we can say, you know, they should know how to answer the phone.
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Okay, maybe, but do they know your tone?
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Do they know what matters to your clients.
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Do they know what a great client experience sounds like in your company?
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That's not common sense.
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That's training.
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And I will say this with love, okay, to myself, sometimes leaders call it common sense because it's easier than admitting I didn't slow down long enough to teach this.
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Yeah.
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That that that hurt.
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Yeah.
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So the yeah.
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It does.
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Trust me, I'm here.
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I am hearing it for myself again as we're getting ready to train.
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Do you want me to say it to you too?
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So it hurts back or I didn't slow down long enough to teach this.
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All right, so the first part is context.
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What do they need to understand before they can succeed?
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Then comes capability.
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Have we actually trained them?
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Not like telling them to log in and they'll figure it out?
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No. Have we shown them, explained it, let them try, then verified they can do it.
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And then only after we've given them context and we've given them an assessed capability, then do we get commitment.
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So if they have the context and the capability and still don't follow through, then that's a different conversation.
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But leaders have to learn the right question, right?
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They have to learn the right to question commitment by first providing context and building capability.
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And that's the mirror test that you've talked about before.
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Are we modeling what we mandate?
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So before I get frustrated with an employee, I need to ask myself, did I clearly explain it?
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Did I train it?
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Did I verify it or did I just assume it?
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Uh, it's interesting, and I have a great analogy for the commitment piece is if you are not shown how to, let's say, dive into a swimming pool, if you've never been shown how to dive.
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Mhm.
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You're just like, I'm going to jump in the water.
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You're not going to commit to it.
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So you end up belly flopping.
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Exactly.
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And this is this is the thing here.
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If you're not shown how to properly dive, you're going to smack your stomach and face in the water.
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Yeah.
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Ask me how I know.
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Um, that's how it's going to go because.
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And once again, diving, you have to commit to it.
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Otherwise you end up smacking your face in stomach in the water.
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Well, and as business owners, I mean, you're going to give the diving analogy.
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We take people up to the high dive and we're just like, jump because, you know, we've done it forever.
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So it's not a big deal to us.
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No, it's a, it's a freaking high dive.
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They could die.
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Like you've got to pay attention.
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They could die.
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Just jump, damn it.
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Yeah.
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Well, it takes us back to the concept of of last week when we were talking about, you know, negativity bias.
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So we're wired to see things when they're wrong because we don't we want to protect ourselves.
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So yeah, you got to be careful.
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So here's, here's a question for you that I like.
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We've talked before about, we're in some cases wired differently between each other.
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And we're also wired differently than some other people on the planet.
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Yeah.
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It how do you design a training program that accounts for the people like me?
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I've got like, I have to be actually walked through it.
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If you if you give me a video that's longer than five minutes to watch, I'm out.
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Yeah, I'm.
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And I am going to learn nothing from this.
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I give me the five minute video and that's it.
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So how do you like how do you teach all of these without making the like, without building a classroom and turning like getting your, your HR people oral education certified?
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Yeah.
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So everybody becomes a kindergarten teacher, correct.
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So with the letter people, yeah, you got to deal.
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Hey, there's a reason why I make it simple.
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So people absorb information differently.
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So some people need to see it.
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Some people need to hear it.
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Some people need to do it.
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So we've got those visual, auditory, kinesthetic learners.
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I don't think we need to overcomplicate it.
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I think it just means we should not assume one explanation equals training.
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Okay.
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Oh yeah.
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So when we think about context, capability and commitment, this is where capability really matters.
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So a strong training process gives people a few different touch points, which I'm sure you're going to talk about later, but I'm going to verify.
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I'm just going to talk about it briefly.
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So first you've got to let them see it.
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Yep.
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Second you've got to let them hear it.
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And third, you've got to let them do it.
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Yep.
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Three step process.
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Regardless of the type of learner that the person is, it just makes sense.
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And then you verify and you don't do that in a micromanaging way.
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You do it in a supportive way.
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You don't micro judgment.
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Yeah, no, we don't micro judgment.
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Because here's the thing that I will say to the let them do it.
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That third part is the part that leaders skip the most.
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Yes.
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Watching someone do something is not the same thing as being able to do it yourself, because I know I, I know you well enough, and I know me well enough that we have been training someone and you grab the mouse and you're like, well, just no over here.
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Yeah, I, I, I have had to have the point where now when I look at someone saying, can I drive?
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When I say, can I drive, I go, no, I cannot.
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write no. When they're like, here.
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Can I, can I, can I drive?
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Can I drive?
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Give me your laptop.
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Let me drive.
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No, no, Chrissy.
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You're not allowed to drive anymore.
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No, no. You have to be the passenger, princess.
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Yeah.
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So. But I don't always love.
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Do not know.
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I'm the same way.
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I mean, there are times where, I believe it or not, I get a little impatient, and you can just watch me melt internally.
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I mean, you see, you just see fuses burning and you can smell it almost.
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Yeah.
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So I love asking someone to walk me back through the process.
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This is something that I've learned over time.
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I got some coaching around it too.
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So it's like, you know, show me how you would do this.
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Tell me what you would do if this part changed.
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Explain why this step matters.
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So when you walk people through that way, it sets you up for later.
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You can be curious when you have an event issue.
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So it gives you that ability.
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And I think that's how we move someone from train to capable.
00:14:22.360 --> 00:14:27.660
And I would say as a CEO or as a business leader or or even a manager.
00:14:27.660 --> 00:14:29.926
You should not be the bottleneck for all of that.
00:14:29.926 --> 00:14:36.593
So once you build the training, once your managers, your team leads, your strongest operators can help carry it.
00:14:36.593 --> 00:14:38.660
Yeah, but the standards have to be the same.
00:14:38.660 --> 00:14:45.759
Otherwise every new hire gets a different version of the job depending on who trained them, what mood they were in, whether they had coffee in the morning or not.
00:14:45.759 --> 00:14:48.393
And that's not onboarding that becomes improv.
00:14:48.393 --> 00:14:50.660
So our training is not an improv program.
00:14:50.660 --> 00:14:52.660
We're not just figuring out as we go along.
00:14:52.660 --> 00:14:56.725
No. How often do you step into an organization?
00:14:56.725 --> 00:14:59.393
Like from the HR consulting side.
00:14:59.393 --> 00:15:05.493
And there is not a structured thirty day roadmap for new employees.
00:15:05.493 --> 00:15:06.692
That's most businesses.
00:15:06.692 --> 00:15:11.360
I'm supposed to say I don't I mean, it's I've worked in large, very large businesses.
00:15:11.360 --> 00:15:11.926
Yes.
00:15:11.926 --> 00:15:21.759
And the structured roadmap is usually it's the first three or four days with HR, with HR, and there's maybe one or two like we'll go sit with bobs.
00:15:21.759 --> 00:15:27.626
So like to me, like, what does that do for an employee?
00:15:27.626 --> 00:15:29.393
Like their psychological safety?
00:15:29.393 --> 00:15:39.060
Like, do they do they do they fail or do they just go into, I'm going to hide in the corner, lay low, rare rabbit and, and protect myself.
00:15:39.060 --> 00:15:40.560
I think it depends on the person.
00:15:40.560 --> 00:15:44.026
But I would say, you know, poor onboarding doesn't just create performance issues.
00:15:44.026 --> 00:15:52.026
It creates anxiety one hundred percent for the person that's been hired and for the people that have to try to train them, but not really train them because they don't have a training process.
00:15:52.026 --> 00:16:01.093
So most, most onboarding is literally one day or maybe a couple days of, you know, here's how we log into the payroll system.
00:16:01.093 --> 00:16:03.192
Let's get all of your payroll stuff figured out.
00:16:03.192 --> 00:16:09.460
Let's talk about your benefits so you can pick your benefits, and let's do the three or four things that we have to do for the compliance check boxes.
00:16:09.460 --> 00:16:14.225
For every employee that comes into the organization during the I-9, they're doing their harassment training for us.
00:16:14.225 --> 00:16:18.593
We have to do on the insurance side, we're doing our HIPAA and privacy training, like those types of things.
00:16:18.593 --> 00:16:24.126
So they've checked all those boxes and now they're released into the wild and there's no new training program after that.
00:16:24.126 --> 00:17:06.222
And so just dropping them out of the airplane in the desert, pretty much with whether or not they have a parachute.
00:17:06.222 --> 00:17:06.990
We'll see what happens.
00:17:06.990 --> 00:17:07.823
Good luck kids.
00:17:07.823 --> 00:17:08.256
That's it.
00:17:08.256 --> 00:17:12.789
And so psychological safety means people feel safe enough to ask questions.
00:17:12.789 --> 00:17:16.589
They're able to admit when they don't understand something, they're able to learn from mistakes.
00:17:16.589 --> 00:17:29.589
And when a new hire walks in with no structure, no roadmap, no expectations, and really no idea of what success looks like or really what they're doing, they're not thinking that, wow, this is flexible and empowering.
00:17:29.589 --> 00:17:30.990
I'm so glad I'm here.
00:17:30.990 --> 00:17:33.855
No, they're thinking, oh my gosh, what did I do?
00:17:33.855 --> 00:17:35.289
I have no idea what's going on.
00:17:35.289 --> 00:17:38.355
And I have no idea if I'm failing or doing a good job.
00:17:38.355 --> 00:17:42.222
And then they're probably going to get to the point where they're going to be like, I have no idea if I'm coming in tomorrow.
00:17:42.222 --> 00:17:44.822
Well, and that's exhausting.
00:17:44.822 --> 00:17:51.423
They don't want to do that because, I mean, a lack of structure creates constant uncertainty, and uncertainty makes people protect themselves.
00:17:51.423 --> 00:17:56.822
And then they over ask because they're scared or they under ask because they don't want to look stupid.
00:17:56.822 --> 00:17:58.655
And either way, they're not really learning.
00:17:58.655 --> 00:17:59.655
They're just surviving.
00:17:59.655 --> 00:18:03.789
And I mean, I don't we don't want to hire survivors for our business.
00:18:03.789 --> 00:18:04.789
All right.
00:18:04.789 --> 00:18:08.022
So that's it's not an island.
00:18:08.022 --> 00:18:10.055
No. So do they fail?
00:18:10.055 --> 00:18:10.490
Sometimes.
00:18:10.490 --> 00:18:11.055
Yes.
00:18:11.055 --> 00:18:11.522
Yes.
00:18:11.522 --> 00:18:15.923
But often they leave before they ever get a real chance to succeed.
00:18:15.923 --> 00:18:19.155
And this is where committed gets misunderstood.
00:18:19.155 --> 00:18:22.389
Because leaders say, you know, they just weren't committed to the job.
00:18:22.389 --> 00:18:26.289
But did we ever give them enough context to feel grounded?
00:18:26.289 --> 00:18:29.455
Did we ever build their capability enough for them to feel confident?
00:18:29.455 --> 00:18:33.122
Because commitment grows when people feel like I can win here.
00:18:33.122 --> 00:18:36.089
And that's not hand-holding, that's leadership.
00:18:36.089 --> 00:18:42.322
So having a structured process is really important because a confused employee does not become a committed employee.
00:18:42.322 --> 00:18:45.455
A supported employee becomes a committed employee.
00:18:46.522 --> 00:18:48.289
Ooh, yeah.
00:18:48.289 --> 00:18:49.022
Yeah.
00:18:49.022 --> 00:18:50.522
You you support them?
00:18:50.522 --> 00:18:51.155
Yes.
00:18:51.155 --> 00:18:52.722
Because that support builds confidence.
00:18:52.722 --> 00:18:53.089
Yeah.
00:18:53.089 --> 00:18:54.222
It does.
00:18:54.222 --> 00:18:57.222
So you want to talk about operations?
00:18:57.222 --> 00:18:58.122
Yes.
00:18:58.122 --> 00:18:59.622
Yay! Okay.
00:18:59.622 --> 00:19:02.555
So you're the architect of the machine.
00:19:02.555 --> 00:19:11.722
How do we build the onboarding process that's repeatable, scalable, and doesn't require the owner or manager to sit side by side with a new hire for forty hours, because just, just.
00:19:11.722 --> 00:19:12.722
I'm not doing it.
00:19:12.722 --> 00:19:14.055
Have you ever seen that?
00:19:14.055 --> 00:19:15.990
I have, I've yes.
00:19:15.990 --> 00:19:16.955
It's terrible.
00:19:16.955 --> 00:19:17.289
Yeah.
00:19:17.289 --> 00:19:20.289
No, I, I was hired at one place in a sales position.
00:19:20.289 --> 00:19:24.289
I mean, I had to sit next to someone for four hours and try to I was like, I'm not doing this ever again.
00:19:24.289 --> 00:19:27.623
And yeah, no, I just had to tag along with my boss in the truck.
00:19:27.623 --> 00:19:28.522
That's awful.
00:19:28.522 --> 00:19:33.822
Um, yeah, there was, there was a couple of times where I thought about when we were going down the freeway, I'm just gonna open the door and roll out.
00:19:33.822 --> 00:19:35.423
I thought about getting out.
00:19:35.423 --> 00:19:36.855
I really did.
00:19:36.855 --> 00:19:43.423
The first thing that I want to talk about this, if you didn't onboard someone correctly, you need to.
00:19:43.423 --> 00:19:45.423
I don't care if this is day one.
00:19:45.423 --> 00:19:48.955
I don't care if this is day one thousand.
00:19:48.955 --> 00:19:52.022
Every day is a new opportunity to start over, correct?
00:19:52.022 --> 00:19:55.955
If you did not onboard them correctly.
00:19:55.955 --> 00:19:57.056
Like do it.
00:19:57.056 --> 00:19:57.755
Do it tomorrow.
00:19:57.755 --> 00:19:59.022
Set it up so you can do it tomorrow.
00:19:59.022 --> 00:20:05.022
And if you go to someone and say, hey, you know, when you first started, I don't know if we had the right process for this.
00:20:05.022 --> 00:20:10.155
We'd really like you to, we'd really like to bring you through this just to make sure we're in a good spot.
00:20:10.155 --> 00:20:11.623
We'd also like your input on it.
00:20:11.623 --> 00:20:16.389
If you say those things, my word, that person is going to be like, oh yeah, this is a great thing.
00:20:16.389 --> 00:20:28.755
The first thing that I love the past, I believe two or three places that I had worked at, um, there was the day one, like, here is the list of training videos we have.
00:20:28.755 --> 00:20:31.155
We will see you a week from Thursday.
00:20:34.990 --> 00:20:36.556
Did you show up for day two?
00:20:36.556 --> 00:20:49.556
I did as yeah, because I was going to get paid to turn videos on and go to the bathroom is, uh, go to the vending machine, turn the, turn the video on and just walk away.
00:20:49.556 --> 00:20:50.690
Play on my phone.
00:20:50.690 --> 00:20:52.355
What else was I. Yeah, okay.
00:20:52.355 --> 00:20:52.722
fair.
00:20:52.722 --> 00:20:55.522
And these are the like, seriously, these are the things that I was going to do.
00:20:55.522 --> 00:20:58.855
I mean, was I going to, like, sit there and intently watch these videos?
00:20:58.855 --> 00:20:59.923
I would sit there and take notes.
00:20:59.923 --> 00:21:01.255
I would be that person.
00:21:01.255 --> 00:21:03.556
Oh, no, I probably wouldn't come back the next day.
00:21:03.556 --> 00:21:07.889
I watched the first one and I'd be like, wow, is there a quiz?
00:21:07.889 --> 00:21:08.789
No quiz.
00:21:08.789 --> 00:21:13.889
Some of them had quizzes, but in most cases the information like this is the great thing too.
00:21:13.889 --> 00:21:18.255
And this is ten years ago I would just Google the answers.
00:21:18.255 --> 00:21:19.855
Oh heck yeah right.
00:21:19.855 --> 00:21:21.655
So I would just put the thing on.
00:21:21.655 --> 00:21:29.923
I'd look at my phone, I'd scroll Facebook, whatever it was ten years ago and yeah, come back to it and don't think.
00:21:29.923 --> 00:21:34.123
Well, we would never hire anyone like that because like, look, people hired me.
00:21:34.123 --> 00:21:39.455
Oh, I absolutely will hire people like that because again, we, we do hiring wrong.
00:21:39.455 --> 00:21:44.855
Like think, think about these videos and you may like the videos and you may be proud of the videos.
00:21:44.855 --> 00:21:47.690
Do you want to watch them for fifty hours?
00:21:47.690 --> 00:21:48.322
No.
00:21:48.322 --> 00:21:52.490
No. I many times with that job I job, I considered jumping out of the window.
00:21:52.490 --> 00:21:56.389
Unfortunately, it was on the first floor, so it.
00:21:56.389 --> 00:21:58.255
To me that is the laziest leadership.
00:21:58.255 --> 00:21:59.655
It's not training.
00:21:59.655 --> 00:22:04.855
It guarantees cognitive overload, zero retention and immediate anxiety.
00:22:04.855 --> 00:22:07.589
I'm supposed to remember all of this stuff?
00:22:07.589 --> 00:22:13.056
No, no, it's got to be a structured, active journey, not a digital content dump.
00:22:13.056 --> 00:22:17.955
So the other thing that I like too is shadowing.
00:22:17.955 --> 00:22:26.455
I say like facetiously, we're going to let the hire follow Joe around for a week and he'll be fully trained at the end of that week.
00:22:26.455 --> 00:22:31.556
No, teach the role, show the operations, then show them in action.
00:22:31.556 --> 00:22:32.355
Yes.
00:22:32.355 --> 00:22:39.123
Like you could like a little bit of shadowing is fine, but don't be like on the first day, hey, you're gonna ride with Joe.
00:22:39.123 --> 00:22:51.289
Uh, know that like they learn nothing from that because they come in, they have zero knowledge of what you do, how you do it, and most importantly, why you do it that way.
00:22:51.289 --> 00:22:55.389
And then Joe's just going to be Joe's going to show him all the shadow operations.
00:22:55.389 --> 00:22:56.056
Yes.
00:22:56.056 --> 00:22:57.889
All the things that don't work like you want to do.
00:22:57.889 --> 00:22:59.955
You want to have Shadow Day do that with your interns.
00:22:59.955 --> 00:23:00.822
Don't.
00:23:00.822 --> 00:23:01.355
Correct.
00:23:01.355 --> 00:23:01.990
Yeah, yeah.
00:23:01.990 --> 00:23:10.022
Do you want them to understand what like career looks like, what it means to have this type of position or that that's what you do with people that that's not your job.
00:23:10.022 --> 00:23:11.355
That's why interns are there.
00:23:11.355 --> 00:23:14.789
They are there to learn and to give you some assistance.
00:23:14.789 --> 00:23:16.222
Yes, they are there to learn.
00:23:16.222 --> 00:23:22.690
To me that one of the things that I always say is teach the role, show the operation, show why the role does what it does.
00:23:22.690 --> 00:23:24.155
Yes.
00:23:24.155 --> 00:23:29.155
Then show it in action, encourage feedback, encourage questions.
00:23:29.155 --> 00:23:33.423
Because the thing that I always like to say is, is there's, there's a two sided coin to this.
00:23:33.423 --> 00:23:37.655
I want people to ask us questions and I want people to ask hard questions about that.
00:23:37.655 --> 00:23:46.355
I want to encourage that because if I like I remember I got hired at an automotive performance place after I worked at another automotive performance place.
00:23:46.355 --> 00:23:49.255
They're like, hey, tell us this stuff.
00:23:49.255 --> 00:23:51.623
And I'm like, oh, so you want to know how they work?
00:23:51.623 --> 00:23:52.089
Well, great.
00:23:52.089 --> 00:23:58.190
Someone can bring really good knowledge to you, really good experience to you that may help you in your business.
00:23:58.190 --> 00:24:07.289
So encourage them to ask those questions, not only to figure out how to do it correctly in your business, but to figure other things out and figure out how you can improve things.
00:24:07.289 --> 00:24:11.190
You need to follow up with the new person to find.
00:24:11.190 --> 00:24:12.123
This is the other thing.
00:24:12.123 --> 00:24:14.222
Don't make them shadow Bob.
00:24:14.222 --> 00:24:19.690
Make them shadow Bob, Bill, Tracy, Andy, and whoever other name is there.
00:24:19.690 --> 00:24:20.123
Yes.
00:24:20.123 --> 00:24:25.423
And then be like, hey, what differences did you see in the way they do things?
00:24:25.423 --> 00:24:27.423
Who do you think did this better?
00:24:27.423 --> 00:24:32.255
Because once again, they're going to give you a pretty accurate thing of how it's going.
00:24:32.255 --> 00:24:37.022
Now, if salespeople do things slightly differently, salespeople are going to have different approaches.
00:24:37.022 --> 00:24:41.522
But in the same sense, the overall operations of it should be the same.
00:24:41.522 --> 00:24:48.655
If they're saying, oh, well, this guy does it this way and that guy does it that way, you're like, we got a problem, we have a problem.
00:24:48.655 --> 00:24:53.455
And when you're doing the shadowing and you're training, you're truly trying to train someone.
00:24:53.455 --> 00:24:55.589
Ask them to walk through the process after you've done it.
00:24:55.589 --> 00:25:02.522
Because what I see oftentimes with shadowing is you create dependency because that person has never really been able to do the job.
00:25:02.522 --> 00:25:03.722
So they shadow Bob.
00:25:03.722 --> 00:25:10.056
Well, they shadow for, for a week or a month, and then they're like, okay, now you're ready to deal with this client on your own.
00:25:10.056 --> 00:25:16.990
And then the person that trained them in quotation marks is mad because they email them every five minutes with a question.
00:25:16.990 --> 00:25:24.155
It's like, well, I know that they were sitting in the office with you, with the client, but did they ever do the work on their own?
00:25:24.155 --> 00:25:27.155
You can't be mad if you never trained them.
00:25:27.155 --> 00:25:34.589
If they just sat there and watched you like a TV show, like we don't have good recall as humans like this is they've got to be able to do the thing.
00:25:34.589 --> 00:25:35.089
Yep.
00:25:35.089 --> 00:25:35.690
Yeah.
00:25:35.690 --> 00:25:36.089
It's funny.
00:25:36.089 --> 00:25:38.056
It reminds me of another place that I worked.
00:25:38.056 --> 00:25:45.322
And this is this is one of the reasons why I think it's so interesting about like our career directions and how we've gotten here.
00:25:45.322 --> 00:25:48.556
Because like I remember one place I started, it was a sales position.
00:25:48.556 --> 00:25:53.722
And the first week they were based out of Western Ohio.
00:25:53.722 --> 00:25:54.522
Mhm.
00:25:54.522 --> 00:26:02.722
The first day I went out there to sign the paperwork, the rest of the first week, I spent, uh, doing research.
00:26:04.222 --> 00:26:07.222
This is back in two thousand and nine.
00:26:07.222 --> 00:26:07.589
Okay.
00:26:07.589 --> 00:26:08.955
So the internet wasn't.
00:26:08.955 --> 00:26:10.389
There was no AI to look at?
00:26:10.389 --> 00:26:10.556
No.
00:26:10.556 --> 00:26:10.923
Nothing.
00:26:10.923 --> 00:26:11.355
Yeah.
00:26:11.355 --> 00:26:17.289
The research essentially was to go look at our competitors website and also look at our website.
00:26:17.289 --> 00:26:20.222
And that should be everything you need to know, right?
00:26:20.222 --> 00:26:21.990
I read an encyclopedia, right.
00:26:21.990 --> 00:26:24.589
The size of your eyes there said it all.
00:26:24.589 --> 00:26:30.423
The second week was my boss shadowing me, of which he was just doing boss things.
00:26:30.423 --> 00:26:33.355
He's like, well, go up to that farm and see if they want this.
00:26:34.389 --> 00:26:35.190
What?
00:26:36.556 --> 00:26:39.789
Like, what are some of the questions that farmers are gonna ask me about this?
00:26:39.789 --> 00:26:40.990
I was selling the farmers.
00:26:40.990 --> 00:26:44.322
I'm like, what are some of the questions I you'll figure it out.
00:26:44.322 --> 00:26:45.322
No.
00:26:45.322 --> 00:26:46.322
Right.
00:26:47.789 --> 00:26:49.522
So getting back to the shadow thing.
00:26:49.522 --> 00:26:56.222
So with that shadowing, like to me, the other thing is shadowing is it really is it's highly variable, it's unmeasured.
00:26:56.222 --> 00:27:02.322
And once again, you're going to get Joe's shadow workflows instead of the NGOs.
00:27:02.322 --> 00:27:03.556
Like bad habits.
00:27:03.556 --> 00:27:04.089
Yeah.
00:27:04.089 --> 00:27:05.490
Don't follow a documented process.
00:27:05.490 --> 00:27:05.822
Right.
00:27:05.822 --> 00:27:10.690
Don't send them out with a dude that's been there for thirty years because he's kind of doing his own thing.
00:27:10.690 --> 00:27:11.190
Yeah.
00:27:11.190 --> 00:27:13.722
Send him out with a person that's been there for three or four years.
00:27:13.722 --> 00:27:15.923
So they're still doing things correctly.
00:27:15.923 --> 00:27:23.056
Training, as I have said, must be standard, repeatable, and centered around your SOP library.
00:27:23.056 --> 00:27:30.855
If you do not have an SOP library, like close the doors, pull the shades and build it.
00:27:30.855 --> 00:27:31.556
Mhm.
00:27:31.556 --> 00:27:33.222
Especially before you hire someone.
00:27:33.222 --> 00:27:36.190
And I'm looking straight into the camera as I say that.
00:27:37.522 --> 00:27:44.990
Here's the, the other thing that I that this is something that people need to do for their operations.
00:27:44.990 --> 00:27:46.789
You can use Google Docs Loom.
00:27:46.789 --> 00:27:51.955
Record the process before you hire the new person.
00:27:51.955 --> 00:27:53.923
Yes, each step is a new part.
00:27:53.923 --> 00:27:56.923
I'm a huge fan of bulleted outline formats.
00:27:56.923 --> 00:28:04.190
Yeah, it takes time up front, but it saves hours of mistakes, hours of rework, and hours of confusion.
00:28:04.190 --> 00:28:08.190
Yes, those are all worth money.
00:28:08.190 --> 00:28:13.355
And when you have them documented, it makes the value of your business go up.
00:28:13.355 --> 00:28:16.322
I know you well enough to know that you also like me.
00:28:16.322 --> 00:28:17.789
You also like money.
00:28:17.789 --> 00:28:18.190
I do.
00:28:18.190 --> 00:28:21.556
And when I get money, I like to keep it.
00:28:21.556 --> 00:28:23.690
Yes, and it saves you money when you do this.
00:28:23.690 --> 00:28:24.690
I like why write?
00:28:24.690 --> 00:28:26.455
I like to spend it on motorcycles.
00:28:26.455 --> 00:28:34.056
But once again, I'd like to have that money and spending it on reworking stuff because I didn't train people or having to hire somebody else.
00:28:34.056 --> 00:28:34.722
Correct.
00:28:34.722 --> 00:28:36.490
Because you hired someone, they failed.
00:28:36.490 --> 00:28:40.789
You hired someone else, and then suddenly, you know, no one wants to work anymore.
00:28:40.789 --> 00:28:41.389
Yes.
00:28:42.623 --> 00:28:47.690
So going going back to this Google Docs, this is like for me, you can do it.
00:28:47.690 --> 00:28:48.822
Microsoft whatever you want to do.
00:28:48.822 --> 00:28:49.490
We're a Google shop.
00:28:49.490 --> 00:28:51.589
That's what I'm going to refer to.
00:28:51.589 --> 00:28:54.955
This is why I love this Google Docs instant real time access.
00:28:54.955 --> 00:28:57.123
The entire team has the same document.
00:28:57.123 --> 00:28:57.789
Yes.
00:28:57.789 --> 00:29:03.955
I also open it up so maybe the manager can they can change the document if they like.
00:29:03.955 --> 00:29:06.022
All the employees can make comments on it.
00:29:06.022 --> 00:29:06.623
Yes.
00:29:06.623 --> 00:29:08.155
Let them comment on it.
00:29:08.155 --> 00:29:12.155
As processes change, you update them in one central location.
00:29:12.155 --> 00:29:18.589
It's not like the employee handbook where so many people like the guy that like started working here ten years ago.
00:29:18.589 --> 00:29:20.355
His handbook is fifteen pages.
00:29:20.355 --> 00:29:22.755
The new employee, their handbook is four hundred pages.
00:29:22.755 --> 00:29:23.990
No, they all have the same handbook.
00:29:23.990 --> 00:29:24.389
Right.
00:29:24.389 --> 00:29:25.289
They are.
00:29:25.289 --> 00:29:26.589
They are the rules for everyone.
00:29:26.589 --> 00:29:26.955
Right.
00:29:26.955 --> 00:29:32.423
I always tell people, do not print SOPs like we all have access to computers.
00:29:32.423 --> 00:29:34.789
This way it can be a living document.
00:29:34.789 --> 00:29:35.623
You can update it.
00:29:35.623 --> 00:29:36.755
Everyone's looking at the same thing.
00:29:36.755 --> 00:29:38.222
Put it on a review schedule.
00:29:38.222 --> 00:29:39.690
Correct.
00:29:39.690 --> 00:29:40.690
Exactly.
00:29:40.690 --> 00:29:42.855
Oh, I definitely.
00:29:42.855 --> 00:29:49.990
The other thing to me is I very much learn by reading that process and doing it myself.
00:29:49.990 --> 00:29:54.490
If I do this once by reading it, I'm good.
00:29:54.490 --> 00:29:55.655
Yeah, all day long.
00:29:55.655 --> 00:29:56.690
It takes me three times.
00:29:56.690 --> 00:29:57.690
No problem.
00:29:57.690 --> 00:30:01.955
It might take me, but for the most part I'm pretty good after that one time.
00:30:01.955 --> 00:30:08.455
The like to me like, and I get some people like a loom video and we're going to talk about those.
00:30:08.455 --> 00:30:12.889
Um, if I like, I can watch the loom video that I have to do the thing.
00:30:12.889 --> 00:30:15.490
I can't do the thing while watching the loom video.
00:30:15.490 --> 00:30:25.589
No, no, that, that is a way for me to put a josh shaped hole in the wall because I'm gonna, especially if you have me doing this on a laptop where there's only one screen and I can't bounce back and forth.
00:30:25.589 --> 00:30:27.490
Oh no. Oh, yeah, I get it.
00:30:27.490 --> 00:30:30.455
No, I'm gonna I am going to lose my mind.
00:30:30.455 --> 00:30:32.389
I am not coming back tomorrow.
00:30:32.389 --> 00:30:34.655
So to me, it's once again to have this.
00:30:34.655 --> 00:30:39.089
The other thing is, is once again, when you've got an outline like this, everyone has it.
00:30:39.089 --> 00:30:40.789
It's it's access for everyone.
00:30:40.789 --> 00:30:41.990
They're the loom.
00:30:41.990 --> 00:30:48.455
The one thing that I always say is you don't have to like, you don't have to spend a bunch of time writing out the manual, a twenty page manual.
00:30:48.455 --> 00:30:51.889
No. Record your screen while you actually run the task.
00:30:51.889 --> 00:30:52.923
Like state the goal.
00:30:52.923 --> 00:30:54.355
You have to state the.
00:30:54.355 --> 00:30:55.889
This is the thing that so many people don't do.
00:30:55.889 --> 00:30:57.556
They don't state the goal.
00:30:57.556 --> 00:31:04.155
They're like, okay, here's how you do X, click this, click this, click this, and no, no, no, click this.
00:31:04.155 --> 00:31:11.322
So you can y click Z. So you can a click B so you can see not just do the thing.
00:31:11.322 --> 00:31:14.155
No, you have to talk through it one hundred percent.
00:31:14.155 --> 00:31:25.789
Now what I will say about the loom video is if you're a loom video type person and you don't want to spend the time to type out the Google Docs, Google Docs document.
00:31:25.789 --> 00:31:26.089
Yes.
00:31:26.089 --> 00:31:33.589
That's my favorite feature is yeah, it's pretty easy to have loom create that for you.
00:31:33.589 --> 00:31:42.789
Or if you've got someone that like, hey, I'd like to do this or I'd really like to learn this better, have them do it once.
00:31:42.789 --> 00:31:45.289
Yeah, very simple, very simple.
00:31:45.289 --> 00:31:46.722
But you need this.
00:31:46.722 --> 00:31:47.822
Mhm.
00:31:47.822 --> 00:31:56.789
The big thing for me, a five step active learning loop because you have to verify both capacity and velocity two different things.
00:31:56.789 --> 00:31:58.623
You first off define the end result.
00:31:58.623 --> 00:32:04.923
Show them what a perfect deliverable or completed process actually looks like.
00:32:04.923 --> 00:32:12.855
If you say if I tell you make a clay pot, you're probably going to make a clay pot that is very different than the one that I have in my head.
00:32:12.855 --> 00:32:14.789
Most likely correct.
00:32:14.789 --> 00:32:17.556
I mean, I say this because our studio is in an art gallery.
00:32:19.355 --> 00:32:23.855
If they don't have a clear target of finished incorrect, it ain't happening.
00:32:23.855 --> 00:32:26.623
They they're not going to they're not going to come up with it.
00:32:26.623 --> 00:32:29.955
The other thing is show the pathway map out the high level workflow.
00:32:29.955 --> 00:32:38.556
Show them how their output affects the next station or department, ensuring that they see their roles impact on the broader machine.
00:32:38.556 --> 00:32:46.222
If you show people how, hey, look, you're part of the team here and you're a key part, people will be part of the team.
00:32:46.222 --> 00:32:47.355
Watch and read.
00:32:47.355 --> 00:32:59.455
The employee watches the documented loom and reviews the written processes like make sure they are given time to do that, not just, hey, I know it's four fifty, you're starting on this tomorrow.
00:32:59.455 --> 00:33:00.755
Go ahead and read this thing.
00:33:00.755 --> 00:33:01.355
Yeah.
00:33:02.955 --> 00:33:04.589
The other thing is do it together.
00:33:04.589 --> 00:33:07.190
I know you said get out of the driver's seat.
00:33:07.190 --> 00:33:11.490
And I agree with this is have them do it with you there.
00:33:11.490 --> 00:33:12.056
Yes.
00:33:12.056 --> 00:33:17.990
So that way when they have a question, they can ask it give them guardrails, right.
00:33:17.990 --> 00:33:25.389
You know, the thing that I think is funny that I have done in a couple of cases, I will try and sit on people's left hand side if I can.
00:33:25.389 --> 00:33:26.056
Mhm.
00:33:26.056 --> 00:33:26.855
You know why?
00:33:26.855 --> 00:33:27.455
Why?
00:33:27.455 --> 00:33:29.423
Because the mouse is typically on the right.
00:33:29.423 --> 00:33:30.755
That's a really good point.
00:33:30.755 --> 00:33:33.556
If I sit, I'm less likely to drive right.
00:33:33.556 --> 00:33:43.123
I am less likely to shove my armpit in their face as I reach toward the microphone, or reached reached towards the mouse and be like, hey, no, I'll just do it for you.
00:33:43.123 --> 00:33:44.056
Click click click.
00:33:44.056 --> 00:33:44.722
Yes.
00:33:44.722 --> 00:33:45.322
I'm going to do.
00:33:45.322 --> 00:33:46.022
Let me show that.
00:33:46.022 --> 00:33:46.423
Oh, right.
00:33:46.423 --> 00:33:47.255
You know what?
00:33:47.255 --> 00:33:48.190
Let me do it right.
00:33:48.190 --> 00:33:50.022
Just faster if I do it right.
00:33:50.022 --> 00:33:50.355
Right.
00:33:50.355 --> 00:33:52.655
I am going to not put my armpit in their face.
00:33:52.655 --> 00:33:53.423
And I'm gonna.
00:33:53.423 --> 00:33:54.455
Yeah.
00:33:54.455 --> 00:34:01.655
The other thing is too, is like if when you finally step away, their work has to be verified.
00:34:01.655 --> 00:34:04.190
Don't just assume it's right those first couple of times.
00:34:04.190 --> 00:34:05.089
I have seen that.
00:34:05.089 --> 00:34:09.056
I've been in businesses where they're like, okay, you're good, go ahead and do the thing.
00:34:09.056 --> 00:34:12.255
And I'm like, this went into the abyss and they never checked this.
00:34:12.255 --> 00:34:14.056
There has to be a validation process.
00:34:14.056 --> 00:34:17.289
You have to let them validate on the work that they're doing.
00:34:17.289 --> 00:34:17.923
Yes.
00:34:17.923 --> 00:34:18.289
Yeah.
00:34:18.289 --> 00:34:20.856
I've like, they have been like, okay, you're good.
00:34:20.856 --> 00:34:25.023
They've walked away for me to never, ever, ever.
00:34:25.023 --> 00:34:26.856
I have a great example of this.
00:34:26.856 --> 00:34:28.889
You're gonna love this.
00:34:28.889 --> 00:34:33.356
Uh, when I got my CDL, They said, okay, here's the controls for the truck.
00:34:33.356 --> 00:34:34.623
You've got your temporary permit.
00:34:34.623 --> 00:34:36.590
You've practiced in the parking lot.
00:34:36.590 --> 00:34:43.755
My first time driving a semi truck on the road was with the examiner in the passenger seat.
00:34:43.755 --> 00:34:43.923
Uh.
00:34:43.923 --> 00:34:44.389
Huh.
00:34:45.922 --> 00:34:47.755
They didn't give me, like, here's our truck.
00:34:47.755 --> 00:34:48.623
Go take the test.
00:34:48.623 --> 00:34:49.056
It's okay.
00:34:49.056 --> 00:34:50.623
I have a husband that can drive.
00:34:50.623 --> 00:34:52.722
Doubles and triples just cause he took a written test.
00:34:52.722 --> 00:34:54.190
Not because he's ever driven them.
00:34:54.190 --> 00:34:54.522
Right?
00:34:54.522 --> 00:34:55.155
No. Just like.
00:34:55.155 --> 00:34:56.022
Are you kidding me?
00:34:56.022 --> 00:34:56.355
Same.
00:34:56.355 --> 00:34:56.989
Yeah.
00:34:56.989 --> 00:34:58.389
Oh, I trust you this much.
00:34:58.389 --> 00:34:58.955
Okay.
00:34:58.955 --> 00:34:59.289
Yep.
00:34:59.289 --> 00:35:01.155
I don't don't ever do it.
00:35:01.155 --> 00:35:01.489
Yeah.
00:35:01.489 --> 00:35:03.489
No, I yeah, I get it.
00:35:03.489 --> 00:35:04.190
It's amazing.
00:35:04.190 --> 00:35:04.855
Yeah.
00:35:04.855 --> 00:35:08.489
The next piece with that is this is the thing that we harp on so much.
00:35:08.489 --> 00:35:12.722
And this is why we have the business training does not end after the first ninety days.
00:35:12.722 --> 00:35:15.222
It doesn't end after the first five days.
00:35:15.222 --> 00:35:22.522
I have reached I've worked at so many companies where the training cliff was four days and fly, little birdy fly.
00:35:22.522 --> 00:35:23.222
Yeah.
00:35:23.222 --> 00:35:24.822
And you're like, you can do it.
00:35:24.822 --> 00:35:25.556
No.
00:35:25.556 --> 00:35:26.522
Right.
00:35:26.522 --> 00:35:31.389
And, and I always thought when I heard that you can do it, I thought I can.
00:35:31.389 --> 00:35:32.855
You probably don't want me to.
00:35:32.855 --> 00:35:35.855
At this point, I am a liability.
00:35:35.855 --> 00:35:38.389
Why not hundred percent?
00:35:38.389 --> 00:35:41.190
Don't do that to people because you're setting them up for failure.
00:35:41.190 --> 00:35:43.189
And then you're like, I don't know why they didn't stay.
00:35:43.189 --> 00:35:43.755
I'm like, really?
00:35:43.755 --> 00:35:45.455
Because you shoved him off a cliff?
00:35:45.455 --> 00:35:46.789
Yeah, yeah.
00:35:46.789 --> 00:35:47.889
No, totally.
00:35:47.889 --> 00:35:50.822
I always like to incentivize that growth too.
00:35:50.822 --> 00:35:53.989
I mean, Ty, continuing education directly to their personal goals.
00:35:53.989 --> 00:35:57.555
Like ask them occasionally what, what a concept.
00:35:57.555 --> 00:35:58.822
What like, what would you like to do?
00:35:58.822 --> 00:36:02.855
What would you where would you like to expand and then give them the training to do that?
00:36:02.855 --> 00:36:03.889
Imagine that.
00:36:03.889 --> 00:36:05.555
The other thing is this is funny.
00:36:05.555 --> 00:36:09.055
Like everyone's like, we've got to do a three day seminar.
00:36:10.055 --> 00:36:13.055
No, no, no, you do not.
00:36:13.055 --> 00:36:22.222
One of my favorite things to do is to send my editor or our social media team or anyone like that to be like, hey, here's a new tool.
00:36:22.222 --> 00:36:24.255
Here's a fifteen minute video.
00:36:24.255 --> 00:36:26.289
Go take, go, go watch that.
00:36:26.289 --> 00:36:28.522
Like there's every couple, every couple of weeks.
00:36:28.522 --> 00:36:30.255
I'm sending something like that along.
00:36:30.255 --> 00:36:32.255
I'm sending along industry news.
00:36:32.255 --> 00:36:33.822
Yeah, you're you're on the clock.
00:36:33.822 --> 00:36:34.855
You're doing this stuff.
00:36:34.855 --> 00:36:35.855
Go, go learn.
00:36:35.855 --> 00:36:37.022
Let's do micro learning.
00:36:37.022 --> 00:36:38.055
Yes, yes.
00:36:38.055 --> 00:36:40.222
This does not need to be a three day seminar.
00:36:40.222 --> 00:36:41.822
I'm not getting a master's degree right now.
00:36:41.822 --> 00:36:42.489
Correct.
00:36:42.489 --> 00:36:47.889
We're we're giving you constant improvement like all the time.
00:36:47.889 --> 00:36:49.622
Those are some of the big things.
00:36:49.622 --> 00:36:54.622
The other last thing that I want to talk about real quick is operator led tool adoption.
00:36:54.622 --> 00:36:56.289
Like when you've got.
00:36:56.289 --> 00:36:57.255
Right.
00:36:57.255 --> 00:37:00.189
We've seen this handled so poorly in so many times.
00:37:00.189 --> 00:37:00.955
Oh, absolutely.
00:37:00.955 --> 00:37:05.022
Um, CEO finds a tool like, hey, I like this.
00:37:05.022 --> 00:37:05.822
Go do it.
00:37:05.822 --> 00:37:09.955
This like the salesman was amazing.
00:37:09.955 --> 00:37:12.455
They made me write a really big check.
00:37:12.455 --> 00:37:19.422
And I haven't the foggiest clue what the hell this software does, but they showed me dollar signs.
00:37:19.422 --> 00:37:22.089
Like they said, if I wrote them a big check.
00:37:22.089 --> 00:37:24.455
Other people were gonna write me big checks.
00:37:24.455 --> 00:37:26.289
So that's why we're doing this.
00:37:26.289 --> 00:37:26.855
No.
00:37:26.855 --> 00:37:31.989
No. This is why articles are coming out now about AI adoption and CFOs being so angry.
00:37:31.989 --> 00:37:32.455
Yeah.
00:37:32.455 --> 00:37:36.822
That they've spent all this money and they have no ROI because nobody they didn't follow your process.
00:37:36.822 --> 00:37:37.289
Josh.
00:37:37.289 --> 00:37:38.222
No, they didn't.
00:37:38.222 --> 00:37:40.189
So this is this is short.
00:37:40.189 --> 00:37:41.555
Assign an operator.
00:37:41.555 --> 00:37:46.355
The tool must be adopted and tested first by the people who are going to use it.
00:37:46.355 --> 00:37:47.355
Imagine that.
00:37:47.355 --> 00:37:53.122
Give them clear objectives of what it's supposed to help them achieve, and that there is a person that is ahead of that.
00:37:53.122 --> 00:37:54.155
The operator.
00:37:54.155 --> 00:38:01.822
The operator, not you as the CEO, not you as the operations manager, the person actually operating the machine.
00:38:01.822 --> 00:38:04.955
Those are the ones that are going to build the Google Doc or the loom.
00:38:04.955 --> 00:38:08.422
Step three the downstream impact review.
00:38:08.422 --> 00:38:11.022
Have you ever put like a software tool in?
00:38:11.022 --> 00:38:20.322
And then it made the people that use the software extremely happy and someone downstream like was like, you just lit my world on fire.
00:38:20.322 --> 00:38:25.089
Um, maybe I have one hundred percent.
00:38:25.089 --> 00:38:27.189
I'm like, hey, I got this great new tool.
00:38:27.189 --> 00:38:30.689
And as soon as we put it in, there's a bunch of people like, man, this is great.
00:38:30.689 --> 00:38:34.255
And then I had a bunch of like, my phone started ringing and I'm like, what do you think?
00:38:34.255 --> 00:38:36.822
And they're like, shut it off.
00:38:37.989 --> 00:38:40.389
Oh, that good.
00:38:40.389 --> 00:38:41.822
Right, right.
00:38:41.822 --> 00:38:42.689
It's working.
00:38:44.589 --> 00:38:49.289
The other thing to me is you and this is the verification that it works.
00:38:49.289 --> 00:38:53.222
I always call this the conceptual mastery verification.
00:38:53.222 --> 00:38:58.489
The operators have to explain both why and the how of the new tool to their managers.
00:38:58.489 --> 00:38:59.789
If they can't.
00:38:59.789 --> 00:39:02.489
Yeah, it's not ready for production.
00:39:02.489 --> 00:39:03.755
I like it has to be.
00:39:03.755 --> 00:39:04.622
I know what it does.
00:39:04.622 --> 00:39:06.189
I know how it does it.
00:39:06.189 --> 00:39:07.889
I know what the controls do.
00:39:07.889 --> 00:39:08.589
Yeah.
00:39:08.589 --> 00:39:10.189
Um you do not.
00:39:10.189 --> 00:39:14.889
But for me as the operations guy, you don't want me being the one to operate it.
00:39:14.889 --> 00:39:27.422
Like, and the example that I, I could give is like, I like, I know how all the controls work in a bulldozer You don't want me operating that fair.
00:39:27.422 --> 00:39:28.822
It's just a bad idea.
00:39:28.822 --> 00:39:29.422
I know how.
00:39:29.422 --> 00:39:30.255
I know what it does.
00:39:30.255 --> 00:39:33.255
I know, I know intimately how they work.
00:39:33.255 --> 00:39:34.455
I have a friend that owns a bulldozer.
00:39:34.455 --> 00:39:35.789
I was gonna say I have questions.
00:39:35.789 --> 00:39:38.222
I have a friend that owns a bulldozer junkyard, so I've been.
00:39:38.222 --> 00:39:41.222
I've seen, like, all the bulldozer pieces apart.
00:39:41.222 --> 00:39:43.322
I know intimately how they work.
00:39:43.322 --> 00:39:52.255
Um, I also know that numerous houses would be wiped from the face of the earth if I got behind the controls of one.
00:39:52.255 --> 00:39:52.655
Yeah.
00:39:52.655 --> 00:39:54.822
So make sure you know how it works.
00:39:54.822 --> 00:39:55.222
Okay.
00:39:55.222 --> 00:39:59.789
You need to know the end result of it, but let the people that operate it, operate it.
00:39:59.789 --> 00:40:00.489
Yeah, I like that.
00:40:00.489 --> 00:40:01.922
Make sure they're trained to do it.
00:40:01.922 --> 00:40:08.289
What happens like when you rely on you know, Bob's been here thirty years.
00:40:08.289 --> 00:40:10.889
That's why he trains all of our new hires.
00:40:10.889 --> 00:40:15.422
And we expect them to get the knowledge by osmosis because we don't know why they don't ever stay.
00:40:15.422 --> 00:40:16.122
Correct.
00:40:16.122 --> 00:40:20.222
Because Bob's old and grumpy and hates people, but he's good.
00:40:20.222 --> 00:40:22.489
So that's why we have him train people.
00:40:22.489 --> 00:40:24.855
Yeah, he's our Bob, so we have to keep him.
00:40:26.089 --> 00:40:27.955
Know what?
00:40:27.955 --> 00:40:29.489
How does that make you feel?
00:40:29.489 --> 00:40:31.722
Oh, we said it before.
00:40:31.722 --> 00:40:34.189
I mean, shadowing has its place, but it can't be your whole training plan.
00:40:34.189 --> 00:40:34.589
Nope.
00:40:34.589 --> 00:40:38.289
No. So, I mean, and it also completely depends on who the person's following.
00:40:38.289 --> 00:40:45.389
So, I mean, if Joe's amazing because I'm picking Joe, not Bob, but impatient that new hire learns anxiety, right?
00:40:45.389 --> 00:40:46.989
He learns how to be angry.
00:40:46.989 --> 00:40:47.255
Yeah.
00:40:47.255 --> 00:40:49.689
If Sarah's great, but she takes a million shortcuts.
00:40:49.689 --> 00:40:52.389
The new hire is going to learn all the shortcuts in the shadow workflows.
00:40:52.389 --> 00:40:58.122
I mean, and if someone's been doing the job for ten years but can't explain why that new hire is going to learn all those steps without understanding.
00:40:58.122 --> 00:41:04.789
And oh, by the way, if your shadow person is the brilliant jerk, oh, congratulations.
00:41:04.789 --> 00:41:06.922
Now you have two for the price of one.
00:41:06.922 --> 00:41:10.655
So, you know, really shadowing should support the process.
00:41:10.655 --> 00:41:11.555
It shouldn't replace it.
00:41:11.555 --> 00:41:13.555
Otherwise you're not training people in your company.
00:41:13.555 --> 00:41:17.322
You're training them into someone else's habits, and you don't want to train someone into someone else's habits.
00:41:17.322 --> 00:41:18.922
You want to train them into the process.
00:41:18.922 --> 00:41:19.189
Yeah.
00:41:19.189 --> 00:41:20.422
Train them into the process.
00:41:20.422 --> 00:41:21.889
Yeah, totally.
00:41:21.889 --> 00:41:23.822
To me, it's the operational noise.
00:41:23.822 --> 00:41:24.389
Mhm.
00:41:24.389 --> 00:41:25.622
He might be a level.
00:41:25.622 --> 00:41:26.555
And this is the other thing.
00:41:26.555 --> 00:41:27.489
I see it all the time.
00:41:27.489 --> 00:41:34.355
I know some people that are a level ten producer and they are a level negative two trainer.
00:41:34.355 --> 00:41:35.289
Uh oh gosh.
00:41:35.289 --> 00:41:36.955
I have a couple of those in my team.
00:41:36.955 --> 00:41:37.255
Yeah.
00:41:37.255 --> 00:41:39.355
And I'm like, and they're like, I understand why you don't let me train people.
00:41:39.355 --> 00:41:41.222
I'm like, because you're bad at it, right?
00:41:41.222 --> 00:41:45.089
I know, like, I know a couple of teachers that are terrible teachers.
00:41:45.089 --> 00:41:45.489
Yes.
00:41:45.489 --> 00:41:47.055
And you're like, oh yeah.
00:41:47.055 --> 00:41:54.222
So when Joe teaches his shortcuts, the bypassing, the sop's, you're just asking for all sorts of issue here.
00:41:54.222 --> 00:41:56.389
This is the one that I like.
00:41:56.389 --> 00:42:02.222
Do you train for autonomy versus compliance?
00:42:02.222 --> 00:42:05.089
How like do you train on the why?
00:42:05.089 --> 00:42:05.622
Okay.
00:42:05.622 --> 00:42:07.155
Or do you train on the what?
00:42:07.155 --> 00:42:10.455
So people take ownership of what they understand?
00:42:10.455 --> 00:42:11.022
Yes.
00:42:11.022 --> 00:42:19.889
So when we train them on why the process exists, who it impacts, and what success looks like, they can make better decisions without us standing over them.
00:42:19.889 --> 00:42:21.122
And that's autonomy.
00:42:21.122 --> 00:42:25.022
You cannot train compliance and expect ownership.
00:42:25.022 --> 00:42:26.689
You have to train for autonomy.
00:42:26.689 --> 00:42:26.955
Yeah.
00:42:26.955 --> 00:42:31.722
If you only teach the clicks the first time a minor variable shifts, I don't know what to do.
00:42:31.722 --> 00:42:32.955
Right, right.
00:42:32.955 --> 00:42:34.355
I only know how to click right.
00:42:34.355 --> 00:42:36.122
I don't know how to click left right.
00:42:36.122 --> 00:42:37.022
Right right.
00:42:37.022 --> 00:42:38.422
They are.
00:42:38.422 --> 00:42:38.789
Yeah.
00:42:38.789 --> 00:42:39.955
They're stuck.
00:42:39.955 --> 00:42:40.322
What?
00:42:40.322 --> 00:42:40.855
What do I do?
00:42:40.855 --> 00:42:41.255
What do I do?
00:42:41.255 --> 00:42:41.822
Paralysis.
00:42:41.822 --> 00:42:42.722
Paralysis.
00:42:42.722 --> 00:42:43.522
Yeah.
00:42:43.522 --> 00:42:44.055
Wendy.
00:42:44.055 --> 00:42:45.455
Like I this this.
00:42:45.455 --> 00:42:52.789
If if you have listened to four minutes of any episode of the podcast, you're gonna know the answer to this.
00:42:52.789 --> 00:42:55.222
But that's exactly why I put the question in here.
00:42:55.222 --> 00:42:58.289
Chrissy, when do you stop training?
00:42:58.289 --> 00:42:59.022
Never.
00:43:01.322 --> 00:43:03.055
We never stop training.
00:43:03.055 --> 00:43:03.822
Ever.
00:43:05.822 --> 00:43:07.455
Never.
00:43:07.455 --> 00:43:10.289
And promoting people without leadership training is irresponsible.
00:43:10.289 --> 00:43:13.855
So, you know, we don't ever we don't promote without training.
00:43:13.855 --> 00:43:14.789
We don't stop training.
00:43:14.789 --> 00:43:16.289
We are always learning.
00:43:16.289 --> 00:43:17.955
We are constant learning environment.
00:43:17.955 --> 00:43:18.189
Yeah.
00:43:18.189 --> 00:43:19.655
Do you disagree?
00:43:19.655 --> 00:43:20.122
Oh, God.
00:43:20.122 --> 00:43:29.922
No. I was gonna say no. I still remember, and I, I mean, I know this has been said over and over and over again, but I worked for someone that made the comment like, what happens if we train people and they leave?
00:43:29.922 --> 00:43:31.789
And I'm like, I don't want them to stay?
00:43:31.789 --> 00:43:31.955
Yeah.
00:43:31.955 --> 00:43:36.889
What happens if they say, you know, how expensive it is to have people in your organization that are terrible at something and they're staying.
00:43:36.889 --> 00:43:38.255
I mean, here's what I'll say.
00:43:38.255 --> 00:43:40.089
Training doesn't go on forever.
00:43:40.089 --> 00:43:44.055
I think that's where they're like, are you always sitting there with your like assignment notebook?
00:43:44.055 --> 00:43:53.955
And they're taking no, I mean, at some point in time, if context has been given, capability has been built, expectations are clear and then there's still mistakes that keep happening.
00:43:53.955 --> 00:43:56.489
Then we kind of have to talk about skill gap versus wealth gap.
00:43:56.489 --> 00:43:58.122
And that's a different conversation.
00:43:58.122 --> 00:43:59.255
That's where we go to coach.
00:43:59.255 --> 00:43:59.922
Correct or cut.
00:43:59.922 --> 00:44:03.489
But I mean, everyone should always be learning.
00:44:03.489 --> 00:44:16.222
But that and that's the piece that I want to go to with that there should always and you should always be encouraging and doing things to help that because once again, like for you in insurance, that changes, that never changes at all.
00:44:16.222 --> 00:44:18.722
I feel like that's been consistent for hundreds of years.
00:44:18.722 --> 00:44:19.422
Never.
00:44:19.422 --> 00:44:23.022
We never have rule changes and we never revert HR.
00:44:23.022 --> 00:44:27.022
We never revert back to rules that happened in twenty nineteen and twenty twenty six.
00:44:27.022 --> 00:44:28.389
All of a sudden we just go back in time.
00:44:28.389 --> 00:44:29.589
Six years, seven years.
00:44:29.589 --> 00:44:29.922
Yeah.
00:44:29.922 --> 00:44:30.289
Right.
00:44:30.289 --> 00:44:32.155
So to me, there's there's always these updates.
00:44:32.155 --> 00:44:35.822
Same thing for us with podcasting, with social media.
00:44:35.822 --> 00:44:45.289
I mean, like the difference, like the course that I teach that I started teaching on podcasting three years ago, how much has it changed is very different than what I teach now.
00:44:45.289 --> 00:44:47.722
And we've had to had to do that.
00:44:47.722 --> 00:44:49.455
A couple of quick takeaways.
00:44:49.455 --> 00:44:51.122
Yeah, start with five.
00:44:51.122 --> 00:45:01.789
If you have no processes that you can train off of, identify the top ten recurring tasks, pick four or five of those that start doing a loom or a Google doc.
00:45:01.789 --> 00:45:02.389
Yeah.
00:45:02.389 --> 00:45:05.322
So stop calling it common sense, right?
00:45:05.322 --> 00:45:07.689
If it matters to the business, train it.
00:45:07.689 --> 00:45:11.755
Do not assume a new hire has the context you have spent years building.
00:45:13.789 --> 00:45:17.889
Run the mirror test for your very first litmus test for anything is the mirror test.
00:45:17.889 --> 00:45:24.089
If you initiate a sweaty ten minute conversation about an employee's mistake, check your SOP library.
00:45:24.089 --> 00:45:30.489
If the process isn't written down, you are not allowed to be angry at anyone but yourself.
00:45:30.489 --> 00:45:31.055
Exactly.
00:45:31.055 --> 00:45:33.455
And I would say you build capability in layers.
00:45:33.455 --> 00:45:37.089
We show it, we explain it, we practice it, and then we verify it.
00:45:37.089 --> 00:45:40.255
And that is how we move from confused to capable.
00:45:41.422 --> 00:45:44.322
Let's talk about reverse operations.
00:45:44.322 --> 00:45:45.055
Something else.
00:45:45.055 --> 00:45:47.522
Never assume someone understands how.
00:45:47.522 --> 00:45:55.822
Like if we were largely remote, have them record a quick two minute video showing you how they execute the task.
00:45:55.822 --> 00:45:57.255
The video will not lie.
00:45:57.255 --> 00:45:58.522
Exactly.
00:45:58.522 --> 00:46:02.322
And then I would finally say we earn the right to hold the standard.
00:46:02.322 --> 00:46:08.822
Once you have provided context and built capability with someone, accountability becomes fair.
00:46:08.822 --> 00:46:11.655
Before that, it's not fair.
00:46:11.655 --> 00:46:12.855
We don't do it.
00:46:12.855 --> 00:46:13.655
Oh, I like that.
00:46:13.655 --> 00:46:13.855
Yeah.
00:46:13.855 --> 00:46:15.522
Earn the right to hold the standard.
00:46:17.089 --> 00:46:18.555
Day one.
00:46:18.555 --> 00:46:22.955
Should a new hire execute a real, like actual stuff?
00:46:22.955 --> 00:46:31.922
Low stakes on their very first day, I would say yeah, you give them something real that's low stakes because people want to feel useful.
00:46:31.922 --> 00:46:32.389
Yep.
00:46:32.389 --> 00:46:35.122
You just don't confuse participation with pressure.
00:46:35.122 --> 00:46:38.389
You let them touch the work in a way that builds confidence, not panic.
00:46:38.389 --> 00:46:38.922
Yeah.
00:46:38.922 --> 00:46:42.189
As I and I say this figuratively, but let them take out the garbage.
00:46:42.189 --> 00:46:42.889
Yes.
00:46:42.889 --> 00:46:43.722
Absolutely.
00:46:43.722 --> 00:46:46.755
Um, let them write a new marketing plan for your biggest client.
00:46:46.755 --> 00:46:48.089
No. Probably not.
00:46:48.089 --> 00:46:49.489
Probably not.
00:46:49.489 --> 00:46:53.389
Um, this is one where I know we've looked at it differently because we learn very differently.
00:46:53.389 --> 00:46:54.989
External certification courses.
00:46:54.989 --> 00:46:59.455
Are they worth it or should all training be kept in-house?
00:46:59.455 --> 00:47:00.789
Well I like both.
00:47:00.789 --> 00:47:01.589
I do too.
00:47:01.589 --> 00:47:02.489
I do.
00:47:02.489 --> 00:47:03.055
Yeah.
00:47:03.055 --> 00:47:14.189
It's to me, especially as we've started to do more and more of this, I see how the effect that it can have and in-house is you know your business better than anyone.
00:47:14.189 --> 00:47:14.955
Exactly.
00:47:14.955 --> 00:47:16.455
That's the in house piece.
00:47:16.455 --> 00:47:18.622
But for the same reason, there's.
00:47:18.622 --> 00:47:20.989
There's a reason why LeBron James has a coach.
00:47:20.989 --> 00:47:24.422
There's a reason why Phil Jackson worked with Michael Jordan.
00:47:24.422 --> 00:47:25.822
There's a reason why.
00:47:25.822 --> 00:47:26.522
Yeah.
00:47:26.522 --> 00:47:27.422
I mean external training.
00:47:27.422 --> 00:47:28.355
It brings perspective.
00:47:28.355 --> 00:47:29.589
It gives you credibility.
00:47:29.589 --> 00:47:33.122
I mean, sometimes that wake up call when people are like, well, we've always done it this way.
00:47:33.122 --> 00:47:37.622
Having that external certification gives you the ability to think that maybe we might want to do it differently.
00:47:37.622 --> 00:47:38.989
One hundred percent.
00:47:38.989 --> 00:47:41.089
Can you train common sense?
00:47:46.022 --> 00:47:48.922
I keep going, Chris.
00:47:48.922 --> 00:47:49.422
Chris.
00:47:49.422 --> 00:47:52.189
I'm waiting for you to be like serenity now.
00:47:52.189 --> 00:47:59.155
No. So I think again, most people use common sense as a cover for unclear expectations.
00:47:59.155 --> 00:47:59.689
Yeah.
00:47:59.689 --> 00:48:00.955
So I mean, yeah.
00:48:00.955 --> 00:48:02.522
Can you develop some judgment?
00:48:02.522 --> 00:48:03.522
Absolutely.
00:48:03.522 --> 00:48:05.389
But you've got to give people context.
00:48:05.389 --> 00:48:08.355
You can't expect good judgment from someone if you keep them in the dark.
00:48:08.355 --> 00:48:10.989
That's unfair to me once again.
00:48:10.989 --> 00:48:16.822
I always feel like it's just the cover up and I've got yeah, I've got two different ways that I look at this.
00:48:16.822 --> 00:48:25.422
It is the projection of I didn't tell you how to do this, so I'm going to blame you or it is the projection of I hired the wrong person.
00:48:25.422 --> 00:48:26.789
Yeah.
00:48:26.789 --> 00:48:28.589
I just don't understand why you don't have common sense.
00:48:28.589 --> 00:48:30.955
Well, maybe you didn't explain it right.
00:48:30.955 --> 00:48:34.355
Or maybe you didn't hire the right person for the job.
00:48:34.355 --> 00:48:37.055
Guess what both of those started with?
00:48:37.055 --> 00:48:38.089
I didn't do the right thing.
00:48:38.089 --> 00:48:39.655
Yes, they started with you.
00:48:39.655 --> 00:48:40.955
Yeah.
00:48:40.955 --> 00:48:42.989
I'm the problem.
00:48:42.989 --> 00:48:44.489
We're going to talk about that next week.
00:48:44.489 --> 00:48:45.789
Okay.
00:48:45.789 --> 00:48:48.689
Thank you to everyone out there.
00:48:48.689 --> 00:48:52.689
You're you're always like, yeah, let's talk about your problems next week.
00:48:52.689 --> 00:48:54.189
That'll be a two and a half hour long.
00:48:54.189 --> 00:48:58.222
No. It's a four part series.
00:49:04.655 --> 00:49:06.755
I don't know if we gain or lose listeners on that.
00:49:06.755 --> 00:49:09.055
That'll be that'll be I don't know if we should do that.
00:49:09.055 --> 00:49:13.855
That being said, you need to go see some of the stuff at business dot com.
00:49:13.855 --> 00:49:17.255
Go there like submit questions, ask us stuff.
00:49:17.255 --> 00:49:18.589
We'd love to hear from you.
00:49:18.589 --> 00:49:21.255
Also, leave us a review.
00:49:21.255 --> 00:49:26.322
We've loved some of the comments through social media and that, but the podcast, give us a review there.
00:49:26.322 --> 00:49:27.655
We'd love to see that.
00:49:28.689 --> 00:49:30.155
We've got a lot to talk about next time.
00:49:30.155 --> 00:49:32.089
I'm not even going to tell them what it is.
00:49:32.089 --> 00:49:33.122
Okay.
00:49:33.122 --> 00:49:34.055
It's not about me.
00:49:34.055 --> 00:49:34.655
No it's not.
00:49:34.655 --> 00:49:35.722
It's not just about me.
00:49:35.722 --> 00:49:36.389
It's not.
00:49:36.389 --> 00:49:37.522
It's about people.
00:49:37.522 --> 00:49:38.355
Correct.
00:49:38.355 --> 00:49:39.722
Besides me.
00:49:39.722 --> 00:49:40.489
Do us a favor.
00:49:40.489 --> 00:49:41.322
Take care of yourself.
00:49:41.322 --> 00:49:46.555
If you can't take care of someone else too, we will see you very, very soon.