WEBVTT
00:00:00.400 --> 00:00:02.560
Hey everyone, it's Alyssa.
00:00:02.799 --> 00:00:03.839
Welcome back.
00:00:04.080 --> 00:00:09.439
On this episode, we will be discussing the fractionation method of Solution 44.
00:00:09.679 --> 00:00:14.240
So this section is designed to help you decipher facts versus feelings.
00:00:14.320 --> 00:00:18.879
And it can really help you put pen to paper to identify the top talent in your organization.
00:00:19.280 --> 00:00:28.239
We are joined once again by Brian Whitley, the Vice President of Compliance at EMSI and the creator of the Solution44 methodology.
00:00:28.480 --> 00:00:30.640
So thanks again for joining us, Brian.
00:00:31.199 --> 00:00:32.880
Hello, and thank you for having me.
00:00:33.359 --> 00:00:33.840
Awesome.
00:00:34.000 --> 00:00:46.240
So, Brian, before we jump into some of the specifics of this section, can you give the listeners a very brief overview of the fractionation method and why you believe it's so important?
00:00:46.799 --> 00:00:52.799
The fractionation method is a methodology and it closely mimics a refinement process.
00:00:52.960 --> 00:00:57.840
And the particular process that I've uh kind of taken this from was crude oil.
00:00:58.159 --> 00:01:16.640
So if you're thinking about crude oil and you've heard of it, you know, you've heard of like big oil and all these different things, you have to be wondering how in the world does anything with refining crude oil have to do with the workforce, and and therefore that sounds maybe, you know, ludicrous for lack of better words.
00:01:16.879 --> 00:01:20.879
The reality of the situation is that it's very, very, very similar.
00:01:21.040 --> 00:01:36.319
So this crude base ends up being the material for such things like diesel, kerosene, gasoline, jet fuel, heating oil, all of this stuff comes from what was once crude.
00:01:36.959 --> 00:01:42.079
Now, when we look at our people, our base is very similar because that's what it is.
00:01:42.239 --> 00:01:43.040
It's the people.
00:01:43.200 --> 00:01:45.280
But what do these people end up being?
00:01:45.599 --> 00:01:54.480
They're the sources of where we get technicians, managers, supervisors, foremans, vice presidents, presidents.
00:01:54.879 --> 00:01:57.040
All of this stuff ties in together.
00:01:57.280 --> 00:02:05.760
And the funny thing about it is no matter where they end up, they all started in the same place, just like crude oil.
00:02:06.560 --> 00:02:11.199
Just one person is looking for a job and they become what they become.
00:02:12.879 --> 00:02:19.039
The fractionation method teaches you to measure it all and tip the scales in your behalf.
00:02:19.680 --> 00:02:27.439
So this section is arguably my favorite because of how I've seen it done wrong.
00:02:27.680 --> 00:02:38.879
Um in my own experience, one of the biggest blind spots I have witnessed is watching managers and often even myself misidentify talent or watch good talent disintegrate.
00:02:38.960 --> 00:02:41.199
And that's something that's been very disappointing to me.
00:02:41.280 --> 00:02:47.680
I feel like I've been let down by watching someone not live up to what I expected them to.
00:02:47.840 --> 00:02:53.199
And then also I've witnessed good managers be burned.
00:02:53.439 --> 00:03:04.080
Um and one of the worst things to witness is watching someone come into an organization so bright and full of potential and have them fall through the cracks.
00:03:04.800 --> 00:03:05.360
Yeah.
00:03:05.599 --> 00:03:13.039
Uh EMSI, the company I work for, I would love to say that we had this under control and we knew it.
00:03:13.360 --> 00:03:17.199
But Lord knows we learned through the school of hard knocks just like everybody else.
00:03:17.520 --> 00:03:23.520
We went through many, many different situations where exactly what you said, you know.
00:03:23.759 --> 00:03:36.560
And that's one of the most inspirational parts of building this type of methodology to make sure that, you know, we cut through the chase because when we look at what we have, you know, we'll get into a little bit more detail later.
00:03:36.719 --> 00:03:41.919
But when we look at what we have, we we see that, you know, there is a roadmap to doing this the right way.
00:03:43.759 --> 00:03:47.120
So I want to talk about a piece that really stood out to me.
00:03:47.280 --> 00:03:51.280
You mentioned it very briefly in Solution 44, but I think it's so important.
00:03:51.599 --> 00:04:02.159
You talk about gut feelings that managers have, and you even go so far as to say that managers who follow gut feelings can be successful.
00:04:02.639 --> 00:04:07.120
In my observation, I have seen this go both ways.
00:04:07.360 --> 00:04:13.280
And I think it's because it is so human and so frail, it is difficult to trust ourselves.
00:04:13.439 --> 00:04:15.919
Um, it truly seems 50-50 to me.
00:04:16.079 --> 00:04:24.399
Sometimes I've watched this gut feeling decision come together beautifully and the stars align, and it's like it was always meant to be.
00:04:24.560 --> 00:04:28.560
Um, but then the other half of the time I've seen it crash and burn.
00:04:28.720 --> 00:04:39.680
Um, and I think for me, there's always this fear that somehow the wrong influence will cloud my vision or something can influence my feelings in harmful ways.
00:04:39.920 --> 00:04:48.800
Personally, I know that I have never 100% trusted a gut feeling in a business scenario, and I'm sure that others have felt the same way.
00:04:48.959 --> 00:05:00.560
So, can you talk to me about how much equity we should be placing on gut feelings, or if there is some way that we can kind of mitigate the human factor when we're doing that?
00:05:01.199 --> 00:05:01.600
Yeah.
00:05:01.920 --> 00:05:09.199
So for the greater part of 20 years, my close friend and business partner, his name is uh Matthew Colbert.
00:05:09.839 --> 00:05:13.120
He is the king of gut feelings.
00:05:13.439 --> 00:05:15.439
He that's that is how he operates.
00:05:15.759 --> 00:05:28.240
And in many ways it has truly helped me because, you know, what you're saying about the gut feeling being going one way and then going the other way is true.
00:05:28.399 --> 00:05:30.319
It could very easily happen.
00:05:30.480 --> 00:05:34.240
And so there's a couple of things that that uh that come into play.
00:05:34.399 --> 00:05:40.079
The first thing is you're really scared to act upon it because it's just a gut feeling.
00:05:40.319 --> 00:05:47.519
So I learned really early on in our relationship that my role was to quantify that feeling.
00:05:49.199 --> 00:05:51.439
I s uh I wish I was telling you the truth.
00:05:51.519 --> 00:05:53.360
I gotta back up just a little bit.
00:05:53.839 --> 00:05:56.720
It wasn't early on in the relationship that I learned that.
00:05:56.959 --> 00:06:01.839
What I was at that point was really kind of like thinking he was crazy, right?
00:06:02.240 --> 00:06:06.800
And what would happen is lo and behold, it would be right.
00:06:07.040 --> 00:06:08.319
Like it would be right.
00:06:08.959 --> 00:06:21.040
Um not a hundred percent of the time, but when he felt like something was wrong with someone, almost 100% of the time, it was uh it was pretty accurate.
00:06:21.199 --> 00:06:21.360
Yeah.
00:06:21.600 --> 00:06:25.199
Now he might have thought somebody was good that that wasn't good, or you know, whatever.
00:06:25.279 --> 00:06:28.000
That's that's not uh to me what's important.
00:06:28.319 --> 00:06:36.639
What was important was the process as a team that we made together that will be something that I know will be modeled for many other people in the future.
00:06:36.800 --> 00:06:46.000
If you can put the tag team of myself and him together and and the success that we've been able to have over the last 20 years, it boils down to in the simplest forms this.
00:06:46.480 --> 00:06:50.800
I trust his gut, but I also figure out a way to quantify it.
00:06:52.000 --> 00:07:04.560
So you're kind of, you know, setting out this structure or maybe like this more scientific approach to leaning into a gut feeling, but to not rely on it alone.
00:07:04.639 --> 00:07:05.439
Aaron Powell That's right.
00:07:05.600 --> 00:07:12.879
I'm not saying that you need to ignore it, but get some scientific data, get something behind it that can help you understand it.
00:07:13.040 --> 00:07:26.319
And now I can I can really go back to specific situations where he felt a certain thing and identify what that thing was or or that, you know, did or didn't happen to make us uh realize that something was going wrong.
00:07:26.879 --> 00:07:31.040
It's it's and honestly, now it's a beautiful thing.
00:07:31.199 --> 00:07:42.079
We can literally, the two of us can sit in a room with people, have a open conversation, and a private, silent conversation that nobody knows is happening but me, him and I.
00:07:42.319 --> 00:07:42.560
Wow.
00:07:42.959 --> 00:07:46.639
Yeah, that that takes a long time and a lot of understanding of a person.
00:07:47.040 --> 00:07:51.279
And when we walk out of a meeting, we are never wrong at how well it did or didn't go.
00:07:51.759 --> 00:07:57.439
You know, other people might think something totally different, but we're usually spot on with how we feel after it's over with.
00:07:58.240 --> 00:08:09.519
So this fractionation is essentially a method for how other people can have that same sort of like silent conversation, but you know, leaning into their gut feeling with like a more systematic approach.
00:08:09.920 --> 00:08:13.279
Um so let's talk about the two prongs of the fractionation method.
00:08:13.360 --> 00:08:26.480
Um so in solution 44, you talk about the feed, and then you talk about employees as you describe as the good, the bad, and the ugly, because we know that you like to have the metaphors.
00:08:26.720 --> 00:08:39.120
Um and you know, however uh you need to recall what those things are, this idea of good, bad, and ugly and the feed is actually really wonderful insight about employee behavior.
00:08:39.200 --> 00:08:47.039
And I think it's kind of the best I've ever heard to kind of categorize what types of employees that you're working with and then what you can do about those categories.
00:08:47.279 --> 00:08:51.360
So I just want to uh have you talk a little bit about those two components.
00:08:52.399 --> 00:09:00.879
Well, whether you got 20 people working for your company or 2,000, the percentages generally run the same.
00:09:01.120 --> 00:09:02.159
Generally run the same.
00:09:02.399 --> 00:09:03.759
That's scientific, right?
00:09:04.000 --> 00:09:08.159
So the latest studies show that these are the numbers you want to remember.
00:09:08.399 --> 00:09:12.000
20 percent, 60 percent, 20 percent.
00:09:12.320 --> 00:09:15.840
20 percent of your people are actively engaged.
00:09:16.080 --> 00:09:24.799
They're the people that are gonna go the extra mile, that are gonna show up early, work late, do the things they need to do because they want to see this company be better in some kind of way.
00:09:24.879 --> 00:09:27.919
They feel like by the company being better, they're gonna be better also.
00:09:28.879 --> 00:09:33.600
60 percent of your workforce is what we call disengaged.
00:09:34.000 --> 00:09:34.879
What does that mean?
00:09:35.039 --> 00:09:41.919
They show up to work, it's just a job, it's the same people that you have say, what am I just a number, or am I really supposed to be somebody special?
00:09:42.080 --> 00:09:43.039
I just work here.
00:09:43.279 --> 00:09:48.320
You know, those people are 60 percent, the greater majority of your workforce.
00:09:48.559 --> 00:09:53.120
The last 20% are what they call actively disengaged.
00:09:53.279 --> 00:10:10.720
And the actively disengaged people are not just like, I'm just a number, I don't work here, but they're the ones at the at the water uh cooler or in the smoke shack or in some place where, you know, other people are gathering and all they're doing is bad mouthing and planting negative seeds for all these people.
00:10:10.960 --> 00:10:15.039
So I've ever replaced those words with the good, the bad, and the ugly.
00:10:15.279 --> 00:10:27.360
You know, the funny thing, the thing that you gotta really look at is that this study doesn't have, you know, it goes from actively engaged to disengaged, or in my case, straight from good to bad.
00:10:27.519 --> 00:10:28.399
There's no in-between.
00:10:28.559 --> 00:10:28.960
Yeah.
00:10:29.120 --> 00:10:35.279
Um, and the reason for that is because only the actively engaged people are really pushing forward.
00:10:35.519 --> 00:10:40.960
If you're not doing that, if you're not helping me, you're not moving forward, then what are you doing?
00:10:41.039 --> 00:10:42.879
You're a part of the group that's standing still.
00:10:43.039 --> 00:10:43.440
Yeah.
00:10:43.679 --> 00:10:46.320
And that is not something that you want to have, right?
00:10:46.480 --> 00:10:46.799
Right.
00:10:47.039 --> 00:10:55.840
So when you think about it, so when you think about it, the people are the inlet to the company.
00:10:56.240 --> 00:10:57.919
That's our manpower stream.
00:10:58.000 --> 00:11:01.600
That's that's our that's our product, that's what's coming in.
00:11:01.840 --> 00:11:03.200
Now, where do they go?
00:11:03.360 --> 00:11:10.480
You know, in many cases, we call the people coming into the company, we call it the feed in in this methodology, right?
00:11:10.639 --> 00:11:17.759
And that feed consists of, get this, it can be honorable men and women, but it can also be thieves.
00:11:17.840 --> 00:11:23.440
It can be hateful people, it can be cheaters, it can be workaholics, it can be loyal people.
00:11:23.919 --> 00:11:25.840
It is just the feed.
00:11:26.240 --> 00:11:33.519
Where they fall when they get into your company is largely due to how you break them down.
00:11:34.720 --> 00:11:40.399
And so what you're essentially saying is like this feed of people is only gonna go one of three places.
00:11:40.960 --> 00:11:41.759
That is correct.
00:11:41.919 --> 00:11:44.159
And that's the principles of fractionation.
00:11:44.639 --> 00:11:44.799
Okay.
00:11:45.600 --> 00:11:48.960
So ever the bleeding heart.
00:11:49.360 --> 00:12:06.639
The hardest part for me in this good, bad, and ugly breakdown is realizing one that the ugly truly does exist, people who are actively seeking to harm you, um, and understanding that there cannot be a place for them in your organization.
00:12:06.960 --> 00:12:13.840
Um I know many managers who have a really difficult time parting ways with employees.
00:12:14.000 --> 00:12:23.279
And I know in my organization, sometimes that can be pushed to another department or someone who does not directly interact with that employee because it is so difficult.
00:12:23.519 --> 00:12:40.720
So, do you have any tips for kind of reconciling this experience and just helping people who have a lot of difficulty around letting employees go or just really identifying employees that are harming them?
00:12:41.279 --> 00:12:50.159
Aaron Ross Powell So before we had our act together and we were still figuring each other out, Matt and I would argue about this a lot.
00:12:50.320 --> 00:12:58.879
Um and in the beginning, you know, I wouldn't it especially when it was in his wheelhouse, I wouldn't really overly like involve myself with it.
00:12:59.600 --> 00:13:07.279
But there's plenty of times where you say something's not right about this guy or something's not good, like there's something I just something I don't like about him.
00:13:07.519 --> 00:13:16.240
And, you know, when the end results turn true, that's when I realized I, like I said before, that uh I had to figure out a way to quantify it.
00:13:16.480 --> 00:13:34.480
But one of the things that were as a byproduct of this is almost every single time, every single time, we got that much closer to someone who would finish our sentences, someone who shared our goals, someone who was in a that that aligned themselves with us and we we were working together.
00:13:35.200 --> 00:13:45.360
So every time that we had to let someone go or change uh end employment for someone, what was on the other side of that was a blessing.
00:13:45.519 --> 00:13:49.600
You know, and that was something I was prohibiting myself from from getting, right?
00:13:49.759 --> 00:13:58.799
So if you remember that 60% of the workforce is disengaged, it's such a thin line from disengaged to actively disengaged.
00:13:59.039 --> 00:14:05.919
If you let that cancer sit there, you're gonna change your 20% of actively engaged to maybe five.
00:14:06.399 --> 00:14:11.840
And that 60%, that number might shrink, but it's because they're going to the bottom right now.
00:14:12.080 --> 00:14:14.480
The 20% is 30 or or 40%.
00:14:14.879 --> 00:14:16.960
You have to protect yourself from that.
00:14:17.360 --> 00:14:23.360
Now, I want to say that you're not in a rush to disregard these people and fire them.
00:14:23.600 --> 00:14:26.720
You are in a rush to identify who they are.
00:14:26.960 --> 00:14:31.840
The process of identifying who they are will many times help people fly right.
00:14:31.919 --> 00:14:34.000
You heard that phrase, straighten up and fly right?
00:14:34.399 --> 00:14:42.080
Like that happens because you're called to the carpet, because you have you have those tough conversations prior to the point.
00:14:42.240 --> 00:14:44.720
So this is this is not a method for firing people.
00:14:45.519 --> 00:14:59.519
Um this process of identification, it really gives ample opportunity for the overachievers and the achievers to reach those goals and for you to be able to be, honestly, for you to bear witness to the whole event.
00:14:59.759 --> 00:15:06.080
So when you find them in the ugly category, it is because of their own choices that they fell through the cracks.
00:15:06.240 --> 00:15:11.759
And um in a fractionation system, there's a tray for everybody.
00:15:12.080 --> 00:15:18.320
If the tray you end up with is the ugly tray, the bottom, that's the that's the sum of your own choices.
00:15:18.639 --> 00:15:18.879
Yeah.
00:15:19.039 --> 00:15:26.080
I think for me, whenever I hear the um 20, 60, 20 statistic, 60% seems so huge to me.
00:15:26.159 --> 00:15:30.080
And I'm like, over half of your organization is disengaged.
00:15:30.159 --> 00:15:31.679
Like that seems crazy.
00:15:31.840 --> 00:15:35.519
How is it that that many people can end up in that tray, as you would say?
00:15:35.679 --> 00:15:45.360
But it is because if you're not, you know, magnifying these categories, it's easy to just hide, to kind of tuck yourself behind complacency.
00:15:45.519 --> 00:15:58.879
And more often than than not, I would say that it is easier to slip into the ugly category than it would be to suddenly wake up and be like, I'm a super motivated employee and I just suddenly love my job and this is awesome.
00:15:59.120 --> 00:16:06.879
You know, like the longer you sit in complacency, the more likely you are to become, you know, actively disengaged.
00:16:07.039 --> 00:16:17.120
Um, but there's something that you said at the end of that where you you talk about um this ugly category, um, and you say they they end up there by their own choice.
00:16:17.360 --> 00:16:28.000
Is there ever a situation where someone finds themselves in that category because of external factors or something that just happened to them rather than by their own choice?
00:16:29.039 --> 00:16:30.879
Yeah, it does happen.
00:16:31.120 --> 00:16:32.080
It does happen.
00:16:32.240 --> 00:16:36.639
I can think of a couple of people, and I'll give you a couple of examples.
00:16:36.799 --> 00:16:44.559
Um There was this one gentleman who I trained from scratch to be a supervisor, and he he did a really good job.
00:16:44.799 --> 00:16:45.840
Really proud of him.
00:16:46.000 --> 00:16:58.000
He was liked by my clients, he was kind of a cornerstone for where we were, and then he went through a divorce and it tore him completely apart.
00:16:58.320 --> 00:17:26.559
Now, you know, you can argue whether or not the divorce was his fault or the breaking up of his family was his fault, but the choices that he made post that moment to the point that he got to where he was no longer an asset for the company, he wasn't even disengaged, he was in a negative place of actively disengaged and lashing out at other places that, in my opinion, was was not warranted.
00:17:26.799 --> 00:17:27.920
Those were his choices.
00:17:29.279 --> 00:17:37.680
So something happened to him that, you know, I've I've had, you know, one of my safety managers go through a death of his mother.
00:17:38.160 --> 00:17:58.160
And it it tore him up, you know, it's this it's the when we are offering a partnership and when we say that Flaps is our company and our our mascot and you know it's uh fun, loyalty, adaptability, people, service, all these things say that we're going to work with you in this situation, you know.
00:17:58.720 --> 00:18:01.359
We can't be the only one working in the situation.
00:18:01.519 --> 00:18:04.880
We'll definitely give you that time, we'll definitely give you that opportunity.
00:18:05.039 --> 00:18:15.599
But if I'm answering your crest question directly, it will always come back to the choices that that person made to have him in this ugly tree in our tower.
00:18:15.920 --> 00:18:16.319
Yeah.
00:18:17.200 --> 00:18:41.759
So just to push a little bit more, would you say that there is ever a toxic work environment or just a failing of management or um direct supervisors of an employee that can cause them to become actively disengaged when they may not have otherwise been?
00:18:43.039 --> 00:18:44.160
That is true.
00:18:44.480 --> 00:18:46.400
How my, how smart you are.
00:18:47.200 --> 00:18:48.000
That is true.
00:18:48.160 --> 00:18:48.640
That is true.
00:18:48.799 --> 00:18:49.599
That is possible.
00:18:49.759 --> 00:18:55.839
It can happen, and that's another reason why you know we wrote and love Solution 44.
00:18:56.240 --> 00:18:59.759
One of the things that we all talk about is the ground truth, right?
00:18:59.920 --> 00:19:15.359
And then and then talking about the ground truth, it allows upper-level management and high-level management to get the truth of what is going on all the way down to the person that is touching the way the money comes into the company.
00:19:15.599 --> 00:19:16.160
You know?
00:19:16.480 --> 00:19:26.799
And it allows you to compare and see if there's congruency in what we preach, you know, uh all preachers that say, what I preach at the pulpit, do I practice in the streets, you know?
00:19:26.960 --> 00:19:29.519
Um, this is the exact same situation.
00:19:29.680 --> 00:19:36.079
We can see, we can stand in the in the high tower, as they call it, and say all the things that we want to say.
00:19:36.319 --> 00:19:41.680
But if the people in the streets feel a totally different feeling, then all that is for not.
00:19:42.240 --> 00:19:44.480
So, you know, there is a module for that.
00:19:44.640 --> 00:19:48.160
It's not it's not in this particular lesson, but there is a module for that.
00:19:48.240 --> 00:19:50.960
And I I look forward to having the opportunity to talk to you about it.
00:19:51.279 --> 00:19:51.599
Yeah.
00:19:51.839 --> 00:19:55.599
So before we move on, I have one last question for you on this section.
00:19:55.759 --> 00:19:58.799
Um, something that just kind of stood out in the reading.
00:19:59.039 --> 00:20:07.039
You mentioned in this section that um if managers are not careful, they can end up being swallowed by their group.
00:20:07.200 --> 00:20:09.839
So I'm curious, um, did you include this?
00:20:09.920 --> 00:20:12.400
Because this is something that you've witnessed in your career?
00:20:12.559 --> 00:20:15.440
And if so, can you just kind of give us some insight on that?
00:20:16.240 --> 00:20:22.799
Yeah, so that type of situation would generally show its head in two different ways.
00:20:22.960 --> 00:20:30.240
You know, when you think about somebody getting swallowed by the group, generally the first way is that the company realizes.
00:20:30.559 --> 00:20:45.599
So if you're in a situation where you are not actively managing and you do have actively engaged people, then how well do those actively engaged people look to the people that are above you, your boss?
00:20:45.759 --> 00:20:49.759
You the because in this system, it will be seen, it will be shown.
00:20:49.839 --> 00:21:00.319
They will show up on reports, they're in categories that are different than other people's categories, and these people are spotlight people because as a company trying to grow, you always want to grow those things around you.
00:21:00.640 --> 00:21:11.440
So if you're one of the supervisors or managers is in a situation where you become complacent or you're not pushing it, that's the first place that it'll be seen by the client, by the company itself.
00:21:11.680 --> 00:21:15.279
The second place is that the client may end up realizing it.
00:21:15.359 --> 00:21:16.480
And that's the worst.
00:21:16.960 --> 00:21:30.960
Because if the manager is in a situation where he can prove or at least show us in some form or fashion that he's doing what needs to be done, but he's really not, you know, all we have, we can have at the end of the day, you can have all the bells and whistles.
00:21:31.119 --> 00:21:33.920
There's always times when someone's gonna fall through the cracks.
00:21:34.160 --> 00:21:45.359
Um and this other person working along the path is doing a better job, and the client is the one who realizes it, then essentially at that point our hands become tied.
00:21:45.920 --> 00:21:49.599
And that's probably the ultimate way to kind of get swallowed up.
00:21:49.759 --> 00:21:58.799
And in the end, honestly, the company survives because of this system exists and it allows actually for something like that to happen.
00:21:58.880 --> 00:22:10.960
It's not the way you want it to happen, but in both situations, the best person putting the most effort to align themselves with the company's practices uh is moving forward.
00:22:11.440 --> 00:22:13.359
So I always encourage them to.
00:22:13.599 --> 00:22:18.559
I think it's a healthy competition type thing where everybody's kind of working toward that same goal.
00:22:18.799 --> 00:22:23.440
We we don't have finite supervisor spots or finite manager spots.
00:22:23.680 --> 00:22:24.400
It's not finite.
00:22:24.559 --> 00:22:27.119
Like it it could change overnight.
00:22:27.279 --> 00:22:30.000
And in my career, it's only ever been going up.
00:22:30.160 --> 00:22:31.440
So we always need more.
00:22:31.599 --> 00:22:34.480
And I and I'll, in closing, I'll tell you this.
00:22:35.279 --> 00:22:46.559
With the model that we've developed, the reason why this thing became so important and solution 44 became so important was because we had no problems getting business.
00:22:46.799 --> 00:22:49.920
We had no problems having the opportunity to make more money.
00:22:50.160 --> 00:22:53.839
The thing that we had the most problem was people development.
00:22:54.160 --> 00:23:16.079
So I went into my dungeon, as I like to say, and put something together that would allow us to quickly, more quickly, identify these type of people and then cultivate them in the right atmosphere and develop them so that we can have better, quicker access and essentially grow faster, which helps everyone.
00:23:16.480 --> 00:23:16.720
Right.
00:23:16.880 --> 00:23:17.359
Yeah.
00:23:17.680 --> 00:23:23.519
Um, this section in particular just reminded me of this need for transparency.
00:23:23.680 --> 00:23:42.480
And while it can kind of look employee-facing, um, you know, people who are kind of in like the bottom, more foundational position in a company, it actually enhances transparency for all levels, um, not just the employees that are, you know, making up your labor force, but also for managers or supervisors.
00:23:42.720 --> 00:23:46.319
By default, they're kind of under the microscope as well.
00:23:46.480 --> 00:23:55.359
Um, and not in a negative way, like you're hyper-assessing every single person, but it's kind of just showing you and shining a light on all of the talent that you have.
00:23:55.440 --> 00:23:58.480
And sometimes, you know, the cream rises to the top.
00:23:58.720 --> 00:23:59.119
Mm-hmm.
00:23:59.279 --> 00:24:00.960
Yeah, I will definitely agree with.
00:24:01.599 --> 00:24:02.000
All right.
00:24:02.079 --> 00:24:04.000
Well, thank you for joining us again.
00:24:04.079 --> 00:24:10.000
And I look forward to hearing a little bit more about solution 44 in the following sections.
00:24:10.640 --> 00:24:11.440
Well, you're welcome.
00:24:11.599 --> 00:24:12.720
It's good to be here.
00:00:00.400 --> 00:00:02.560
Hey everyone, it's Alyssa.
00:00:02.799 --> 00:00:03.839
Welcome back.
00:00:04.080 --> 00:00:09.439
On this episode, we will be discussing the fractionation method of Solution 44.
00:00:09.679 --> 00:00:14.240
So this section is designed to help you decipher facts versus feelings.
00:00:14.320 --> 00:00:18.879
And it can really help you put pen to paper to identify the top talent in your organization.
00:00:19.280 --> 00:00:28.239
We are joined once again by Brian Whitley, the Vice President of Compliance at EMSI and the creator of the Solution44 methodology.
00:00:28.480 --> 00:00:30.640
So thanks again for joining us, Brian.
00:00:31.199 --> 00:00:32.880
Hello, and thank you for having me.
00:00:33.359 --> 00:00:33.840
Awesome.
00:00:34.000 --> 00:00:46.240
So, Brian, before we jump into some of the specifics of this section, can you give the listeners a very brief overview of the fractionation method and why you believe it's so important?
00:00:46.799 --> 00:00:52.799
The fractionation method is a methodology and it closely mimics a refinement process.
00:00:52.960 --> 00:00:57.840
And the particular process that I've uh kind of taken this from was crude oil.
00:00:58.159 --> 00:01:16.640
So if you're thinking about crude oil and you've heard of it, you know, you've heard of like big oil and all these different things, you have to be wondering how in the world does anything with refining crude oil have to do with the workforce, and and therefore that sounds maybe, you know, ludicrous for lack of better words.
00:01:16.879 --> 00:01:20.879
The reality of the situation is that it's very, very, very similar.
00:01:21.040 --> 00:01:36.319
So this crude base ends up being the material for such things like diesel, kerosene, gasoline, jet fuel, heating oil, all of this stuff comes from what was once crude.
00:01:36.959 --> 00:01:42.079
Now, when we look at our people, our base is very similar because that's what it is.
00:01:42.239 --> 00:01:43.040
It's the people.
00:01:43.200 --> 00:01:45.280
But what do these people end up being?
00:01:45.599 --> 00:01:54.480
They're the sources of where we get technicians, managers, supervisors, foremans, vice presidents, presidents.
00:01:54.879 --> 00:01:57.040
All of this stuff ties in together.
00:01:57.280 --> 00:02:05.760
And the funny thing about it is no matter where they end up, they all started in the same place, just like crude oil.
00:02:06.560 --> 00:02:11.199
Just one person is looking for a job and they become what they become.
00:02:12.879 --> 00:02:19.039
The fractionation method teaches you to measure it all and tip the scales in your behalf.
00:02:19.680 --> 00:02:27.439
So this section is arguably my favorite because of how I've seen it done wrong.
00:02:27.680 --> 00:02:38.879
Um in my own experience, one of the biggest blind spots I have witnessed is watching managers and often even myself misidentify talent or watch good talent disintegrate.
00:02:38.960 --> 00:02:41.199
And that's something that's been very disappointing to me.
00:02:41.280 --> 00:02:47.680
I feel like I've been let down by watching someone not live up to what I expected them to.
00:02:47.840 --> 00:02:53.199
And then also I've witnessed good managers be burned.
00:02:53.439 --> 00:03:04.080
Um and one of the worst things to witness is watching someone come into an organization so bright and full of potential and have them fall through the cracks.
00:03:04.800 --> 00:03:05.360
Yeah.
00:03:05.599 --> 00:03:13.039
Uh EMSI, the company I work for, I would love to say that we had this under control and we knew it.
00:03:13.360 --> 00:03:17.199
But Lord knows we learned through the school of hard knocks just like everybody else.
00:03:17.520 --> 00:03:23.520
We went through many, many different situations where exactly what you said, you know.
00:03:23.759 --> 00:03:36.560
And that's one of the most inspirational parts of building this type of methodology to make sure that, you know, we cut through the chase because when we look at what we have, you know, we'll get into a little bit more detail later.
00:03:36.719 --> 00:03:41.919
But when we look at what we have, we we see that, you know, there is a roadmap to doing this the right way.
00:03:43.759 --> 00:03:47.120
So I want to talk about a piece that really stood out to me.
00:03:47.280 --> 00:03:51.280
You mentioned it very briefly in Solution 44, but I think it's so important.
00:03:51.599 --> 00:04:02.159
You talk about gut feelings that managers have, and you even go so far as to say that managers who follow gut feelings can be successful.
00:04:02.639 --> 00:04:07.120
In my observation, I have seen this go both ways.
00:04:07.360 --> 00:04:13.280
And I think it's because it is so human and so frail, it is difficult to trust ourselves.
00:04:13.439 --> 00:04:15.919
Um, it truly seems 50-50 to me.
00:04:16.079 --> 00:04:24.399
Sometimes I've watched this gut feeling decision come together beautifully and the stars align, and it's like it was always meant to be.
00:04:24.560 --> 00:04:28.560
Um, but then the other half of the time I've seen it crash and burn.
00:04:28.720 --> 00:04:39.680
Um, and I think for me, there's always this fear that somehow the wrong influence will cloud my vision or something can influence my feelings in harmful ways.
00:04:39.920 --> 00:04:48.800
Personally, I know that I have never 100% trusted a gut feeling in a business scenario, and I'm sure that others have felt the same way.
00:04:48.959 --> 00:05:00.560
So, can you talk to me about how much equity we should be placing on gut feelings, or if there is some way that we can kind of mitigate the human factor when we're doing that?
00:05:01.199 --> 00:05:01.600
Yeah.
00:05:01.920 --> 00:05:09.199
So for the greater part of 20 years, my close friend and business partner, his name is uh Matthew Colbert.
00:05:09.839 --> 00:05:13.120
He is the king of gut feelings.
00:05:13.439 --> 00:05:15.439
He that's that is how he operates.
00:05:15.759 --> 00:05:28.240
And in many ways it has truly helped me because, you know, what you're saying about the gut feeling being going one way and then going the other way is true.
00:05:28.399 --> 00:05:30.319
It could very easily happen.
00:05:30.480 --> 00:05:34.240
And so there's a couple of things that that uh that come into play.
00:05:34.399 --> 00:05:40.079
The first thing is you're really scared to act upon it because it's just a gut feeling.
00:05:40.319 --> 00:05:47.519
So I learned really early on in our relationship that my role was to quantify that feeling.
00:05:49.199 --> 00:05:51.439
I s uh I wish I was telling you the truth.
00:05:51.519 --> 00:05:53.360
I gotta back up just a little bit.
00:05:53.839 --> 00:05:56.720
It wasn't early on in the relationship that I learned that.
00:05:56.959 --> 00:06:01.839
What I was at that point was really kind of like thinking he was crazy, right?
00:06:02.240 --> 00:06:06.800
And what would happen is lo and behold, it would be right.
00:06:07.040 --> 00:06:08.319
Like it would be right.
00:06:08.959 --> 00:06:21.040
Um not a hundred percent of the time, but when he felt like something was wrong with someone, almost 100% of the time, it was uh it was pretty accurate.
00:06:21.199 --> 00:06:21.360
Yeah.
00:06:21.600 --> 00:06:25.199
Now he might have thought somebody was good that that wasn't good, or you know, whatever.
00:06:25.279 --> 00:06:28.000
That's that's not uh to me what's important.
00:06:28.319 --> 00:06:36.639
What was important was the process as a team that we made together that will be something that I know will be modeled for many other people in the future.
00:06:36.800 --> 00:06:46.000
If you can put the tag team of myself and him together and and the success that we've been able to have over the last 20 years, it boils down to in the simplest forms this.
00:06:46.480 --> 00:06:50.800
I trust his gut, but I also figure out a way to quantify it.
00:06:52.000 --> 00:07:04.560
So you're kind of, you know, setting out this structure or maybe like this more scientific approach to leaning into a gut feeling, but to not rely on it alone.
00:07:04.639 --> 00:07:05.439
Aaron Powell That's right.
00:07:05.600 --> 00:07:12.879
I'm not saying that you need to ignore it, but get some scientific data, get something behind it that can help you understand it.
00:07:13.040 --> 00:07:26.319
And now I can I can really go back to specific situations where he felt a certain thing and identify what that thing was or or that, you know, did or didn't happen to make us uh realize that something was going wrong.
00:07:26.879 --> 00:07:31.040
It's it's and honestly, now it's a beautiful thing.
00:07:31.199 --> 00:07:42.079
We can literally, the two of us can sit in a room with people, have a open conversation, and a private, silent conversation that nobody knows is happening but me, him and I.
00:07:42.319 --> 00:07:42.560
Wow.
00:07:42.959 --> 00:07:46.639
Yeah, that that takes a long time and a lot of understanding of a person.
00:07:47.040 --> 00:07:51.279
And when we walk out of a meeting, we are never wrong at how well it did or didn't go.
00:07:51.759 --> 00:07:57.439
You know, other people might think something totally different, but we're usually spot on with how we feel after it's over with.
00:07:58.240 --> 00:08:09.519
So this fractionation is essentially a method for how other people can have that same sort of like silent conversation, but you know, leaning into their gut feeling with like a more systematic approach.
00:08:09.920 --> 00:08:13.279
Um so let's talk about the two prongs of the fractionation method.
00:08:13.360 --> 00:08:26.480
Um so in solution 44, you talk about the feed, and then you talk about employees as you describe as the good, the bad, and the ugly, because we know that you like to have the metaphors.
00:08:26.720 --> 00:08:39.120
Um and you know, however uh you need to recall what those things are, this idea of good, bad, and ugly and the feed is actually really wonderful insight about employee behavior.
00:08:39.200 --> 00:08:47.039
And I think it's kind of the best I've ever heard to kind of categorize what types of employees that you're working with and then what you can do about those categories.
00:08:47.279 --> 00:08:51.360
So I just want to uh have you talk a little bit about those two components.
00:08:52.399 --> 00:09:00.879
Well, whether you got 20 people working for your company or 2,000, the percentages generally run the same.
00:09:01.120 --> 00:09:02.159
Generally run the same.
00:09:02.399 --> 00:09:03.759
That's scientific, right?
00:09:04.000 --> 00:09:08.159
So the latest studies show that these are the numbers you want to remember.
00:09:08.399 --> 00:09:12.000
20 percent, 60 percent, 20 percent.
00:09:12.320 --> 00:09:15.840
20 percent of your people are actively engaged.
00:09:16.080 --> 00:09:24.799
They're the people that are gonna go the extra mile, that are gonna show up early, work late, do the things they need to do because they want to see this company be better in some kind of way.
00:09:24.879 --> 00:09:27.919
They feel like by the company being better, they're gonna be better also.
00:09:28.879 --> 00:09:33.600
60 percent of your workforce is what we call disengaged.
00:09:34.000 --> 00:09:34.879
What does that mean?
00:09:35.039 --> 00:09:41.919
They show up to work, it's just a job, it's the same people that you have say, what am I just a number, or am I really supposed to be somebody special?
00:09:42.080 --> 00:09:43.039
I just work here.
00:09:43.279 --> 00:09:48.320
You know, those people are 60 percent, the greater majority of your workforce.
00:09:48.559 --> 00:09:53.120
The last 20% are what they call actively disengaged.
00:09:53.279 --> 00:10:10.720
And the actively disengaged people are not just like, I'm just a number, I don't work here, but they're the ones at the at the water uh cooler or in the smoke shack or in some place where, you know, other people are gathering and all they're doing is bad mouthing and planting negative seeds for all these people.
00:10:10.960 --> 00:10:15.039
So I've ever replaced those words with the good, the bad, and the ugly.
00:10:15.279 --> 00:10:27.360
You know, the funny thing, the thing that you gotta really look at is that this study doesn't have, you know, it goes from actively engaged to disengaged, or in my case, straight from good to bad.
00:10:27.519 --> 00:10:28.399
There's no in-between.
00:10:28.559 --> 00:10:28.960
Yeah.
00:10:29.120 --> 00:10:35.279
Um, and the reason for that is because only the actively engaged people are really pushing forward.
00:10:35.519 --> 00:10:40.960
If you're not doing that, if you're not helping me, you're not moving forward, then what are you doing?
00:10:41.039 --> 00:10:42.879
You're a part of the group that's standing still.
00:10:43.039 --> 00:10:43.440
Yeah.
00:10:43.679 --> 00:10:46.320
And that is not something that you want to have, right?
00:10:46.480 --> 00:10:46.799
Right.
00:10:47.039 --> 00:10:55.840
So when you think about it, so when you think about it, the people are the inlet to the company.
00:10:56.240 --> 00:10:57.919
That's our manpower stream.
00:10:58.000 --> 00:11:01.600
That's that's our that's our product, that's what's coming in.
00:11:01.840 --> 00:11:03.200
Now, where do they go?
00:11:03.360 --> 00:11:10.480
You know, in many cases, we call the people coming into the company, we call it the feed in in this methodology, right?
00:11:10.639 --> 00:11:17.759
And that feed consists of, get this, it can be honorable men and women, but it can also be thieves.
00:11:17.840 --> 00:11:23.440
It can be hateful people, it can be cheaters, it can be workaholics, it can be loyal people.
00:11:23.919 --> 00:11:25.840
It is just the feed.
00:11:26.240 --> 00:11:33.519
Where they fall when they get into your company is largely due to how you break them down.
00:11:34.720 --> 00:11:40.399
And so what you're essentially saying is like this feed of people is only gonna go one of three places.
00:11:40.960 --> 00:11:41.759
That is correct.
00:11:41.919 --> 00:11:44.159
And that's the principles of fractionation.
00:11:44.639 --> 00:11:44.799
Okay.
00:11:45.600 --> 00:11:48.960
So ever the bleeding heart.
00:11:49.360 --> 00:12:06.639
The hardest part for me in this good, bad, and ugly breakdown is realizing one that the ugly truly does exist, people who are actively seeking to harm you, um, and understanding that there cannot be a place for them in your organization.
00:12:06.960 --> 00:12:13.840
Um I know many managers who have a really difficult time parting ways with employees.
00:12:14.000 --> 00:12:23.279
And I know in my organization, sometimes that can be pushed to another department or someone who does not directly interact with that employee because it is so difficult.
00:12:23.519 --> 00:12:40.720
So, do you have any tips for kind of reconciling this experience and just helping people who have a lot of difficulty around letting employees go or just really identifying employees that are harming them?
00:12:41.279 --> 00:12:50.159
Aaron Ross Powell So before we had our act together and we were still figuring each other out, Matt and I would argue about this a lot.
00:12:50.320 --> 00:12:58.879
Um and in the beginning, you know, I wouldn't it especially when it was in his wheelhouse, I wouldn't really overly like involve myself with it.
00:12:59.600 --> 00:13:07.279
But there's plenty of times where you say something's not right about this guy or something's not good, like there's something I just something I don't like about him.
00:13:07.519 --> 00:13:16.240
And, you know, when the end results turn true, that's when I realized I, like I said before, that uh I had to figure out a way to quantify it.
00:13:16.480 --> 00:13:34.480
But one of the things that were as a byproduct of this is almost every single time, every single time, we got that much closer to someone who would finish our sentences, someone who shared our goals, someone who was in a that that aligned themselves with us and we we were working together.
00:13:35.200 --> 00:13:45.360
So every time that we had to let someone go or change uh end employment for someone, what was on the other side of that was a blessing.
00:13:45.519 --> 00:13:49.600
You know, and that was something I was prohibiting myself from from getting, right?
00:13:49.759 --> 00:13:58.799
So if you remember that 60% of the workforce is disengaged, it's such a thin line from disengaged to actively disengaged.
00:13:59.039 --> 00:14:05.919
If you let that cancer sit there, you're gonna change your 20% of actively engaged to maybe five.
00:14:06.399 --> 00:14:11.840
And that 60%, that number might shrink, but it's because they're going to the bottom right now.
00:14:12.080 --> 00:14:14.480
The 20% is 30 or or 40%.
00:14:14.879 --> 00:14:16.960
You have to protect yourself from that.
00:14:17.360 --> 00:14:23.360
Now, I want to say that you're not in a rush to disregard these people and fire them.
00:14:23.600 --> 00:14:26.720
You are in a rush to identify who they are.
00:14:26.960 --> 00:14:31.840
The process of identifying who they are will many times help people fly right.
00:14:31.919 --> 00:14:34.000
You heard that phrase, straighten up and fly right?
00:14:34.399 --> 00:14:42.080
Like that happens because you're called to the carpet, because you have you have those tough conversations prior to the point.
00:14:42.240 --> 00:14:44.720
So this is this is not a method for firing people.
00:14:45.519 --> 00:14:59.519
Um this process of identification, it really gives ample opportunity for the overachievers and the achievers to reach those goals and for you to be able to be, honestly, for you to bear witness to the whole event.
00:14:59.759 --> 00:15:06.080
So when you find them in the ugly category, it is because of their own choices that they fell through the cracks.
00:15:06.240 --> 00:15:11.759
And um in a fractionation system, there's a tray for everybody.
00:15:12.080 --> 00:15:18.320
If the tray you end up with is the ugly tray, the bottom, that's the that's the sum of your own choices.
00:15:18.639 --> 00:15:18.879
Yeah.
00:15:19.039 --> 00:15:26.080
I think for me, whenever I hear the um 20, 60, 20 statistic, 60% seems so huge to me.
00:15:26.159 --> 00:15:30.080
And I'm like, over half of your organization is disengaged.
00:15:30.159 --> 00:15:31.679
Like that seems crazy.
00:15:31.840 --> 00:15:35.519
How is it that that many people can end up in that tray, as you would say?
00:15:35.679 --> 00:15:45.360
But it is because if you're not, you know, magnifying these categories, it's easy to just hide, to kind of tuck yourself behind complacency.
00:15:45.519 --> 00:15:58.879
And more often than than not, I would say that it is easier to slip into the ugly category than it would be to suddenly wake up and be like, I'm a super motivated employee and I just suddenly love my job and this is awesome.
00:15:59.120 --> 00:16:06.879
You know, like the longer you sit in complacency, the more likely you are to become, you know, actively disengaged.
00:16:07.039 --> 00:16:17.120
Um, but there's something that you said at the end of that where you you talk about um this ugly category, um, and you say they they end up there by their own choice.
00:16:17.360 --> 00:16:28.000
Is there ever a situation where someone finds themselves in that category because of external factors or something that just happened to them rather than by their own choice?
00:16:29.039 --> 00:16:30.879
Yeah, it does happen.
00:16:31.120 --> 00:16:32.080
It does happen.
00:16:32.240 --> 00:16:36.639
I can think of a couple of people, and I'll give you a couple of examples.
00:16:36.799 --> 00:16:44.559
Um There was this one gentleman who I trained from scratch to be a supervisor, and he he did a really good job.
00:16:44.799 --> 00:16:45.840
Really proud of him.
00:16:46.000 --> 00:16:58.000
He was liked by my clients, he was kind of a cornerstone for where we were, and then he went through a divorce and it tore him completely apart.
00:16:58.320 --> 00:17:26.559
Now, you know, you can argue whether or not the divorce was his fault or the breaking up of his family was his fault, but the choices that he made post that moment to the point that he got to where he was no longer an asset for the company, he wasn't even disengaged, he was in a negative place of actively disengaged and lashing out at other places that, in my opinion, was was not warranted.
00:17:26.799 --> 00:17:27.920
Those were his choices.
00:17:29.279 --> 00:17:37.680
So something happened to him that, you know, I've I've had, you know, one of my safety managers go through a death of his mother.
00:17:38.160 --> 00:17:58.160
And it it tore him up, you know, it's this it's the when we are offering a partnership and when we say that Flaps is our company and our our mascot and you know it's uh fun, loyalty, adaptability, people, service, all these things say that we're going to work with you in this situation, you know.
00:17:58.720 --> 00:18:01.359
We can't be the only one working in the situation.
00:18:01.519 --> 00:18:04.880
We'll definitely give you that time, we'll definitely give you that opportunity.
00:18:05.039 --> 00:18:15.599
But if I'm answering your crest question directly, it will always come back to the choices that that person made to have him in this ugly tree in our tower.
00:18:15.920 --> 00:18:16.319
Yeah.
00:18:17.200 --> 00:18:41.759
So just to push a little bit more, would you say that there is ever a toxic work environment or just a failing of management or um direct supervisors of an employee that can cause them to become actively disengaged when they may not have otherwise been?
00:18:43.039 --> 00:18:44.160
That is true.
00:18:44.480 --> 00:18:46.400
How my, how smart you are.
00:18:47.200 --> 00:18:48.000
That is true.
00:18:48.160 --> 00:18:48.640
That is true.
00:18:48.799 --> 00:18:49.599
That is possible.
00:18:49.759 --> 00:18:55.839
It can happen, and that's another reason why you know we wrote and love Solution 44.
00:18:56.240 --> 00:18:59.759
One of the things that we all talk about is the ground truth, right?
00:18:59.920 --> 00:19:15.359
And then and then talking about the ground truth, it allows upper-level management and high-level management to get the truth of what is going on all the way down to the person that is touching the way the money comes into the company.
00:19:15.599 --> 00:19:16.160
You know?
00:19:16.480 --> 00:19:26.799
And it allows you to compare and see if there's congruency in what we preach, you know, uh all preachers that say, what I preach at the pulpit, do I practice in the streets, you know?
00:19:26.960 --> 00:19:29.519
Um, this is the exact same situation.
00:19:29.680 --> 00:19:36.079
We can see, we can stand in the in the high tower, as they call it, and say all the things that we want to say.
00:19:36.319 --> 00:19:41.680
But if the people in the streets feel a totally different feeling, then all that is for not.
00:19:42.240 --> 00:19:44.480
So, you know, there is a module for that.
00:19:44.640 --> 00:19:48.160
It's not it's not in this particular lesson, but there is a module for that.
00:19:48.240 --> 00:19:50.960
And I I look forward to having the opportunity to talk to you about it.
00:19:51.279 --> 00:19:51.599
Yeah.
00:19:51.839 --> 00:19:55.599
So before we move on, I have one last question for you on this section.
00:19:55.759 --> 00:19:58.799
Um, something that just kind of stood out in the reading.
00:19:59.039 --> 00:20:07.039
You mentioned in this section that um if managers are not careful, they can end up being swallowed by their group.
00:20:07.200 --> 00:20:09.839
So I'm curious, um, did you include this?
00:20:09.920 --> 00:20:12.400
Because this is something that you've witnessed in your career?
00:20:12.559 --> 00:20:15.440
And if so, can you just kind of give us some insight on that?
00:20:16.240 --> 00:20:22.799
Yeah, so that type of situation would generally show its head in two different ways.
00:20:22.960 --> 00:20:30.240
You know, when you think about somebody getting swallowed by the group, generally the first way is that the company realizes.
00:20:30.559 --> 00:20:45.599
So if you're in a situation where you are not actively managing and you do have actively engaged people, then how well do those actively engaged people look to the people that are above you, your boss?
00:20:45.759 --> 00:20:49.759
You the because in this system, it will be seen, it will be shown.
00:20:49.839 --> 00:21:00.319
They will show up on reports, they're in categories that are different than other people's categories, and these people are spotlight people because as a company trying to grow, you always want to grow those things around you.
00:21:00.640 --> 00:21:11.440
So if you're one of the supervisors or managers is in a situation where you become complacent or you're not pushing it, that's the first place that it'll be seen by the client, by the company itself.
00:21:11.680 --> 00:21:15.279
The second place is that the client may end up realizing it.
00:21:15.359 --> 00:21:16.480
And that's the worst.
00:21:16.960 --> 00:21:30.960
Because if the manager is in a situation where he can prove or at least show us in some form or fashion that he's doing what needs to be done, but he's really not, you know, all we have, we can have at the end of the day, you can have all the bells and whistles.
00:21:31.119 --> 00:21:33.920
There's always times when someone's gonna fall through the cracks.
00:21:34.160 --> 00:21:45.359
Um and this other person working along the path is doing a better job, and the client is the one who realizes it, then essentially at that point our hands become tied.
00:21:45.920 --> 00:21:49.599
And that's probably the ultimate way to kind of get swallowed up.
00:21:49.759 --> 00:21:58.799
And in the end, honestly, the company survives because of this system exists and it allows actually for something like that to happen.
00:21:58.880 --> 00:22:10.960
It's not the way you want it to happen, but in both situations, the best person putting the most effort to align themselves with the company's practices uh is moving forward.
00:22:11.440 --> 00:22:13.359
So I always encourage them to.
00:22:13.599 --> 00:22:18.559
I think it's a healthy competition type thing where everybody's kind of working toward that same goal.
00:22:18.799 --> 00:22:23.440
We we don't have finite supervisor spots or finite manager spots.
00:22:23.680 --> 00:22:24.400
It's not finite.
00:22:24.559 --> 00:22:27.119
Like it it could change overnight.
00:22:27.279 --> 00:22:30.000
And in my career, it's only ever been going up.
00:22:30.160 --> 00:22:31.440
So we always need more.
00:22:31.599 --> 00:22:34.480
And I and I'll, in closing, I'll tell you this.
00:22:35.279 --> 00:22:46.559
With the model that we've developed, the reason why this thing became so important and solution 44 became so important was because we had no problems getting business.
00:22:46.799 --> 00:22:49.920
We had no problems having the opportunity to make more money.
00:22:50.160 --> 00:22:53.839
The thing that we had the most problem was people development.
00:22:54.160 --> 00:23:16.079
So I went into my dungeon, as I like to say, and put something together that would allow us to quickly, more quickly, identify these type of people and then cultivate them in the right atmosphere and develop them so that we can have better, quicker access and essentially grow faster, which helps everyone.
00:23:16.480 --> 00:23:16.720
Right.
00:23:16.880 --> 00:23:17.359
Yeah.
00:23:17.680 --> 00:23:23.519
Um, this section in particular just reminded me of this need for transparency.
00:23:23.680 --> 00:23:42.480
And while it can kind of look employee-facing, um, you know, people who are kind of in like the bottom, more foundational position in a company, it actually enhances transparency for all levels, um, not just the employees that are, you know, making up your labor force, but also for managers or supervisors.
00:23:42.720 --> 00:23:46.319
By default, they're kind of under the microscope as well.
00:23:46.480 --> 00:23:55.359
Um, and not in a negative way, like you're hyper-assessing every single person, but it's kind of just showing you and shining a light on all of the talent that you have.
00:23:55.440 --> 00:23:58.480
And sometimes, you know, the cream rises to the top.
00:23:58.720 --> 00:23:59.119
Mm-hmm.
00:23:59.279 --> 00:24:00.960
Yeah, I will definitely agree with.
00:24:01.599 --> 00:24:02.000
All right.
00:24:02.079 --> 00:24:04.000
Well, thank you for joining us again.
00:24:04.079 --> 00:24:10.000
And I look forward to hearing a little bit more about solution 44 in the following sections.
00:24:10.640 --> 00:24:11.440
Well, you're welcome.
00:24:11.599 --> 00:24:12.720
It's good to be here.
