0:00

So hello , hello , hello everybody

0:02

. For some reason , my Adobe audition

0:05

for this episode will not let me upload

0:07

my intro music . Don't really

0:09

need it anyways . Just want to give you

0:11

a heads up . Me and Margaret were chatting

0:14

for a while and had a great

0:16

time and I just finally had to tell her Mike , we

0:18

could keep chatting and I forget the record . So

0:21

we talked about her consulting

0:24

and new coaching and the quality

0:26

employee morale . It's amazing

0:28

what we went into . Just

0:31

a little quick push . I'm trying

0:33

to get more subscribers

0:36

via podcast

0:38

feeds and reviews . That

0:40

helps me out when wanting to reach

0:42

out to awesome people like Margaret saying

0:44

hey , I have X amount of following

0:47

, this many reviews , this much

0:49

of an email list . Like , would

0:51

you come on to give me like 30 minutes to an hour

0:53

of your time ? It makes it easier

0:55

for me . Other

0:57

than that , yes , so subscribe to the podcast

1:00

if you're in for it . Youtube

1:03

, I'm working on that . It

1:05

seems YouTube does not appreciate Zoom calls

1:07

, so that's

1:09

, I'm trying to figure out how that works . Maybe buy

1:11

a package on Adobe for

1:14

After Effects and do the sound wave thing , but

1:16

either way , yeah

1:19

. So here we go , guys , let's

1:21

get right into it . Well

1:33

okay

1:37

, Don't worry about this , I'll cut out this so

1:39

it makes more sense . I'm just just

1:41

chatting with you . So

1:44

for you said you're

1:47

the consulting part , it has changed and shifted

1:49

to more like is

1:51

it a big business , more small businesses ? That's

1:54

what I heard . Was that correct ?

1:56

I grew up in large businesses

1:59

and medium

2:02

businesses and not for profits , so

2:04

I've been in the business world my

2:06

whole career .

2:08

And .

2:08

I'm a volunteer in the quality

2:10

area with the Malcolm

2:13

Baldwin National Quality World Program

2:15

, so

2:17

I'm shifting now for

2:20

coaching . My focus is with overworking

2:23

small business owners who

2:25

are losing

2:28

track of their family . They're not

2:30

getting exercise , they're stressed

2:32

, you know , over challenged and

2:35

helping them find more time to look

2:37

. And part

2:39

of that is where looking

2:43

at where they want to be spending their

2:45

time , where they're spending it and

2:47

helping them put a plan together to

2:49

shift . And

2:52

also looking within this in the business

2:54

, because I look for ways

2:56

. I look for ways to

2:58

improve processes , find

3:02

areas that can be included . So

3:05

it's both the personal side and

3:07

the business side to get them

3:09

more time .

3:12

So does that like include automation

3:14

and outsourcing to like the

3:16

Philippines , or hiring , like your nephew , for cheap , or

3:19

something like that ?

3:21

Absolutely what I've found with

3:24

small business , with entrepreneurs

3:26

. They have great ideas , they

3:29

put it to market , they

3:31

nurture it and grow it . And

3:34

they're used to doing everything themselves

3:36

. So we

3:39

want to step back

3:41

and look at those

3:43

things that can be outsourced

3:45

to contractors

3:48

or partners or new

3:50

buyers or whatever , that

3:53

they can focus on what's most

3:55

important in the business the

3:57

strategy , the customers

3:59

and the financials Right

4:02

.

4:05

Okay . So I'm actually

4:07

really curious for something you mentioned earlier . You're

4:10

focusing on the small business owner that's busy

4:12

, doesn't have time for himself , or specifically exercising

4:14

. How do you specifically

4:17

find those ? Because that's a very that

4:19

group's not usually when they're like that

4:21

, they're not open minded like we should call someone

4:24

for help . They're just like well , did Bucketown harder

4:26

, good thing . So

4:29

how do you find those guys specifically ?

4:31

or go or cows , I

4:35

work through LinkedIn Okay

4:39

, other colleagues who

4:42

are coaching in different parts of

4:44

different functions . For example , I've a

4:47

consulting partner

4:49

who focuses on HR

4:51

. So hiring Okay

4:55

, that's that you're really specific .

4:56

That's good .

4:58

People hire people , and

5:00

so we're working

5:02

together . That's a combination

5:05

of research and

5:08

offering services

5:12

, teaching those

5:14

kinds of things .

5:16

I like it . And then also no podcasts

5:18

, too . That's a great way to get people

5:20

.

5:21

Yes , that's what I've

5:23

been told , and I'm grateful that you invited me to

5:25

join your podcast .

5:28

Yeah , actually , it's really funny

5:30

. I was just telling my father . I

5:33

said , yeah , I've been having a lot of people

5:35

reach out , but when I send them my

5:37

link , there's like 10 people . Now

5:39

I'm waiting . I haven't clicked it . They're like , oh , this

5:41

is too good to be true . I'm like it's

5:43

funny . It's hard for me to get people like you

5:45

on too , and it's hard to get on shows . So it's

5:47

like that mutual I need people

5:49

and you need to get on , but no one's

5:51

talking to each other . So

5:55

just a weird thing I've noticed recently . But

5:57

yeah , no , I'm sorry , I had a

5:59

little spastic thought there , but

6:02

I enjoyed . I

6:04

enjoy this like the chat with you and

6:06

I like that . Like

6:09

I was telling you on the emails before we actually

6:11

got on there and I started recording . It's

6:13

like this is just like I invited you to coffee shop near

6:15

your house or office or wherever and

6:17

just be like tell me about your life , kind of

6:19

thing .

6:21

Well , I'm interested in what you're interested

6:23

in too , so tell me more about you

6:25

and your travels . You

6:27

seem to want to . You seem to enjoy traveling

6:30

right .

6:31

Yes , I do , my biggest one recently

6:33

. I went to Italy last

6:36

year , actually around this time last year

6:38

.

6:39

That's a good time it is

6:41

.

6:41

It was right at the tail

6:44

end is when it got hot , but

6:46

it wasn't like unbearable , it

6:49

was just instead of like

6:51

. Here in California we can easily hit 115

6:53

. It was more like 90

6:55

something , with dry heat wasn't

6:58

bad at all . The view was so worth

7:00

it . Like I , we went to like Turkey

7:02

and there's a cat , a place where we landed . There's

7:05

an actual like castle and everything made

7:07

like 6000 BC . It was gorgeous

7:10

. I was just I was climbing

7:12

in that castle . The

7:14

funny thing is that was going up to it , this

7:17

one guy in a wheelchair had a Liz , a big

7:19

iguana in a parrot . He's like you want to

7:21

take a photo with the lizard 20 , 20 us

7:23

? And I'm like , no , I'm good dude , and I held up

7:25

my wallet . I'm like I don't have cash anyway

7:28

, so I can't pay you . And he looks and

7:30

he's like , all right , fair enough , I

7:32

don't charge you . You still want a lizard picture of my case

7:34

? I'm like I'm

7:37

not

7:41

going to think it was

7:43

. And then so then I was just walking around the castle

7:45

and I asked him like hey , because he was handicapped

7:47

. I'm like , um , any areas

7:49

you recommend to the view ? He ? He pulls

7:52

out his wheelchair . He's like dude , this thing is all terrain

7:54

, it's like an ATV and he's like and

7:56

he shows us C all moving . He's

7:58

like I can get all over this place . He

8:00

said you want to go in the back ? He's a careful

8:02

, though . There is a medieval pit . He's

8:05

like if you fall in , no one's going to

8:07

find you , kind of thing . I

8:10

was like , oh , I want to see the pit now . He's

8:15

like , but if you get up there and you climb around a certain

8:17

rock , the view is amazing . The tourists don't even

8:19

know it exists . So

8:22

it was . It was gorgeous . Like the water

8:25

was more blue , there was no boats really

8:27

there and I just sat there and I watched it . I

8:29

was like this is amazing . This

8:31

is like like that little slice of

8:33

heaven on earth kind of thing . But

8:38

tell me about yourself . So

8:40

you were giving me a little bit of

8:42

your history in the beforehand

8:44

. Tell everyone out , like like

8:47

what you do , what

8:51

led up to you , like coaching

8:53

and just like that whole backstory .

8:58

Okay , well , I enjoy

9:00

helping people

9:02

Okay . As

9:05

I said , a lot of experience in

9:08

business work and in working with

9:11

volunteers and

9:13

people

9:15

in general , and my

9:18

passion is quality and

9:21

quality okay . One definition of

9:23

quality is doing

9:25

the right things right . So

9:28

doing the right things is

9:30

your strategy . To

9:32

make sure that you have

9:35

a strategy and you know that

9:37

you're focusing on the things

9:39

that will help in business . Doing

9:42

things right is

9:44

the part of execute

9:46

that you are delivering

9:50

what your customers want . You're

9:52

building what you want to build

9:55

or create for customers

9:58

. So it's two sides of

10:00

are you doing the things you

10:02

really want to be doing when you say you want to

10:04

be doing , and then I need to win

10:07

ring what your customers work . So

10:11

what I'm trying , skilled in , is

10:13

looking at processes . Is

10:15

a process processes or how

10:17

you run your business ?

10:19

Right .

10:21

When your processes aren't lined

10:23

up , you may have duplicate work , so

10:26

people are doing the same things and

10:28

you only need one person to

10:30

do that thing for their

10:33

gaps , or you're not reaching

10:35

out to your customers to know am

10:38

I delivering what you want ? You know , getting

10:41

feedback from customers is really

10:43

very important .

10:48

I'm just curious in your quality and

10:50

how you assess things , does also

10:52

employee morale come into play , because if

10:55

the employee morale

10:57

is low , the quality goes down , kind of

10:59

thing .

11:01

I'm having a little trouble hearing you . You're

11:04

asking about dealing with morale

11:06

.

11:07

Employee morale yeah .

11:10

Okay , leadership is responsible for

11:12

everything .

11:14

Okay .

11:15

And studies

11:17

have shown that employees

11:20

behave I'm sorry . Employees

11:23

dig into the work when they're appreciated

11:26

. So if they don't , if

11:28

they don't feel appreciated , they

11:31

are more likely to look somewhere

11:33

else . So it's the leader's

11:35

responsibility to understand

11:38

what

11:40

the work is about and

11:42

learn how to get

11:46

feedback from employees and appreciate

11:49

them . Women

11:51

have a more natural flair

11:54

for intuition

11:57

and reading people

11:59

and getting feedback . So

12:02

most of the articles I've read recently

12:04

about employee

12:06

turnover is the men don't

12:09

get it . They may

12:11

have to study the

12:14

feminine side of themselves and not

12:17

be ashamed of it . So

12:21

when I coach

12:23

leaders , you know we go through

12:25

what's . For

12:28

example , how do they get feedback from

12:30

their employees ? What does their

12:32

turnover number look like ? And

12:34

compare it to other kinds

12:36

of businesses that might be similar

12:39

, so that they see there's

12:41

a number there that's not as good

12:43

a number as they want . So

12:46

sometimes people

12:48

are numbers people and they're not people people

12:50

. So so you

12:52

discuss how to

12:54

become more of a

12:56

people person , and maybe

12:59

the HR person can advise

13:01

as well .

13:04

It's true , yeah , no

13:06

. And then that touches on something , because a

13:09

while ago

13:11

I used to do security and

13:14

really long story short is essentially

13:16

one of the big bosses was like , hey , why

13:18

do ? Why is my number suffering at this place ? I'm

13:20

like , well , a guy with the like , the neck tattoo

13:23

with the hell gate and the demon spawn coming out , he's like

13:25

, yeah , Chuck . I'm like well , Chuck just literally wished he

13:27

could break his leg and go home unpaid

13:29

for six months instead of working for you

13:31

for one day . Oh , I'm like

13:34

I said he literally

13:36

wanted to get in a car crash and

13:38

not come to you for six months . I'm like you have a moral

13:40

problem , that's why your quality sucks . I'm like the

13:43

word moral has more power than what's actually

13:45

going on here , kind of thing . So

13:47

I just told him , like dude , for humans we love

13:49

games , even the non competitive shy love

13:51

games , kind of thing . And

13:54

I said , sad to say , for a W two

13:56

worker on minimum wage 100 bucks

13:58

, sadly , is really game changing

14:00

. And I'm like , can you spare

14:02

100 bucks ? He's like , yeah , I usually

14:04

buy my steak dinners at 250 and I go

14:07

twice a week . I'm like I don't know where you

14:09

go for steak dinner at 250 a shop , but I

14:11

want one of those . So

14:19

I said can you spare two steak

14:21

dinners a week and then give that

14:23

cash and I even company money and just your cash to

14:25

them ? And he's like , oh yeah , within

14:28

one month they went from like , let's

14:30

say , number six , like 200,000

14:32

packages a day at a dollar each

14:35

to a million a

14:37

day at a dollar each . I

14:41

literally just said

14:43

think of a game . I said you've

14:45

been in your ivory tower too long saying make

14:47

more money for me , kind

14:49

of thing and you forgot what it's like to be the manager in

14:51

the field , kind of thing . I

14:54

told him . I said , remember when you

14:56

were a manager , you would go buy that expensive taco

14:59

died guy down the street with the company car because you're like I

15:01

want to try him for myself , but I'm gonna use

15:03

company dollars , plus , everyone did good , he's

15:05

a , he had the biggest career and he's like , yeah , I'm like

15:07

you haven't done that in like 30 years

15:09

. So

15:12

he did , he did a blowout . Their production

15:15

was insane . It was under a month and

15:17

a half . And

15:19

that's where he put it . That's what I was

15:21

asking . But he even said the quality . The injuries

15:23

were low , lower . There

15:25

was no more call off . People are actually begging

15:27

for second shifts because they wanted to increase

15:29

their numbers for the game . I

15:32

didn't even tell him how to set up the game , I just said this

15:34

is an idea , you should do it , kind

15:37

of thing . And that's where I was curious if that's a similar

15:40

thing for you . And it sounds like , yes , not

15:42

to that , not what I did , but it's similar

15:44

thing . Yeah , but I

15:46

kind of said it without saying it , like you said earlier

15:48

, like you don't remember the , the

15:50

, the feeling part of your employees because

15:52

you were in the trenches with them . So you're like , oh , john's

15:56

really struggling , I better go get him like a snake , like

15:58

a , go buy him a snack or something Cause just

16:00

to give him some calories . But also

16:02

like , oh crap , boss , boss bought me a soda , like I'm

16:04

going to work harder today , but

16:09

yeah , that's like my favorite one . And then , like

16:11

the the finish that story off , he just walks up with

16:13

his personal checkbook and says so

16:15

, how much do you want for that ? And I'm like , uh

16:19

, well , I didn't

16:21

expect to get paid for this . He's like pick

16:25

a number , any number . What do you want ? Like $10,000

16:28

. Okay , here you go . The

16:35

only reason I mentioned the numbers earlier . I only learned that

16:37

afterwards when I told I'm holding the check . And I'm like

16:39

, uh , wow

16:42

, that was really easy . I'm

16:44

like I looked up , I gave him back to

16:46

him because I'm like I think my account

16:48

will not like the taxes on that . And he's like am

16:50

I right ? Well , if you ever want the check back , tell me and I'll give it to you . But

16:57

it's one of those . No

16:59

, that's the reason I figured out the number . I told the lady that

17:02

what I was calling the whole time and

17:05

she's like , oh yeah , like he

17:07

essentially made a dollar package and he was doing

17:09

200 a K a year , a month

17:11

, a day Sorry , a day and you

17:13

got him to a million a day . She's

17:15

like you could easily ask for two million . You would

17:18

have given it to you .

17:20

Yes .

17:22

I looked at her and I'm like , okay , might want to go ask for that

17:24

check back then .

17:28

Sounds like you earned it for sure .

17:30

Well , and but that's , that's kind of been my thing

17:32

. So , um , just talking on that

17:34

, but what else ? So under quality

17:37

for you ? Um , what

17:39

else do you look into

17:41

? You were talking about processes and

17:43

procedures and the double work . How

17:46

do you know where the double work is , kind

17:49

of thing .

17:53

When you start at the end and

17:56

what are the defects , what's

17:59

broken ? How many returns

18:01

do you get from customers ? How

18:04

long does it take to do task

18:06

number 104

18:09

? Right , it

18:11

has somebody assess how long it

18:13

should take ? And do

18:15

employees A , b and C do

18:18

it differently ? Because

18:20

you want to get uniformity . You want to get

18:22

the best process , as

18:25

opposed to three people doing it three different

18:27

ways . You

18:30

start with the end . How

18:32

happy are the customers ? How

18:36

happy are you with the time

18:38

it takes to get from the beginning

18:40

of an order

18:42

or a task to the end

18:45

? You want to gather some

18:47

data and then you want to get

18:49

people together and discuss it . What

18:53

do you see that's working right here , correctly

18:56

? What do you see that's not

18:58

working quite so right ? And

19:00

brainstorm . You want to get people's ideas

19:03

, not just one person

19:05

. It's getting the

19:07

brain power of everybody that

19:09

helps solve problems .

19:13

Okay . So like a

19:17

metaphorical let's say

19:19

it's an office marketing agency that calls

19:21

you . Is it the constant

19:24

calls from the client saying like hey

19:26

, you haven't produced what we said

19:29

? Or is it more like

19:33

who's the ideal ? Instead of me speculating

19:35

, who's your usual client that you deal with

19:37

in your coaching and consulting that

19:39

you help out with ? I mean , you

19:41

don't have to give me details of the exact company names

19:43

, just generally who do you deal with ?

19:46

Well , I do deal with the

19:48

leadership .

19:50

The leadership like C-Suite .

19:52

The organization Okay and

19:55

they usually have some issues . So

19:59

it could be too many customers

20:01

calling . I'm not happy . It

20:03

could be not enough customers . So

20:06

what can we do to get more customers ? What

20:09

could be waste , whether

20:11

it's time or bad

20:14

products ? It depends if

20:17

they're manufacturing or if they're service

20:19

Right , and

20:21

usually the people who are

20:24

closest to the customers are

20:26

the ones who feel the heat

20:28

, feel the things

20:30

that aren't going right as

20:32

well Middle and upper management

20:35

. If they don't step out

20:37

to meet customers , spend time with

20:39

them , they're not necessarily

20:42

as in touch with

20:45

where the oh 100% . The

20:47

clients are yeah .

20:51

The biggest one . I've had a few

20:53

managers approach me Just

20:56

like quick tips what can we do to improve our stuff

20:58

? I'm like , talk

21:00

to whoever deals with the customers the most

21:02

, whether it's a returns person . I

21:04

said , surprisingly , janitors have to deal with the

21:06

customers a lot and they hear things they

21:09

really shouldn't anyways , talk to

21:11

the janitor , talk to the return

21:13

people , and I said , because

21:16

a lot of them were grocery stores

21:18

I said talk to your clerks , though , that you check them

21:20

out . They hear everything .

21:22

Oh , they experience everything

21:24

.

21:24

Yes , yes , and

21:27

I told them just talk with them . But I said , don't

21:29

be closed minded . They say , hey , the customers

21:31

are being really mean and rude . That

21:34

means you need to step up . Like you said earlier , you're

21:37

the leader , You're responsible for that kind

21:39

of thing .

21:40

I was at the grocery store the other day

21:42

and there was only one shepherd

21:44

and the line was quite

21:46

long . And I asked her can

21:49

we call the manager and see if they

21:51

can open up another aisle ? And

21:53

she said we're shorthanded . The

21:55

manager over there is working

21:57

the self-checking , so

22:04

that particular store

22:06

must have had turnover

22:08

or or just everyone called

22:10

off , I'm sorry .

22:13

Or massive call off too , yes , because

22:16

I used to work at a grocery store before my current

22:19

job and , yeah , call offs were Some

22:22

days you'd hear nothing and then some days

22:24

more than half the crew just called off in one day

22:26

and

22:28

I'm like how do you run a business when half

22:30

your crew can disappear ?

22:32

Exactly , One

22:35

of my clients is a technology

22:37

person and he's

22:40

a PC guru . He's brilliant

22:42

Kind of crusty that . He's brilliant

22:44

and we discussed

22:46

you know you're going

22:49

to need some help . He can

22:51

be a good teacher and what he

22:53

said was they come

22:55

in and they don't want to work

22:57

every day . No , the

22:59

other thing , they're telling me

23:01

how to run my business . You know , they're laid

23:03

off from Microsoft or wherever

23:06

and he says I don't

23:08

need people like that . I

23:10

expect people to come to

23:12

work every day and be

23:15

willing to learn . And his

23:17

criteria are coachable

23:20

.

23:20

I mean willing to learn and then have some basic

23:23

background and

23:26

be comfortable with technology and start

23:28

with yeah , I mean , if you get

23:30

in an IT or coding or like your

23:33

computer repair business , yeah , you need to be well

23:36

versed . You don't have to be the best in technology

23:38

and coding , but yeah , that's a big one

23:40

. I've noticed too that these

23:42

kids , especially with TikTok , are like I

23:44

know how the business is supposed to be ran . Blah

23:47

, blah , blah . You can't do this to me because of

23:49

California code blah , blah , blah

23:51

and that's like yeah , but also California code 30

23:53

instead of 28 overwrites

23:56

that . And they're like what ? You're

23:58

infringing on me , You're oppressing

24:00

me , I'm going to sue you and just walk away

24:03

.

24:03

Oh , my goodness .

24:05

It's crazy , and

24:08

there's a lot of these . I call them TikTok

24:10

lawyers . Now they're saying hey

24:12

, if your little boss says this , that's retaliation

24:15

and we can get you a shit ton of money

24:17

. Just give me a call , and

24:19

it's like . But

24:21

a lot of them have gotten the business owners in

24:23

trouble . So it is another problem where it's like

24:25

these kids have all this access to

24:28

these scummy lawyers and

24:30

they don't need to know how

24:32

business works . They make money either

24:34

way and it's the sad part .

24:36

Now I

24:39

don't know you with that depth here

24:43

in this area , but

24:45

wow .

24:48

You have essentially like I

24:53

mean in general just a lawyer giving

24:55

an order Sorry , if not a

24:57

lawyer , a boss , a manager saying hey

24:59

, you're slacking , I need you

25:01

to pick up the speed . I

25:03

guess if they repeat that more than so

25:06

many times a day , that's considered

25:08

harassment by

25:11

California law .

25:15

Well , I certainly wouldn't approach it that

25:17

way . Well , right ?

25:19

No , but I'm just telling you . That's also where sometimes

25:21

the quality of people

25:24

are getting

25:26

scummy or scummy here . So back

25:28

to your customer . I can understand the word . He's

25:30

like I only want excellence and I'll

25:32

do it myself because , yeah , the

25:34

people are not the best right now .

25:38

I understand hiring people that

25:40

are willing to work and willing

25:43

to learn and get along with

25:45

each other and be challenging If

25:48

there's so many jobs that they can just hop

25:50

from one to another you know

25:52

that doesn't give them

25:54

incentive to stay

25:56

at one place and try and make

25:59

better . But again

26:01

, leadership's responsibility

26:03

to make the workplace

26:06

a suitable place , a

26:08

place where you can learn and

26:11

advance over time and

26:13

contribute . So

26:15

it's always the leader's fault . I

26:18

mean Dr Demain goes back to that

26:20

it's all the responsibility

26:23

of leadership .

26:26

It really is . And

26:29

that's the interesting part . A

26:32

lot of managers and business owners

26:34

don't want to admit . They're like no , no , no , no , it's

26:36

the employees fault because they don't have their emotions and

26:38

checked , kind of thing , which

26:40

is not true either . So

26:45

hypothetical let's say I'm a

26:47

new client of yours and I have

26:49

a

26:51

marketing no , let's look over

26:53

like a marketing agency . I

26:55

have like 40 people under me , but

26:58

my problem is I'm losing people to my competitors

27:00

for pricing , for

27:03

quality reasons , because that's where you specialize

27:05

. What would I need to do

27:07

as your client that you would suggest to me

27:09

to help retain my employees

27:12

? But also , maybe I'm burning out my employees too . We

27:15

haven't gotten that deep in the conversation , but foreshadow

27:18

, kind of thing .

27:21

Well , there are probably several elements

27:25

to look at If

27:27

you're burning out your employees and you're burning

27:29

out yourself you

27:32

don't have a good strategy

27:34

. You might not have

27:36

a good match of

27:39

how complicated the work is or

27:41

what your role is the

27:43

leader and various

27:46

roles of the employees so

27:49

I would take a look at what

27:51

are you trying to accomplish , what

27:55

are the skills you need , what

27:59

is your timeline for

28:01

delivering what your customers want ? And

28:04

take a look at what's wrong with those things

28:06

. I mean burning out your

28:08

employees . You're probably going to have them

28:10

leave . You have a turnover problem

28:13

as well .

28:13

Yeah , probably If people are looking for

28:15

it out .

28:16

I don't want to work here .

28:19

It doesn't matter , he's paying me 40 bucks an hour

28:21

. It's not worth it , kind of thing .

28:24

That may be , and

28:26

the leader needs to listen . I

28:28

think that's the first skill I

28:31

coach on to

28:34

get a sense of what is really

28:36

going on . Again

28:38

, listen to your customers , listen

28:41

to your employees , listen

28:43

to the informal

28:45

leaders in your organization , because everybody

28:48

has some people who are leaders

28:51

among the worker bees

28:53

. You're

28:55

natural leaders . Find

28:57

some people and close

29:00

your mouth and listen

29:02

, take notes and

29:05

don't react

29:07

in a negative . Well , they shouldn't

29:09

do that . Listen for

29:13

them to trust you that you're going

29:15

to take that information and

29:17

confidence and try

29:20

and learn from it .

29:23

So again back to I'm your

29:25

client . Let's say I can't for some reason

29:27

convince my employees to come into a meeting and tell me

29:29

that they think I'm going to fire them for some reason , that

29:33

inviting them to my office is just they're

29:35

too scared to . What are

29:37

other ways I could get information ethically

29:39

out of my employees without having to

29:41

be like get in my office now

29:43

and tell me everything because that's not going to work

29:46

.

29:48

So getting an employee satisfaction

29:50

survey regularly is

29:54

a way

29:56

where they don't have to give their name and

29:59

you can collect information

30:02

that you're looking for and some

30:04

statistics .

30:07

So would that , when

30:09

you say regularly , are you talking like monthly

30:11

, quarterly , yearly ?

30:13

Once a year in most places okay

30:16

have enough that you can learn from it

30:19

to adjust

30:21

the processes and

30:23

the recognition . Okay

30:26

.

30:28

All right . So then

30:30

I get an employee survey

30:32

and a lot of them are saying that

30:35

generally I'm a good boss , I don't lead

30:37

them well , but I'm

30:41

unrealistic in my expectations

30:43

. The quality that I expect

30:45

compared to what they can produce , the gap's

30:48

too big . So how would you

30:50

help me address that to readjust

30:52

my standards ? Good thing .

30:57

Okay , we want to

30:59

spend some time on the definition

31:02

of quality in your

31:05

Okay

31:08

. Quality

31:10

is different to different people , so we

31:12

usually measure it by how

31:15

successful the processes are

31:18

in delivering the end product

31:20

or service . So

31:23

a

31:26

gap in expectation needs

31:28

good dialogue . Why

31:31

? would the management think it's

31:34

10 widgets an hour and

31:37

what you're producing is three widgets an

31:39

hour , right , so

31:41

what is the process to build a widget ? And

31:44

early in management

31:47

you learn to do time motion

31:49

studies . So how long does it take

31:51

person A to do a widget

31:53

, person B to do a widget , person

31:56

C , and do they do it differently

31:58

? So who's more successful

32:01

and how can we model that

32:03

behavior or document

32:06

the process in that sense that

32:08

person A is the most successful ? So

32:11

what can we learn

32:13

from person A and

32:15

then teach person B and C

32:18

to do it that way

32:20

? Does that make sense ? Yeah

32:22

, yeah , yeah , that makes a lot of sense and

32:27

document

32:30

and categorize it with

32:33

the intention of continuous

32:35

improvement . Part of quality

32:37

is continuous improvement

32:40

. Keep your eyes open for innovation

32:42

, for small improvements

32:45

. Innovation is big improvements

32:47

and then small improvements as well

32:49

.

32:51

Right and they have like the small little things here or

32:53

there , like maybe they instead

32:55

of they

32:58

need , instead of our ergonomic correct chair

33:00

, they actually just need a standing desk kind

33:02

of thing . And for

33:04

Johnny , that's exactly what he needs and his product

33:07

, his productivity goes through the roof , because

33:09

he's a kind of said kind of guy . But maybe

33:11

, like Lucy , needs the ergonomic

33:14

correct chair and the fancy keyboard

33:16

and the rest and all that , and

33:18

then her productivity can go up . Yeah

33:20

, it's not one size does not fit all , right

33:22

, but there's , there's

33:25

general outlines that you can fall for each . Okay

33:28

, I get that , yeah . So

33:30

, yeah , what I was leading to was like the 10 , I want

33:32

to expect in 10 widgets . It's three widgets

33:34

they're producing and it's just like the

33:37

quality of the products good , I'm not really getting any returns

33:39

, the customers are happy , but it's just , my employees

33:41

are like boss , we can't , we can't do

33:43

it that fast kind of thing . So

33:47

, yeah , that was really good , thank you . So

33:50

then the other one would be let's say , my

33:52

metaphorical widget shop is that

33:56

the employees are wanting

33:59

more

34:01

breaks because it's a really hot

34:03

manufacturing environment and they're they're

34:06

overheating consistently . But I can't

34:08

afford constantly giving breaks . But I

34:10

also do run the risk of them leaving , because

34:12

it's just unrealistic . If

34:15

I was your client , what would you tell me to

34:17

do to help improve

34:20

the quality of their life , but also the productivity

34:22

and safety to ?

34:27

that's a really good question with

34:29

the climate change

34:31

going on and , speaking

34:34

in the United States , people

34:37

who are working outside are fainting

34:39

and they're

34:42

having to drink water

34:45

you know where hats

34:48

and moists

34:51

, kurchifs and stuff . It's

34:54

really up to management and what

34:56

the best practices are from the health

34:59

care side on

35:01

how to manage people

35:03

who work outside , and I mean

35:05

people who change , do

35:09

roofing , people who do picking

35:14

, farming

35:18

you know doing farming and digging

35:20

and picking and things like that . There

35:24

are best practices that the health care

35:26

organizations do publish

35:28

on keeping employees

35:30

safe . And then there's OSHA , as

35:32

OSHA may have guidelines

35:34

as well .

35:36

Right , so

35:38

yeah , but like most sorry

35:40

, I keep interrupting .

35:41

You're going to get sued . You're going to

35:43

lose people as well

35:46

. You have to take their safety into

35:48

consideration .

35:50

Right , yeah , that's what I was about to say is like a lot

35:52

of contracting companies and roofers . They

35:54

don't care about OSHA or best practices

35:57

, like just get up there and if you

35:59

feel faint , go in the corner , drink some Gatorade

36:01

and get back up there , kind of thing .

36:06

I'm afraid you're right . I mean

36:08

, it's really not ethical to

36:10

do that .

36:11

Right .

36:14

Yeah , most .

36:18

I remember I

36:20

used to work for it's

36:25

weird to say it was under the table . Under the table

36:27

, just cash only . I used to work for an ammo plant . It

36:30

was out of a guy's garage , it was wild

36:32

there , but the

36:35

best practices . He actually said that he's like you

36:38

are safe here , but if you're looking up rules

36:40

on how to do ammunition , we don't follow

36:43

any of them and

36:45

technically this shop doesn't exist . And

36:48

that I mean I made crazy money

36:50

with this dude again . Obviously he made way more

36:52

off me , but it was just one of those

36:55

. Yeah , if I tried to like , call

36:57

whoever like the government play

36:59

, he's not following rule number

37:01

two or three , kind of thing . He

37:04

literally said I could close up shop , move

37:06

everything long before the government gets here . They

37:08

won't even know I'm here . So

37:10

he's like and that's another

37:13

one where a lot of businesses are ran like

37:15

under the table , so like if

37:17

you say anything to where you're talking about , you never worked here

37:19

, kind of thing . That's

37:23

another problem employees face

37:25

. I mean there's always the aboveboard ones

37:27

and they're still shady managers

37:30

that do that , but

37:32

that a lot of people are still paid cash on

37:34

our table even though we're going

37:37

cashless , kind of thing . So

37:40

in that case let's just say , like I have a contracting

37:42

company and I'm not hiring

37:44

illegal immigrants from Home Depot , but I'm hiring 20

37:49

year olds in college that don't want to W to the like

37:51

. Hey , I said , pay me 25 an hour

37:53

. Can you pay me 20 bucks cash an hour and

37:55

I'll work for you however long you need it . And

37:57

I'm like cool as

38:01

the wonderful coach that you are . What would

38:03

you tell me in that situation

38:05

to handle my employees ? Because that does

38:07

still open me for a lawsuit , kind

38:11

of thing .

38:16

As a certified

38:18

management consultant

38:20

, we commit

38:23

to ethical behavior , so

38:27

I could not work

38:30

with someone like that . That's just against

38:32

my principles and

38:34

the ethical statement

38:37

that I signed .

38:38

Okay , I

38:43

would say I'm sorry

38:45

if I pushed you in the corner on that one . I was just curious

38:47

.

38:48

Yeah , no , I can't deal with

38:50

that kind of person .

38:51

All right , so that guy out of the picture

38:53

. So if any of you are thinking of a higher rigor , that

38:55

do that , buzz off . But

39:01

okay , so then let's just say I'm above board

39:03

, but again I'm still paying him

39:05

above minimum wage . Pretty ethical

39:07

, totally legal . But

39:10

I am not like

39:13

a slave driver , but I am

39:15

in pretty . It's like hey , boys , it's getting hot

39:17

, like , just beat the heat , let's go

39:19

faster , kind of thing . So when the heat

39:21

of the day comes we can just go sit under

39:23

the tree and relax . But

39:26

it is intense leading up to that point

39:28

. Is there anything

39:30

in that you would recommend

39:32

so my boys or gals

39:34

are not burnt

39:37

to a crisp , literally and emotionally , kind

39:39

of thing .

39:42

Well , I get back to standardize

39:45

the work . What

39:48

is the meantime to do the

39:51

widgets and

39:53

what's unreasonable ? What

39:56

if ? There's no one set way , though , as

40:00

much as you can to

40:02

make it simple , straightforward , step

40:05

by step , documented

40:08

and tested . I

40:11

mean , it's not like somebody's being

40:14

unreasonable , saying

40:16

go faster , faster , faster , without

40:19

real data . You've got

40:21

to have some data in your operations

40:24

to know what's

40:26

reasonable and what might not be .

40:30

But what if there's no one set way

40:32

, like the

40:34

making caramel apples

40:36

? There's no one set way

40:38

of making caramel apples , kind

40:41

of thing . I mean , yes , you can always have

40:43

the automated machines , but this is just a mom and pop

40:45

shop hand dipping them , hand

40:48

breading them , packaging

40:50

them . They don't have the machines

40:52

and stuff like that . I

40:55

mean , I did it once on the side , messed

40:57

up my hands doing it , but there

40:59

was no set way . They just said hold your

41:01

spike , either slam it or take a hammer

41:04

and hit it , but careful where you hit the hammer because the

41:06

thing could be off and that's it . Then

41:08

they walked away . I

41:10

was like , how does

41:12

this work ?

41:18

How does this work ?

41:21

So that's more what I was alluding to , where

41:23

even the people they're

41:25

like there's no one way . Whatever works for you , kind

41:28

of thing , as long as it looks straight , and that's

41:30

all we want , kind of thing . So in that

41:32

case , how would you like

41:34

the caramel apple example ? How would you talk

41:36

to the caramel

41:38

apple lady that's paying everyone ?

41:42

You might think about incentives

41:44

. Okay , but

41:46

with the top producer ? I

41:49

mean , you might rate the people

41:51

from top producer to the newest person

41:54

and pay them accordingly

41:56

. So your top producer

41:58

would make more money than

42:01

your brand new person and

42:03

you would ask the top producer to share

42:06

that technique

42:08

that he or she is using

42:10

to produce

42:12

more products in a time

42:14

period . Does

42:16

that make sense ?

42:18

No , it does . That's actually what I had to do to figure

42:20

it out . I found the top dog and I was like , okay , what are you doing

42:22

? That's where he . And

42:25

then he just told me he's like dude , it's really simple . And

42:27

he actually pulled out this little doodad he made

42:29

. He's like I'll make you one , it's really easy

42:31

kind of thing . And so he's

42:33

like you just put it in , slam it really hard

42:35

, perfect every time .

42:37

You do want your top producers

42:39

to teach and

42:41

mentor others , and

42:44

that's part of why they should be paid more .

42:47

Well , he was hard to talk to . He was like a

42:49

stereotypical , like high

42:51

schooler with big headphones

42:53

, like even bigger than mine , so

42:55

that's where I had to like and he was the kind of energy

42:57

where , like he's generally a nice guy , but

42:59

if you're around them and you don't know him , he's

43:01

like intimidating and scary

43:04

kind of thing . So

43:06

everyone was scared to talk to him . I'm like you know what ? I'm

43:08

that guy to ask questions . I'm just going to ask him

43:10

, like I don't want to keep

43:12

hurting my hands , what do you keep doing , kind of thing . He's

43:16

like oh , man .

43:17

Well a leadership is important to

43:19

recognize who are the top producers

43:22

and ask

43:25

them and coach them to teach

43:27

the others , without being intimidating

43:29

.

43:31

Or be like what's your process ? If it's not

43:33

, if it's unorthodox , can you at least explain

43:35

the basics so I could write it down ? Sure

43:38

.

43:38

Sure .

43:40

You know like , yeah , there might be like from going from step two , you

43:42

skip three , go to four , you hit three

43:44

and you're back to five and odd kind of thing

43:46

. That might be a thing . But what's

43:48

the steps in , like in order

43:50

, that you have to do ? Yeah , that makes sense . Okay

43:52

, I like it .

43:54

That's what I say is this there's a standard process and

43:57

maybe somebody has been

43:59

able to skip three and four

44:01

, three and five , and

44:04

that could be an innovation that

44:06

may be , the best process . So

44:10

, keep in mind those people who are

44:12

creative , who do come up with

44:14

other ways of doing things and

44:17

then , over time

44:19

, move that to be this new standard . You're

44:22

always looking to be better and

44:24

use ideas that are working .

44:28

So in like that case let's say , back to the caramel

44:30

apple thing , I have my caramel apple shop and everything

44:32

, and let's

44:34

say I do have my best producer telling me stuff

44:36

. But then let's say little

44:38

Jenny figures

44:41

out , oh , we can't skip step three . Like

44:43

step three is just completely irrelevant and

44:45

we're not affecting health code by

44:49

telling me that and we have to prove it . Should I

44:51

give her like a bonus or a gift

44:53

card or what

44:55

would you recommend in that case ? Like

44:58

I generally want to reward my

45:00

employee but I don't want to give her like 500 bucks

45:02

Because it's like it's okay , it's not actually

45:04

500 bucks , but I want her to know like you made

45:06

a great improvement . Thank you , kind of thing .

45:10

I've seen teams get together

45:13

and brainstorm

45:16

what they would appreciate

45:18

. So , they come up

45:21

with a set of incentives

45:23

, or add

45:26

a boy , add a girl . That's a typical kind of

45:28

one with a small amount of money or

45:31

a half a day off . Or

45:33

bring in ice cream once every

45:36

two weeks , or something like that . Tell

45:39

them to the employees , and what would you

45:42

know ? Bring their choice .

45:45

So essentially , like when

45:47

you're having all these strategy meetings with your employees

45:50

, it doesn't have to be blatantly

45:52

obvious to be like hey , so like hypothetically

45:56

, if I want to reward you guys , what would you want ? And they'll

45:58

all just be like oh , I want ice cream , 100

46:00

bucks for gas gas is expensive stuff

46:03

like that and

46:05

you just kind of like take mental notes not like

46:07

Santa Claus , okay , sure .

46:08

So , first guess , that's a terrific idea

46:10

.

46:10

Yeah , guess is going up against it . Yeah , you want

46:13

100 bucks for gas . Here you go , tinker gas for you .

46:16

So you know , ask them or

46:19

have them brainstorm

46:21

, and then seeing what

46:23

crazy ideas come along , that really

46:26

would cheer them up .

46:29

Nice . So I know this

46:31

is not your specialty and you don't have to answer

46:33

it in any way , but let's say , kind of like

46:35

your client that's having trouble hiring people , he

46:38

like he can find the source of people , the

46:40

computer one , earlier . How

46:43

would you , in a hypothetical

46:46

sense , let's say I'm in his situation

46:48

where I have this proprietary

46:50

knowledge and software and all that , but

46:53

I don't , but the people don't seem to understand

46:56

it , but I also can't

46:58

get quality people . So what

47:00

I'm trying to get to is how would you recommend

47:02

I filter people to

47:04

find some the quality within them ?

47:09

Can you ask that again ?

47:11

I know that was a really rambly Sorry . So

47:13

essentially what I was asking

47:16

is I'm like your computer client earlier

47:18

that you mentioned , but I can't find

47:20

quality people . I can find people but

47:22

they're not of quality that

47:24

will stick . What would be some of your methods

47:27

? You can tell me , as

47:29

a client , how to filter

47:31

different employees coming on to

47:33

like find the quality within them .

47:39

Well , sometimes you have to hire

47:41

them and see . You know

47:43

, talk to them this is the job , these are

47:45

the expectations and

47:47

watch them work

47:49

and coach

47:52

them and see how they're

47:54

doing . They somehow can stay

47:56

. If it's an attitude of I

47:59

know better than you , you know , if it's an attitude

48:01

issue , that person's not going to

48:03

work out .

48:05

Right .

48:06

I mean it's two-sided the employee

48:08

needs to learn and the

48:10

boss needs ways

48:12

to teach and coach and

48:15

nurture and

48:17

not be real hard on them necessarily

48:20

. It's that attitude is really

48:22

important .

48:24

Would it also be like the emotional intelligence

48:26

of the situation to you bet

48:28

, you bet . Okay , okay

48:32

, so then . So

48:35

what I was trying to get at is essentially like

48:37

there can obviously now there's loaded

48:39

questions . I actually heard this at a coffee shop

48:41

. Was really funny . One

48:44

of the guys had a great way to filter people that

48:46

follow orders and do what you say

48:48

kind of thing is . He says you

48:50

do your interview and you have all this different stuff

48:52

. But he said a big one is he's like I

48:54

would always leave a book on

48:57

the floor right next to the chair where they're

48:59

coming in and he's like I would see

49:01

if they pick it up and put it on my desk it didn't have

49:03

to be in the best place just to see if they'd even pick it up

49:05

. Cause he said that means to go above

49:07

and beyond without being

49:09

told what to do . I was like that's interesting

49:12

, okay . He said no , another one

49:14

. He's like it's funny , but

49:16

he's like it tells you if people follow orders

49:18

, well , is hey , on your

49:20

way out , can you write something on

49:22

that whiteboard ? And

49:27

I was like okay

49:30

, and that's where

49:32

it was like a joke . I said then I probably write a

49:34

whole freaking story because you said write something Like

49:37

the action . He's like no , I wanted the word something

49:39

. And I'm like clearly

49:42

I don't follow orders . Well then , when I looked

49:44

up , actually I really don't follow orders .

49:46

Well , Well

49:48

, I want to pause and use

49:50

the borders . The very old

49:53

fashioned type of management

49:55

was like the military , where

49:57

the upper officers

50:00

give orders and

50:02

filter down . The more modern

50:05

strategy of management is not ordering

50:07

.

50:08

It's more facilitating .

50:12

Having a clear definition of what

50:14

the job is . Having

50:17

people to give coaching here's

50:20

how you do it . Here's a different way to do it Side

50:23

by side , watching them and helping

50:25

them . And it's

50:27

not telling a person , it's

50:30

not . The more modern management

50:33

is not giving orders . It's

50:35

describing the job , helping

50:38

them with it , measuring results

50:41

, coming back and

50:43

improving , not criticizing

50:45

. I mean the fact the word order sounds

50:48

like it's easy to criticize and

50:51

you don't keep employees happy in

50:55

a situation with a lot of criticism . No

50:58

, yeah , and you get mad , so I have challenged that word

51:00

that all of management

51:03

is ordering .

51:04

Well , no , he said people who follow

51:06

orders . Well , that's

51:09

where he said the right something .

51:13

To me if you're judged on following

51:15

orders , doesn't allow your

51:18

creativity to come up , Because

51:20

we learned so much from brand new employees

51:23

.

51:24

Yeah , because they're not biased at all .

51:29

And there's a story from Marriott and

51:32

Marriott hotels and

51:35

they hire new people , new

51:38

maids and things , and so

51:40

at the end of a week or so , they talk with

51:42

them to see what

51:45

could we be doing differently , what

51:48

is the better idea ? Because a brand

51:50

new set of eyes can

51:52

spot gaps or

51:54

inefficiency

51:56

. Or why are you doing

51:58

it that way ? That's done so

52:02

. Marriott is known for really

52:04

listening to new employees , so

52:07

that's an example . Again

52:11

, I

52:13

emphasize the word listening .

52:16

Oh , no , it's true , and that's the

52:18

only reason I bring that one up . It was interesting because I told him . I

52:20

said , yeah , if you asked that on the way

52:22

out , when you say write something , I would

52:24

just write . I

52:27

really need this job . Thanks , josh , kind of

52:29

thing . But

52:33

that's where

52:35

I told him . But that is interesting , the

52:40

tense on word , the meaning

52:42

behind the word . I took it as write

52:44

in action . You meant follow

52:47

, like the literal words

52:49

. I said yeah . I said , and that's what I

52:52

told him . I said that would be a great filter system . I said

52:54

but do you rely on that ? Only ? He's

52:56

like no , no , no , there's a lot of them . He's like maybe

52:58

you are the creative I need , which

53:00

then all those rules don't even apply . I

53:03

almost want you to break them to

53:05

know you're the correct . One kind of thing .

53:09

Well you seem to be very creative and

53:13

willing to come up with lots of ideas

53:15

.

53:16

Yeah , well , the one thing he mentioned

53:18

. I actually laughed at this because

53:20

he said I thought he thinks

53:22

this is one of my guests . Now he told me sometimes

53:25

I get really bored and

53:27

I just want to spice things up during the interview

53:29

process . He's like there's not much you can spice up

53:31

without getting in trouble . And

53:33

he's like so I'll write in the middle same

53:36

text to say , hey , if

53:38

you really want this job and you made it to this point if

53:41

you can print a photo of your favorite cat or

53:44

of your cat , you'll

53:47

get a lot of browning points , extra browning

53:49

points . If you can print it in color and

53:53

he's like and if you can bring this to me while wearing

53:55

American flag pin on your left lapel

53:57

, you practically

54:00

guarantee to get a job . Well , all

54:02

the dudes and most women did it , but there was

54:04

these two little petite , shy ladies that had the

54:07

color printed thing and

54:09

the American flag pin . He

54:11

was not expecting hiring two people , but he took his

54:13

receptionist , like okay , we need to hire two people

54:15

, I can't let these two go . Put

54:20

him somewhere and then we'll figure out where to put him after that

54:22

. Okay , that's

54:25

another one he told me he's like yeah , he's like I

54:27

was looking for one person . I got two instead

54:29

.

54:33

I'm sure they were very grateful .

54:35

And he paid him . Well , I know he said , and he's like they were so

54:37

skilled and they undersold themselves

54:39

. He's like normally my recruits when

54:41

they're first hired , to like 15

54:44

to 18 bucks . He's like they were so skilled they

54:47

instantly went up to 30 an hour . He's

54:50

like I could not afford them to leave anymore . So

54:53

I think the last I chatted with him via email

54:55

, those ladies were up to like 45 an hour and

54:58

he's like and they love it . Oh my God .

55:01

I'm standing pay for performance

55:03

.

55:04

Right .

55:04

Excellent , excellent .

55:06

Oh no , and that's what he said . He's like everyone

55:08

says pay yourself first . He's like , no , pay

55:10

your employees well and they will take

55:12

care of you , which means you get paid more

55:15

Kind of thing he's like . But always remember

55:17

to pay them well , because if you don't

55:19

, and you don't give them compliments , there's

55:21

some other company that'll pay him more . It's

55:23

the compliment .

55:24

It's the appreciation as well

55:26

as the pay .

55:28

We both yeah , because his

55:30

business was pretty rudimentary . I think

55:32

it was more like IT

55:35

call center stuff . So these ladies

55:37

were more like the backend , bookkeeping and

55:39

stuff like that . So they didn't even need

55:41

to know about the computer stuff and that's where he's like

55:43

. But people don't

55:45

want to do bookkeeping anymore and the fact that these two

55:47

were okay with it , he's like I had to pay them to stay

55:49

. Yes , yes .

55:52

Yeah , it's some customization

55:55

for each individual , a

55:57

little bit of customization .

55:59

Exactly perfect . Yeah

56:02

, and that's so . Would you also kind

56:05

of like that example , like if I have a top performer

56:07

, he's producing

56:10

25% above average , should

56:12

I pay him average 25%

56:14

more than everyone else ? Kind of thing

56:17

?

56:18

I wouldn't give a number , but certainly more

56:20

than average and

56:22

employee of the month

56:25

stuff like that , other kinds of rewards

56:29

, and write

56:32

him up in a magazine article

56:34

or something and

56:36

multiple ways of appreciation . Certainly

56:40

money is first , but it's not the

56:42

only thing .

56:43

Well , I was gonna say like , let's say he's a top performer

56:45

and I do give him a bonus . But let's say , maybe

56:47

company policy

56:50

, you get paid vacate , you're

56:52

guaranteed vacation , kind of thing , but

56:54

you're not guaranteed paid until third year , kind

56:57

of thing . And but it's like if

56:59

he's a top performer , he's like you know what , we'll give you one week

57:01

paid even though it's not your third year , like that's

57:04

your bonus , go have fun , kind

57:06

of thing . Is that another way you could do it ?

57:09

Sure , keep an open mind

57:11

and be creative .

57:13

Okay .

57:15

And tailor the incentive

57:19

or the appreciation to

57:21

an employee .

57:23

So I'm just

57:25

kind of talking Can you help company policies . Right

57:27

, yeah don't don't affect yeah , don't interfere with company

57:30

policies , but like you can get creative

57:32

kind of thing , Right . Okay

57:36

, nice

57:38

. Is there any topics

57:41

in particular that I might have missed

57:43

, that you would like to talk about ?

57:53

You've covered a lot of ground Well , thank

57:55

you . In leadership and management

57:57

and keeping

58:01

employees happy , so

58:06

I mean my word . I'm concentrating

58:08

on is nurturing the leaders who

58:11

are overworking and to

58:13

help them get more time so

58:16

that they they have a more well

58:18

rounded life .

58:19

So work a lot and it sounds , and

58:22

it sounds like if they , if everyone's made

58:24

it this far . It sounds like you are

58:26

definitely the Galda call for that . It

58:28

really does . If I was

58:30

in , if I was in a position

58:32

where I needed a coach , if I heard this

58:34

podcast , I'd definitely be giving you a call . Be like

58:36

Margaret . Yeah

58:38

, I'm that guy on Josh's show . I need help .

58:42

Great , thank

58:44

you so much .

58:46

It's an absolute honor and pleasure . I learned a lot

58:48

, especially about , like like

58:51

you mentioned earlier , like the feminine energy . I

58:54

did learn a lot about that , like like I

58:57

do realize , like I do have more masculine

58:59

tendency for things , but I try to be softer

59:01

with people now and especially

59:04

listening to you , it's like , oh , there's

59:06

still definitely places I can work on , kind of thing

59:08

.

59:10

I'm not trying to be critical , I'm just

59:12

observing from my , my

59:15

experiences , and

59:17

it's

59:19

tailoring the coaching to the person

59:22

and the situation .

59:24

Right .

59:24

There's no one right , as you say . There's no

59:26

one right answer for everybody .

59:29

Right .

59:31

How listening is it so important

59:33

for leaders ?

59:35

It really is , and it's a

59:37

shame . It almost seems like leaders

59:39

in general don't want to hear

59:41

what's important until the

59:43

bottom line is affected , but then by then it's

59:46

too late , kind of thing .

59:47

It's probably pretty late then

59:50

. If they don't want to hear

59:52

, then they're not subscribing

59:54

to continuous improvement . You've

59:57

got to hear what's wrong or

59:59

what somebody thinks is wrong , and

1:00:02

then decide is it really wrong , do we

1:00:04

need to do something about it or not ?

1:00:08

Like this one gentleman

1:00:10

I talked to . He was a big , like

1:00:12

he had like 800 people under

1:00:14

him and like I think he was

1:00:17

like 4550 managers

1:00:19

under him , big district guy , and

1:00:21

I asked him like 800

1:00:23

people , that's a lot of people to tend to . Yes

1:00:25

. I said how did

1:00:27

you , first of all , how did you keep yourself sane during

1:00:29

all that ? And

1:00:32

then , finally , I said the employee

1:00:34

morale must have been really

1:00:37

hard to monitor because that's

1:00:39

so big . And

1:00:41

he said you know what he's like , what I did . He

1:00:44

said I would find people that are ambitious but

1:00:46

had a good , hearty personality

1:00:48

, that were not jerks . I'd

1:00:50

promote them , see if they could handle the

1:00:52

promotion . He said he's not no biggie

1:00:55

. I put him back somewhere else . But he said if

1:00:57

an employee he said one employee actually

1:00:59

made it to point to come to my president office and tell

1:01:01

me this , he would have to throw up

1:01:03

every day before he came to work just

1:01:06

to do his job . I

1:01:08

looked at him like okay , that's not good If you're physically

1:01:10

getting sick before a job . He's

1:01:12

like . I literally went down to HR and I told him . I said , hey , give

1:01:15

me a day or two , I'll get on this . Make some calls

1:01:17

. He went to HR and

1:01:19

says so and so is getting sick every

1:01:21

day . Dreads coming to work . This is a

1:01:23

HR problem . Find

1:01:25

him a new job Bye

1:01:28

tomorrow . There's

1:01:32

literally the guy got to call the next day and it's a

1:01:34

job . He loves HR . Since

1:01:36

you called him , I figured out that he likes

1:01:38

numbers , so they put him in

1:01:40

more of like a data entry . He's

1:01:43

like the day I left , the kid was still

1:01:45

happy and like oh my God , it was amazing . Hr just

1:01:47

called me and just moved me . He's

1:01:50

like I never told him . I'm like

1:01:52

no , you don't have to .

1:01:54

Round pegs and round holes and square

1:01:57

pegs and square holes .

1:01:59

Yeah , and that's where he's like . And that's where

1:02:01

he said but he's like the key was delegation

1:02:04

, but making sure my managers essentially

1:02:06

had the same mind that I have . And

1:02:08

if they were underperforming , I

1:02:10

would tell him okay , what's going

1:02:12

on , because you're way down below

1:02:15

everyone else and people are leaving . And I

1:02:17

tell him he's like . And they tell me because

1:02:19

they had to , it's a job , it's like why I'd

1:02:21

fire them . And he said

1:02:23

the same thing it's like you . And he's like okay , you're not

1:02:25

following procedures . Obviously you're not listening

1:02:27

to employees , kind of thing . Like do

1:02:29

you want to still be a manager or

1:02:32

can I ? Do you want me to put you somewhere else ? Do

1:02:34

you think I'm someone underneath you ? And

1:02:36

I said , wow , okay , so I'm like . So

1:02:39

good

1:02:41

management has always been known but for some reason

1:02:43

, corporations don't want

1:02:45

to do it . He's like oh no , it's all bottom line , it's

1:02:49

the manager's choice to do it . He's like I

1:02:51

lost a lot of bonuses the way I manage people , he's

1:02:53

like , but I had the whole company wanted to come to work

1:02:55

under me . He's

1:02:57

like that was priceless , he's like .

1:02:59

I love that , absolutely , absolutely

1:03:02

. How are we doing on time ?

1:03:04

Oh , I'm doing good . Do you need to get going ? I

1:03:07

do , okay . So then quickly

1:03:10

tell everyone where you're at , where they can get you

1:03:12

, and then I'll put the links in the description .

1:03:15

I am Margaret Dorchester .

1:03:17

Okay .

1:03:19

And my email is first

1:03:21

name at First Initial

1:03:24

Last Name , so Margaret M-A-R-G-A-R-E-T

1:03:27

at M

1:03:29

Dorchester-D-O-R-C-H-E-S-T-E-R

1:03:34

dot com .

1:03:36

Wonderful . Any

1:03:39

social media you're on or just the website's

1:03:41

good for you .

1:03:42

Modeling didn't then anywhere

1:03:45

else .

1:03:46

Got it .

1:03:46

And I'm happy to give a

1:03:48

half hour free coaching

1:03:51

session .

1:03:53

Mentioned Josh in the message .

1:03:55

Of course .

1:03:57

Calvin C . It's not free unless you message me .

1:04:01

Yes , thanks to Josh Bolton .

1:04:04

All right , have a good one with

1:04:06

your client or podcast interview . You'll

1:04:09

be getting an email pretty quick too .

1:04:13

Great . Thank you so much .

1:04:15

So nice meeting you . Absolutely

1:04:17

A pleasure . Big hugs . Thank you so

1:04:20

much . I don't

1:04:22

want to hold you too much Bye .