July 30, 2026 • 16 mins
This show is a team, but who answers to whom? Sam does Jodi's "evaluation" and she's shocked to learn his professional takeaways.
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Speaker 1 (00:00):
Welcome to the Murphy, Sam and Jody After the show podcast.
Speaker 2 (00:03):
Murphy, guess what what, Jodi? Sam did my employee evaluation?
Oh and it was really a great experience.
Speaker 1 (00:11):
Yeah, yes, well tell me about it here, you know.
Speaker 2 (00:13):
I mean, first of all, Sam is a kind of
person who's hard to know period, who's hard to know you.
Speaker 3 (00:20):
Hey, this isn't my evaluation.
Speaker 4 (00:22):
Uh, but you know, you don't tell people how you
feel about things ever.
Speaker 2 (00:26):
Oh I see, So that's and that's fine. We love
you for that and accept you exactly the way you are.
Speaker 1 (00:31):
Even as a manager. You don't well, I mean, I know,
I know you're not managing as many people as you
used to, but you know, so to bring everybody.
Speaker 3 (00:40):
Up to stay, that's a good point. I need to
work on that.
Speaker 2 (00:43):
Well.
Speaker 1 (00:43):
I just didn't know. I mean, when we had, you know,
more people that you were I'm sure I'm assuming at
some point you had to talk to them and I
encourage them.
Speaker 4 (00:50):
Yeah right, yeah, okay, So look, Murphy can't do my evaluation,
nor do I want to.
Speaker 2 (00:57):
Right, you know, but Murphy did hire me you years
ago before we got married, which is why he's like supervisor.
Speaker 4 (01:03):
He hired me.
Speaker 2 (01:04):
So but since we're married on paper, he can't do
my evaluation.
Speaker 1 (01:07):
It's not just on paper. I mean it's not I
think paper. No, it is not just on paper. It
has been Sam, you know if that go so we
go too far behind the scenes here. This may be
confusing for you. Let me, let's just explain that we
we wear different hats, and so Sam has responsibilities that
don't have anything to do with Murphy Sam and Jody. Correct,
(01:28):
And you assist with some of those things, and I
have a totally different, you know role, yes than that.
And so while a lot of these things do fall
under me, what you the two of you do every
day that's not Murphy, Sam and Jody, you know related,
is not directly under me. Correct. So it's not really
an on paper.
Speaker 3 (01:45):
Then Actually, here's the easy way to explain it. The
hierarchy of command. Just like the logo yes over Sam,
Sam over Jody.
Speaker 1 (01:55):
In the in the background, yes yes, when it comes
to the show, it's the other way a joke.
Speaker 4 (02:00):
No no, no, I'm not in charge. I'm the lead.
Speaker 2 (02:03):
But no, no, no, no, this is an ensemble, and the
show is an ensemble.
Speaker 4 (02:08):
The show is a team. And you know, you feel that.
Speaker 1 (02:13):
We really is weird. Okay, it's a it's a three
way thing.
Speaker 2 (02:16):
Wait, Sam had to do my evaluation for all that
extra little stuff that we do because suppose, you know, whatever.
Speaker 4 (02:23):
I answered to you, whatever.
Speaker 1 (02:27):
Supposedly I answered, he is supposedly on paper.
Speaker 2 (02:31):
Okay, because it feels like a team effort all the time.
He knows definitely make me feel like I'm you know,
under him or lesser. Right, it's a definite team feeling. However,
we had to do this, so I had to do
it's weird. I had to do my own employee evaluation
with some very tricky questions.
Speaker 4 (02:49):
You know, where could you improve?
Speaker 2 (02:50):
Where do you rate yourself as far as this, that
and the other thing, And so I did the best
I could.
Speaker 1 (02:55):
But it's well laid out. Yeah it is. I mean
the goal of this type of evaluation, and I think
most companies do it now is you need to self
evaluate first and determine what you think your strengths and
weaknesses are to better help the person who's supervising you
steer you or give you guidance or whatever. If you
flipped it and you did it the other way around,
then the supervisor would be making assumptions. You know what
(03:17):
I mean, and so once if you buy in first,
then the dialogue naturally is less defensive and it's you know,
and it's more productive. It can be measured. So that's
the amazing thing.
Speaker 2 (03:28):
That's beautiful. That's a beautiful explanation to me. It made
me think. Asking me the questions about my work and
where I need work and where I think I excel
or lag it made me really think about about it
instead of just going, yeah, I'm great, Jack, Jack, I.
Speaker 3 (03:45):
Didn't do that.
Speaker 1 (03:46):
So did they have a section on computers and you
put don't like them?
Speaker 3 (03:49):
Yeah, that was a technology question.
Speaker 2 (03:52):
But I just want to say, oh my gosh, not
only because I don't really know how you feel about
my work, but I got to hear it firsthand.
Speaker 4 (04:01):
Wow.
Speaker 1 (04:02):
I almost cried.
Speaker 4 (04:04):
I got a great review from Sam. I'm the first.
Speaker 2 (04:07):
Did you know this, Murphy, I'm the first in the
group to offer solutions?
Speaker 3 (04:12):
Oh you believe that? One?
Speaker 2 (04:13):
Yeah, I'm very encouraging to all those around me.
Speaker 1 (04:17):
That's true.
Speaker 2 (04:18):
And the other thing was that I do offer PEP
talks to the team. In fact, Sam put that he
is what he's been the recipient of those PEP talks.
Speaker 1 (04:27):
That's good.
Speaker 3 (04:28):
Are we violating any corporate laws here?
Speaker 4 (04:31):
I hope not.
Speaker 1 (04:31):
No, No, there's no hippotied to it. I think you're fine.
Speaker 2 (04:35):
I just thought it was lovely that you said those things,
because you could have been very, very middle of the road.
Speaker 3 (04:42):
It's all right. Well, hey, good news is it's now
all in writing. So it goes up the food chain.
Speaker 4 (04:48):
Yeah, does it go to Murphy? I know I don't
food chain work.
Speaker 1 (04:53):
So that's a really good question because I haven't seen
it for approval because I have to do Sam's still know.
And then we've got one other person here that you know,
I still needed.
Speaker 2 (05:03):
Well, remember I'm the first one to offer positive solutions.
Speaker 4 (05:07):
Sam, you can't take that.
Speaker 1 (05:08):
Yeah, Now, that would be interesting if Sam answered the
same way you did.
Speaker 2 (05:14):
Yeah.
Speaker 1 (05:15):
Well, yeah. The thing The thing about that it's it's
easy and it's challenging, and not too many people get
to work together as long as the three of us
have worked together, so we have a really unique look
into actual We really do know how you know, we
respond in different situations. You know it's and you also
(05:38):
you also really see I mean, everybody's positive has a
flip side, you know, every strength really does have a
corresponding you know, weakness. Passion can be a really positive thing.
Passion can be a really negative thing when it's you know,
defensive behavior or anger or whatever, you know what I mean.
So you when you get to see both sides like that,
(05:59):
it's almost like it it's difficult to stop and go,
wait a second. I do this every day with her,
So how do I what is it that she's really doing?
You know what I mean? In other words, you really
you're so familiar with it that it can help you.
But it also you have to really stop and start
focusing on the individual things. I thought, I don't taking
it for granted is probably the wrong word, but you
(06:20):
know what I'm saying. It's familiar, and so familiar sometimes
means it's difficult to stop and really go, oh, yeah,
you know what. Jody is the one who will stand
up and you know, propose a solution. And Jody really
is good you know at that. Actually I think the
three of us are good at that. It's kind of
the way we're wired.
Speaker 3 (06:37):
I don't know I even gave her a higher response
or I don't even remember what I said for about
your technical skills, you.
Speaker 4 (06:43):
Know, because find it read it.
Speaker 3 (06:47):
That was the one where you graded yourself the lowest.
Speaker 2 (06:49):
I think I graded myself the lowest on adopting new
technical things.
Speaker 1 (06:53):
And I explained why when you say the lowest, you
graded a one.
Speaker 2 (06:56):
No, no, no, no, middle like three or something like Okay,
I gave myself up and he came back up with
a two and he's like a two something like that.
Speaker 3 (07:08):
Second best one is the best.
Speaker 2 (07:10):
And he came back with you know, yes, she may
struggle here, but but she's willing to learn it. And
when she's being taught.
Speaker 4 (07:18):
See, I remember these words.
Speaker 2 (07:20):
When I'm being shown something, I insist that I do
it instead of watching you do it, so because it's
how I learn.
Speaker 4 (07:26):
And I was like, man, you pay attention to that.
And it's true. It's crazy. This evalue, this evaluation thing
was weird to me at first, and now I love it.
Speaker 3 (07:38):
Oh, I guess we get to do it again at Christmas,
don't we do we it's twice a year.
Speaker 1 (07:42):
Yeah, it is a twice year thing.
Speaker 4 (07:43):
Oh wow.
Speaker 1 (07:44):
After the first of the year, do you think the
holiday spirit puts us in a in a positive mood
where's like everything is one hundred and everybody did great.
Speaker 2 (07:52):
I will say this, Murphy, the what's your point that
you bring up about we're almost too familiar with each other?
I see it a little bit different as far as
the evaluation goes. We're so personal. That's what makes it funny.
That's what makes it funny to me to have to
do something like he even said, can we schedule your
evaluation now?
Speaker 4 (08:09):
And I'm like, where's Sam? What you know?
Speaker 2 (08:12):
It's it's just we're so casual and personal with each other,
right that we spend so much time together. To have
to do something like buy the book together feels weird.
Speaker 1 (08:20):
Almost becomes awkward. Yeah, I get that.
Speaker 3 (08:22):
Yeah, so well, And you can answer this with Murphy,
because is it a good idea to reverse those things?
I mean, you evaluate yourself or employees evaluating their supervisors managers. Yeah?
Does anybody do that?
Speaker 1 (08:40):
I mean there are some companies that absolutely do that.
We'll have you know, feedback, and you know the I
guess it just depends on, you know, the type of company,
whether it's customer service. I don't know that's it. I
know I know that I do know that it exists,
right because I've seen it before. And I also know
that we went through that exercise years ago here where
supervisors were, you know, evaluated on their styles and so forth.
(09:04):
But uh, I guess, but I guess more times you're
going to see it in the in the different hierarchy.
I just I understand the reason that they're doing this
this way, because again, when it originates from the person
who is being evaluated, you're automatically open to which you
should be open to feedback. And what is interesting to me,
just because I don't know, maybe I'm a geek with
this kind of stuff, is I've seen there are a
(09:25):
lot of them that roll up to me, and so
people are naturally humble and and and when asked to
evaluate and to me, you know, the way that I
read the scale on this one one to five whatever
it is, when I think that somebody is extremely proficient,
that doesn't mean that there's still not room to grow.
But there are others that you know that really read
that as well. But you need to put a four
(09:46):
because everybody needs a chance to grow. Well, if that's
the case, everybody would be four all the time, you
know what I mean. And that's so context is the
only thing that gets to me a little bit confusing
because if I do think that somebody is giving their
actual and the results are actually there for it, then
if it's a scale of one to five or five
is the best, then I'm going to choose five. And
(10:07):
I'm not choosing five because I think they've tapped out
and they're not growing anymore. It's because I think that
you know, it's earned. But and then you've got people
who will evaluate. We've joked about this this one on
the show before too, because there's a weekly reporting. You
know the details, and you know it's it's a one
to five, what's your happiness? And you know, whenever I
see a three out of five and want to round,
(10:28):
what's wrong? Sam Rey's that is No, it's just average.
I'm not, you know, sad or and I'm not. I'm
not overly elated here. I am right in the middle.
And and that's a again, it's a perception thing. So
it's so and you know why I do a three?
So oh yeah, I did right correct exactly, But again,
not everybody else.
Speaker 4 (10:48):
So I gave you a three, you would be concerned.
Speaker 1 (10:51):
Yeah, But I mean it's tough for me because I'm
not this is going to sound weird or wrong. I
don't know. To me, I strive for a five all
the time. I know it's not realistic for that, you know,
But because of that, when I do see a three,
to me, it's like, okay, well if it's average and
you're not, really you're not four. If you know, four
(11:12):
is like I'm almost you know, the happiest person on
the planet, but you're three, then okay, So what is
it that we need to change to make it a
better week for you?
Speaker 2 (11:21):
Right?
Speaker 1 (11:22):
That's just that's me.
Speaker 3 (11:23):
Nothing's going to make it a better week for you know, three.
Speaker 1 (11:27):
And I know that this is not you know, where
Jody you were going because it was your evaluation. But
the I've seen this on ratings on eBay, and I've
even seen explanations on eBay now trying to clarify this
for people to understand that on a scale of one
to five, there are a lot of people that will think, yeah,
it was great, but you know, over the top. I'll
just put it right there in the middle, and it
(11:49):
winds up penalizing a lot of these eBay merchants because
you're saying that the you know, postage price or whatever
is three below. You know, it's average, it's not you know, awesome.
I wasn't impressed or anything like that, and they're trying
to explain that. Now, if you're satisfied, it's a five,
it's not a.
Speaker 4 (12:08):
The one to five scale is subjective.
Speaker 1 (12:09):
Yeah, and the same thing on some Amazon if you
read some Amazon comments. I've just done this before because
I want to know what the people who are just
in the middle are actually thinking. And I've seen them
literally one of the best purchases I've ever made, totally satisfied,
but they're waiting at a three because they, for whatever reason,
think the middle is the answer. And again because everybody
(12:31):
perceives that differently. It's almost like you have to really
go in and explain these kind of evaluations. But I've
been evaluated, you know, in these before too, where I've
had some people in the past, you know, put me
at a four and I'm like, well, okay, so everybody
on my team, you know, is a five. Not by default.
I mean, I had reasons for it, but it's just
like in this particular one, I'm I'm very pleased with
(12:55):
the progress. Everybody's committed. The attitude. You're right, I don't
like to use the word attitude, you know, what I'm saying,
the morale is good. All the things that you need
to create great success are there, and yes, you need
to measure the results too, because it can't all be
just about great feelings. The results have to be there.
But if you're delivering all those things and they're they're
(13:15):
on the right path again, that's a five to me.
Speaker 4 (13:18):
That's you know what I mean, that's a you see
it differently.
Speaker 1 (13:21):
But I've had others do the same thing, and then
the question becomes, what is it that we need to
work on here? It's like, well, I mean I'm actually
working on it. I don't know why they gave me
a four for that one, but you know, and.
Speaker 4 (13:31):
So yeah, you see it.
Speaker 1 (13:33):
It can be it can be confusing.
Speaker 3 (13:34):
Yeah.
Speaker 1 (13:34):
The only reason I say all of that is just
to remember that you know things in context. It's the
reason really now, when I'm researching to buy things, I'll
go back and look twice just to make sure that
somebody didn't like, give up a three to something that's
dragging the reviews down. You know what I'm saying, too
many threes. They're really happy people, but they chose the
wrong star, you know, and then there you go.
Speaker 2 (13:57):
I will say, getting back to the evaluation, I was
absolutely delighted because we're so personal and because I know
Sam the way I do, because I know you the
way I do, I know you are very ticky. Tacky
Sam is a person who's who himself is very particular
about things, and you are and there are times when
(14:18):
I see you, you know you're almost a perfectionist, and
that's hard.
Speaker 4 (14:23):
That's probably a hard way to be.
Speaker 2 (14:25):
Yeah, And so when I knew the perfectionist around here
was going to be doing my evaluation, I was like, man, and.
Speaker 4 (14:31):
It turns out to be so beautiful.
Speaker 3 (14:34):
Thank you.
Speaker 1 (14:35):
But I don't think you're not the kind of person
saying that you really don't want to evaluate people anyway.
I don't think that that's necessarily been in your comfort
zone over time. Do you feel better about it now though?
Do you you feel more confident in the ability or
do you still just really.
Speaker 3 (14:48):
You really better that it's over But after doing it,
it's like I'm fine with it next time.
Speaker 1 (14:56):
Yes.
Speaker 3 (14:57):
And the thing is going back to what you said
about the fact that we work together for so long,
and so it's just like thinking about it, it's like,
what am I gonna what am I going to hit
Jody with that she doesn't already know? Yeah, you know,
she already knows. There's a couple of things where she
downvoted herself or said a couple of things, and it's like, no,
that's yourself doing it. I think this, Yeah, you know,
(15:20):
there was nothing I went on there and said, whoa, whoa, whoa.
You're a little full of yourself on this way.
Speaker 4 (15:25):
No, it's hard to be very realistic.
Speaker 1 (15:29):
I think that's a great point because what it does
bring up is you're seeing things that you know about
Jody every single day that you believe that she should know.
But if she's not actually hearing those things, then she
may not be self affirming those. Yeah, And so it
does make it a good exercise at the at the
(15:49):
end of the day. But it's it is weird though,
because the three of us have worked together for almost
thirty years and having to stop and have that discussion.
But it also, I mean, I'm really comfortable with that too,
even if well.
Speaker 4 (16:00):
That's your lane. Yeah, I mean you're an ultimate manager.
Speaker 3 (16:04):
See, I think for us it is just a tinge
different because I'll see, you're a manager of like fifteen
people that sit in cubicles all day and you have
some interaction with them during the day. They're employees to you,
and so you're evaluating your employees.
Speaker 4 (16:20):
We're friends us.
Speaker 3 (16:22):
It's like we see each other for eight ten hours
a day, five days a week, thirty years. It's not
like you're sitting in a cubicle out there that Murphy,
can you step in here for a second. It's this way.
Speaker 4 (16:33):
We had to do it, which is what made it
so funny, which we had to share it. Good luck
with your evaluations. Missed any part of the show.
Speaker 1 (16:40):
Get it all on the Murphy Salmon Jody podcast.
Welcome to the Murphy, Sam and Jody After the show podcast.
Speaker 2 (00:03):
Murphy, guess what what, Jodi? Sam did my employee evaluation?
Oh and it was really a great experience.
Speaker 1 (00:11):
Yeah, yes, well tell me about it here, you know.
Speaker 2 (00:13):
I mean, first of all, Sam is a kind of
person who's hard to know period, who's hard to know you.
Speaker 3 (00:20):
Hey, this isn't my evaluation.
Speaker 4 (00:22):
Uh, but you know, you don't tell people how you
feel about things ever.
Speaker 2 (00:26):
Oh I see, So that's and that's fine. We love
you for that and accept you exactly the way you are.
Speaker 1 (00:31):
Even as a manager. You don't well, I mean, I know,
I know you're not managing as many people as you
used to, but you know, so to bring everybody.
Speaker 3 (00:40):
Up to stay, that's a good point. I need to
work on that.
Speaker 2 (00:43):
Well.
Speaker 1 (00:43):
I just didn't know. I mean, when we had, you know,
more people that you were I'm sure I'm assuming at
some point you had to talk to them and I
encourage them.
Speaker 4 (00:50):
Yeah right, yeah, okay, So look, Murphy can't do my evaluation,
nor do I want to.
Speaker 2 (00:57):
Right, you know, but Murphy did hire me you years
ago before we got married, which is why he's like supervisor.
Speaker 4 (01:03):
He hired me.
Speaker 2 (01:04):
So but since we're married on paper, he can't do
my evaluation.
Speaker 1 (01:07):
It's not just on paper. I mean it's not I
think paper. No, it is not just on paper. It
has been Sam, you know if that go so we
go too far behind the scenes here. This may be
confusing for you. Let me, let's just explain that we
we wear different hats, and so Sam has responsibilities that
don't have anything to do with Murphy Sam and Jody. Correct,
(01:28):
And you assist with some of those things, and I
have a totally different, you know role, yes than that.
And so while a lot of these things do fall
under me, what you the two of you do every
day that's not Murphy, Sam and Jody, you know related,
is not directly under me. Correct. So it's not really
an on paper.
Speaker 3 (01:45):
Then Actually, here's the easy way to explain it. The
hierarchy of command. Just like the logo yes over Sam,
Sam over Jody.
Speaker 1 (01:55):
In the in the background, yes yes, when it comes
to the show, it's the other way a joke.
Speaker 4 (02:00):
No no, no, I'm not in charge. I'm the lead.
Speaker 2 (02:03):
But no, no, no, no, this is an ensemble, and the
show is an ensemble.
Speaker 4 (02:08):
The show is a team. And you know, you feel that.
Speaker 1 (02:13):
We really is weird. Okay, it's a it's a three
way thing.
Speaker 2 (02:16):
Wait, Sam had to do my evaluation for all that
extra little stuff that we do because suppose, you know, whatever.
Speaker 4 (02:23):
I answered to you, whatever.
Speaker 1 (02:27):
Supposedly I answered, he is supposedly on paper.
Speaker 2 (02:31):
Okay, because it feels like a team effort all the time.
He knows definitely make me feel like I'm you know,
under him or lesser. Right, it's a definite team feeling. However,
we had to do this, so I had to do
it's weird. I had to do my own employee evaluation
with some very tricky questions.
Speaker 4 (02:49):
You know, where could you improve?
Speaker 2 (02:50):
Where do you rate yourself as far as this, that
and the other thing, And so I did the best
I could.
Speaker 1 (02:55):
But it's well laid out. Yeah it is. I mean
the goal of this type of evaluation, and I think
most companies do it now is you need to self
evaluate first and determine what you think your strengths and
weaknesses are to better help the person who's supervising you
steer you or give you guidance or whatever. If you
flipped it and you did it the other way around,
then the supervisor would be making assumptions. You know what
(03:17):
I mean, and so once if you buy in first,
then the dialogue naturally is less defensive and it's you know,
and it's more productive. It can be measured. So that's
the amazing thing.
Speaker 2 (03:28):
That's beautiful. That's a beautiful explanation to me. It made
me think. Asking me the questions about my work and
where I need work and where I think I excel
or lag it made me really think about about it
instead of just going, yeah, I'm great, Jack, Jack, I.
Speaker 3 (03:45):
Didn't do that.
Speaker 1 (03:46):
So did they have a section on computers and you
put don't like them?
Speaker 3 (03:49):
Yeah, that was a technology question.
Speaker 2 (03:52):
But I just want to say, oh my gosh, not
only because I don't really know how you feel about
my work, but I got to hear it firsthand.
Speaker 4 (04:01):
Wow.
Speaker 1 (04:02):
I almost cried.
Speaker 4 (04:04):
I got a great review from Sam. I'm the first.
Speaker 2 (04:07):
Did you know this, Murphy, I'm the first in the
group to offer solutions?
Speaker 3 (04:12):
Oh you believe that? One?
Speaker 2 (04:13):
Yeah, I'm very encouraging to all those around me.
Speaker 1 (04:17):
That's true.
Speaker 2 (04:18):
And the other thing was that I do offer PEP
talks to the team. In fact, Sam put that he
is what he's been the recipient of those PEP talks.
Speaker 1 (04:27):
That's good.
Speaker 3 (04:28):
Are we violating any corporate laws here?
Speaker 4 (04:31):
I hope not.
Speaker 1 (04:31):
No, No, there's no hippotied to it. I think you're fine.
Speaker 2 (04:35):
I just thought it was lovely that you said those things,
because you could have been very, very middle of the road.
Speaker 3 (04:42):
It's all right. Well, hey, good news is it's now
all in writing. So it goes up the food chain.
Speaker 4 (04:48):
Yeah, does it go to Murphy? I know I don't
food chain work.
Speaker 1 (04:53):
So that's a really good question because I haven't seen
it for approval because I have to do Sam's still know.
And then we've got one other person here that you know,
I still needed.
Speaker 2 (05:03):
Well, remember I'm the first one to offer positive solutions.
Speaker 4 (05:07):
Sam, you can't take that.
Speaker 1 (05:08):
Yeah, Now, that would be interesting if Sam answered the
same way you did.
Speaker 2 (05:14):
Yeah.
Speaker 1 (05:15):
Well, yeah. The thing The thing about that it's it's
easy and it's challenging, and not too many people get
to work together as long as the three of us
have worked together, so we have a really unique look
into actual We really do know how you know, we
respond in different situations. You know it's and you also
(05:38):
you also really see I mean, everybody's positive has a
flip side, you know, every strength really does have a
corresponding you know, weakness. Passion can be a really positive thing.
Passion can be a really negative thing when it's you know,
defensive behavior or anger or whatever, you know what I mean.
So you when you get to see both sides like that,
(05:59):
it's almost like it it's difficult to stop and go,
wait a second. I do this every day with her,
So how do I what is it that she's really doing?
You know what I mean? In other words, you really
you're so familiar with it that it can help you.
But it also you have to really stop and start
focusing on the individual things. I thought, I don't taking
it for granted is probably the wrong word, but you
(06:20):
know what I'm saying. It's familiar, and so familiar sometimes
means it's difficult to stop and really go, oh, yeah,
you know what. Jody is the one who will stand
up and you know, propose a solution. And Jody really
is good you know at that. Actually I think the
three of us are good at that. It's kind of
the way we're wired.
Speaker 3 (06:37):
I don't know I even gave her a higher response
or I don't even remember what I said for about
your technical skills, you.
Speaker 4 (06:43):
Know, because find it read it.
Speaker 3 (06:47):
That was the one where you graded yourself the lowest.
Speaker 2 (06:49):
I think I graded myself the lowest on adopting new
technical things.
Speaker 1 (06:53):
And I explained why when you say the lowest, you
graded a one.
Speaker 2 (06:56):
No, no, no, no, middle like three or something like Okay,
I gave myself up and he came back up with
a two and he's like a two something like that.
Speaker 3 (07:08):
Second best one is the best.
Speaker 2 (07:10):
And he came back with you know, yes, she may
struggle here, but but she's willing to learn it. And
when she's being taught.
Speaker 4 (07:18):
See, I remember these words.
Speaker 2 (07:20):
When I'm being shown something, I insist that I do
it instead of watching you do it, so because it's
how I learn.
Speaker 4 (07:26):
And I was like, man, you pay attention to that.
And it's true. It's crazy. This evalue, this evaluation thing
was weird to me at first, and now I love it.
Speaker 3 (07:38):
Oh, I guess we get to do it again at Christmas,
don't we do we it's twice a year.
Speaker 1 (07:42):
Yeah, it is a twice year thing.
Speaker 4 (07:43):
Oh wow.
Speaker 1 (07:44):
After the first of the year, do you think the
holiday spirit puts us in a in a positive mood
where's like everything is one hundred and everybody did great.
Speaker 2 (07:52):
I will say this, Murphy, the what's your point that
you bring up about we're almost too familiar with each other?
I see it a little bit different as far as
the evaluation goes. We're so personal. That's what makes it funny.
That's what makes it funny to me to have to
do something like he even said, can we schedule your
evaluation now?
Speaker 4 (08:09):
And I'm like, where's Sam? What you know?
Speaker 2 (08:12):
It's it's just we're so casual and personal with each other,
right that we spend so much time together. To have
to do something like buy the book together feels weird.
Speaker 1 (08:20):
Almost becomes awkward. Yeah, I get that.
Speaker 3 (08:22):
Yeah, so well, And you can answer this with Murphy,
because is it a good idea to reverse those things?
I mean, you evaluate yourself or employees evaluating their supervisors managers. Yeah?
Does anybody do that?
Speaker 1 (08:40):
I mean there are some companies that absolutely do that.
We'll have you know, feedback, and you know the I
guess it just depends on, you know, the type of company,
whether it's customer service. I don't know that's it. I
know I know that I do know that it exists,
right because I've seen it before. And I also know
that we went through that exercise years ago here where
supervisors were, you know, evaluated on their styles and so forth.
(09:04):
But uh, I guess, but I guess more times you're
going to see it in the in the different hierarchy.
I just I understand the reason that they're doing this
this way, because again, when it originates from the person
who is being evaluated, you're automatically open to which you
should be open to feedback. And what is interesting to me,
just because I don't know, maybe I'm a geek with
this kind of stuff, is I've seen there are a
(09:25):
lot of them that roll up to me, and so
people are naturally humble and and and when asked to
evaluate and to me, you know, the way that I
read the scale on this one one to five whatever
it is, when I think that somebody is extremely proficient,
that doesn't mean that there's still not room to grow.
But there are others that you know that really read
that as well. But you need to put a four
(09:46):
because everybody needs a chance to grow. Well, if that's
the case, everybody would be four all the time, you
know what I mean. And that's so context is the
only thing that gets to me a little bit confusing
because if I do think that somebody is giving their
actual and the results are actually there for it, then
if it's a scale of one to five or five
is the best, then I'm going to choose five. And
(10:07):
I'm not choosing five because I think they've tapped out
and they're not growing anymore. It's because I think that
you know, it's earned. But and then you've got people
who will evaluate. We've joked about this this one on
the show before too, because there's a weekly reporting. You
know the details, and you know it's it's a one
to five, what's your happiness? And you know, whenever I
see a three out of five and want to round,
(10:28):
what's wrong? Sam Rey's that is No, it's just average.
I'm not, you know, sad or and I'm not. I'm
not overly elated here. I am right in the middle.
And and that's a again, it's a perception thing. So
it's so and you know why I do a three?
So oh yeah, I did right correct exactly, But again,
not everybody else.
Speaker 4 (10:48):
So I gave you a three, you would be concerned.
Speaker 1 (10:51):
Yeah, But I mean it's tough for me because I'm
not this is going to sound weird or wrong. I
don't know. To me, I strive for a five all
the time. I know it's not realistic for that, you know,
But because of that, when I do see a three,
to me, it's like, okay, well if it's average and
you're not, really you're not four. If you know, four
(11:12):
is like I'm almost you know, the happiest person on
the planet, but you're three, then okay, So what is
it that we need to change to make it a
better week for you?
Speaker 2 (11:21):
Right?
Speaker 1 (11:22):
That's just that's me.
Speaker 3 (11:23):
Nothing's going to make it a better week for you know, three.
Speaker 1 (11:27):
And I know that this is not you know, where
Jody you were going because it was your evaluation. But
the I've seen this on ratings on eBay, and I've
even seen explanations on eBay now trying to clarify this
for people to understand that on a scale of one
to five, there are a lot of people that will think, yeah,
it was great, but you know, over the top. I'll
just put it right there in the middle, and it
(11:49):
winds up penalizing a lot of these eBay merchants because
you're saying that the you know, postage price or whatever
is three below. You know, it's average, it's not you know, awesome.
I wasn't impressed or anything like that, and they're trying
to explain that. Now, if you're satisfied, it's a five,
it's not a.
Speaker 4 (12:08):
The one to five scale is subjective.
Speaker 1 (12:09):
Yeah, and the same thing on some Amazon if you
read some Amazon comments. I've just done this before because
I want to know what the people who are just
in the middle are actually thinking. And I've seen them
literally one of the best purchases I've ever made, totally satisfied,
but they're waiting at a three because they, for whatever reason,
think the middle is the answer. And again because everybody
(12:31):
perceives that differently. It's almost like you have to really
go in and explain these kind of evaluations. But I've
been evaluated, you know, in these before too, where I've
had some people in the past, you know, put me
at a four and I'm like, well, okay, so everybody
on my team, you know, is a five. Not by default.
I mean, I had reasons for it, but it's just
like in this particular one, I'm I'm very pleased with
(12:55):
the progress. Everybody's committed. The attitude. You're right, I don't
like to use the word attitude, you know, what I'm saying,
the morale is good. All the things that you need
to create great success are there, and yes, you need
to measure the results too, because it can't all be
just about great feelings. The results have to be there.
But if you're delivering all those things and they're they're
(13:15):
on the right path again, that's a five to me.
Speaker 4 (13:18):
That's you know what I mean, that's a you see
it differently.
Speaker 1 (13:21):
But I've had others do the same thing, and then
the question becomes, what is it that we need to
work on here? It's like, well, I mean I'm actually
working on it. I don't know why they gave me
a four for that one, but you know, and.
Speaker 4 (13:31):
So yeah, you see it.
Speaker 1 (13:33):
It can be it can be confusing.
Speaker 3 (13:34):
Yeah.
Speaker 1 (13:34):
The only reason I say all of that is just
to remember that you know things in context. It's the
reason really now, when I'm researching to buy things, I'll
go back and look twice just to make sure that
somebody didn't like, give up a three to something that's
dragging the reviews down. You know what I'm saying, too
many threes. They're really happy people, but they chose the
wrong star, you know, and then there you go.
Speaker 2 (13:57):
I will say, getting back to the evaluation, I was
absolutely delighted because we're so personal and because I know
Sam the way I do, because I know you the
way I do, I know you are very ticky. Tacky
Sam is a person who's who himself is very particular
about things, and you are and there are times when
(14:18):
I see you, you know you're almost a perfectionist, and
that's hard.
Speaker 4 (14:23):
That's probably a hard way to be.
Speaker 2 (14:25):
Yeah, And so when I knew the perfectionist around here
was going to be doing my evaluation, I was like, man, and.
Speaker 4 (14:31):
It turns out to be so beautiful.
Speaker 3 (14:34):
Thank you.
Speaker 1 (14:35):
But I don't think you're not the kind of person
saying that you really don't want to evaluate people anyway.
I don't think that that's necessarily been in your comfort
zone over time. Do you feel better about it now though?
Do you you feel more confident in the ability or
do you still just really.
Speaker 3 (14:48):
You really better that it's over But after doing it,
it's like I'm fine with it next time.
Speaker 1 (14:56):
Yes.
Speaker 3 (14:57):
And the thing is going back to what you said
about the fact that we work together for so long,
and so it's just like thinking about it, it's like,
what am I gonna what am I going to hit
Jody with that she doesn't already know? Yeah, you know,
she already knows. There's a couple of things where she
downvoted herself or said a couple of things, and it's like, no,
that's yourself doing it. I think this, Yeah, you know,
(15:20):
there was nothing I went on there and said, whoa, whoa, whoa.
You're a little full of yourself on this way.
Speaker 4 (15:25):
No, it's hard to be very realistic.
Speaker 1 (15:29):
I think that's a great point because what it does
bring up is you're seeing things that you know about
Jody every single day that you believe that she should know.
But if she's not actually hearing those things, then she
may not be self affirming those. Yeah, And so it
does make it a good exercise at the at the
(15:49):
end of the day. But it's it is weird though,
because the three of us have worked together for almost
thirty years and having to stop and have that discussion.
But it also, I mean, I'm really comfortable with that too,
even if well.
Speaker 4 (16:00):
That's your lane. Yeah, I mean you're an ultimate manager.
Speaker 3 (16:04):
See, I think for us it is just a tinge
different because I'll see, you're a manager of like fifteen
people that sit in cubicles all day and you have
some interaction with them during the day. They're employees to you,
and so you're evaluating your employees.
Speaker 4 (16:20):
We're friends us.
Speaker 3 (16:22):
It's like we see each other for eight ten hours
a day, five days a week, thirty years. It's not
like you're sitting in a cubicle out there that Murphy,
can you step in here for a second. It's this way.
Speaker 4 (16:33):
We had to do it, which is what made it
so funny, which we had to share it. Good luck
with your evaluations. Missed any part of the show.
Speaker 1 (16:40):
Get it all on the Murphy Salmon Jody podcast.
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