July 8, 2025 • 20 mins
“There’s no other leadership tool that builds trust, reveals blind spots, and improves decisions better than walking your business.”
Notable Moments
[00:03:48] – Buc-ees experience leads into leadership visibility discussion
[00:05:27] – Lee Cockerell quote: “Get off the carpet and onto the concrete”
[00:07:48] – Why most leaders nod… but don’t follow through
[00:10:55] – Three reasons visible leadership matters
[00:13:09] – The irreplaceable value of experiencing your own product
[00:16:23] – Push past the awkwardness: consistency builds trust
[00:17:33] – Do the frontline job: respect comes from effort, not titles
[00:19:09] – Why walking your business reduces constant interruptions
In this episode, Tim Dyck and co-host Katie Currens explore the importance of “visible leadership” by getting off the carpet and onto the concrete. After Tim’s recent experience at Buc-ees, they unpack how leaders who regularly interact with frontline teams gain deeper trust, uncover blind spots, and make smarter decisions. Disney’s guest-first culture includes leadership visibility, which they both experienced as Cast Members. Tim breaks it down into three key benefits: building trust, understanding the real impact of your decisions, and identifying what the business actually needs. The episode wraps with practical ways to start small, stay consistent, and overcome the initial awkwardness of being more present with your team.
Read the blog for more from this episode.
Connect with Tim and his team:
Website: https://bestculturesolutions.ca/
LinkedIn: Best Culture Solutions, Inc
Instagram: @best.culture.solutions
Email: tim@bestculturesolutions.ca
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Foreign.
Welcome to the World at Work podcast, where business leaders and job seekers
come together to create winning cultures and fulfilling careers. I'm
your host, Katie Currins, and I am here with Tim Dick, founder of Best
Culture Solutions. Tim, how's it going? I am
(00:21):
awesome. How are you? I am doing pretty fantastic
myself. It's nice to be able to get back together and
chat with you about all things
organizational culture and making sure that people
leadership is making your culture the best. Right. That's the best
way I could think of summarizing it. That's right. And on Canada Day, no
(00:43):
less. What a wonderful day. Happy Canada Day, Tim.
Well, thanks. I mean, people will not hear this until after Canada, but we're here
on Canada Day, which is ironic because I just finally had my
first experience with a fine American
institution, which is Buc EE's. I got to my first Buc EE's near Denver last
week and my goodness, I could not believe that
(01:05):
this was real. Buc EE's is definitely a
cultural experience in itself. But I have to ask, what would
you say wowed you the most? I have never been
to a gas station. I mean, I knew that there's gonna be over 100 pumps.
I'd already heard that. I knew that when I walked in
and I saw that there were like, there was a full on
(01:28):
like fudge station. I was like, what is this? A fudge station and
a gas station. And you don't need not just a shelf of
fudge. It is a full on like making
fudge. There's a bakery. Oh, yeah, Yeah. I was like, what
is this? They're making fudge and a bakery. Like, I guess. I guess it wasn't
just a fudge station. Like it was a whole thing. But I was like, man,
(01:50):
like, like, how is this happening, right? Like there's a whole fudge and bakery
and sweet station. Like making things fresh in the gas
station. And then the other thing I noticed is they had a
sign out. They're hiring how much you can make as a manager. If you manage
at BUC EE's, you can make close to a quarter million dollars. Oh my goodness.
I couldn't believe it. I know. Yeah. And I was like, I'm in the wrong
(02:11):
career. But who'd have thought? But it is an experience
and I hope you felt the way I did when
the first time I went in one. Yeah. The cleanliness of the
place was beyond. And not just the main area
of the inside. You know, they have a sh. They have a full on
store. You want A Bucky swimsuit. You can buy a Buc ee swimsuit.
(02:33):
It's unreal. But the bathrooms were
huge. I know. Impeccable. So
I got to give it up to Buc EE's. They've earned their keep there. I
know. That's what I thought I said. What is this? I could not believe it.
Anyway, it's. I have heard about it. I'm pretty sure I've seen
you make a Facebook post about it. Yeah, I did.
(02:55):
Because similarly, I was blown away. I could not saw every
corner you turn there. And mind you, if you
become quite a fan of Bucky's, you might even get the opportunity to get
a picture with Bucky himself at some of these. Because Bucky
was even walking around at one of the gas stations we stopped at
one time. Luckily, we now pass, I think three going from
(03:17):
Ohio to Florida. So we have all the options for their
brisket sandwich and a picture with buckets. Yes, yes. And I,
I had the brisket sandwich. I did amazing, right?
Yeah. So, yeah, it was. No, I did more than brisket. I had brisket and
pulled pork topped with a sausage and I was like, like,
I know, right? It was amazing. I just. Anyway, my life was
(03:39):
changed, which I think would lead to what we want to talk about today. Because
I bet you anything that. And usually it's you who ties these
things together, but now it's going to be me. I'm so proud of you. Right.
I'm learning. But I bet you a manager at Buc Ees, right,
or a leader of Buc Ees who has to keep that thing going and keep
it the way it is. I bet you anything that they
(04:00):
are walking their business, so to speak. Which is what we're going to talk about
today, I bet. Yes. Yeah, I agree.
Yeah. So, I mean, let's get into that. I mean, I'll let you. I'm going
to stop now. You take over, Katie. I'll stop hosting my show. No, I love
how much BUC EE's has just taken over your brain right now. And
I think it is. It is some. If you're not familiar with BUC EE's, first
(04:20):
of all, I've got to make sure we spell it right. It's B, U, C,
E, apostrophe s. So Buc
EE's, if you look it up, you'll discover it is the
most themed gas station. They've got
dining, they have merchandise. It is a full
on experience when you stop at these and they're starting to
(04:42):
come up throughout The United States more and more. And
I really agree that a lot of it is going to be attributed to the
cleanliness the organization. It is massive. And
the first minute you pull into that parking lot, I know for
our family, my husband was like, there is no
way we are going to find a place to park and get inside this
(05:05):
facility without pure chaos. But it was seamless.
It was the most oddly enjoyable.
Now, I say enjoyable because the brisket definitely wooed me over.
It is over stimulating in some regards. But
the organization and the speed at which they address the
customer's need has been phenomenal. And it does, Tim,
(05:28):
exactly as you were saying. It takes me back to
something Lee Cockrell has often said about if you
want to be an effective leader, get off the carpet
and onto the concrete. Do you want to share a little bit more about what
he means when he references that? Yeah, that is. I'm glad
you asked that. And that's really important. I mean, we talk a lot on this
(05:48):
show about leadership and leadership principles and how to lead and. And
stuff like that. And, you know, the reality is that
the best way to lead is by getting involved. Right. You have to get involved.
And so what Lee is talking about when he talks about getting off the carpet
and onto the pavement is he's referring to, you know, the carpet
is your office, the pavement is the business. Right. And you need to walk your
(06:09):
business. There's a lot of leaders, right, that spend way too much
time in their office. They're very good at spending time in their office. And.
And make no mistake, there is work to be done in the office. Sure.
But the reality is that you need to get out in your business and see
what's really going on. And there's many, many great
reasons for that. You need to get out there, you need to meet with people,
(06:31):
you need to see people. You need to see what really is going on in
that business. You need to see, you know, how it works. You need to see
basically what is going on the front line, like what people really need. You need
to be in. And why? Because you need to be in touch with your product.
You need to be in touch with what you're offering people, and you need to
be in touch with what happens on the ground. And there's many good benefits
to it. Many good benefits to it. And, you know, and I.
(06:54):
And you need to. You need to do it like, you just need to do
it. Most leaders don't. And that's what sets that do
apart. I mean, everybody should and everybody could,
but the Difference is how many people actually do. And this is
a concept that a lot of people will nod their head and agree and
yes, you're so right. And I know, and this is true. And a lot of
(07:16):
them might even pretend like they buy into it and that they do it. But
then when you look at whether or not they actually do it, they don't. Right?
They don't do it and they don't. And I mean, most people. And
it's like a lot of things when it comes to leadership and common sense, a
lot of people will nod their head and say, yeah, you're so right and
that's so true and all these things. But then they will not do it. And
(07:36):
the difference is, is who has the self discipline to do it. Right. But I
mean, we're probably not going to talk about self discipline. They're going to talk about
the benefits. But I would tell you that there's immense benefit to it.
Some that I have experienced personally as a leader. Well, not some. All that I've
experienced personally as a leader. And it makes a huge difference with your team. It
really does. And, you know, I know we often talk about Disney
references, and I know for myself, when I worked at the parks, it was
(07:59):
not unheard of to have your executive leadership
at the parks working front lines with us from time to time
so they could see it. And I hate to say if they can do it,
then our small businesses can. Because I do understand small businesses,
you are very strapped for people. But on the flip side, when I was
working with an H VAC company, the owner,
(08:22):
I have to give him so much credit. He, the younger
owner, took over the company when his father unexpectedly
passed. And he was everywhere in that business. He
would go out to job sites, he would walk back in the fabrication
shop. He knew everybody back there by name. He knew the
equipment. And the benefit was that the people
(08:44):
could speak openly about what their needs were, what
the challenges were, whether it was a customer situation or
it was an isolated equipment need. And he could hear it
and then address it. And if he couldn't address it, he was able to have
a dialogue about what he needed or why it wouldn't
work out right then. But it really created a lot of
(09:07):
professional transparency where people felt comfortable opening up to
him. And he, he had a great. He has a great pulse
on his business. And as a result, there's not much turnover
there. People stick around because they know that they have
a voice and it makes a difference. And aside from that, the
customers can feel that as well. So the employees
(09:29):
feel seen and valued, the customers get that
trickle down effect. And on the other side of it, as a leader,
you get to see your employees leaning into their best selves in their
areas. And so a couple episodes, I even jotted this line down
that you said, every employee is capable of more than we
realize. Well, what a great way to realize it
(09:51):
is getting out of your, you know, plush office
and out there where they are engaged, not just for an
evaluation or observation, but to see them in action, to
learn from them, right? Yeah. Oh,
100%. Right. Like, I mean, and there's so many benefits to it. And
here's what I tell you. Many of the benefits, like to me there's two or
(10:13):
three main benefits that I see to getting out, right? The first is that you
earn the respect and trust to your people, right? And I think like one of
the things that I have always done when I do that is I don't just
go out there and say hi, you know, and how or how's it going or
what's that? I actually would say to people, and I've said this on episodes before,
is there anything I can help you with today? What can I help you with
today? And a lot of times people are not going to tell you anything.
(10:35):
They're like, what, you're going to help me? It's like, yeah, I'm going to help
you. And a lot of times people, you know, they can't believe that they're even
being asked, right? But it builds respect and it lets you,
and it opens the door with an open ended question to, to maybe find out
where some, some of your blind spots might be, right? Or
your business's blind spots might be. It's going to open the door for people to
(10:57):
be able to tell you that and build that trust. Sometimes they will ask you
for help. There might be a question or a point of clarity that they need
and they'll ask you for it. But by even just asking the question,
it builds that trust, right? It builds that trust with people and it also lets
them know that you're not just here to send things from your office and you're
actually here to help and contribute, right? And it builds that trust and respect with
(11:19):
your team. It also shows to them and as they get to know you, they
see that you're an individual just like they are. You know, you're all people,
right? And they're going to see that you are a person just like them and
it builds that trust, that respect. I mean, I'm going to Use the word trust,
respect, because that's what it's building, right, to do that.
The other thing is that you can sit in your office, right,
(11:40):
all day long and make decisions. And a lot of these leadership decisions are
very decisive. And you can go really fast and make all these decisions
really quickly and based on what you know, but you don't
fully know the impact that it's
having on the front line, right. Or on your customer
delivery. Unless you get out there and see for yourself what
(12:03):
is this decision really going to do, right? What is it
really going to do on the front line? What is it really going to
do to your team's ability to deliver for the customer or even what the
customer even wants? And unless you're on the front line and you're there
and you see it, and I would even go a step further, also experience
what it means to receive your product. I mean, we had
(12:25):
passes, you know, like we could get into a Disney park anytime as cast members.
And that's great as a perk, but it also allowed us to see
exactly what it's like to be a guest or a customer. And so
my point is that, you know, leaders need to get out and actually during their.
Their workday, you know, interact and interface with the front lines. They
also should experience the product as a customer so they can see what it's like.
(12:47):
So that way they can understand the impact of the decisions
they're making. Right? Which leads to, like, the third point as well. The third
point. So the first point is building trust. The second point is that you don't
understand the impact of the decisions that you make until you experience them on the
front. But the third point is you don't fully understand what the business might
really need, which is kind of tied to impact. You can make decisions, but you
(13:07):
don't really know what your blind spot. I talked about building trust for blind spots
and building trust for your team. Right? Your team will learn to trust you. That's
benefit number one. And because they trust you, you'll see it in the results and
the performance and suggestions you get. The second is that you understand the
impact of your decisions on the team and the customer when you're in the front
line. But the third is what decisions you should make, right? Which is
tied to the impact. If you know the impact better, you'll know what decisions you
(13:31):
need to make to actually improve things for your team and the customers and everything
that's intertwined there. But you. You simply cannot replicate
those three benefits any other way. There's no other tool out there that
a leader has that lets you do those things in that way. And that's why
it is imperative and that's why the leaders who actually have the self discipline to
do it reap the benefits. That is so
(13:53):
good. And I love the way you laid that out because
it is twofold. We don't understand the impact of our
choices unless we're out there. And on the flip side,
looking at those future choices, we don't really have a
full concept, full understanding of the big
decisions, as well as sometimes minor adjustments
(14:15):
that could help move the work forward. So I love the way
you just broke that down into those three quick and easy
ideas. Really. Because it sounds
simple to say, just walk out of your office, but it's
not. It doesn't end with just showing faith. People
can also see that it's the intention and it might feel
(14:37):
clunky at first, especially if you're not used to that. And it doesn't
make. It's not a bad thing if you're acknowledging, you know, I really
haven't been out on the floor much. It's actually, I would commend you for
having that reflection and thinking now, how can I build that into
my practice? How can I make that something that doesn't
feel unnerving to my team either? Because it will
(15:00):
feel a little odd at first, but the more
consistent you are with that and truly
engaging, not just passing through, but look people in the
eye, ask great questions, let them ask questions. And if you don't have an
answer acknowledging it, I think that's where that building
trust can be established and you just grow from there.
(15:21):
Yeah. Let me get back to you on that. Totally. You don't have to know
everything right away. The other thing too, that. And you're right. So like, you know,
it will be odd for people at first. You're absolutely right. They're not used to
it. Right. And that's why a lot of people don't do it is that, you
know, they know that they're supposed to do it. They know they should do it.
Even the people on the front lines know that this should happen and they think
about how it should happen. But when it really does happen, people are like, oh,
(15:43):
you're actually doing this. And actually can be unnerving a little bit because they're not
sure. Like they're wondering if there's another intention and. Or if there's
a trust thing or whatever. And people will get used to it. But
the other thing is that a lot of people Let the fear over that piece
of it that they're gonna, somebody might say something or all these
things to stop them from doing it. And it's like, no, I mean,
(16:06):
don't let your own negative self talk. Stop you from doing the right thing
and stop you from doing something that in the long term will build
trust. Because you know deep down it will. And, and there will always
be one or two people who have something silly to say about it and just
ignore them. You know, just ignore them and do it anyway. The other thing
that I would say too is that, you know, you don't want to just walk
(16:26):
around and say hi, it actually is a good idea as well
to go one step further, right, and actually
do the frontline job. Pull a four hour shift in that
frontline job. I know one team that I led, I did that even though sometimes
it meant coming in at three in the morning. And don't just do it because
you're short staffed and you're plugging hole even if there isn't a need. And then
(16:47):
have the self discipline to not do it every day, right? So that way you
don't fall in that trap if you are short staffed and not handling the root
cause of that problem. But get in there and you
will see exact customers. But actually, you know, it's good
every day. You need to have a habit where you chat with people every
day. You know, even if sometimes it's as little as before you do any paperwork
(17:08):
in your desk, you just go and say hi to everybody that's around you and
just ask them how you can help them. What help do they need from you
today? But actually do the job. People will
actually respect and trust you for doing that. They'll respect
you and trust you because they can see that you're actually trying to see what
it's like to be them. And they will like that. And you need to do
that. So that way it's not just an exercise in walking around your business
(17:30):
anymore and just saying hi to people. It's. It digs one
layer deeper to truly understanding what it's like to be them. I
love that. And I think it's so important to mention that by
offering yourself in the sense of saying, you know, what can I help
you with today? Sometimes that's as simple as
helping somebody track down who they should contact
(17:51):
about a situation. It certainly doesn't mean that you are
adding to your list. But if somebody says, you know, I'm having trouble
reaching this client and they just aren't
responding, then you could Say, you know, what so and so has done
has this method that seems to work. Let me put you in touch with them
or why don't you reach out to them and talk to it. But even that
(18:13):
type of guidance, and you don't have to do that with every person every
day, but it means a lot to have those quick, actionable
wins, even if it's something like, oh, you need more paper
towels, let me go grab a couple for you. It doesn't have to be
major, but it really will motivate
the team to work and show up when they know they have
(18:36):
you on their side. So I love this conversation, Tim. I think
we both could probably keep going on and on because there is so much
value to that visibility. So I appreciate you indulging in it
and I can't wait to hear about the next gas station
experience you have. So then, Tim, if somebody else
is wooed by the Buc EE's experience or just wants to dig
(18:58):
more into their own practice as a leader
and that visibility, I'm certainly going to
assume they could reach out to you and the best Culture solutions team. Correct?
Of course they can. And here's also another reason why it's important to do this.
When you walk your business and people see you visible and you're saying things like,
hey, what can I help you with today? And getting that out there, the other
(19:20):
thing that you're doing as well is you are getting those
questions asked on the spot. And I know one thing that a lot of leaders
struggle with is having a cell phone that rings all the time. That cell phone
will stop ringing as much when you're in front of people and they can ask
you questions there because they're going to ask you while you're there. And so anyway,
to answer your question, how people get a hold of us, we can help them
(19:41):
as we love helping with this and we can definitely help leaders get a deliberate
strategy to walk their business. And it's simple. You know, our
website is bestculturesolutions ca and my email address
is timestculturesolutions ca. It's as easy as that. We can help you have
a great off the carpet on the concrete strategy.
And if you have questions about what the heck Buc EE's is, reach out
(20:04):
to either of us further clarify that.
Excellent. Well, Tim, I appreciate this. We had a lot to say in this one.
I'm excited about it though. It was a great conversation as always. So thank you.
Thank you. Happy Canada Day. Happy Canada Day. I'll
talk to you again soon. See you soon.
Foreign.
Welcome to the World at Work podcast, where business leaders and job seekers
come together to create winning cultures and fulfilling careers. I'm
your host, Katie Currins, and I am here with Tim Dick, founder of Best
Culture Solutions. Tim, how's it going? I am
(00:21):
awesome. How are you? I am doing pretty fantastic
myself. It's nice to be able to get back together and
chat with you about all things
organizational culture and making sure that people
leadership is making your culture the best. Right. That's the best
way I could think of summarizing it. That's right. And on Canada Day, no
(00:43):
less. What a wonderful day. Happy Canada Day, Tim.
Well, thanks. I mean, people will not hear this until after Canada, but we're here
on Canada Day, which is ironic because I just finally had my
first experience with a fine American
institution, which is Buc EE's. I got to my first Buc EE's near Denver last
week and my goodness, I could not believe that
(01:05):
this was real. Buc EE's is definitely a
cultural experience in itself. But I have to ask, what would
you say wowed you the most? I have never been
to a gas station. I mean, I knew that there's gonna be over 100 pumps.
I'd already heard that. I knew that when I walked in
and I saw that there were like, there was a full on
(01:28):
like fudge station. I was like, what is this? A fudge station and
a gas station. And you don't need not just a shelf of
fudge. It is a full on like making
fudge. There's a bakery. Oh, yeah, Yeah. I was like, what
is this? They're making fudge and a bakery. Like, I guess. I guess it wasn't
just a fudge station. Like it was a whole thing. But I was like, man,
(01:50):
like, like, how is this happening, right? Like there's a whole fudge and bakery
and sweet station. Like making things fresh in the gas
station. And then the other thing I noticed is they had a
sign out. They're hiring how much you can make as a manager. If you manage
at BUC EE's, you can make close to a quarter million dollars. Oh my goodness.
I couldn't believe it. I know. Yeah. And I was like, I'm in the wrong
(02:11):
career. But who'd have thought? But it is an experience
and I hope you felt the way I did when
the first time I went in one. Yeah. The cleanliness of the
place was beyond. And not just the main area
of the inside. You know, they have a sh. They have a full on
store. You want A Bucky swimsuit. You can buy a Buc ee swimsuit.
(02:33):
It's unreal. But the bathrooms were
huge. I know. Impeccable. So
I got to give it up to Buc EE's. They've earned their keep there. I
know. That's what I thought I said. What is this? I could not believe it.
Anyway, it's. I have heard about it. I'm pretty sure I've seen
you make a Facebook post about it. Yeah, I did.
(02:55):
Because similarly, I was blown away. I could not saw every
corner you turn there. And mind you, if you
become quite a fan of Bucky's, you might even get the opportunity to get
a picture with Bucky himself at some of these. Because Bucky
was even walking around at one of the gas stations we stopped at
one time. Luckily, we now pass, I think three going from
(03:17):
Ohio to Florida. So we have all the options for their
brisket sandwich and a picture with buckets. Yes, yes. And I,
I had the brisket sandwich. I did amazing, right?
Yeah. So, yeah, it was. No, I did more than brisket. I had brisket and
pulled pork topped with a sausage and I was like, like,
I know, right? It was amazing. I just. Anyway, my life was
(03:39):
changed, which I think would lead to what we want to talk about today. Because
I bet you anything that. And usually it's you who ties these
things together, but now it's going to be me. I'm so proud of you. Right.
I'm learning. But I bet you a manager at Buc Ees, right,
or a leader of Buc Ees who has to keep that thing going and keep
it the way it is. I bet you anything that they
(04:00):
are walking their business, so to speak. Which is what we're going to talk about
today, I bet. Yes. Yeah, I agree.
Yeah. So, I mean, let's get into that. I mean, I'll let you. I'm going
to stop now. You take over, Katie. I'll stop hosting my show. No, I love
how much BUC EE's has just taken over your brain right now. And
I think it is. It is some. If you're not familiar with BUC EE's, first
(04:20):
of all, I've got to make sure we spell it right. It's B, U, C,
E, apostrophe s. So Buc
EE's, if you look it up, you'll discover it is the
most themed gas station. They've got
dining, they have merchandise. It is a full
on experience when you stop at these and they're starting to
(04:42):
come up throughout The United States more and more. And
I really agree that a lot of it is going to be attributed to the
cleanliness the organization. It is massive. And
the first minute you pull into that parking lot, I know for
our family, my husband was like, there is no
way we are going to find a place to park and get inside this
(05:05):
facility without pure chaos. But it was seamless.
It was the most oddly enjoyable.
Now, I say enjoyable because the brisket definitely wooed me over.
It is over stimulating in some regards. But
the organization and the speed at which they address the
customer's need has been phenomenal. And it does, Tim,
(05:28):
exactly as you were saying. It takes me back to
something Lee Cockrell has often said about if you
want to be an effective leader, get off the carpet
and onto the concrete. Do you want to share a little bit more about what
he means when he references that? Yeah, that is. I'm glad
you asked that. And that's really important. I mean, we talk a lot on this
(05:48):
show about leadership and leadership principles and how to lead and. And
stuff like that. And, you know, the reality is that
the best way to lead is by getting involved. Right. You have to get involved.
And so what Lee is talking about when he talks about getting off the carpet
and onto the pavement is he's referring to, you know, the carpet
is your office, the pavement is the business. Right. And you need to walk your
(06:09):
business. There's a lot of leaders, right, that spend way too much
time in their office. They're very good at spending time in their office. And.
And make no mistake, there is work to be done in the office. Sure.
But the reality is that you need to get out in your business and see
what's really going on. And there's many, many great
reasons for that. You need to get out there, you need to meet with people,
(06:31):
you need to see people. You need to see what really is going on in
that business. You need to see, you know, how it works. You need to see
basically what is going on the front line, like what people really need. You need
to be in. And why? Because you need to be in touch with your product.
You need to be in touch with what you're offering people, and you need to
be in touch with what happens on the ground. And there's many good benefits
to it. Many good benefits to it. And, you know, and I.
(06:54):
And you need to. You need to do it like, you just need to do
it. Most leaders don't. And that's what sets that do
apart. I mean, everybody should and everybody could,
but the Difference is how many people actually do. And this is
a concept that a lot of people will nod their head and agree and
yes, you're so right. And I know, and this is true. And a lot of
(07:16):
them might even pretend like they buy into it and that they do it. But
then when you look at whether or not they actually do it, they don't. Right?
They don't do it and they don't. And I mean, most people. And
it's like a lot of things when it comes to leadership and common sense, a
lot of people will nod their head and say, yeah, you're so right and
that's so true and all these things. But then they will not do it. And
(07:36):
the difference is, is who has the self discipline to do it. Right. But I
mean, we're probably not going to talk about self discipline. They're going to talk about
the benefits. But I would tell you that there's immense benefit to it.
Some that I have experienced personally as a leader. Well, not some. All that I've
experienced personally as a leader. And it makes a huge difference with your team. It
really does. And, you know, I know we often talk about Disney
references, and I know for myself, when I worked at the parks, it was
(07:59):
not unheard of to have your executive leadership
at the parks working front lines with us from time to time
so they could see it. And I hate to say if they can do it,
then our small businesses can. Because I do understand small businesses,
you are very strapped for people. But on the flip side, when I was
working with an H VAC company, the owner,
(08:22):
I have to give him so much credit. He, the younger
owner, took over the company when his father unexpectedly
passed. And he was everywhere in that business. He
would go out to job sites, he would walk back in the fabrication
shop. He knew everybody back there by name. He knew the
equipment. And the benefit was that the people
(08:44):
could speak openly about what their needs were, what
the challenges were, whether it was a customer situation or
it was an isolated equipment need. And he could hear it
and then address it. And if he couldn't address it, he was able to have
a dialogue about what he needed or why it wouldn't
work out right then. But it really created a lot of
(09:07):
professional transparency where people felt comfortable opening up to
him. And he, he had a great. He has a great pulse
on his business. And as a result, there's not much turnover
there. People stick around because they know that they have
a voice and it makes a difference. And aside from that, the
customers can feel that as well. So the employees
(09:29):
feel seen and valued, the customers get that
trickle down effect. And on the other side of it, as a leader,
you get to see your employees leaning into their best selves in their
areas. And so a couple episodes, I even jotted this line down
that you said, every employee is capable of more than we
realize. Well, what a great way to realize it
(09:51):
is getting out of your, you know, plush office
and out there where they are engaged, not just for an
evaluation or observation, but to see them in action, to
learn from them, right? Yeah. Oh,
100%. Right. Like, I mean, and there's so many benefits to it. And
here's what I tell you. Many of the benefits, like to me there's two or
(10:13):
three main benefits that I see to getting out, right? The first is that you
earn the respect and trust to your people, right? And I think like one of
the things that I have always done when I do that is I don't just
go out there and say hi, you know, and how or how's it going or
what's that? I actually would say to people, and I've said this on episodes before,
is there anything I can help you with today? What can I help you with
today? And a lot of times people are not going to tell you anything.
(10:35):
They're like, what, you're going to help me? It's like, yeah, I'm going to help
you. And a lot of times people, you know, they can't believe that they're even
being asked, right? But it builds respect and it lets you,
and it opens the door with an open ended question to, to maybe find out
where some, some of your blind spots might be, right? Or
your business's blind spots might be. It's going to open the door for people to
(10:57):
be able to tell you that and build that trust. Sometimes they will ask you
for help. There might be a question or a point of clarity that they need
and they'll ask you for it. But by even just asking the question,
it builds that trust, right? It builds that trust with people and it also lets
them know that you're not just here to send things from your office and you're
actually here to help and contribute, right? And it builds that trust and respect with
(11:19):
your team. It also shows to them and as they get to know you, they
see that you're an individual just like they are. You know, you're all people,
right? And they're going to see that you are a person just like them and
it builds that trust, that respect. I mean, I'm going to Use the word trust,
respect, because that's what it's building, right, to do that.
The other thing is that you can sit in your office, right,
(11:40):
all day long and make decisions. And a lot of these leadership decisions are
very decisive. And you can go really fast and make all these decisions
really quickly and based on what you know, but you don't
fully know the impact that it's
having on the front line, right. Or on your customer
delivery. Unless you get out there and see for yourself what
(12:03):
is this decision really going to do, right? What is it
really going to do on the front line? What is it really going to
do to your team's ability to deliver for the customer or even what the
customer even wants? And unless you're on the front line and you're there
and you see it, and I would even go a step further, also experience
what it means to receive your product. I mean, we had
(12:25):
passes, you know, like we could get into a Disney park anytime as cast members.
And that's great as a perk, but it also allowed us to see
exactly what it's like to be a guest or a customer. And so
my point is that, you know, leaders need to get out and actually during their.
Their workday, you know, interact and interface with the front lines. They
also should experience the product as a customer so they can see what it's like.
(12:47):
So that way they can understand the impact of the decisions
they're making. Right? Which leads to, like, the third point as well. The third
point. So the first point is building trust. The second point is that you don't
understand the impact of the decisions that you make until you experience them on the
front. But the third point is you don't fully understand what the business might
really need, which is kind of tied to impact. You can make decisions, but you
(13:07):
don't really know what your blind spot. I talked about building trust for blind spots
and building trust for your team. Right? Your team will learn to trust you. That's
benefit number one. And because they trust you, you'll see it in the results and
the performance and suggestions you get. The second is that you understand the
impact of your decisions on the team and the customer when you're in the front
line. But the third is what decisions you should make, right? Which is
tied to the impact. If you know the impact better, you'll know what decisions you
(13:31):
need to make to actually improve things for your team and the customers and everything
that's intertwined there. But you. You simply cannot replicate
those three benefits any other way. There's no other tool out there that
a leader has that lets you do those things in that way. And that's why
it is imperative and that's why the leaders who actually have the self discipline to
do it reap the benefits. That is so
(13:53):
good. And I love the way you laid that out because
it is twofold. We don't understand the impact of our
choices unless we're out there. And on the flip side,
looking at those future choices, we don't really have a
full concept, full understanding of the big
decisions, as well as sometimes minor adjustments
(14:15):
that could help move the work forward. So I love the way
you just broke that down into those three quick and easy
ideas. Really. Because it sounds
simple to say, just walk out of your office, but it's
not. It doesn't end with just showing faith. People
can also see that it's the intention and it might feel
(14:37):
clunky at first, especially if you're not used to that. And it doesn't
make. It's not a bad thing if you're acknowledging, you know, I really
haven't been out on the floor much. It's actually, I would commend you for
having that reflection and thinking now, how can I build that into
my practice? How can I make that something that doesn't
feel unnerving to my team either? Because it will
(15:00):
feel a little odd at first, but the more
consistent you are with that and truly
engaging, not just passing through, but look people in the
eye, ask great questions, let them ask questions. And if you don't have an
answer acknowledging it, I think that's where that building
trust can be established and you just grow from there.
(15:21):
Yeah. Let me get back to you on that. Totally. You don't have to know
everything right away. The other thing too, that. And you're right. So like, you know,
it will be odd for people at first. You're absolutely right. They're not used to
it. Right. And that's why a lot of people don't do it is that, you
know, they know that they're supposed to do it. They know they should do it.
Even the people on the front lines know that this should happen and they think
about how it should happen. But when it really does happen, people are like, oh,
(15:43):
you're actually doing this. And actually can be unnerving a little bit because they're not
sure. Like they're wondering if there's another intention and. Or if there's
a trust thing or whatever. And people will get used to it. But
the other thing is that a lot of people Let the fear over that piece
of it that they're gonna, somebody might say something or all these
things to stop them from doing it. And it's like, no, I mean,
(16:06):
don't let your own negative self talk. Stop you from doing the right thing
and stop you from doing something that in the long term will build
trust. Because you know deep down it will. And, and there will always
be one or two people who have something silly to say about it and just
ignore them. You know, just ignore them and do it anyway. The other thing
that I would say too is that, you know, you don't want to just walk
(16:26):
around and say hi, it actually is a good idea as well
to go one step further, right, and actually
do the frontline job. Pull a four hour shift in that
frontline job. I know one team that I led, I did that even though sometimes
it meant coming in at three in the morning. And don't just do it because
you're short staffed and you're plugging hole even if there isn't a need. And then
(16:47):
have the self discipline to not do it every day, right? So that way you
don't fall in that trap if you are short staffed and not handling the root
cause of that problem. But get in there and you
will see exact customers. But actually, you know, it's good
every day. You need to have a habit where you chat with people every
day. You know, even if sometimes it's as little as before you do any paperwork
(17:08):
in your desk, you just go and say hi to everybody that's around you and
just ask them how you can help them. What help do they need from you
today? But actually do the job. People will
actually respect and trust you for doing that. They'll respect
you and trust you because they can see that you're actually trying to see what
it's like to be them. And they will like that. And you need to do
that. So that way it's not just an exercise in walking around your business
(17:30):
anymore and just saying hi to people. It's. It digs one
layer deeper to truly understanding what it's like to be them. I
love that. And I think it's so important to mention that by
offering yourself in the sense of saying, you know, what can I help
you with today? Sometimes that's as simple as
helping somebody track down who they should contact
(17:51):
about a situation. It certainly doesn't mean that you are
adding to your list. But if somebody says, you know, I'm having trouble
reaching this client and they just aren't
responding, then you could Say, you know, what so and so has done
has this method that seems to work. Let me put you in touch with them
or why don't you reach out to them and talk to it. But even that
(18:13):
type of guidance, and you don't have to do that with every person every
day, but it means a lot to have those quick, actionable
wins, even if it's something like, oh, you need more paper
towels, let me go grab a couple for you. It doesn't have to be
major, but it really will motivate
the team to work and show up when they know they have
(18:36):
you on their side. So I love this conversation, Tim. I think
we both could probably keep going on and on because there is so much
value to that visibility. So I appreciate you indulging in it
and I can't wait to hear about the next gas station
experience you have. So then, Tim, if somebody else
is wooed by the Buc EE's experience or just wants to dig
(18:58):
more into their own practice as a leader
and that visibility, I'm certainly going to
assume they could reach out to you and the best Culture solutions team. Correct?
Of course they can. And here's also another reason why it's important to do this.
When you walk your business and people see you visible and you're saying things like,
hey, what can I help you with today? And getting that out there, the other
(19:20):
thing that you're doing as well is you are getting those
questions asked on the spot. And I know one thing that a lot of leaders
struggle with is having a cell phone that rings all the time. That cell phone
will stop ringing as much when you're in front of people and they can ask
you questions there because they're going to ask you while you're there. And so anyway,
to answer your question, how people get a hold of us, we can help them
(19:41):
as we love helping with this and we can definitely help leaders get a deliberate
strategy to walk their business. And it's simple. You know, our
website is bestculturesolutions ca and my email address
is timestculturesolutions ca. It's as easy as that. We can help you have
a great off the carpet on the concrete strategy.
And if you have questions about what the heck Buc EE's is, reach out
(20:04):
to either of us further clarify that.
Excellent. Well, Tim, I appreciate this. We had a lot to say in this one.
I'm excited about it though. It was a great conversation as always. So thank you.
Thank you. Happy Canada Day. Happy Canada Day. I'll
talk to you again soon. See you soon.
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