September 17, 2023 • 24 mins
Want to supercharge your leadership skills and foster a more productive and happier team environment? This episode promises to equip you with strategies to adapt your leadership style to the evolving needs of your team and ensure they're performing at their best. We delve into the correlation between an employee's home life happiness and their productivity at work, and how as a leader, you play a crucial role in detecting and rectifying signs of a struggling team.
Imagine having a team where open communication isn't a hurdle, but a norm. We talk about how genuine conversations with employees can significantly enhance team dynamics and overall productivity. We'll help you spot the unofficial leaders within your team and leverage their insights to fine-tune your leadership style. We discuss the power of encouraging employees to express their ideas, resulting in a more cohesive team and better business outcomes. Lastly, we underline the importance of treating your team with respect and appreciation, fostering loyalty, and ultimately creating better products with faster turnaround times. Tune in, and let's create a work environment where everyone thrives!
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
You knew they were going to make sure that you had
a happier home life.
By having a happier home life,they knew they were going to get
a better product and moreproductivity out of you.
Team one stand by Copy.
Team one stand by Breach,breach, breach.
(00:22):
How is that any different thannow?
You know, here it is 2023.
And yet we still have peoplewho could care less about.
(00:42):
We have leaders, or I call them.
I give them leaders justbecause they're titled, but
let's be honest, they're notreal leaders.
But we have people inleadership positions who could
care less about the lives oftheir subordinates.
(01:03):
I'm not saying you have to makeyour subordinates life your
priority, because it's not.
You got your own life.
They're responsible for theirlives.
But by making sure that you dowhat you can within reason.
Within reason, you do what youcan within reason to make that
(01:25):
employee's life at home better,make it seem that that's a
priority for you, and whetheryou actually care on a personal
level or not is irrelevant,because that person believes
that you were looking out forthem and you want them to have a
happier life, home life, andthey see that you're doing that.
(01:47):
It's not just about believing.
Okay, let me make sure I makethat clear.
It's not just about making themthink that there has to be some
action towards it, but by theseemployees seeing that, for
these subordinates, by themseeing that you're making an
effort to make sure that theirhome life is better, you're
(02:12):
going to start to see a betterresult.
You're going to start seeing abetter product.
You're going to start seeingmore productivity.
Just by that simple thing alone.
Like I said, it doesn't meanyou have to take their lives
into, you know, into everydecision that's made Probably
should at least consider it.
(02:32):
But by making them believe thatyou want them and taking action
to show them that you want themto have a happier home life,
your chances of getting a betteremployee are drastically
increased.
And that's not saying that whatyou already put into place is
(02:52):
going to stay the same, becausewe're human beings.
Life changes, our life changes.
We change as we get older andwiser, or however you want to
say it.
All of this stuff changes,which means, as a leader, it is
(03:13):
incumbent upon you to make surethat your leader is better, to
make sure that your leadershipstyle and what you are doing to
keep your team motivated isconstantly adapting as well.
Now, when you start to see thosesigns that things are not going
as well as they should, thenit's time to change it up.
It's time to do something alittle different.
(03:33):
Like I said, if you fail to doany of that, if you fail to act
on these signs, well then youfailed as well.
It's not just the companythat's failing, it's not the
employee or the subordinatethat's failing.
You failed as a leader and youbear the ultimate responsibility
of the failure because, well,let's be honest, you were
(03:57):
putting that position to makesure it gets done, and now it's
not getting done and you arevery likely, or could be very
likely, the sole reason as towhy that is happening.
But, brian, I'm in a leadershipposition.
How am I supposed to know whenthings aren't working right for
(04:20):
my team?
How am I supposed to know whenI need to change up my
leadership style?
Well, I'm glad you asked,because if you're asking that,
then chances are you're at leasttrying to be a good leader.
And my first response to somequestion like that is when's the
(04:43):
last time you talk to yoursubordinate?
When's the last time you talkwith your employees, not just in
the sense of telling them whatto do?
When's the last time you had aconversation with them?
Just find out how things aregoing.
When's the last time you askedthem about things going on in
(05:04):
their lives outside of work?
You had them.
Oh, Okay, you should probablystart there.
That's one way to get youremployees, your subordinates,
your team, to feel like theymatter, like they're important,
(05:25):
like they're valued.
Do you have to be really, trulyinvested and, you know, worried
about what's going on in theirpersonal life?
No, at least not to the extentthat you know you make it your
issues or your things.
(05:45):
But at least care enough to ask, care enough to find out if
there's something you can do tohelp make their lives better.
You know you can truly onlyaffect directly their
professional or their workatmosphere, but the byproduct of
(06:11):
a good professional or workatmosphere is a better, happy or
a better and happier home life.
(06:38):
Byproduct of talking with youremployees and asking about
what's going on in their livesis going to be the sense to the
employee or the team member thatyou care.
That's the first step.
That's the first thing to do inwanting to do better with your
(07:02):
team.
The next thing and this is amore, I'll say a more.
This is a less direct route,but one that you can see
immediate results.
How's production lately?
How's the progress in reachingthe company goals?
(07:24):
How's that going?
Has it dropped?
Yeah, why?
Why has it dropped?
You don't know?
Let me guess Bad employees.
Right, that's the typicalresponse.
Typical response is theemployees aren't doing their
(07:44):
jobs.
Are they not doing their jobs,or are you just a bad leader?
Hmm, so look at your results.
What kind of results are yougetting?
What are your outcomes?
If you're seeing a productivityor an efficiency fail or start
(08:05):
to fall, that's probably yourfirst clue.
Some may write.
Probably Is there something youcan do to change it?
Yep, simple, start caring.
Not just caring about a company, not just caring about the
(08:32):
bottom line.
That seems a bit big, but startcaring about your employees.
Start caring about the team anddon't make it a whole big
enough.
We have to wind that up some.
(08:53):
Yeah, it's too big, but startcaring.
Start actually giving a dang onor about your employees.
Start actually caring andtrying to do something to make a
(09:17):
difference.
If your goal is to have acertain production level and
part of the reason why you'renot reaching it is because of
low productivity from the team.
Change it up.
Go to them.
Go to your not just your directleaders.
(09:40):
That's another thing.
Those of us that are inleadership positions like direct
leadership positions.
That's our title.
As a leader, you're the leader,and title A lot of people don't
understand is that you have whatare called indirect leaders.
(10:02):
You're indirect leaders.
How did I cut those holes?
Your indirect leaders are thosethat are on the line with
everyone else doing the exactsame job, but don't have the
title.
As a leader, you should be ableto pick out who your indirect
(10:24):
leaders are, those individualsthat the rest of the employees
look at, or the rest of the teamlook at and say you know what?
I'm going to go talk to them,I'm going to find out what they
think, I'm going to find outtheir take on this particular
thing, and when they do that,the person they go to is that
(10:51):
indirect leader, the one thatthey see as being one of them
and someone they should follow.
If you're a leader a trueleader you're going to know who
that individual is.
You're going to find out whothat individual is and then
you're going to lean on them,not to put pressure on them, but
(11:13):
you're going to lean on them toget more knowledge, to
understand how you as a leaderan official leader can do better
, what the atmosphere with yourteam is.
That's how you know, that's howyou find out.
You go to those unofficialleaders and you talk with them,
(11:40):
you build a relationship withthem and then you start adapting
your leadership styles inaccordance with what you learned
.
Is it something that requiresan authoritarian approach?
Maybe You're not going to knowuntil you find out.
(12:01):
Is it going to be somethingthat requires a minor change
that you can make?
Maybe you won't know until youfind out.
The point I'm trying to make isthat communication is key.
You need to talk.
You need to talk with youremployees, you need to talk with
your team.
You need to talk with yourunofficial leaders and get those
(12:24):
lines of communication open.
Once you've got those lines ofcommunication open, you're going
to start being able to find outthings about your business,
about yourself, about yourleadership style that either
does or does not work, andthat's where the changes are
going to start to happen,especially when there are
changes that you personally, asa leader, can make.
(12:45):
Once you've gotten to that pointwhere you're asking these
questions and you're open thoselines of communication with your
team and you start finding outall these things about your team
and leadership and yourleadership style and so on and
(13:06):
so forth, then you're going tostart being a real leader.
Then you're going to startseeing the positive changes.
That's how you're going to knowthat you're moving in the right
direction, because you'vetalked to your people.
You've talked to your team.
You know what's going on withthem.
(13:26):
You know their concerns.
You're giving them a chance toexpress their ideas, because,
again, it's about a team, awhole team, coming together to
accomplish one thing.
And with those open lines ofcommunication, that's exactly
what you've done.
You allowed yourself to open upthat avenue and you're going to
(13:52):
realize that there are betterideas out there.
You're going to realize thatthey're individuals, that their
strong suit may not be what youoriginally thought it was.
Their strong suit may entirelybe something completely
different, and that's okay.
There's nothing wrong with that.
There's nothing wrong withbeing the leader that doesn't
(14:14):
know everything.
That's one of the biggestthings I've had to learn in
being a leader is that it's notabout what you know, it's about
how you know how to get it done,how to utilize your team to get
it done.
(14:34):
As a leader in my organization.
I don't know everything thereis, and I've got individuals
that I work with that have beendoing this job longer than I
have.
They've seen more, they've donemore.
Do you think, just because I'mtheir supervisor, that I'm going
to stand back and ignore thefact that they've got all this
(14:56):
information, all this knowledge,all this experience?
No, I'm going to approach themand I'm going to try to get them
to help me understand better.
I'm going to lean on them tohelp me make the team better,
because that's my job.
My job is to get the job done.
My job is to make sure that thegoals of the company are met
(15:21):
and, at the same time, that I'mable to enrich or better the
lives of my team.
And I can't do that.
If I'm so self-absorbed, if I'mso wrapped up in my own desire
to be whatever, then I losefocus of the team, because being
(15:49):
a leader is about so much morethan the individual.
Being a leader has nothing todo with the individual,
absolutely nothing.
How Are there things that, as aleader, you can benefit from
that can make things better foryou?
(16:10):
Certainly, certainly.
The better your team does, thebetter things are for you, the
better you look.
So, yeah, if you're driven thatway, then 100% yes, it benefits
you from your team doing better.
But again, it's not about you.
(16:34):
It's not about only youaccomplishing what you want.
You should be trying todual-purpose accomplish being a
better leader and, at the sametime, meeting the company goals.
(17:12):
Sadly, what I've found.
Well, there are too many peoplethat have gotten wrapped up and
being so proud of being theleader or the boss that they've
forgotten how it is to trulylead.
They're too busy Sometimes,most times.
(17:37):
I hope that it's unintentional,that they didn't mean to get to
that place, that they didn'tmean to get to a place where
they were so happy to be theboss that they forgot what it
(17:59):
meant to actually lead.
It's those individuals thatreally kill a business and their
leaders, the leaders of theleaders, because everybody's had
(18:19):
a boss their leaders if they'reastute, if they're paying
attention, if they're being areal leader, then they're seeing
exactly that.
They're seeing that it's thosebad leaders that's causing them
(18:41):
not to meet that bottom line.
They're seeing that it's thosebad leaders that's costing them
good employees, because employeeretention is also another sign
of bad management.
(19:02):
You take some of the worst jobsin the world and see that there
are people that have been doingthat job for a very long time.
They're not doing that jobbecause it is just oh so great
of a job.
(19:22):
A lot of these jobs if any ofyou ever watched Dirty Jobs with
Mike Rowe, a lot of you'llnotice some of these jobs are
just absolutely horrible.
I could not work in a job whereI had to work with human feces,
couldn't do it.
I couldn't.
I would be gagging entirely toomuch, and that is not how I
(19:46):
want to spend my day at work.
That being said, there areindividuals that do that job.
Why?
It's highly doubtful.
They're doing it because theyjust love working, that kind of
work, but more so, they probablywork for some pretty good
(20:07):
people, probably work for peoplethat realize that sometimes the
job is not all that great.
But if you treat the employeewell enough, make them feel
valued, make them feel like theycount, they matter, you can do
that and that's where you'regoing to get your loyalty from.
That's where you're going toget your people that are going
(20:28):
to want to stay for 10, 15, 20years on end.
Oops, that's where you're goingto get those employees.
Those are the ones that areloyal.
When you get that kind ofloyalty for your company now
you're making a difference.
Now you're getting somewhere.
Because now that loyalty turnsinto nothing but gained
(20:55):
experience and gained knowledgefor your company, which in turn
can give you a better product,you have a better product,
faster turnaround times, so onand so forth.
But you have to have thatexperience, you have to have
(21:17):
that loyalty.
That employee or the employeesthat are willing to stay there
and embrace the suck that it isthat may be with their job all
because they're loyal to you,loyalty to the company, to help
the company reach that bottomline.
They know they're not seeingthe same dollar that the boss is
(21:39):
.
They know they're not going toget the same benefits that the
boss gets, but what they do getthey appreciate.
When they feel like they matter, they appreciate it, and that
makes a world of difference to alot of them.
Yep, that's about par for thecourse.
(22:10):
Let's try this again.
This is how you know.
This is a real video.
I actually post my fails.
That was a good one.
The fact this ain't going tocome out is another one.
(22:36):
Let's be honest, guys.
We owe it to them as theirleaders, as the supervisors, as
(22:57):
the managers, as the bosses, asthe employer.
We owe it to them, we owe it tothose that are subordinate, to
try to make the job the best wecan for them.
We owe it to them to helpenrich their lives.
Obviously, it's on them totruly enrich their own life, but
(23:23):
at the same time, we were oncethere, at least most of us, a
lot of us.
We were there.
We had to start out somewhere.
We all had bosses.
We all had supervisors andmanagers that we didn't like.
We didn't like how they didthings.
We thought we could do itbetter.
Now that we're here, we havethat opportunity.
(23:45):
We owe it to them.
When I got into being in asupervisory role, my guiding
focus was to be the supervisorthat I always wanted to work for
.
I hope that I've come close.
I hope that the people that Iwork with, my team, feel the
(24:08):
same way.
I haven't always been the best,haven't always gotten it right,
but I've tried.
I try to keep a constant focuson how I can do better, because
I owe it to them.
I was there once.
We all were.
We owe it to them just as muchas we owe it to the company.
(24:29):
So my takeaway Until next time,guys, appreciate it, appreciate
your time.
You know what you say.
Catch you around.
Bye.
You knew they were going to make sure that you had
a happier home life.
By having a happier home life,they knew they were going to get
a better product and moreproductivity out of you.
Team one stand by Copy.
Team one stand by Breach,breach, breach.
(00:22):
How is that any different thannow?
You know, here it is 2023.
And yet we still have peoplewho could care less about.
(00:42):
We have leaders, or I call them.
I give them leaders justbecause they're titled, but
let's be honest, they're notreal leaders.
But we have people inleadership positions who could
care less about the lives oftheir subordinates.
(01:03):
I'm not saying you have to makeyour subordinates life your
priority, because it's not.
You got your own life.
They're responsible for theirlives.
But by making sure that you dowhat you can within reason.
Within reason, you do what youcan within reason to make that
(01:25):
employee's life at home better,make it seem that that's a
priority for you, and whetheryou actually care on a personal
level or not is irrelevant,because that person believes
that you were looking out forthem and you want them to have a
happier life, home life, andthey see that you're doing that.
(01:47):
It's not just about believing.
Okay, let me make sure I makethat clear.
It's not just about making themthink that there has to be some
action towards it, but by theseemployees seeing that, for
these subordinates, by themseeing that you're making an
effort to make sure that theirhome life is better, you're
(02:12):
going to start to see a betterresult.
You're going to start seeing abetter product.
You're going to start seeingmore productivity.
Just by that simple thing alone.
Like I said, it doesn't meanyou have to take their lives
into, you know, into everydecision that's made Probably
should at least consider it.
(02:32):
But by making them believe thatyou want them and taking action
to show them that you want themto have a happier home life,
your chances of getting a betteremployee are drastically
increased.
And that's not saying that whatyou already put into place is
(02:52):
going to stay the same, becausewe're human beings.
Life changes, our life changes.
We change as we get older andwiser, or however you want to
say it.
All of this stuff changes,which means, as a leader, it is
(03:13):
incumbent upon you to make surethat your leader is better, to
make sure that your leadershipstyle and what you are doing to
keep your team motivated isconstantly adapting as well.
Now, when you start to see thosesigns that things are not going
as well as they should, thenit's time to change it up.
It's time to do something alittle different.
(03:33):
Like I said, if you fail to doany of that, if you fail to act
on these signs, well then youfailed as well.
It's not just the companythat's failing, it's not the
employee or the subordinatethat's failing.
You failed as a leader and youbear the ultimate responsibility
of the failure because, well,let's be honest, you were
(03:57):
putting that position to makesure it gets done, and now it's
not getting done and you arevery likely, or could be very
likely, the sole reason as towhy that is happening.
But, brian, I'm in a leadershipposition.
How am I supposed to know whenthings aren't working right for
(04:20):
my team?
How am I supposed to know whenI need to change up my
leadership style?
Well, I'm glad you asked,because if you're asking that,
then chances are you're at leasttrying to be a good leader.
And my first response to somequestion like that is when's the
(04:43):
last time you talk to yoursubordinate?
When's the last time you talkwith your employees, not just in
the sense of telling them whatto do?
When's the last time you had aconversation with them?
Just find out how things aregoing.
When's the last time you askedthem about things going on in
(05:04):
their lives outside of work?
You had them.
Oh, Okay, you should probablystart there.
That's one way to get youremployees, your subordinates,
your team, to feel like theymatter, like they're important,
(05:25):
like they're valued.
Do you have to be really, trulyinvested and, you know, worried
about what's going on in theirpersonal life?
No, at least not to the extentthat you know you make it your
issues or your things.
(05:45):
But at least care enough to ask, care enough to find out if
there's something you can do tohelp make their lives better.
You know you can truly onlyaffect directly their
professional or their workatmosphere, but the byproduct of
(06:11):
a good professional or workatmosphere is a better, happy or
a better and happier home life.
(06:38):
Byproduct of talking with youremployees and asking about
what's going on in their livesis going to be the sense to the
employee or the team member thatyou care.
That's the first step.
That's the first thing to do inwanting to do better with your
(07:02):
team.
The next thing and this is amore, I'll say a more.
This is a less direct route,but one that you can see
immediate results.
How's production lately?
How's the progress in reachingthe company goals?
(07:24):
How's that going?
Has it dropped?
Yeah, why?
Why has it dropped?
You don't know?
Let me guess Bad employees.
Right, that's the typicalresponse.
Typical response is theemployees aren't doing their
(07:44):
jobs.
Are they not doing their jobs,or are you just a bad leader?
Hmm, so look at your results.
What kind of results are yougetting?
What are your outcomes?
If you're seeing a productivityor an efficiency fail or start
(08:05):
to fall, that's probably yourfirst clue.
Some may write.
Probably Is there something youcan do to change it?
Yep, simple, start caring.
Not just caring about a company, not just caring about the
(08:32):
bottom line.
That seems a bit big, but startcaring about your employees.
Start caring about the team anddon't make it a whole big
enough.
We have to wind that up some.
(08:53):
Yeah, it's too big, but startcaring.
Start actually giving a dang onor about your employees.
Start actually caring andtrying to do something to make a
(09:17):
difference.
If your goal is to have acertain production level and
part of the reason why you'renot reaching it is because of
low productivity from the team.
Change it up.
Go to them.
Go to your not just your directleaders.
(09:40):
That's another thing.
Those of us that are inleadership positions like direct
leadership positions.
That's our title.
As a leader, you're the leader,and title A lot of people don't
understand is that you have whatare called indirect leaders.
(10:02):
You're indirect leaders.
How did I cut those holes?
Your indirect leaders are thosethat are on the line with
everyone else doing the exactsame job, but don't have the
title.
As a leader, you should be ableto pick out who your indirect
(10:24):
leaders are, those individualsthat the rest of the employees
look at, or the rest of the teamlook at and say you know what?
I'm going to go talk to them,I'm going to find out what they
think, I'm going to find outtheir take on this particular
thing, and when they do that,the person they go to is that
(10:51):
indirect leader, the one thatthey see as being one of them
and someone they should follow.
If you're a leader a trueleader you're going to know who
that individual is.
You're going to find out whothat individual is and then
you're going to lean on them,not to put pressure on them, but
(11:13):
you're going to lean on them toget more knowledge, to
understand how you as a leaderan official leader can do better
, what the atmosphere with yourteam is.
That's how you know, that's howyou find out.
You go to those unofficialleaders and you talk with them,
(11:40):
you build a relationship withthem and then you start adapting
your leadership styles inaccordance with what you learned
.
Is it something that requiresan authoritarian approach?
Maybe You're not going to knowuntil you find out.
(12:01):
Is it going to be somethingthat requires a minor change
that you can make?
Maybe you won't know until youfind out.
The point I'm trying to make isthat communication is key.
You need to talk.
You need to talk with youremployees, you need to talk with
your team.
You need to talk with yourunofficial leaders and get those
(12:24):
lines of communication open.
Once you've got those lines ofcommunication open, you're going
to start being able to find outthings about your business,
about yourself, about yourleadership style that either
does or does not work, andthat's where the changes are
going to start to happen,especially when there are
changes that you personally, asa leader, can make.
(12:45):
Once you've gotten to that pointwhere you're asking these
questions and you're open thoselines of communication with your
team and you start finding outall these things about your team
and leadership and yourleadership style and so on and
(13:06):
so forth, then you're going tostart being a real leader.
Then you're going to startseeing the positive changes.
That's how you're going to knowthat you're moving in the right
direction, because you'vetalked to your people.
You've talked to your team.
You know what's going on withthem.
(13:26):
You know their concerns.
You're giving them a chance toexpress their ideas, because,
again, it's about a team, awhole team, coming together to
accomplish one thing.
And with those open lines ofcommunication, that's exactly
what you've done.
You allowed yourself to open upthat avenue and you're going to
(13:52):
realize that there are betterideas out there.
You're going to realize thatthey're individuals, that their
strong suit may not be what youoriginally thought it was.
Their strong suit may entirelybe something completely
different, and that's okay.
There's nothing wrong with that.
There's nothing wrong withbeing the leader that doesn't
(14:14):
know everything.
That's one of the biggestthings I've had to learn in
being a leader is that it's notabout what you know, it's about
how you know how to get it done,how to utilize your team to get
it done.
(14:34):
As a leader in my organization.
I don't know everything thereis, and I've got individuals
that I work with that have beendoing this job longer than I
have.
They've seen more, they've donemore.
Do you think, just because I'mtheir supervisor, that I'm going
to stand back and ignore thefact that they've got all this
(14:56):
information, all this knowledge,all this experience?
No, I'm going to approach themand I'm going to try to get them
to help me understand better.
I'm going to lean on them tohelp me make the team better,
because that's my job.
My job is to get the job done.
My job is to make sure that thegoals of the company are met
(15:21):
and, at the same time, that I'mable to enrich or better the
lives of my team.
And I can't do that.
If I'm so self-absorbed, if I'mso wrapped up in my own desire
to be whatever, then I losefocus of the team, because being
(15:49):
a leader is about so much morethan the individual.
Being a leader has nothing todo with the individual,
absolutely nothing.
How Are there things that, as aleader, you can benefit from
that can make things better foryou?
(16:10):
Certainly, certainly.
The better your team does, thebetter things are for you, the
better you look.
So, yeah, if you're driven thatway, then 100% yes, it benefits
you from your team doing better.
But again, it's not about you.
(16:34):
It's not about only youaccomplishing what you want.
You should be trying todual-purpose accomplish being a
better leader and, at the sametime, meeting the company goals.
(17:12):
Sadly, what I've found.
Well, there are too many peoplethat have gotten wrapped up and
being so proud of being theleader or the boss that they've
forgotten how it is to trulylead.
They're too busy Sometimes,most times.
(17:37):
I hope that it's unintentional,that they didn't mean to get to
that place, that they didn'tmean to get to a place where
they were so happy to be theboss that they forgot what it
(17:59):
meant to actually lead.
It's those individuals thatreally kill a business and their
leaders, the leaders of theleaders, because everybody's had
(18:19):
a boss their leaders if they'reastute, if they're paying
attention, if they're being areal leader, then they're seeing
exactly that.
They're seeing that it's thosebad leaders that's causing them
(18:41):
not to meet that bottom line.
They're seeing that it's thosebad leaders that's costing them
good employees, because employeeretention is also another sign
of bad management.
(19:02):
You take some of the worst jobsin the world and see that there
are people that have been doingthat job for a very long time.
They're not doing that jobbecause it is just oh so great
of a job.
(19:22):
A lot of these jobs if any ofyou ever watched Dirty Jobs with
Mike Rowe, a lot of you'llnotice some of these jobs are
just absolutely horrible.
I could not work in a job whereI had to work with human feces,
couldn't do it.
I couldn't.
I would be gagging entirely toomuch, and that is not how I
(19:46):
want to spend my day at work.
That being said, there areindividuals that do that job.
Why?
It's highly doubtful.
They're doing it because theyjust love working, that kind of
work, but more so, they probablywork for some pretty good
(20:07):
people, probably work for peoplethat realize that sometimes the
job is not all that great.
But if you treat the employeewell enough, make them feel
valued, make them feel like theycount, they matter, you can do
that and that's where you'regoing to get your loyalty from.
That's where you're going toget your people that are going
(20:28):
to want to stay for 10, 15, 20years on end.
Oops, that's where you're goingto get those employees.
Those are the ones that areloyal.
When you get that kind ofloyalty for your company now
you're making a difference.
Now you're getting somewhere.
Because now that loyalty turnsinto nothing but gained
(20:55):
experience and gained knowledgefor your company, which in turn
can give you a better product,you have a better product,
faster turnaround times, so onand so forth.
But you have to have thatexperience, you have to have
(21:17):
that loyalty.
That employee or the employeesthat are willing to stay there
and embrace the suck that it isthat may be with their job all
because they're loyal to you,loyalty to the company, to help
the company reach that bottomline.
They know they're not seeingthe same dollar that the boss is
(21:39):
.
They know they're not going toget the same benefits that the
boss gets, but what they do getthey appreciate.
When they feel like they matter, they appreciate it, and that
makes a world of difference to alot of them.
Yep, that's about par for thecourse.
(22:10):
Let's try this again.
This is how you know.
This is a real video.
I actually post my fails.
That was a good one.
The fact this ain't going tocome out is another one.
(22:36):
Let's be honest, guys.
We owe it to them as theirleaders, as the supervisors, as
(22:57):
the managers, as the bosses, asthe employer.
We owe it to them, we owe it tothose that are subordinate, to
try to make the job the best wecan for them.
We owe it to them to helpenrich their lives.
Obviously, it's on them totruly enrich their own life, but
(23:23):
at the same time, we were oncethere, at least most of us, a
lot of us.
We were there.
We had to start out somewhere.
We all had bosses.
We all had supervisors andmanagers that we didn't like.
We didn't like how they didthings.
We thought we could do itbetter.
Now that we're here, we havethat opportunity.
(23:45):
We owe it to them.
When I got into being in asupervisory role, my guiding
focus was to be the supervisorthat I always wanted to work for
.
I hope that I've come close.
I hope that the people that Iwork with, my team, feel the
(24:08):
same way.
I haven't always been the best,haven't always gotten it right,
but I've tried.
I try to keep a constant focuson how I can do better, because
I owe it to them.
I was there once.
We all were.
We owe it to them just as muchas we owe it to the company.
(24:29):
So my takeaway Until next time,guys, appreciate it, appreciate
your time.
You know what you say.
Catch you around.
Bye.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
The Breakfast Club
The World's Most Dangerous Morning Show, The Breakfast Club, With DJ Envy, Jess Hilarious, And Charlamagne Tha God!