348. Telling the subway guy how to become a General Manager fast

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After a spirited day at a children's birthday party, I stumbled into an enlightening conversation with a Subway employee about the trials and triumphs of new business ownership. This episode is a treasure trove of insights into how a simple chat over sandwiches can reveal the unsung heroics behind a smooth business transition. If you've ever wondered about the secret sauce that makes employee-owner relationships thrive, you're in for a treat. We unpack the critical role of communication and how small, supportive gestures can transform workplace dynamics for the better.

Join us as we share personal stories from the front lines of owning a gym, drawing parallels that span industries and illuminate core business truths. Learn how you can become an invaluable asset to your boss by offering insights that go beyond the surface, ensuring the business runs like a well-oiled machine. This episode is all about cultivating a culture of trust and collaboration, where employees and owners align their visions and work towards shared success. Listen to real-life anecdotes and practical advice that can help you become the go-to person in any workplace, setting the stage for a thriving and supportive work environment.

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Episode Transcript

Speaker 1 (00:01):
All right, well, good evening it was.
If my voice sounds a littlehoarse, I've been at a kid's
birthday party all day and it'sbeen a good Saturday.
But I wanted to at least share,like how to treat an owner If
your business ever sells, ifthere's ever a new owner, or
like you have a new boss, likehow to treat them well and what
they're hoping someone will dofor them.

(00:22):
And here's the crazy thing.
So I went to Subway tonightthey're just finished making our
sandwiches or whatever and itwas just me and the guy like the
sandwich artist, if you will,and I was asking him like you
know, how does he like the foodplace?
I always think of the newrenovations, because everything
is like renovated and like newconstruction.

(00:42):
And he mentioned, like,mentioned, like oh, no, it's all
good.
Asked like hey, what do youthink of the owner?
Like what do you like aboutwhat they do or what's another
owner could do different?
He's like, oh man, no, they'recool.
We actually just switched owners, like two weeks ago.
Like oh, no, kidding, how'sthat been?
He's like, oh, she's prettygood, she's coming in a good
amount.
She doesn't really know as muchas I thought she would, but she
seems cool.
She's coming in, probably won'tbe in as much later.

(01:03):
And so I was just telling himlike hey, man, like you won't
believe this, I actually boughta gym like a year ago.
He's like oh, no, wait, youbought a gym.
Like yeah, I bought a gym.
Uh, and it's crazy.
Something I wish some of mystaff did is it sounds crazy,
but like they're a businessowner's mind, they're thinking
about you know how you get paidlike payroll.
They're thinking about how youget paid like payroll.

(01:24):
They're making sure you havethe right equipment.
They're making sure that theright customers are coming in
and you're getting enough sales.
They're making sure that Ciscois coming in, because I know you
guys use Cisco for your fooddelivery.
Cisco delivers everyone's foodand I've seen them supply the
store.
And so the owner is worryingabout big stuff and stuff that
the staff assume is just goingto work and they're making sure

(01:47):
and confirming it's working.
But like it's the little thingsthat happen on site that
managers and owners love to knowand so like here's an example
if you told the owner like hey,just you know, owner, uh, this
person's hung usually hung over.
So like let's not put them onthe saturday morning shift.
Or like we have threerefrigerators but these two are
the only ones that work and thisone, like, is busted and only

(02:10):
works half the time, so likedon't ever we need to replace it
.
And like, like you don't needto be a snitch, you don't need
to be a tattletale, but likestuff that happens in person on
site, like those are the thingsowners just are not aware of if
they were not there.
And so be that like, don't bean informant, but be like that
go-to, trusted person.
Owners are always looking forthe future general manager,

(02:33):
someone they can sell the storeto.
They're looking for who theycan trust and rely on for the
in-person happenings.
And so be that person.
And you seem like a cool guy.
You never got to talk, um, youknow, keep that kind of stuff up
.
I think it would do really welland owners appreciate it.
They don't.
They don't view you as atattletale.
If you're helping them runtheir business better, like,

(02:53):
they will never get mad at youfor that.
If you are a tattletale, okaythat's a problem, but just show
the owner that you care aboutwhat they want and be on their
side.
Help them do their thing betterand they'll take care of you.
You'll be surprised whatownership will do to protect
their most loyal staff.
Oh, cool man.

(03:13):
Thanks, I appreciate that.
Oh, by the way, I threw in somecookies into your meal, sorry
about the way.
Good talking to you.
Have a nice night.
Oh, thank you, I appreciatethat.
So all I have to say, um,pretend you start a new job.
Owners are trying to figure outhow you guys work, what you
expect, what equipment isreliable, unreliable, what
schedules, what cadence, what'sthe vibe of the business, and

(03:36):
they're always looking for folksthat are willing to like step
up and over, communicate withthem.
Not tattletales, not snitches.
It's someone who cares moreabout the owner than fitting in
with their peer group.
So that's something that Ishared with a subway employee
tonight.
Just got home.
Time to call it.
That's where we're going.

(03:57):
Let's rock and roll.