May 13, 2023 • 30 mins
In this episode, you'll meet Mark Allred. He's the Director of Talent Development and Growth for Reveal Global Intelligence and oversees all aspects of the Reveal Talent Community which provides coaching and career support for professionals. He's also the host of the Career PROgression Podcast (https://revealtalent.com/resources/).
Want to make sure recruiters can't coax your best employees away? Check out what Mark has to say. Here's a few tidbits....
1:30 Gen Z in the workplace
8:46 COVID is the unsung hero for American workers
11:17 Culture wants from employees
16:39 Workplace Drivers
20:27 Flexibility in work
22:30 Re-recruiting employees
You can learn more from Mark, an numerous other business leaders, in my book Culture Secrets (link below).
Thanks for listening. Grab the book the podcast is based on at https://mybook.to/culturesecrets . Check out my website www.chelliephillips.com for more great content. Follow me on LinkedIn.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Chellie Phillips (00:06):
If workplace culture is your jam, you're in
the right place. Check out thisepisode of culture secrets, the
podcast dedicated to creatingworkplaces where both employees
and the companies thrive.
Today's guest is Mark Allred.
After years in sales withconsistent high results,
building strong employeecultures and maximizing business
(00:26):
partnerships in the wirelessindustry, Mark pursued and
achieved his coachingcertification. He now works with
professionals to help reconnectthem with their purpose and
navigate career transitions.
He's the director of talentdevelopment and growth for
reveal global intelligence andoversees all aspects of the
revealed talent community, whichprovides coaching and career
(00:48):
support for professionals. Webegin today's conversation
discussing the new generationentering the workforce, and he
shares how we may have somemisconceptions. So let's dive
right in. Like so what are youseeing since you're doing work
with college students andeverything? What are you seeing
right now?
Mark Allred (01:04):
Well, so it's interesting, I did a
presentation about Generation Z.
And what's happening is they'recoming into the workplace. And
that gave me the opportunity topause a little bit and just do a
little study about what what'shappening with them. And there
were some very interestingthings. And I brought my notes,
because it's been a while sinceI've had the material wanted to
give you some solid notes thatyou can look with. So here's
(01:24):
some interesting statisticsabout this. Gen Z. I mean, this
is from an indeed, survey, 58%of them are already saying that
they're burned out at work,they've only been in the
workforce for just a littlewhile. So you know, some of that
is I think there's a lot ofpressure when you're the new
person coming in, there's a lotto learn, etc. We've all kind of
(01:47):
been through that. But it seemsto be a little bit more rampant
with them. We all know a lot ofthe things about what what's
interesting about the generationand the fact their attention
span is pretty quick. In it,they've been raised on things
like Instagram and Facebook, andnow you got tick tock, where
they're just flipping throughthings so very quickly, so it's
really tough to engage them.
(02:09):
There's a staff here, I want togive you the exact number, as
far as what percentage weresaying how long they were going
to be with with the job.
So 55% of them said they plan tolook for a new job in the next
three years. So that 55 I mean,more than half of them two and
(02:29):
10 plan to stay with theircompany for seven years. And if
you compare that to Gen Xers,when they were asked the same
question 72% of Gen Xers saidthey plan to stay at least seven
years. So you know, they're veryrapidly moving group of
individuals. But here's thething. I mean, they are I think
they're a lot sharper and moreconnected than than a lot of
(02:51):
folks maybe give them creditfor, you know, it seems like
every generation is saying aboutprevious generations. Nobody
wants to work hard anymore. Andthey're getting blasted with
that moniker. But that's funny.
There was another study that Iread recently that if you go
back and you look at newspaperarticles that go back over a
century, they're all saying thesame thing about those
generations. So the more thingschange, the more they stay the
(03:11):
same this generation is they'recoming into the workplace, I
mean, what we need to understandis that they do you have short
attention spans, we need tolearn how to refine those and
work those. But here's thesurprising thing that that I'm
finding personally about them.
And I'm actually seeing studieswritten as well. They are very
receptive to coaching andmentoring. And I think that
(03:34):
surprises folks, I know, I mean,I'm a Gen X er, and if you you
kind of consider what ourgenerations were like we were we
were very much a generation whofelt like we had to have this
right, we had to get it right,we had to be the one to do this,
we asking for help was a sign ofweakness, that's really not the
case for for Gen Z, they willtake help. Now here's the
(03:58):
difference, they won'tnecessarily ask for it. They
won't necessarily ask for it.
That's not what I'm fine. Butwhen it's offered, they tend to
take it and, and really leaninto it may give me some
examples. So been able to workwith a lot of kids coming out of
school, like you mentioned, mostof them have been had been young
men. And you know, the way ourprogram works is we tend to work
(04:21):
with the program or the parents,they tend to fund it. It's that
last thing to just help connectthe dots with their kids between
college and the real world. Alot of the parents that I talked
to say wow, and you're probablygonna have a tough time keeping
them focused. They just don't,they're there. Their work ethic
isn't what needs to be yada,yada. So they prepare me for all
of these things that I'm goingto see when I work with their
(04:43):
kid. And I rarely see thatwhenever they get in here and
then get somebody who's willingto work with them and to fill
them and really and really justwalk alongside them at this
particular point. They soak itup way our program works is we,
you know, we do a coachingsession, we work on very
specific things, and there's alot of homework and then they we
(05:04):
come back together and almostall the time, they come back
prepared, they've done the hardwork that needs to be done, and
they're ready to move forward.
So I've been very impressed byhow well this generation is
taking to coaching. Here's thething, a lot of organizations I
don't think have put themselvesin a position to be very good
(05:26):
coaching organizations, I thinkyou're starting to see some of
that happen. And you're startingto see them recognize the need
for it, but it needs to ramp upin a bigger way. And you bring a
you bring a new employee andand, you know, you ask, Hey, are
you doing all right? Or iseverything going? Well, it's
very easy for them to say, Yeah,I'm doing fine and move on. You
(05:48):
got to go a little bit deeper,you have to kind of talk to me
about what's going on. Where areyou? Where are you struggling
right now? What's been thebiggest challenge for you since
you've been here? What are someways that I can help you? It's
those kinds of coachingquestions, those open ended
questions that go a long waywith this generation, the lot to
be said that it's not just thisgeneration, I think other
(06:09):
generations respond well to itas well. And certainly with
COVID, and all the chaos thatit's caused, I think
organizations really need tothink a lot more about how
they're pouring into theiremployees and the time they're
getting in not letting the dayto day busyness, get in the way
of employee develop. Because youalso know we're with a
recruiting company. And part ofwhat our recruiters do all the
(06:32):
time is they're looking foremployees who aren't happy. So
they can introduce newopportunities, and bring them on
this wonderful golden bridge tothe new opportunity. And the
only way that that's going to bestopped is if you've already
made your employees happyemployees, and they're thrilled
with where they are. And they'rehappy to say no thank you to
(06:54):
those opportunities. So let mepause, there was a lot to unpack
what did you hear that you hadother questions about?
Chellie Phillips (07:00):
So there's two things I want to talk about from
what you said. The first is thecoaching, because I think we're
finding that a lot is that it'snot just supervising your
supervisory level, you've got todo a lot of work there before
you can really impact theculture outward. Because a lot
of people have been moved intothose roles based on the tenure
that they have with some placeor the fact that they're good at
(07:21):
a particular skill. But they'renot necessarily taught how to
manage people, the differencebetween between supervising and
coaching, kind of kind of wantto unpack that just a little
bit. And then the other thing,so I don't forget is that you
talked about on the recruitingside is that when you see people
that are unhappy, that's whereyou poach them, and you send
(07:41):
them to new opportunities thatare out there. So what are you
hearing from that group ofpeople? What is it that's making
them unhappy? If you had to likethe top five things that are
keeping me down in theworkplace?
Mark Allred (07:54):
One thing that's been popular for years is this
notion that you don't quit acompany, you quit your boss, and
that hasn't gone away. That isdefinitely has been, and I think
will continue to be in the top,certainly top five of why people
tend to not be happy. If you'vegot a leader like you're
describing who's very good atthe task, but doesn't know how
(08:16):
to bring the best out of peopleand doesn't know how to coach
and mentor that's becoming moreproblematic, particularly in an
environment right now. Wherethere are jobs to be had. There
are opportunities out there. Imean, I mean, you had a lot of
folks through the greatresignation, decide, you know,
I'm gonna go and get out ofthis. That was one of the things
(08:37):
that I thought was interestingabout COVID. I'm going to take a
quick sidebar, and then I'll getback on track for him. I wrote a
blog about COVID was kind oflike the unsung hero or the
unlikely hero of the Americanworker. So you remember the
movie Shrek, or the ogre goes tothe tower. Nobody expected him
to be one to save the princess.
But he did. You know, COVID waskind of like that ogre. He
(08:59):
didn't necessarily intend tosave him. But but he did. What
what happened is when COVID camealong, everything paused.
Everybody went home. And we hadbeen under the spell of
busyness. We've just been in thein the day to day and we've been
running so fast. We didn'treally stop to think about, Do I
like what I'm doing. So whenCOVID happened, and we all went
home and we got into the quietof being quarantined in our
(09:21):
homes. We stopped to think and alot of folks said, I don't think
I like my job. I don't realize Imean, and so it changed that
mentality and all the thingslike we're getting ready to talk
about here. It came to theforefront of their mind and they
started considering otherthings. Leadership. Absolutely.
That's a piece of it there. Alot of people liked the idea of
(09:42):
living at home that is that isbecoming, you know, at least an
employer showing someflexibility in that level of
work life balance continues toshow up. It's funny in some of
the recruiting I've been doingrecently that that's becoming a
common question. Question whileI work from home now, what is
that environment like? So that'sdefinitely something that still
(10:04):
needs to be considered. Money'sstill on the table. If if you as
an employer aren't doing yourhomework as far as what is fair
compensation for the kind ofwork that I'm asking folks to
do, the problem is thatinformation is getting so
public. And it's so easy to goout and find right here, in my
(10:27):
case, Charlotte, North Carolina,in this role, what's the
competitive salary? What arepeople paying? It used to be,
you couldn't necessarily findthat stuff out easily? Well,
now, it's very easy to find. Andbelieve me, recruiters are
telling folks that so if youfallen behind the times, and
you're not paying fairly for thekind of work that you're doing,
(10:49):
that could show up as a problem,too.
Chellie Phillips (10:53):
I'm hearing more from the college students
that I've worked with, they'reseeing all these stories about
say like your Googles or youryour Facebook's that have ping
pong tables and beanbags and allthis other kinds of stuff. And
that's what they're associatingwith. These are great cultures.
How smart is this nextgeneration coming in going?
(11:13):
What's bells and whistles? Andwhat is genuine culture inside
an organization?
Mark Allred (11:17):
You know ,I think they're smarter than you think,
you know, they see those things.
And I think they're intrigued bythem. You know, again, I've
talked with folks and things andI don't know that they
necessarily are as enchanted bythat as some folks would have
you believe. It's all it's allfun to think that but you know,
you have a ping pong table tablein office with a manager is
still overbearing and doesn'tpay attention to your needs and
(11:39):
things. Ping Pong is just alittle release for a little
while, right. And here's aninteresting thing that's kind of
in the line of that from anotherarticle that I read that this
generation is actually prettyopen to being back in the
office, you know, there was oneyoung lady who she started her
career in COVID. And they had todo it remotely because she
(12:03):
couldn't, couldn't be in theoffice. And the way she
described it was, it was kind oflike, my career was a video
game, that I was just sitting athome playing this game. That was
my career, and I didn't like it.
And I wanted to be, you know,among people and things. So not
to say that this generationisn't also intrigued by the idea
(12:23):
of working at home, but I don'tthink they're as much as some
folks might think. And I thinkthey are savvy with
understanding, you know, whattruly culture is that? I think,
at the end of the day, theywant, they want to be respected.
They want to be heard. They wantto have the opportunity to have
the freedom to make somemistakes, but also be coached
(12:46):
and mentored when that happens.
So at which, you know, geez, wetalked about that with Gen Z.
But you and I are from adifferent generation. That stuff
sounds pretty good to me, too.
Chellie Phillips (12:55):
Yeah. I said, I wouldn't turn any of that
down. Like that. So if you aretalking to a CEO about making an
impact on their culture, andwe're talking about this giving
employees a voice, especially onthe coaching model, what is the
selling point for them to saythat, Oh, it's not just mindset,
it's not just some hoodoo voodoothat that these are real things
(13:19):
that it can impact yourorganization in a positive way?
What if you had that that onemoment with them to convince
them that you should really trythis model? You should do that
kind of stuff? What's theselling point for that?
Mark Allred (13:30):
And I think, I think you got to point to
success. Because if you'resomebody who's been in a command
and control culture for yourentire career, and you've seen
it work, and here's the thing,command and control does work it
just as in short term, right,you can get you can beat folks
into submission and get somegood results short term, but
(13:50):
you're going to you're going tobe dealing with churn employee
turnover a lot. So I think theimportance is, if you want to
make that argument to a CEO thatis, is a little skeptical about
doing that. I think you need topoint to some examples where
it's worked. And you have tohave realistic examples. And
here's the thing where some ofmy answers is going to be
colored by what what I'm doingright now. Are you familiar with
(14:12):
Stephen? Mr. Covey? Yeah, thatStephen Covey's son who's taken
over since the past, he's got anew book out called trust and
inspire so much in there,including examples where he
talks about a CEOs of otherorganizations who, who's stepped
out of this command andconstruct troll structure and
has gotten more into the Inspireand trust kind of scenario. I'm
(14:36):
trying to remember specificstories Forgive me if I butcher
this, and I forget what wherethe CEO was, but he was
appointed to the position and hesaid, You know, I always feel
like leaders need to be chosenby the people as a whole. And so
he told the folks that the NoHey, I'm going to do this job
for a year but in a year, I'mgoing to put information out
(14:57):
here just to see if you guyswant Need to continue. So it'll
be a survey to put out there.
And you guys based on myperformance and what I do and
how I lead and the trust that Itry to create all the things
that I say, if I do it, I'mgonna let you guys decide
whether I stay. And if if youchoose not to have me stay, I'll
move on. So very, very bold. Ithink he had like a 98% approval
(15:18):
rating. So that's a prettycompelling story. And something
honestly, I think a lot of CEOswould probably be very
frightened of doing. Typically,if they haven't adjusted the
model. Yeah.
Chellie Phillips (15:33):
So yeah, there's a there's a couple of
hidden paths that I wouldn'tmind putting that out for them.
Yeah.
I think another thing we weretalking about earlier, is like
the great resignation, that thatpeople are reevaluating what
work means to them. And we'rehearing more and more about that
(15:54):
I want to feel like I have somekind of impact not just on the
work that I'm doing, but onother people, how big does that
play into what you're seeing onthe on the recruiting side, and
folks wanting to change thatthey're wanting to see the value
that they're bringing in somekind of way, whether it's
through philanthropic work, orwhether it's impacting in a
(16:16):
customer service relationship,like taking care of somebody
with an issue, or eveninternally, maybe the
organization has its ownprojects where they're making a
difference in the community? Youknow,
Mark Allred (16:27):
the answer I give you this is it depends. And let
me explain because I think I'vebeen guilty of, of trying to
paint with too broad a brushmyself with people with regard
to meaning of board. One of thethings whenever we're talking
with candidates, and when I'mcoaching, when I'm coaching with
some of these young, newprofessionals, particularly the
(16:47):
place where we start is what werefer to as career drivers. And
our CEO Mark Hutto has, hasspent over 30 years working with
folks and working with him abouttheir careers and things. And
many, he determined there werereally five areas that motivate
people about the work they do.
One of them is what we'retalking about here, the meaning
of the work. The other one isleadership and management. So
(17:07):
that was what we were talkingabout earlier, you know, how you
interact with your leader, whatkind of inspiration you're
getting from them. Another oneis the environment that gets
into the work life balance,working from home potentially
could be the environment likethe ping pong table, all that
stuff, we were talking aboutthere to compensation and
benefits, you know, that's goingto be in there, how high does
that rank? And then finally,personal and professional
(17:28):
development? What's your abilityto be developed? So, you know,
we start with folks, we askthem, so what's important to
you, when it comes to your work?
How would you rank those, and itsurprises me how different
people's responses are, for me,it's always been the meaning of
the work, you know, I'll takeless money to do work that I
feel like is having an impact. Imean, the work I do now I'm
(17:50):
making, I'm making a lot lessthan I used to make as a
district manager doing work thatI was doing in wireless, but I
love what I do now, so muchmore. And it's the perfect
sector. But not everybody isbuilt that way. I remember
talking to one and this isn'tone of my younger classes would
have been one of my older ones.
And he said, you know, meaningof the work is going to be
ranked lower for me becausehere's the thing, I go to work
to provide for my family. I youknow, I want to be well
(18:11):
compensated, yes, I want to dowork. That's ethical. But it
doesn't necessarily have to bemeaningful. No, because, you
know, that's what I do with mychurch. That's what I do with my
volunteer time. So I'm notexpecting work to fill that
space. And I respect that. So Ithink I think you have to take
that question deep that leadersneed to think about, you can't
paint with too broad a brush andjust expect everyone on your
(18:35):
team is in it because of themeaning of the work, they're
going to be many. And that is avery popular one. A lot of the
people that I talked to meaningof work ranks very high, but not
everyone. So in thosecircumstances, how do you
respect them for what theyconsider is valuable. And
support them in that way?
Chellie Phillips (18:55):
It's kind of gets back to the same thing is
that not everybody cares aboutthat promotion, maybe happy
where they are like I don't wantto go home with an extra stress,
thinking about what's going on.
Like I'm happy performing what Ido, I have a paycheck, that
takes care of it. And I don'tnecessarily care about making
that next leap and adding to myresponsibilities and doing that
kind of thing. And you've got tohave those people there. There
are certain certain folks thatyou just need to get the job
(19:18):
done is task oriented. Andthat's what I want to do. And I
don't want to when I leave atfive, I don't want ever have to
worry about it again. Same kindof concept. I think what you're
talking about what the other.
Mark Allred (19:27):
Yeah, and if I could be so bold to say that I
think that's one of the problemswith a lot of leaders today is
because they try to force thaton their employees, whether it
be you know, if it's a salesteam, they just expect you know,
making more money and beingstack ranked higher than
everybody else is what motivatesthem. Same thing with what
(19:48):
you're saying with thepromotion. I think we get
programmed to believe that Ineed to want that promotion and
if if folks aren't led well, andthey are just blindly following
that sometimes They follow andthey they get into these
promotions and find themselvesvery quickly in careers that
they don't want to be in. Andthat's one of the reasons why
they're leaving. Once they wakeup,
Chellie Phillips (20:10):
yeah, I've seen that happen. If you put
your crystal ball on for amoment that the, you know, the
rosy colored glasses, a wholenine yards, yeah, you can see,
future wise, 510 years down theroad from now, what do you think
the ideal workplace will looklike for the employee?
Mark Allred (20:27):
I think it's gonna have to be flexible, I think
that's going to be a huge word.
As we get into that, I mean,there's so many factors, mean
COVID introduced this whole newfactor of hey, we can make it
work working in homeflexibility. In a we've for
years been on this track, whereit's very, very common. In fact,
it's become an uncommon not tohave a to a dual income family.
(20:50):
So you got mom and dad bothworking, and there's still kids
who need to be schooled andthings. And so they're things
gonna need to be done. So aslong as we continue to have, you
know, a mom, dad working theworkforce thing that's going to
require flexibility, there's somuch automation every day
artificial intelligence and isreplacing jobs. So you're
(21:12):
getting to a place where even,you know, the amount of work
that's available, is not what itused to be, we're gonna have to
come to terms with that in abigger way, and reevaluate
things that we would never havethought we would reevaluate,
like before COVID. I don't thinkthere were many organizations
who were even consideringworking from home. Well, now
(21:34):
that's changed the 40, the 40Hour Workweek, yeah. How does
that look, I got another guestthat is coming on the podcast
that she owns a company thatemployees work for her. But
they, what is it called my work,I think is what it's called. But
these these factories and bigbig operations, rely on them to
(21:58):
fill gaps and schedules, whenpeople can't show up, they bring
their folks in. And so theybasically, they sign up, they
make themselves available forwhatever shifts they want to be
available for. It's kind of likeUber for factory workers. And I
asked her, how's that workingfor you, she says, It's
phenomenal. So these people areable to kind of build their own
(22:19):
schedule. They say, you know,this week, I want to work third
shift next week, I want to worksecond shift this week, I don't
want to do weekends. And sothey're building their own
schedule, and they're putting itout there. And these companies
have that need. And they'replugging them in. I'm thinking,
so it's all done by app. So youknow, that's kind of cool, and
who the thought is somethinglike that a few few years ago.
So I think learning how to bemore flexible is important. And
(22:42):
the other side of that is Ithink relatable. I mean, you've
just got to understand yourworkers at a higher level now.
Me I'm sorry. But I think that'sjust a part of what the world
is. And because there are otheropportunities. If you don't
choose to do that, it's yourchoice. But you know, other
(23:03):
folks may be stealing thosepeople from you then.
Chellie Phillips (23:08):
So to keep the employee that you have and not
let them get to your recruiters.
Mark Allred (23:14):
Why didn't say no, and we? I'm not sure I should be
telling you.
Chellie Phillips (23:18):
What should a company be measuring more of?
We've all heard of the employeeengagement surveys and different
things like that. But if youcould give them some advice
about what's the one thing youshould really keep the pulse on?
What should you really belooking at to make sure that you
know what's going on inside yourorganization? What would that be
Mark Allred (23:35):
I presented in front of it was the same group
and just different presentation,we have a process around our
company called RE recruiting youto reveal and we do it yearly,
some companies really need toconsider doing it quarterly or
at least twice a year. And it'sit's the process of okay, you
take that career driverconversation, and you find out
(23:57):
how folks, you know, hey, thisis what motivates me about my
work, and you understand whatthose things are, and you do the
best you can and you can't everbe fully accommodate, but you do
the best you can to really tryto meet people where they are
you motivate them through whatmotivates them, not what you
think, you know, every so oftenyou need to check in and say how
are we doing? So we talked aboutthe beginning, this was the kind
(24:19):
of culture that you wanted, andthis is what you were looking
for with your boss. And this iswhat you were looking for, with
the dedication of the team. Now,right, where you feel like we're
doing and where you see ushaving opportunities, and then
be very willing to have a realconversation with them about
that. And this isn't about justkowtowing to, you know, every
(24:39):
every whim your employee has i igive people more credit most
people that they're reasonable.
So I think you can have thatconversation and you can you can
say, You know what, we're notable to do the work from home
thing. And here's why. And Ithink it's there's certain
organizations that no die youGot to have people in there. And
(25:00):
I think people get that. Sothat's what that's what I would
say is the biggest thing is tomake sure that you've got a
touch point where you can do aquick pulse check.
Chellie Phillips (25:12):
I love re-recruiting you, I love that.
Mark Allred (25:17):
You know, for I think, I think our field that
was $500 to use it.
Chellie Phillips (25:21):
I mean, I'm talking about professional side
right now, I was like, I don'twant to be in touch about this
later on. I just think thatthat's such a neat thing. Like
because, you know, once you geton, you tend to think, Okay,
I've got them, you know, and Ithink that's a mistake. Well,
I'm thinking about utilityspecific right now, because
that's what I'm in myprofessional career. There's
such a demand for line workersand between contractors and all
the different companies rightnow. We're hitting a retirement
(25:44):
boom, for a lot of folks thathave been there, how do we keep
somebody here and not movingsomeplace for a two $3
difference? You know, like, whatare we doing to you know, I keep
them, especially with some ofthe contract work that's out
there. They're paying huge, hugebonuses and stuff. But they're a
lot of what they're not hearingor what they're not processing,
because there are a lot of ouryounger line workers that are
(26:05):
leaving to go in those areas.
Yeah, is that it's a it'sthey're hiring you for a
specific work. And while youmight be able to stay locally
right now and do that work, whenthat contracts up, you may be
sent to Florida, or you may besent to New Mexico, or you may
be sent to whatever wherever thenext contract is. So it may not
be as promising as what youthought, if you are raising a
(26:26):
family here and your family'shere, or different things like
that. You might have to upgradeeverybody. Yeah, but they're not
really presenting the wholepicture or whatever. And a lot
of our younger line workers, notjust not here, but industry
wide, don't know the rightquestions to ask, they're seeing
that big number, and they'relike going, Oh, I could do this.
I can get my new bass boat, or Ican do this, or I can do that.
And it's like, but then you'relike, Okay, you're stuck on that
(26:48):
contract stuff. You're stuckwith them and wherever they send
you.
Mark Allred (26:52):
Well, and I think I think what makes folks
vulnerable to losing somebodyfor two extra dollars an hour is
they either forget why the otherreasons they want to stay or
none of that came to fruition.
So I mean, going back to the RErecruiting anything, if if when
you start and this is ideallythe way it is there, it should
be you start, we get on the samepage about Alright, here's what
(27:13):
we're offering. As far asculture goes, here's what we're
offering as far as yourleadership interaction goes,
compensation, everything. Howdoes that all sound? That sounds
great. Okay, great. You join theorganization, if we never talk
about that again, and that'snever revisited. And then a lot
of the things just never happen,then when somebody comes to
offer two more dollars, and Isay to him, we'll remember all
(27:34):
the reasons why you signed up,you know, we were going to do
this this Yeah. But I've neverseen those things. We've never
done those things. And that'swhy it's important to have that
sit down. And because sometimesyou think you're providing them
you think in your mind's eyethat I am taking care of my
employees. But if you can havethe courage to sit down and find
out sometimes you find I'm notdoing as good a job as I thought
process is not reality all thetime. Yeah. And that's really
(27:57):
important. Because here's thetruth about recruiters. I mean,
my job is to find the wartswhere you are, you know, how are
you being taken care of? Are yousatisfied with your leadership
there? Well, not really. Howabout your work life balance?
How are they paying you? What'sthe environment, like, again,
going right down those careerdrivers, and I'm trying to
create an environment for you torecognize that I'm really not
(28:18):
happy there. And if you're nothappy, and I now say, Okay, and
here's an opportunity that nowpresents a whole new hope, if
you want to shut a recruiterout, the answers to those
questions should be no, I'mreally happy with all of that
they take such good care of me.
It's actually refreshing when Italk to care candidates that I
hear them say that because it isa blessing to have good work.
Chellie Phillips (28:40):
I know the difference of being one that
we're some where somebody is notdoing that and where they are I
you carry that away from workwith you. You know, like you
carry it home with you. Youcarry it with his interactions
with your friends, you know,like you're having lunch and all
you do is complain about what'sgoing on versus what's happening
in your life. Well, I won't keepyou any more. I know you're
busy. I really appreciate youtalking with me.
Mark Allred (29:00):
Good to talk to you again. You too. All right. Take
care. Have a good one. You too.
Bye. Bye.
Chellie Phillips (29:05):
Bye. Do you look at Gen Z a little
differently? What about howmeaningful work looks different
to different people? I know Markgave us a lot of great info to
process. One truth he shared isabout how important it is for
leadership to be touching basewith employees, especially new
hires to make sure their careerdrivers are being met. And that
we're delivering on our hiringpromises. Check the show notes
(29:27):
for more ways that you canconnect with Mark. Thanks for
listening to culture secrets. Ifyou liked what you heard today,
subscribe, drop me a rating andshare the link with a friend.
The book by the same man is nowavailable on Amazon. If you want
to learn more, or perhaps haveme come lead a discussion with
your company or organization,visit my website at WWW dot
Chellie phillips.com That's C HE L L I E P H I L L IPS.com. And
(29:56):
remember, building a valueculture is your competitor. that
advantage and the backbone ofany successful organization
If workplace culture is your jam, you're in
the right place. Check out thisepisode of culture secrets, the
podcast dedicated to creatingworkplaces where both employees
and the companies thrive.
Today's guest is Mark Allred.
After years in sales withconsistent high results,
building strong employeecultures and maximizing business
(00:26):
partnerships in the wirelessindustry, Mark pursued and
achieved his coachingcertification. He now works with
professionals to help reconnectthem with their purpose and
navigate career transitions.
He's the director of talentdevelopment and growth for
reveal global intelligence andoversees all aspects of the
revealed talent community, whichprovides coaching and career
(00:48):
support for professionals. Webegin today's conversation
discussing the new generationentering the workforce, and he
shares how we may have somemisconceptions. So let's dive
right in. Like so what are youseeing since you're doing work
with college students andeverything? What are you seeing
right now?
Mark Allred (01:04):
Well, so it's interesting, I did a
presentation about Generation Z.
And what's happening is they'recoming into the workplace. And
that gave me the opportunity topause a little bit and just do a
little study about what what'shappening with them. And there
were some very interestingthings. And I brought my notes,
because it's been a while sinceI've had the material wanted to
give you some solid notes thatyou can look with. So here's
(01:24):
some interesting statisticsabout this. Gen Z. I mean, this
is from an indeed, survey, 58%of them are already saying that
they're burned out at work,they've only been in the
workforce for just a littlewhile. So you know, some of that
is I think there's a lot ofpressure when you're the new
person coming in, there's a lotto learn, etc. We've all kind of
(01:47):
been through that. But it seemsto be a little bit more rampant
with them. We all know a lot ofthe things about what what's
interesting about the generationand the fact their attention
span is pretty quick. In it,they've been raised on things
like Instagram and Facebook, andnow you got tick tock, where
they're just flipping throughthings so very quickly, so it's
really tough to engage them.
(02:09):
There's a staff here, I want togive you the exact number, as
far as what percentage weresaying how long they were going
to be with with the job.
So 55% of them said they plan tolook for a new job in the next
three years. So that 55 I mean,more than half of them two and
(02:29):
10 plan to stay with theircompany for seven years. And if
you compare that to Gen Xers,when they were asked the same
question 72% of Gen Xers saidthey plan to stay at least seven
years. So you know, they're veryrapidly moving group of
individuals. But here's thething. I mean, they are I think
they're a lot sharper and moreconnected than than a lot of
(02:51):
folks maybe give them creditfor, you know, it seems like
every generation is saying aboutprevious generations. Nobody
wants to work hard anymore. Andthey're getting blasted with
that moniker. But that's funny.
There was another study that Iread recently that if you go
back and you look at newspaperarticles that go back over a
century, they're all saying thesame thing about those
generations. So the more thingschange, the more they stay the
(03:11):
same this generation is they'recoming into the workplace, I
mean, what we need to understandis that they do you have short
attention spans, we need tolearn how to refine those and
work those. But here's thesurprising thing that that I'm
finding personally about them.
And I'm actually seeing studieswritten as well. They are very
receptive to coaching andmentoring. And I think that
(03:34):
surprises folks, I know, I mean,I'm a Gen X er, and if you you
kind of consider what ourgenerations were like we were we
were very much a generation whofelt like we had to have this
right, we had to get it right,we had to be the one to do this,
we asking for help was a sign ofweakness, that's really not the
case for for Gen Z, they willtake help. Now here's the
(03:58):
difference, they won'tnecessarily ask for it. They
won't necessarily ask for it.
That's not what I'm fine. Butwhen it's offered, they tend to
take it and, and really leaninto it may give me some
examples. So been able to workwith a lot of kids coming out of
school, like you mentioned, mostof them have been had been young
men. And you know, the way ourprogram works is we tend to work
(04:21):
with the program or the parents,they tend to fund it. It's that
last thing to just help connectthe dots with their kids between
college and the real world. Alot of the parents that I talked
to say wow, and you're probablygonna have a tough time keeping
them focused. They just don't,they're there. Their work ethic
isn't what needs to be yada,yada. So they prepare me for all
of these things that I'm goingto see when I work with their
(04:43):
kid. And I rarely see thatwhenever they get in here and
then get somebody who's willingto work with them and to fill
them and really and really justwalk alongside them at this
particular point. They soak itup way our program works is we,
you know, we do a coachingsession, we work on very
specific things, and there's alot of homework and then they we
(05:04):
come back together and almostall the time, they come back
prepared, they've done the hardwork that needs to be done, and
they're ready to move forward.
So I've been very impressed byhow well this generation is
taking to coaching. Here's thething, a lot of organizations I
don't think have put themselvesin a position to be very good
(05:26):
coaching organizations, I thinkyou're starting to see some of
that happen. And you're startingto see them recognize the need
for it, but it needs to ramp upin a bigger way. And you bring a
you bring a new employee andand, you know, you ask, Hey, are
you doing all right? Or iseverything going? Well, it's
very easy for them to say, Yeah,I'm doing fine and move on. You
(05:48):
got to go a little bit deeper,you have to kind of talk to me
about what's going on. Where areyou? Where are you struggling
right now? What's been thebiggest challenge for you since
you've been here? What are someways that I can help you? It's
those kinds of coachingquestions, those open ended
questions that go a long waywith this generation, the lot to
be said that it's not just thisgeneration, I think other
(06:09):
generations respond well to itas well. And certainly with
COVID, and all the chaos thatit's caused, I think
organizations really need tothink a lot more about how
they're pouring into theiremployees and the time they're
getting in not letting the dayto day busyness, get in the way
of employee develop. Because youalso know we're with a
recruiting company. And part ofwhat our recruiters do all the
(06:32):
time is they're looking foremployees who aren't happy. So
they can introduce newopportunities, and bring them on
this wonderful golden bridge tothe new opportunity. And the
only way that that's going to bestopped is if you've already
made your employees happyemployees, and they're thrilled
with where they are. And they'rehappy to say no thank you to
(06:54):
those opportunities. So let mepause, there was a lot to unpack
what did you hear that you hadother questions about?
Chellie Phillips (07:00):
So there's two things I want to talk about from
what you said. The first is thecoaching, because I think we're
finding that a lot is that it'snot just supervising your
supervisory level, you've got todo a lot of work there before
you can really impact theculture outward. Because a lot
of people have been moved intothose roles based on the tenure
that they have with some placeor the fact that they're good at
(07:21):
a particular skill. But they'renot necessarily taught how to
manage people, the differencebetween between supervising and
coaching, kind of kind of wantto unpack that just a little
bit. And then the other thing,so I don't forget is that you
talked about on the recruitingside is that when you see people
that are unhappy, that's whereyou poach them, and you send
(07:41):
them to new opportunities thatare out there. So what are you
hearing from that group ofpeople? What is it that's making
them unhappy? If you had to likethe top five things that are
keeping me down in theworkplace?
Mark Allred (07:54):
One thing that's been popular for years is this
notion that you don't quit acompany, you quit your boss, and
that hasn't gone away. That isdefinitely has been, and I think
will continue to be in the top,certainly top five of why people
tend to not be happy. If you'vegot a leader like you're
describing who's very good atthe task, but doesn't know how
(08:16):
to bring the best out of peopleand doesn't know how to coach
and mentor that's becoming moreproblematic, particularly in an
environment right now. Wherethere are jobs to be had. There
are opportunities out there. Imean, I mean, you had a lot of
folks through the greatresignation, decide, you know,
I'm gonna go and get out ofthis. That was one of the things
(08:37):
that I thought was interestingabout COVID. I'm going to take a
quick sidebar, and then I'll getback on track for him. I wrote a
blog about COVID was kind oflike the unsung hero or the
unlikely hero of the Americanworker. So you remember the
movie Shrek, or the ogre goes tothe tower. Nobody expected him
to be one to save the princess.
But he did. You know, COVID waskind of like that ogre. He
(08:59):
didn't necessarily intend tosave him. But but he did. What
what happened is when COVID camealong, everything paused.
Everybody went home. And we hadbeen under the spell of
busyness. We've just been in thein the day to day and we've been
running so fast. We didn'treally stop to think about, Do I
like what I'm doing. So whenCOVID happened, and we all went
home and we got into the quietof being quarantined in our
(09:21):
homes. We stopped to think and alot of folks said, I don't think
I like my job. I don't realize Imean, and so it changed that
mentality and all the thingslike we're getting ready to talk
about here. It came to theforefront of their mind and they
started considering otherthings. Leadership. Absolutely.
That's a piece of it there. Alot of people liked the idea of
(09:42):
living at home that is that isbecoming, you know, at least an
employer showing someflexibility in that level of
work life balance continues toshow up. It's funny in some of
the recruiting I've been doingrecently that that's becoming a
common question. Question whileI work from home now, what is
that environment like? So that'sdefinitely something that still
(10:04):
needs to be considered. Money'sstill on the table. If if you as
an employer aren't doing yourhomework as far as what is fair
compensation for the kind ofwork that I'm asking folks to
do, the problem is thatinformation is getting so
public. And it's so easy to goout and find right here, in my
(10:27):
case, Charlotte, North Carolina,in this role, what's the
competitive salary? What arepeople paying? It used to be,
you couldn't necessarily findthat stuff out easily? Well,
now, it's very easy to find. Andbelieve me, recruiters are
telling folks that so if youfallen behind the times, and
you're not paying fairly for thekind of work that you're doing,
(10:49):
that could show up as a problem,too.
Chellie Phillips (10:53):
I'm hearing more from the college students
that I've worked with, they'reseeing all these stories about
say like your Googles or youryour Facebook's that have ping
pong tables and beanbags and allthis other kinds of stuff. And
that's what they're associatingwith. These are great cultures.
How smart is this nextgeneration coming in going?
(11:13):
What's bells and whistles? Andwhat is genuine culture inside
an organization?
Mark Allred (11:17):
You know ,I think they're smarter than you think,
you know, they see those things.
And I think they're intrigued bythem. You know, again, I've
talked with folks and things andI don't know that they
necessarily are as enchanted bythat as some folks would have
you believe. It's all it's allfun to think that but you know,
you have a ping pong table tablein office with a manager is
still overbearing and doesn'tpay attention to your needs and
(11:39):
things. Ping Pong is just alittle release for a little
while, right. And here's aninteresting thing that's kind of
in the line of that from anotherarticle that I read that this
generation is actually prettyopen to being back in the
office, you know, there was oneyoung lady who she started her
career in COVID. And they had todo it remotely because she
(12:03):
couldn't, couldn't be in theoffice. And the way she
described it was, it was kind oflike, my career was a video
game, that I was just sitting athome playing this game. That was
my career, and I didn't like it.
And I wanted to be, you know,among people and things. So not
to say that this generationisn't also intrigued by the idea
(12:23):
of working at home, but I don'tthink they're as much as some
folks might think. And I thinkthey are savvy with
understanding, you know, whattruly culture is that? I think,
at the end of the day, theywant, they want to be respected.
They want to be heard. They wantto have the opportunity to have
the freedom to make somemistakes, but also be coached
(12:46):
and mentored when that happens.
So at which, you know, geez, wetalked about that with Gen Z.
But you and I are from adifferent generation. That stuff
sounds pretty good to me, too.
Chellie Phillips (12:55):
Yeah. I said, I wouldn't turn any of that
down. Like that. So if you aretalking to a CEO about making an
impact on their culture, andwe're talking about this giving
employees a voice, especially onthe coaching model, what is the
selling point for them to saythat, Oh, it's not just mindset,
it's not just some hoodoo voodoothat that these are real things
(13:19):
that it can impact yourorganization in a positive way?
What if you had that that onemoment with them to convince
them that you should really trythis model? You should do that
kind of stuff? What's theselling point for that?
Mark Allred (13:30):
And I think, I think you got to point to
success. Because if you'resomebody who's been in a command
and control culture for yourentire career, and you've seen
it work, and here's the thing,command and control does work it
just as in short term, right,you can get you can beat folks
into submission and get somegood results short term, but
(13:50):
you're going to you're going tobe dealing with churn employee
turnover a lot. So I think theimportance is, if you want to
make that argument to a CEO thatis, is a little skeptical about
doing that. I think you need topoint to some examples where
it's worked. And you have tohave realistic examples. And
here's the thing where some ofmy answers is going to be
colored by what what I'm doingright now. Are you familiar with
(14:12):
Stephen? Mr. Covey? Yeah, thatStephen Covey's son who's taken
over since the past, he's got anew book out called trust and
inspire so much in there,including examples where he
talks about a CEOs of otherorganizations who, who's stepped
out of this command andconstruct troll structure and
has gotten more into the Inspireand trust kind of scenario. I'm
(14:36):
trying to remember specificstories Forgive me if I butcher
this, and I forget what wherethe CEO was, but he was
appointed to the position and hesaid, You know, I always feel
like leaders need to be chosenby the people as a whole. And so
he told the folks that the NoHey, I'm going to do this job
for a year but in a year, I'mgoing to put information out
(14:57):
here just to see if you guyswant Need to continue. So it'll
be a survey to put out there.
And you guys based on myperformance and what I do and
how I lead and the trust that Itry to create all the things
that I say, if I do it, I'mgonna let you guys decide
whether I stay. And if if youchoose not to have me stay, I'll
move on. So very, very bold. Ithink he had like a 98% approval
(15:18):
rating. So that's a prettycompelling story. And something
honestly, I think a lot of CEOswould probably be very
frightened of doing. Typically,if they haven't adjusted the
model. Yeah.
Chellie Phillips (15:33):
So yeah, there's a there's a couple of
hidden paths that I wouldn'tmind putting that out for them.
Yeah.
I think another thing we weretalking about earlier, is like
the great resignation, that thatpeople are reevaluating what
work means to them. And we'rehearing more and more about that
(15:54):
I want to feel like I have somekind of impact not just on the
work that I'm doing, but onother people, how big does that
play into what you're seeing onthe on the recruiting side, and
folks wanting to change thatthey're wanting to see the value
that they're bringing in somekind of way, whether it's
through philanthropic work, orwhether it's impacting in a
(16:16):
customer service relationship,like taking care of somebody
with an issue, or eveninternally, maybe the
organization has its ownprojects where they're making a
difference in the community? Youknow,
Mark Allred (16:27):
the answer I give you this is it depends. And let
me explain because I think I'vebeen guilty of, of trying to
paint with too broad a brushmyself with people with regard
to meaning of board. One of thethings whenever we're talking
with candidates, and when I'mcoaching, when I'm coaching with
some of these young, newprofessionals, particularly the
(16:47):
place where we start is what werefer to as career drivers. And
our CEO Mark Hutto has, hasspent over 30 years working with
folks and working with him abouttheir careers and things. And
many, he determined there werereally five areas that motivate
people about the work they do.
One of them is what we'retalking about here, the meaning
of the work. The other one isleadership and management. So
(17:07):
that was what we were talkingabout earlier, you know, how you
interact with your leader, whatkind of inspiration you're
getting from them. Another oneis the environment that gets
into the work life balance,working from home potentially
could be the environment likethe ping pong table, all that
stuff, we were talking aboutthere to compensation and
benefits, you know, that's goingto be in there, how high does
that rank? And then finally,personal and professional
(17:28):
development? What's your abilityto be developed? So, you know,
we start with folks, we askthem, so what's important to
you, when it comes to your work?
How would you rank those, and itsurprises me how different
people's responses are, for me,it's always been the meaning of
the work, you know, I'll takeless money to do work that I
feel like is having an impact. Imean, the work I do now I'm
(17:50):
making, I'm making a lot lessthan I used to make as a
district manager doing work thatI was doing in wireless, but I
love what I do now, so muchmore. And it's the perfect
sector. But not everybody isbuilt that way. I remember
talking to one and this isn'tone of my younger classes would
have been one of my older ones.
And he said, you know, meaningof the work is going to be
ranked lower for me becausehere's the thing, I go to work
to provide for my family. I youknow, I want to be well
(18:11):
compensated, yes, I want to dowork. That's ethical. But it
doesn't necessarily have to bemeaningful. No, because, you
know, that's what I do with mychurch. That's what I do with my
volunteer time. So I'm notexpecting work to fill that
space. And I respect that. So Ithink I think you have to take
that question deep that leadersneed to think about, you can't
paint with too broad a brush andjust expect everyone on your
(18:35):
team is in it because of themeaning of the work, they're
going to be many. And that is avery popular one. A lot of the
people that I talked to meaningof work ranks very high, but not
everyone. So in thosecircumstances, how do you
respect them for what theyconsider is valuable. And
support them in that way?
Chellie Phillips (18:55):
It's kind of gets back to the same thing is
that not everybody cares aboutthat promotion, maybe happy
where they are like I don't wantto go home with an extra stress,
thinking about what's going on.
Like I'm happy performing what Ido, I have a paycheck, that
takes care of it. And I don'tnecessarily care about making
that next leap and adding to myresponsibilities and doing that
kind of thing. And you've got tohave those people there. There
are certain certain folks thatyou just need to get the job
(19:18):
done is task oriented. Andthat's what I want to do. And I
don't want to when I leave atfive, I don't want ever have to
worry about it again. Same kindof concept. I think what you're
talking about what the other.
Mark Allred (19:27):
Yeah, and if I could be so bold to say that I
think that's one of the problemswith a lot of leaders today is
because they try to force thaton their employees, whether it
be you know, if it's a salesteam, they just expect you know,
making more money and beingstack ranked higher than
everybody else is what motivatesthem. Same thing with what
(19:48):
you're saying with thepromotion. I think we get
programmed to believe that Ineed to want that promotion and
if if folks aren't led well, andthey are just blindly following
that sometimes They follow andthey they get into these
promotions and find themselvesvery quickly in careers that
they don't want to be in. Andthat's one of the reasons why
they're leaving. Once they wakeup,
Chellie Phillips (20:10):
yeah, I've seen that happen. If you put
your crystal ball on for amoment that the, you know, the
rosy colored glasses, a wholenine yards, yeah, you can see,
future wise, 510 years down theroad from now, what do you think
the ideal workplace will looklike for the employee?
Mark Allred (20:27):
I think it's gonna have to be flexible, I think
that's going to be a huge word.
As we get into that, I mean,there's so many factors, mean
COVID introduced this whole newfactor of hey, we can make it
work working in homeflexibility. In a we've for
years been on this track, whereit's very, very common. In fact,
it's become an uncommon not tohave a to a dual income family.
(20:50):
So you got mom and dad bothworking, and there's still kids
who need to be schooled andthings. And so they're things
gonna need to be done. So aslong as we continue to have, you
know, a mom, dad working theworkforce thing that's going to
require flexibility, there's somuch automation every day
artificial intelligence and isreplacing jobs. So you're
(21:12):
getting to a place where even,you know, the amount of work
that's available, is not what itused to be, we're gonna have to
come to terms with that in abigger way, and reevaluate
things that we would never havethought we would reevaluate,
like before COVID. I don't thinkthere were many organizations
who were even consideringworking from home. Well, now
(21:34):
that's changed the 40, the 40Hour Workweek, yeah. How does
that look, I got another guestthat is coming on the podcast
that she owns a company thatemployees work for her. But
they, what is it called my work,I think is what it's called. But
these these factories and bigbig operations, rely on them to
(21:58):
fill gaps and schedules, whenpeople can't show up, they bring
their folks in. And so theybasically, they sign up, they
make themselves available forwhatever shifts they want to be
available for. It's kind of likeUber for factory workers. And I
asked her, how's that workingfor you, she says, It's
phenomenal. So these people areable to kind of build their own
(22:19):
schedule. They say, you know,this week, I want to work third
shift next week, I want to worksecond shift this week, I don't
want to do weekends. And sothey're building their own
schedule, and they're putting itout there. And these companies
have that need. And they'replugging them in. I'm thinking,
so it's all done by app. So youknow, that's kind of cool, and
who the thought is somethinglike that a few few years ago.
So I think learning how to bemore flexible is important. And
(22:42):
the other side of that is Ithink relatable. I mean, you've
just got to understand yourworkers at a higher level now.
Me I'm sorry. But I think that'sjust a part of what the world
is. And because there are otheropportunities. If you don't
choose to do that, it's yourchoice. But you know, other
(23:03):
folks may be stealing thosepeople from you then.
Chellie Phillips (23:08):
So to keep the employee that you have and not
let them get to your recruiters.
Mark Allred (23:14):
Why didn't say no, and we? I'm not sure I should be
telling you.
Chellie Phillips (23:18):
What should a company be measuring more of?
We've all heard of the employeeengagement surveys and different
things like that. But if youcould give them some advice
about what's the one thing youshould really keep the pulse on?
What should you really belooking at to make sure that you
know what's going on inside yourorganization? What would that be
Mark Allred (23:35):
I presented in front of it was the same group
and just different presentation,we have a process around our
company called RE recruiting youto reveal and we do it yearly,
some companies really need toconsider doing it quarterly or
at least twice a year. And it'sit's the process of okay, you
take that career driverconversation, and you find out
(23:57):
how folks, you know, hey, thisis what motivates me about my
work, and you understand whatthose things are, and you do the
best you can and you can't everbe fully accommodate, but you do
the best you can to really tryto meet people where they are
you motivate them through whatmotivates them, not what you
think, you know, every so oftenyou need to check in and say how
are we doing? So we talked aboutthe beginning, this was the kind
(24:19):
of culture that you wanted, andthis is what you were looking
for with your boss. And this iswhat you were looking for, with
the dedication of the team. Now,right, where you feel like we're
doing and where you see ushaving opportunities, and then
be very willing to have a realconversation with them about
that. And this isn't about justkowtowing to, you know, every
(24:39):
every whim your employee has i igive people more credit most
people that they're reasonable.
So I think you can have thatconversation and you can you can
say, You know what, we're notable to do the work from home
thing. And here's why. And Ithink it's there's certain
organizations that no die youGot to have people in there. And
(25:00):
I think people get that. Sothat's what that's what I would
say is the biggest thing is tomake sure that you've got a
touch point where you can do aquick pulse check.
Chellie Phillips (25:12):
I love re-recruiting you, I love that.
Mark Allred (25:17):
You know, for I think, I think our field that
was $500 to use it.
Chellie Phillips (25:21):
I mean, I'm talking about professional side
right now, I was like, I don'twant to be in touch about this
later on. I just think thatthat's such a neat thing. Like
because, you know, once you geton, you tend to think, Okay,
I've got them, you know, and Ithink that's a mistake. Well,
I'm thinking about utilityspecific right now, because
that's what I'm in myprofessional career. There's
such a demand for line workersand between contractors and all
the different companies rightnow. We're hitting a retirement
(25:44):
boom, for a lot of folks thathave been there, how do we keep
somebody here and not movingsomeplace for a two $3
difference? You know, like, whatare we doing to you know, I keep
them, especially with some ofthe contract work that's out
there. They're paying huge, hugebonuses and stuff. But they're a
lot of what they're not hearingor what they're not processing,
because there are a lot of ouryounger line workers that are
(26:05):
leaving to go in those areas.
Yeah, is that it's a it'sthey're hiring you for a
specific work. And while youmight be able to stay locally
right now and do that work, whenthat contracts up, you may be
sent to Florida, or you may besent to New Mexico, or you may
be sent to whatever wherever thenext contract is. So it may not
be as promising as what youthought, if you are raising a
(26:26):
family here and your family'shere, or different things like
that. You might have to upgradeeverybody. Yeah, but they're not
really presenting the wholepicture or whatever. And a lot
of our younger line workers, notjust not here, but industry
wide, don't know the rightquestions to ask, they're seeing
that big number, and they'relike going, Oh, I could do this.
I can get my new bass boat, or Ican do this, or I can do that.
And it's like, but then you'relike, Okay, you're stuck on that
(26:48):
contract stuff. You're stuckwith them and wherever they send
you.
Mark Allred (26:52):
Well, and I think I think what makes folks
vulnerable to losing somebodyfor two extra dollars an hour is
they either forget why the otherreasons they want to stay or
none of that came to fruition.
So I mean, going back to the RErecruiting anything, if if when
you start and this is ideallythe way it is there, it should
be you start, we get on the samepage about Alright, here's what
(27:13):
we're offering. As far asculture goes, here's what we're
offering as far as yourleadership interaction goes,
compensation, everything. Howdoes that all sound? That sounds
great. Okay, great. You join theorganization, if we never talk
about that again, and that'snever revisited. And then a lot
of the things just never happen,then when somebody comes to
offer two more dollars, and Isay to him, we'll remember all
(27:34):
the reasons why you signed up,you know, we were going to do
this this Yeah. But I've neverseen those things. We've never
done those things. And that'swhy it's important to have that
sit down. And because sometimesyou think you're providing them
you think in your mind's eyethat I am taking care of my
employees. But if you can havethe courage to sit down and find
out sometimes you find I'm notdoing as good a job as I thought
process is not reality all thetime. Yeah. And that's really
(27:57):
important. Because here's thetruth about recruiters. I mean,
my job is to find the wartswhere you are, you know, how are
you being taken care of? Are yousatisfied with your leadership
there? Well, not really. Howabout your work life balance?
How are they paying you? What'sthe environment, like, again,
going right down those careerdrivers, and I'm trying to
create an environment for you torecognize that I'm really not
(28:18):
happy there. And if you're nothappy, and I now say, Okay, and
here's an opportunity that nowpresents a whole new hope, if
you want to shut a recruiterout, the answers to those
questions should be no, I'mreally happy with all of that
they take such good care of me.
It's actually refreshing when Italk to care candidates that I
hear them say that because it isa blessing to have good work.
Chellie Phillips (28:40):
I know the difference of being one that
we're some where somebody is notdoing that and where they are I
you carry that away from workwith you. You know, like you
carry it home with you. Youcarry it with his interactions
with your friends, you know,like you're having lunch and all
you do is complain about what'sgoing on versus what's happening
in your life. Well, I won't keepyou any more. I know you're
busy. I really appreciate youtalking with me.
Mark Allred (29:00):
Good to talk to you again. You too. All right. Take
care. Have a good one. You too.
Bye. Bye.
Chellie Phillips (29:05):
Bye. Do you look at Gen Z a little
differently? What about howmeaningful work looks different
to different people? I know Markgave us a lot of great info to
process. One truth he shared isabout how important it is for
leadership to be touching basewith employees, especially new
hires to make sure their careerdrivers are being met. And that
we're delivering on our hiringpromises. Check the show notes
(29:27):
for more ways that you canconnect with Mark. Thanks for
listening to culture secrets. Ifyou liked what you heard today,
subscribe, drop me a rating andshare the link with a friend.
The book by the same man is nowavailable on Amazon. If you want
to learn more, or perhaps haveme come lead a discussion with
your company or organization,visit my website at WWW dot
Chellie phillips.com That's C HE L L I E P H I L L IPS.com. And
(29:56):
remember, building a valueculture is your competitor. that
advantage and the backbone ofany successful organization
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