March 15, 2025 • 42 mins
Ever wondered how to transform your work environment into a haven of motivated and satisfied employees? Discover the secrets to being a great boss with insights from Gina Wickman's "How to Be a Great Boss" in our latest episode. We’ll explore why fostering a positive and engaging workplace is crucial, featuring real-world examples from industry expert Dave Ramsey and compelling statistics from a Gallup poll. Understand the significant impact of disengaged employees on your business and learn how to cultivate a team of dedicated "A players" who are not just productive but irreplaceable assets.
What makes an effective leader? Uncover the essence of great leadership and management by developing employees' skills, earning respect, and setting exemplary standards. We discuss common pitfalls of poor leadership and the importance of aligning employees with roles suited to their natural abilities. With practical examples, such as a new manager revitalizing a struggling big box chain and personal stories from the window business, you'll gain actionable strategies to turn around your team's performance and satisfaction.
Maximizing your team's potential is more than just delegating tasks—it's about building a cohesive, value-driven workforce. Learn the art of strategic planning with clear visions, financial goals, and priorities that keep your team on track. We emphasize the importance of regular evaluations, making tough decisions about underperformers, and the distinction between leadership and management. Delve into essential tools like SMART goals and KPIs to foster a proactive, results-oriented company culture. Join us for an episode packed with practical tips and inspirational messages that will light up your business journey!
Say goodbye to overwhelm and self-doubt, and hello to confidence and success. Join the Faith Filled Coaching family today and step into the abundant future you've always envisioned.
Visit FaithFilledCoach.com to schedule your free 30-minute consultation. Let's make your business dreams a reality, together.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Tammy Hershberger (00:01):
Welcome to the Light Up your Business
podcast, the show where we divedeep into the world of small
businesses.
I'm your host, ammy Hershberger, and each episode will bring
you inspiring stories, expertinsights and practical tips to
help your small business thrive.
Whether you're an entrepreneurjust starting out or a seasoned
business owner, this podcast isyour go-to source for success in
(00:21):
the small business world.
Let's get started to source forsuccess in the small business
world.
Let's get started.
Hello everyone, I want towelcome you back to another
episode of Light Up yourBusiness podcast.
I hope you're having a lovelyday, as I am.
I want to talk today about abook that I've been reading.
I don't know if you guys knowthis.
I love to read books, and whenI was younger, I used to read
(00:44):
biographies because I thought itwas interesting to learn about
people's lives and where theycame from and how they got to
where they're going.
But more and more I'm startingto read more self-help books,
more business books.
It just kind of interests memore than biographies.
And so this book is by GinaWickman.
It's called how to Be a GreatBoss, and I thought, well, how
(01:06):
would that not be a great bookto talk about?
How would it not be a greatbook to read, because I am
dedicated as a business owner tobeing a better boss and to
teaching you on this podcast howto be a better boss and how to
run a better business.
He really mentioned there howhighly motivated employees enjoy
both personal and professionalsatisfaction from what they do
(01:28):
and he said that they work hard,they enjoy the people they work
with, they feel respected bytheir boss, they feel their work
is making a contribution tocustomers' lives, they find the
challenge of their work matchestheir abilities and they know
why they go to work each day.
So in the book it talks aboutbeing off balance, matches their
abilities and they know whythey go to work each day.
So in the book it talks aboutbeing off balance and how you
(01:50):
can get beyond the work-lifebalance.
And Matthew Kelly was quoted inthis book and it says and Kelly
, in his research for his book,interviewed well-respected
people at dozens of world's bestcompanies.
The findings those peopleworked an average of nine hours
more per week than otheremployees at other businesses.
(02:11):
And why was that?
Because they valued their jobsatisfaction over work-life
balance.
So if you can see, there ittalks about how it pays to focus
on improving your team'ssatisfaction level versus the
number of hours worked.
So I mean, obviously they'rewilling to work more hours if
they enjoy their job.
I mean I don't think it'ssomething where we have to work
(02:31):
six hours a day.
I think they're willing to putthat overtime in if they enjoy
their job, if they feel like itmakes a difference, if it's
helping the customers.
And your competitors can stealyour products and ideas and they
can copy your playbook, butthey cannot replicate your
people.
So they may have your pricing,they may have your strategy,
they may have literally whatyou're doing window cleaning or
(02:54):
shed building or whatever butthey do not have my people.
They don't have Dan, they don'thave Jonas, they don't have Cal
and they don't have me.
They don't have John, youcannot duplicate us.
And so Helen, they don't haveme, they don't have John, you
cannot duplicate us.
And so if your people cannot beduplicated, that is going to
give you a leg up to make yourcompany stand out, to make your
company better, to make itdifferent, and that's the good
(03:14):
thing.
You may have all of the systemsin place.
You may have a good product Ifyou have bad people or you have
people who don't like their jobor who don't care about your
company.
It's going to show and it willruin everything good that you
built.
So you want to surroundyourself with people who want to
work with you, who want tosucceed with you.
You want to surround yourselfwith great people and then you
(03:35):
will attract great people.
I believe you'll attract greatclients.
You'll attract more greatpeople to work for you.
Dave Ramsey talks about donkeysand A players, and donkeys are
the people that don't reallywant to do their job.
They want to slack off.
They're just there to make acheck and if you have A players
which I do they are not going towant to work.
People like that.
They're going to say if you'rehiring this guy, you're making
(03:58):
me, you know, do more workbecause this guy's lazy, or
you're making me miserablethey're not going to stick
around, or you're making memiserable, they're not going to
stick around.
There was a poll this booktalked about.
It was a 2000 Gallup poll andit conducted an annual survey of
American workers and it said31.5% of full-time workers are
(04:18):
engaged in their jobs.
What does engaged mean?
It means they show up early,they leave late, they come up
with creative solutions.
They attract and retaincustomers and they bring energy
to the workplace.
Who doesn't want that?
17.5% of workers are activelydisengaged.
What does that mean?
It means they don't like theirboss or they don't like what
(04:39):
they do.
It's like a cancer.
It spreads throughout thecompany.
These workers are more likelyto steal from you, miss work and
drive customers away.
Nobody wants them.
And then it said 51% are notengaged.
I mean that's half.
That is a huge number, 51%.
Actually, it's more than half,it's 51.
What does not engaged mean?
(05:00):
It means they're barely doingthe minimum.
They're there to collect thatcheck and estimates show these
workers cost American businesses$500 billion yes, I said
billion annually.
That's a lot of wasted money,folks money that we work hard
for, money that we're notspending time with our families,
for money that we're depletingour health and our stress levels
(05:22):
are through the roof and ourmental health is not taken care
of because we're throwing thismoney away on workers that are
not engaged.
Do you hear me people?
So it says in this book thesingle most important thing
business owners should do is tomake sure they hire the right
people to grow their business,because the wrong people hold
(05:43):
the company back.
We just looked at the numbers.
So in a 2015 Harris poll, 39percent.
So this is a newer poll thanthe last one.
39 percent of employees have noidea of what their company's
goals or objectives are.
What does that mean?
It means your company if you'rein this poll are not getting
(06:03):
their workers engaged in whatwe're trying to do here.
What are you trying to build?
What does your company ifyou're in this poll are not
getting their workers engaged inwhat we're trying to do here?
What are you trying to build?
What does your company standfor?
Why is your company doing whatit's doing?
47% are unfamiliar with thestate of the company's
performance.
They don't know if they'relosing money, making money,
growing, not growing.
They just have no idea, have noidea.
(06:30):
44% don't know their role inthe company, how it helps to
meet the goals of the company.
Does that make sense?
So they don't even know.
Like you know, by being aforeman, for example, or a
cutter or builder, they don'teven understand what that is
doing to help hit the goal ofselling this many sheds or this
much dollar amount to get us towhere we're going.
They're just there to do thejob and then get out.
So only a third of youremployees are moving your
(06:52):
company to its results or itsgoals.
One third Now in my company.
I would say that's not anaverage, because my company,
everybody's doing it, because Ihave A players.
I don't think there's oneperson on my team, not in my
building business, my shedbusiness.
That would be that way.
Now, that was probably accurate, maybe even higher in my window
business, because we werehaving a tough time with
employees there.
(07:12):
I had some good ones, but I hadsome bad ones.
So the question becomes are youwilling to take responsibility
for the issues that causeemployees to disengage?
Well, you may say well, how isthat my fault?
Well, are you settingcommunications?
Are you setting andcommunicating clear expectations
?
Are you talking to them?
Are you telling them this iswhat you need to hit?
Dave Ramsey talks about KRAs,key result areas, and so that
(07:37):
way they know this is whatyou're expecting from me.
These are the things I need tohit and these are the things I'm
missing and not doing.
Kpis, or key performanceindicators that's another way to
call them the same thing.
Are you setting it so they'reclear on what they're supposed
to do?
If you are not, then you arepart of the problem.
(07:59):
George Carlin has a quote thatsays Most people work hard
enough to not get fired and getpaid just enough money not to
quit.
That sounds exciting, doesn'tit?
You know, that's not mytemperament, that's not what
drives me, but there's a lot ofpeople like that.
So let's go back to what isyour job.
To be a great boss, how do wedo that?
Well, you need to develop yourpeople and improve their skills.
(08:22):
You need to earn youremployees' respect.
So I can tell you from workingwith people that were bosses of
people that I worked with theboss would lie to them.
The boss would not show up tojobs.
The boss would tell them thingsthat were not true.
They would say I need you to dothis, but I'm not going to do
it.
They were not setting a goodexample and the employees didn't
(08:45):
respect that person.
And that's going to happen toyou if you do those things.
Now me, there's some things Idon't want to do.
I mean, I've worked hard to getwhere I am.
I don't want to do it, but if Ihave to, I'll do it.
I mean there was times in thewindow business if I saw someone
was struggling to get the vanclean and I knew they had worked
(09:10):
all day and they just theyweren't just being lazy.
I went out and I stayed lateand I helped them clean that van
.
Now, was it my job?
No, is it my company?
Yes, I will take care of it andhelp you.
I will make sure you know Ihave your back.
That's being a good boss.
To be a great boss, you must oneget it.
You need to know the job, youneed to know what it takes and
have the natural ability.
Now, in my window business, myjob was to run the office.
That is what I do, that is whatI am good at, that is what I
(09:31):
enjoy and I freaking killed itthere.
Now, I also was willing to goout and do sales when we were
slow and I went out and cleanedwindows when I had to.
I did okay at it.
I didn't do it enough to becomean expert by any means, but I
was willing to step out and doit.
I am not well, some may say I'ma good salesman.
I don't think I am.
I don't enjoy it, but I'm alsonot a pushy salesman.
(09:55):
But I stand behind what I say.
So I believe what I'm saying toyou.
Number two you have to want it.
You really want the role ofboss, because if you don't want
it, it's going to show toeverybody.
And three, you have to have thecapacity to do it.
You have to possess theemotional intelligence, the
intellectual intelligence, thephysical intelligence, the
physical ability I think that'sthe word I was looking for, not
(10:16):
intelligence, physical ability,sorry, folks and time and
capacity to do the job.
So you can't just be the bossand never be around.
You can't just be the boss andfocus on every other project you
have.
You can't be the boss and neverinteract and communicate with
them.
You have to want that job, youhave to do that job.
So getting it and wanting itare absolutely essential.
(10:39):
The book says you have to havethe capacity, which means you
have to have the time and youhave to put the effort in the
get.
It is your natural ability, theintuition, the real feel for
what the job is, how it worksand how to do it, which means
leadership.
It means paying attention,digging into numbers.
You know all these differentthings.
Now, boss in a smaller companyis like the owner You're doing
(11:00):
advertising, you're doingmarketing, you're doing ordering
, you're cleaning the floor,you're doing whatever you have
to do Sales.
As the company grows, you knowthere could be a boss over
production, a boss over theoffice, whatever.
So they're going to have alittle bit different job
description than maybe overallentrepreneur boss, but I think
you get the picture.
So he gave an example here.
(11:22):
Big box chain is strugglingwith sales, even though it's got
great visibility and traffic.
They have a huge advertisingbudget.
They replaced the manager withsomeone who gets it, and then
things quickly turn around.
What did he do different?
Well, the manager asked eachemployee if they're a box person
or a people person.
Now, I, until I read this book,had never heard of that.
(11:44):
What does that mean box person?
But they explained it as a boxperson or a people person.
Now, I, until I read this book,had never heard of that.
What does that mean box person?
But they explained it as a boxperson.
Are you very organized and keepthings in order, or are you a
people person?
Do you enjoy engaging withcustomers and meeting their
needs?
He then assigned the employeesaccording to box person or
people person, and then he ledhis people and put them in the
right roles in the company byfiguring out where do they fit.
(12:05):
What are they good at?
So ask yourself have you everdone that with your people?
Because if you have a box person, as he calls it, and you like
to just be organized to dealwith paperwork and honestly
that's probably more of a me I'mbecoming more outgoing.
I've.
As I worked for the marketingcompany, I had to deal with oil
field trade shows andconferences, things and dealing
(12:28):
with a lot of men.
I got used to not being shy andI got used to just BS with them
and joke with them and they'rehappy, and so that has become
more natural for me.
But typically that is not myrole, that's not what I love to
do.
But owning a business, I've hadto overcome that and so I would
say sales and dealing withgrumpy people is not my forte.
So if I was working for someoneand they asked me, I'd say I'm
(12:50):
a box person, put me in thatlittle box and let me have my
paperwork and I'm happy.
Now if you put me out in frontof people selling, I'm probably
not going to typically do verywell because that's not my role.
So I think that's a good thingto do with.
You know, wherever you'restruggling in your business,
find a solution.
So the question is did you getit as the leader?
Do you?
Sorry, I can't talk Do youappreciate your people?
(13:12):
Do you know their strengths?
Do you have people in the rightroles?
How would your employeesdescribe you to their friends
and fellow coworkers?
That's a good question.
Dig into that.
Do you have the want wanted?
You genuinely desire the job?
You were talked into it, or didyou actually want it?
Or did you beg to have it?
(13:33):
Were you promised to raisebonus or a company car to entice
you the job?
Obstacles and challenges enticeyou and you're energized by
overcoming them instead of themwearing you out.
So now let's flip this a littlebit.
Let's not even think about asyou the owner.
Let's talk about you need tohire, and you need to hire a
leader or a production manageror some kind of boss for your
(13:54):
company.
Right?
These are questions to thinkabout for these people, why,
when they come to you and youknow maybe somebody wants to
move up in the company, we'llask them that Do you appreciate
your people?
Do you know what theirstrengths are?
Do you have ideas of how youput these people in the right
roles?
Do you really want the job?
You're just wanting more money,because I've heard stories of
(14:16):
that, where people move up intomanagement and they hate it and
they quit.
Or sometimes good leaders willnotice something's not right
here and they talk to them.
Or sometimes good leaders willnotice something's not right
here and they talk to them andthey find out I wanted the extra
pay, I didn't want the moreresponsibility, or I wanted the
extra pay, but I didn't want toreally deal with customers or
having to cover when they'resick or whatever, and so you got
to really dig into that.
And then he says do you havefire in your belly to lead?
(14:39):
Because a boss, you have tolead these people.
If they say yes, ask them howthey're showing it, and these
are good questions forinterviews.
I mean, if you're interviewinga boss, you have to lead these
people.
If they say yes, ask them howthey're showing it, and these
are good questions forinterviews.
I mean, if you're interviewinga boss, get on these questions.
There is tons of training andthere's great mentors, but if
you don't want it, it won'tstick.
So you can tell yourself.
(15:01):
Let me rephrase that you cantell these people want it
because they'll put in theeffort to achieve it.
So are you willing to go theextra mile to complete the
project on time, or do you wantto leave work early, no matter
how it affects your team?
Because I've seen that the teamhas a project or an event or
(15:24):
whatever coming up and we've gotto get it done and you can tell
everybody's staying late,except for the boss.
He's out.
Well, what does that tell youabout your team, if we're all
having to stay late to try tocomplete this, which, really, as
the boss, your butt's on theline just as much as ours is,
and you're out.
It just told us that you don'tcare about your team, you're not
invested in this company,you're out.
It just told us that you don'tcare about your team, you're not
(15:45):
invested in this company,you're not invested in your team
and you're going to be lookeddown upon.
You're not going to berespected.
So then, this book talks aboutcapacity to do it.
Do you have the emotional,intellectual, physical and time
capacity to be a great boss?
So, emotional capacity, let'stalk about that.
I'm noticing, the more I livelife, there are some people who
do not emotionally have theintelligence.
(16:06):
They have the emotional abilityof a 13-year-old and they're 40
or whatever.
They don't think like an adult,they don't emotionally react
like an adult.
So it says what is it?
It says it's the heart to feelwhat others are feeling, the
ability to walk a mile in theirshoes, to be open and honest
with yourself and others, to behumbly confident and to be
(16:29):
self-aware enough to know howyou are influencing people.
That's being emotionallycapable, or emotionally
intelligent is the right word.
Then you have to have anintellectual capacity, so it
says the brains to do criticalthinking, solve problems,
especially complex ones, to dosome predicting of what's going
(16:51):
to happen, some prioritizing ofwhat needs to come first and
then plan, along with theability to conceptualize it.
How am I going to make thiswork?
You've got to be able tostrategize it and systematize it
, so that way it's basicallyorchestrating this human
resource of people and you'reputting them to work right and
you've got an organized process.
Um, there was an old saying youhave too many chiefs and not
(17:14):
enough indians, and what thatmeant was like it happened a lot
in volunteer work, whereeverybody's trying to do their
own thing and be their own boss,but no one's organized.
No, we're all doing differentthings and we're not pushing the
bus towards the same goal right, and so you've got to really
get that straight.
Especially as a boss or as aleader, you have to have
physical capacity, which meansyou have to have the stamina,
(17:36):
energy and tenacity to do whatit takes, to finish what you
start, to pour it out whennecessary.
You have to devote time andeffort to master your craft, to
do the work, to get your handsdirty when necessary.
And then there's the timecapacity to avoid the tyranny of
urgency and to have structureand to prioritize and organize
(17:59):
and delegate in a way that freesup and optimizes the most
precious resource of all time,which is what your time.
We don't get enough time.
Time goes so fast.
So again, I'm talking about howto Be a Great Boss by Gina
Wickman.
All of this is coming from thisbook.
It's a great book.
I highly highly recommend youread it.
Make your bosses or yourleaders read it.
(18:20):
Let's switch gears.
So he talks in the book aboutbad bosses.
I'm sure if you take a secondand you think about who's been a
bad boss in my life, we allhave them.
I would be shocked if youdidn't.
If you've at least are over 16,because they're going to come.
And he talks about.
What is that?
And there's four things hementions.
(18:40):
So it's literally the oppositeof what we just talked about.
They have low emotionalcapacity, so they don't realize
how they treat others and whatthat does to their employees.
It makes a superficialconnection Not honest with
themselves and they lackconfidence to be open and honest
, to say, hey, I don't know, Ineed your help, I need, I made a
mistake.
And then they take credit forsuccess but never take
(19:03):
responsibility when things gowrong.
The treating others to me ishuge.
It almost, in some cases thatI've been in, becomes almost
abusive because it's like theydon't.
They say sometimes awful things, or they say hurtful things or
mean things or degrading thingsand they don't realize.
Like, do you hear yourself?
(19:23):
What you're saying to me is notmaking me want to work for you.
It's not making me want todrive this company.
It's making me shrink back,play small, and we don't want to
play small.
Bad bosses have low intellectualcapacity and that's lacking
ability to visualize outcomesbefore taking action.
(19:43):
So if you can't see where we'regoing and you have no plan and
we just get to work, we're goingto be wasting so much time and
energy on things that probablydon't even matter, don't even
help, you're just going for it.
You're setting goals withoutanticipating resources needed to
hit those goals.
So, for example, I had acompany I was working for and
(20:07):
they had a goal of me hitting somuch in revenue sales,
basically, and instantly Ithought, well, that seems
possible.
And then I started to kind oflook at like, okay, we have this
many people, this many teams, Ineed to sell this many jobs.
The average ticket is this andI realized like, hmm, this is
going to be really tough becauseI don't even think we have
(20:27):
enough manpower to do this.
And if that is the case, itmeans for me as a salesman, I am
pushing for a goal that's noteven possible.
I'm going to wear myself outand actually probably hurt
myself mentally and emotionallybecause I'm going to, you know,
give everything I got to hitthis goal and it's not even
possible.
So it's like, well, you'resetting me up for failure
(20:49):
because you know I can't hitthat.
It's not possible unless wegrew and had more help.
And so then that means yourperson that gave you the goal
didn't really think that throughor was just flying by the seat
of their pants, or whatever.
They didn't think it through.
They lack mental agility, sothey overanalyze some things and
oversimplify other things.
I've seen that where somepeople can't make a decision
(21:10):
because they take way too longlooking at stuff and they get
paralyzed by it.
Other times they oversimplifyand it's like it's not that
simple.
It doesn't work like that.
Maybe they don't understand it,but they do that, and then they
point out the flaws in othersbut they ignore their own.
Again, that is going to driveyour people, your business
partners, your friends, youremployees, whatever it's going
(21:34):
to drive them away.
Because it's like you keepmentioning how awful I am, but
you are pretty tough on, yourtough to deal with, or you're
not organized or whatever, andyou're not even trying to fix
your stuff.
Not good.
You have low physical capacity,so you have no stamina, no
energy.
You can't get your tasks done.
You rarely leave the office tocheck in on things.
(21:54):
I mean, you're that lazy,you're unable or unwilling to do
the hard work or get your handsdirty and pitch in when they
need it.
And then it says you have lowtime capacity, you're busy but
you're getting nothing done.
You're just kind of likeflopping around like a fish on
the water.
Well, what good is that doingright?
You expect others to dropeverything to catch them up, and
(22:19):
then usually you're late formeetings, you're behind schedule
, you're overwhelmed and you'reafraid to let go.
So that's a bad boss.
You don't want to be those.
So now you're saying, okay, soI know what a good boss is, I
know what a bad boss is.
But how do I become a greatboss?
I mean, I hear you, but how doI really work to change?
So one it says in the book todelegate and evaluate.
So it says identify what youneed to delegate to others, to
(22:39):
free up your time.
To be a great boss, boss-relatedactivities focus on leading and
managing people.
So he gave an example.
You want to do this for a weekto a month and basically you use
this to determine what tasksyou're doing and if you enjoy
them and what you need to thendelegate onward.
So you're going to list out allyour business related tasks you
(23:02):
do each day, each week, eachmonth, and then you compare.
He has a printout in his bookthat talks about these are like
boss tasks, these are not bosstasks.
And then he has four quadrantsand you write them in there, and
so the whole point is really toexamine like these are things
that the boss has to do andthese are things I can let go of
.
So if filing is on your thing,you should not have to be filing
(23:24):
.
Give that to the secretary,give that to the office manager,
let someone else handle that.
You know, if there's meetingsthat you don't have to be in,
let someone else handle thoseand you take care of your stuff.
I said in here, minimum 80% ofboss tasks should be in the top
two quadrants.
So some of this isn't going tomake a lot of sense to you until
you read that part of the book.
But it's good to look at yourtasks and then spend time doing
(23:46):
the most important matters inyour company.
He says in there you only wantto do 90% of your capacity
because you want to leave theother 10% for growth and avoid
burnout.
So when you spend your timedoing what you're good at, you
become more valuable to yourcompany because you're
productive.
You get in that zone and youjust you work faster, you work
(24:08):
smarter, you work better andthat's kind of where you want to
be.
So now you say, okay, well,that's interesting.
What are some excuses we use tonot delegate?
So if you're in your companyand you're burned out and you're
stressed out and you have toomuch to do and I've actually
talked to a couple people aboutthis and you're just like I
(24:29):
can't get it all done, whatexcuse are you telling yourself?
Some of the top excuses are Ihave no one to delegate to.
Well, that's your fault.
Either you don't trust anyoneyou've never built them up or
you need to hire someone.
Number two it is tootime-consuming to train someone.
That is the stupidest andlamest thing I've ever heard.
It's not time-consuming if youhire the right person.
(24:51):
It might be time-consuming ifyou hire someone that's not
going to work and you alreadyknow that.
So why are you hiring them?
The time you're going to spendon someone is going to be worth
it when it takes it off yourtask, when it's something you
(25:14):
don't have to do anymore and youcan focus on the more important
task.
And kind of mixed in with that,people say oh, it's faster and
easier to do it all myself.
Well, I was that way like 15years ago excuse me, um when I
thought I had to be perfect anddo it all myself.
Well, that's not true, becausethere's people that know things
more than you do.
There's people have moreexperience than you or they'll
say it's too complicated toexplain.
How about you take the time toexplain to someone, let them
(25:39):
handle it and then you move onto the things that you have to
do that they can't do.
Or if you say I spend too muchtime fixing their mistakes, well
that means you hired the wrongguy, fire them and find a new
one.
Because you take time, as agreat boss, to evaluate your
team, you want to make sure thatthey get it.
(25:59):
They want it and they have thecapacity to do it.
So go back to what we talkedabout earlier.
Apply that when you're hiringyour team, one great person
could easily be as productive asthree good people.
So if you have more productionhappening, you have less labor
costs.
Do you understand that If oneguy can take the jobs of three,
(26:20):
you are saving yourself time,money and stress?
Are your people working to theirfull potential?
That's a good question.
Are some people doing more thanothers?
If that's the case, the onesthat aren't doing their job get
rid of them.
What are you keeping them for?
I actually talked to a companyrecently.
They had a bad.
They had.
They made a bad hireunfortunately Sounded good on
(26:42):
paper, thought it was going towork.
It didn't.
They kept them too long andthey made everything messy.
You don't want to do that.
You want to get rid of themfast.
So hire people that fit yourcompany culture.
Your company culture defineswho you are, what you value and
what attracts like-minded peopleto you.
You believe these things.
You live by these things.
(27:03):
Your core values guide yourcompany and people in moments of
truth when they're put to thetest.
Have you done your core values?
Have you taken time to sit downand figure out for yourself
what your core values are,personally and professionally in
your business?
(27:23):
I just talked to um, a detailerhere in town, and I was talking
to him about core values andhe's a young guy and he's doing
really fantastic and I wastelling him how you know you
need to do these core valuesbecause they lead you and guide
you.
I heard someone say recentlythey become your north star,
right.
I grew up in Minnesota.
You want to know you need to dothese core values because they
lead you and guide you.
I heard someone say recentlythey become your North Star,
right, I grew up in Minnesota.
You want to follow that youneed a pathway and something to
follow.
You know, I believe in theBible and I believe in God and
(27:45):
he's obviously my, he's my trueNorth Star.
But I'm talking about corevalues in the sense of, like I
look at God, I look at my family, I look at my values and and
these are the things that aregoing to direct me, they're your
compass.
And then you want to analyzeyour team against your core
values to see how they stack up.
Are they the right people?
But they're in the wrong seats.
That could be one option.
(28:05):
Did you just completely hirethe wrong people?
How are your people stacking up?
And then, when you look atleadership and management and
accountability, great bossescreate a work environment where
people are fully engaged andhighly accountable.
So in this book he talks aboutfour truths.
He talks about one being agreat boss can be simple.
(28:28):
Your style doesn't have tochange.
You just have to be yourself,be authentic, build trust with
your team Generally, care aboutyour people.
And you have to want to begreat.
You want to be a great boss,you want to invest time in
yourself, to continually improveyourself so you can pour more
(28:48):
into your people.
I recently was listening to agentleman that's in the service
business space, if you will.
He's now branched out and doingother things.
I think of him as very savvy inbusiness.
I look up to him and he saidabout how his cup was was empty
and he couldn't pour into otherpeople.
And you know, if you letyourself get to that point, you
now are going to be a bad bossbecause you have nothing left to
(29:11):
give.
You're going to be a bad friend.
You're going to be a badhusband, you're going to be a
bad whatever you are, becauseyou're you are so empty inside,
or mentally or physically orwhatever that you have nothing
more to give.
So that's why you don't want todo these things, because it's
going to show.
It's going to show to thepeople you work with, your
customers.
They notice it.
So he talks about leadership andmanagement and accountability.
(29:34):
So his breakdown of this isleadership involves working on
the business, right?
So leadership involves workingon the business.
You want to provide cleardirection, create openings for
people to move up, take time tothink about where is the company
going, create vision and whatare you?
You know, what are these peoplebuying into?
What is it you're selling them?
I mean, I'm talking aboutvision for where the company is
(29:56):
going, and then management isworking in the business.
So that's the differencebetween leadership and
management.
In management, you create clearexpectations, you communicate
well, you ensure things aregetting done, you gain traction
to achieve the vision of theleader correct.
Does everybody understand that?
Thomas Edison said visionwithout execution is
(30:17):
hallucination?
I mean, how good is that?
So then it talks in this bookabout five leadership practices
One giving clear direction.
Create that vision for yourpeople and then ask yourself
eight questions what are yourcore values?
What's your core focus?
Why does your company exist andwhat does it do best?
Create a 10-year target ofwhere you want your business to
(30:38):
be and then in that 10 years,you got to think about who,
what's the seats I need to fill,what's going to motivate these
people to do that?
You're going to need amarketing strategy to find your
ideal customers.
You need a message thatattracts those customers to you.
And then he talks about athree-year practice.
You know what is this companylook like in three years.
(31:03):
A one-year plan, establish yourfinancial objectives and three
to seven goals for the next year.
Quarterly rocks, which I thinkI learned about in Traction, I
believe, which is also GinaWickman's book you would create
three to seven most importantpriorities that must get done in
the next 90 days to hit youryearly goals, and then lists of
ideas and issues, opportunities,barriers, whatever to address
and resolve, both long and shortterm.
So me and my business partnerat the time would sit down and
(31:26):
go through those things and thenyou want to share them with
your team every 90 days.
Find out where have you been,where you are, where you're
going, the performance, thegoals, recognize team members
who are, you know, really doinggreat with core values or who
exemplified them, and then makesure your employees have the
necessary tools to hit all thesethings, such as training,
technology, the right people.
(31:47):
Do we need to hire more people?
Do we need to give anyonepersonal time and attention?
You know, kind of train them upor mentor them or whatever they
need.
And then you got to let go.
You got to trust your people,empower your people to come up
with solutions instead of justfixing the problem for them.
Ask them what they would do.
Don't take them.
Don't take their monkey, andthen like, oh, here it is, but
(32:09):
sorry, you're going to have itback.
That's what that means Likedon't take the problem from them
.
Make them help find thesolution for it right.
That way, they learn to trustthemselves, they learn to
problem solve and then act witha greater good in mind of the
company.
Are you setting the examplewhen you're making company
decisions?
Ask yourself how it will affectyour reputation, your
(32:31):
relationships, your communityand the family.
And then you need to takeclarity breaks.
We talked about scheduling timeaway from the office to think
and work on your business, yourdepartment or even yourself.
Because why?
Because it brings clarity,restores your confidence, brings
freshness and allows you tothink bigger picture.
That was some of my favoritestuff in the one business I had
(32:55):
For a long time.
We were serious about that,like we would take and we would
talk about strategy, we'd talkabout how the company's doing,
we'd talk about vision, we couldtalk about clarity.
We did some personal things onvision boards and that was like
my absolute favorite time ofowning that company and my
favorite part of that businesspartner was like he had growth
mindset, he had these visionsand you know, later things just
(33:17):
kind of didn't pan out that way.
But that is like that's thestuff that gets me excited in
business.
That's who you want to be,because then your team sees it.
So he talks about these claritybreaks when you're not in the
office and you're separatelyworking on the business.
He has 15 questions.
I'm going to go through themkind of fast.
But it says in my vision planfor business is it on track?
(33:37):
What is the number one goal?
Am I focusing on the mostimportant things?
Do I have the right people inthe right seats to grow?
What is the one people move?
I must make this quarter.
How strong is my bench?
You know all the people on myteam.
If I lose a key player, do Ihave someone ready to fill that
spot?
Are do I have someone ready tofill that spot?
(33:59):
Are my processes working well?
What seems overly complicated?
That must be simplified.
Do I understand what my directreports truly love to do and
what are they great at doing?
Am I leveraging their strengths?
What can I delegate to othersin order to use my time more
effectively?
What can we do to be moreproactive versus being reactive?
What can I do to improvecommunication?
What is my top priority thisweek or this month?
(34:20):
So think about that Like, areyou sitting down and talking
about that with yourself, yourspouse, your business partner,
whatever, whoever you have onyour team.
And then he talks aboutmanagement practices.
He says remember, you cannotmanage someone.
Did you hear me?
You cannot manage someone.
It's not what you do to someone, it's what you provide for
(34:42):
someone.
If you feel you have tomanipulate or overly manage
someone, you have people issues.
You have hired the wrong person.
So you want to keep yourexpectations clear.
On the roles be clear whattheir jobs are, what their tasks
are, what their job descriptionis.
On the roles be clear whattheir jobs are, what their tasks
are, what their job descriptionis.
On the core values do youremployees or the person you're
(35:02):
hiring, or whatever, do theyknow your company's core values?
Do they know how you expectthem to act and can they make
decisions in your absence thatalign with the company culture?
And then he talks about therocks again, which are your
goals, objectives, initiatives.
Make sure they're measurable,make sure they're specific,
attainable, realistic and timely.
(35:24):
So it's smart.
So I said it kind of out oforder, but it's specific,
measurable, attainable,realistic and timely.
And then the measurables, whichare your KPIs.
Your team members need numbersto hit, as numbers give you data
and facts.
Numbers allow you to cutthrough assumptions, through ego
, through opinion, throughemotion, and you can focus on
deliverables and then get youremployees to expand energy on
(35:47):
results.
So you're saying, okay, whatare some measurable things?
So here's some examples.
Maybe you have salesappointments scheduled, like how
many sales appointments do theyhave this week?
How many bids did they submit?
How many new deals did theyclose?
How many errors were made?
How many customer complaintsdid we have?
How many defective parts orproducts returned?
Are they AR, which is youraccounts receivable?
Are they greater than 45 days?
(36:08):
Is there a lot of service items?
Customer reviews came inovertime hours, billable hours
and sales?
I mean, there's so many thingsyou can track to give these
people that you've hired to seeare they doing their job.
And then it helps them to buildtheir confidence, their ability
, because they can see, like,this is what you told me to do
(36:29):
and I killed it, and thenthey're going to do better, or
they, or maybe they're like well, I tried and I didn't really do
so good, they know.
Okay, next time I need toimprove, okay.
So, once you share expectationswith employees, ask them now
that I've shared my expectationsof you, what do you expect of
me that will help you to win.
(36:50):
That's interesting take, isn'tit?
And then you need tocommunicate, well.
So, um, ask them about, like,can you give me two emotions
where you are right now?
So it says you want to avoidassuming that you know.
So say, if you could share twoemotions about how you're
feeling right now, a positiveand negative what would it be?
(37:12):
And then you share your two andthen I'll share mine.
Okay, so that's how it works.
Um, questions to statement ratio80-20.
So remember, listen 80% of thetime and talk 20%.
Ask questions, don't just makestatements.
Ask why, who, what, where, how,those kind of questions.
(37:33):
So instead of saying you shouldhave done this, instead of
saying that because it's astatement, you should have
instead said knowing what youknow now, what would you do
differently or what do you thinkwe should do?
And then it talks about echoing,having them repeat back what
you're asking.
So say, just to make sure I'mcommunicating well, could you
(37:56):
please tell me what I just toldyou?
I do that in coaching sometimesbecause I feel like people
listen, but am I really gettingwhat I'm asking?
And then that can also help meto know.
Did I talk too fast.
Did I not communicate it?
Well, I can read, you know,reiterate it.
Or you can say like uh, I'm notsure if you quite heard me.
Um, could you tell me what?
What you heard me say?
(38:17):
You know that's a good way toask.
And then talks about maintainingthe right meeting pulse.
Have meetings the same link,same same day and same frequency
every time.
Build consistency.
Meetings help you communicatebetter, solve issues sooner,
hold people accountable and getmore done because you're keeping
everyone in the loop.
Have quarterly conversationsface-to-face.
(38:40):
Do out of the office.
It's not a review, review,you're just going over core
values, rocks and rolls.
He talks about rewarding andrecognizing your people quickly.
Studies show people work harderfor recognition than they do
for money.
Good to know there's a 24 hourrule.
Give positive, negativefeedback within 24 hours.
So if something goes awry, youdon't want to wait three days to
(39:02):
go after jimmy.
It's like if your kids went and, I don't know, hit their sister
, are you going to wait threedays to reprimand them?
No, because they're going to belike that was three days ago.
I've done so much since then.
You want to get it and handle itquickly, because it's just
going to cause more problems Dopublic and private recognition
Criticize in private or itdestroys trust and relationship.
It's praise in public.
(39:22):
I mean we all should probablyknow that.
And then, boss versus buddy Betheir boss, not their buddy,
because once you become theirbuddy, it's hard to correct
without hurting their feelings.
That is a truth.
I've experienced it myself.
I struggle with that one, butit's the truth.
And then, lastly, there's thethree strike rule.
Strike one meet with people ora person and identify the issue
(39:47):
and agree on a course action tocorrect it.
So you want to put it inwriting what you've agreed upon,
and then they get one month toresolve it.
Strike two if not resolved,identify remaining issues and
agree on a plan of action to fixit.
Again, put it in writing andthey get one month to correct it
.
Strike three if they have notfixed it, you terminate the
employee if they haven't alreadyquit.
(40:08):
And then, lastly, he talksabout quarterly conversations
questions to ask.
I'm going to go through thesequickly.
What are you most proud ofaccomplishing during the last
quarter?
How did you accomplish it?
What process or proceduresworked well?
The obstacles that youexperienced did you overcome
them?
How did you overcome them?
What was most helpful to you.
(40:29):
Do they feel they're working onthings that really matter?
Do they feel appreciated forwork they're doing?
Did you provide them with thetools they needed?
Did you give them clearexpectations?
Then share what is working.
Folks, it's not that hard to bea great boss, as you can see
Again, I recommend this book,how to Be a Great Boss by Gina
Wickman.
Read it, share it with yourteam, start implementing these
(40:51):
things.
These are things that will growyour business, change your
business, make you enjoy yourbusiness.
Everyone.
I hope you liked today'sepisode.
If you liked it, if you'll likeit, share, subscribe, subscribe
all of that good stuff.
I'm everywhere.
I'm on iHeartRadio, youtube,google, spotify.
I actually think Google no, notGoogle, apple is the word I
(41:13):
meant to say.
I think there was a Google one,but I think that one went away.
Anyway, I hope you're allenjoying this.
Thank you for listening.
There is a share, a message onthe link above the transcription
.
If you want to send us amessage, if you have questions,
if you have episode ideas, youwant to be on the podcast, let
me know.
I like hearing from you guys.
(41:33):
So thank you for listening.
I hope you all have a great dayand remember.
In the world of business, everysuccess story begins with a
passionate dream and ends with astrategic billion-dollar
handshake.
Stay ambitious, stay innovativeand keep making those deals
that reshape tomorrow.
Thank you all for tuning in anduntil next time, remember
(41:56):
Proverbs 3.3 says let love andfaithfulness never leave you.
Bind them around your neck,write them on the tablet of your
heart.
That way you will win favor anda good name in the sight of God
and man.
And remember if you like whatyou heard today, click the
follow button so you never missan episode.
Welcome to the Light Up your Business
podcast, the show where we divedeep into the world of small
businesses.
I'm your host, ammy Hershberger, and each episode will bring
you inspiring stories, expertinsights and practical tips to
help your small business thrive.
Whether you're an entrepreneurjust starting out or a seasoned
business owner, this podcast isyour go-to source for success in
(00:21):
the small business world.
Let's get started to source forsuccess in the small business
world.
Let's get started.
Hello everyone, I want towelcome you back to another
episode of Light Up yourBusiness podcast.
I hope you're having a lovelyday, as I am.
I want to talk today about abook that I've been reading.
I don't know if you guys knowthis.
I love to read books, and whenI was younger, I used to read
(00:44):
biographies because I thought itwas interesting to learn about
people's lives and where theycame from and how they got to
where they're going.
But more and more I'm startingto read more self-help books,
more business books.
It just kind of interests memore than biographies.
And so this book is by GinaWickman.
It's called how to Be a GreatBoss, and I thought, well, how
(01:06):
would that not be a great bookto talk about?
How would it not be a greatbook to read, because I am
dedicated as a business owner tobeing a better boss and to
teaching you on this podcast howto be a better boss and how to
run a better business.
He really mentioned there howhighly motivated employees enjoy
both personal and professionalsatisfaction from what they do
(01:28):
and he said that they work hard,they enjoy the people they work
with, they feel respected bytheir boss, they feel their work
is making a contribution tocustomers' lives, they find the
challenge of their work matchestheir abilities and they know
why they go to work each day.
So in the book it talks aboutbeing off balance, matches their
abilities and they know whythey go to work each day.
So in the book it talks aboutbeing off balance and how you
(01:50):
can get beyond the work-lifebalance.
And Matthew Kelly was quoted inthis book and it says and Kelly
, in his research for his book,interviewed well-respected
people at dozens of world's bestcompanies.
The findings those peopleworked an average of nine hours
more per week than otheremployees at other businesses.
(02:11):
And why was that?
Because they valued their jobsatisfaction over work-life
balance.
So if you can see, there ittalks about how it pays to focus
on improving your team'ssatisfaction level versus the
number of hours worked.
So I mean, obviously they'rewilling to work more hours if
they enjoy their job.
I mean I don't think it'ssomething where we have to work
(02:31):
six hours a day.
I think they're willing to putthat overtime in if they enjoy
their job, if they feel like itmakes a difference, if it's
helping the customers.
And your competitors can stealyour products and ideas and they
can copy your playbook, butthey cannot replicate your
people.
So they may have your pricing,they may have your strategy,
they may have literally whatyou're doing window cleaning or
(02:54):
shed building or whatever butthey do not have my people.
They don't have Dan, they don'thave Jonas, they don't have Cal
and they don't have me.
They don't have John, youcannot duplicate us.
And so Helen, they don't haveme, they don't have John, you
cannot duplicate us.
And so if your people cannot beduplicated, that is going to
give you a leg up to make yourcompany stand out, to make your
company better, to make itdifferent, and that's the good
(03:14):
thing.
You may have all of the systemsin place.
You may have a good product Ifyou have bad people or you have
people who don't like their jobor who don't care about your
company.
It's going to show and it willruin everything good that you
built.
So you want to surroundyourself with people who want to
work with you, who want tosucceed with you.
You want to surround yourselfwith great people and then you
(03:35):
will attract great people.
I believe you'll attract greatclients.
You'll attract more greatpeople to work for you.
Dave Ramsey talks about donkeysand A players, and donkeys are
the people that don't reallywant to do their job.
They want to slack off.
They're just there to make acheck and if you have A players
which I do they are not going towant to work.
People like that.
They're going to say if you'rehiring this guy, you're making
(03:58):
me, you know, do more workbecause this guy's lazy, or
you're making me miserablethey're not going to stick
around, or you're making memiserable, they're not going to
stick around.
There was a poll this booktalked about.
It was a 2000 Gallup poll andit conducted an annual survey of
American workers and it said31.5% of full-time workers are
(04:18):
engaged in their jobs.
What does engaged mean?
It means they show up early,they leave late, they come up
with creative solutions.
They attract and retaincustomers and they bring energy
to the workplace.
Who doesn't want that?
17.5% of workers are activelydisengaged.
What does that mean?
It means they don't like theirboss or they don't like what
(04:39):
they do.
It's like a cancer.
It spreads throughout thecompany.
These workers are more likelyto steal from you, miss work and
drive customers away.
Nobody wants them.
And then it said 51% are notengaged.
I mean that's half.
That is a huge number, 51%.
Actually, it's more than half,it's 51.
What does not engaged mean?
(05:00):
It means they're barely doingthe minimum.
They're there to collect thatcheck and estimates show these
workers cost American businesses$500 billion yes, I said
billion annually.
That's a lot of wasted money,folks money that we work hard
for, money that we're notspending time with our families,
for money that we're depletingour health and our stress levels
(05:22):
are through the roof and ourmental health is not taken care
of because we're throwing thismoney away on workers that are
not engaged.
Do you hear me people?
So it says in this book thesingle most important thing
business owners should do is tomake sure they hire the right
people to grow their business,because the wrong people hold
(05:43):
the company back.
We just looked at the numbers.
So in a 2015 Harris poll, 39percent.
So this is a newer poll thanthe last one.
39 percent of employees have noidea of what their company's
goals or objectives are.
What does that mean?
It means your company if you'rein this poll are not getting
(06:03):
their workers engaged in whatwe're trying to do here.
What are you trying to build?
What does your company ifyou're in this poll are not
getting their workers engaged inwhat we're trying to do here?
What are you trying to build?
What does your company standfor?
Why is your company doing whatit's doing?
47% are unfamiliar with thestate of the company's
performance.
They don't know if they'relosing money, making money,
growing, not growing.
They just have no idea, have noidea.
(06:30):
44% don't know their role inthe company, how it helps to
meet the goals of the company.
Does that make sense?
So they don't even know.
Like you know, by being aforeman, for example, or a
cutter or builder, they don'teven understand what that is
doing to help hit the goal ofselling this many sheds or this
much dollar amount to get us towhere we're going.
They're just there to do thejob and then get out.
So only a third of youremployees are moving your
(06:52):
company to its results or itsgoals.
One third Now in my company.
I would say that's not anaverage, because my company,
everybody's doing it, because Ihave A players.
I don't think there's oneperson on my team, not in my
building business, my shedbusiness.
That would be that way.
Now, that was probably accurate, maybe even higher in my window
business, because we werehaving a tough time with
employees there.
(07:12):
I had some good ones, but I hadsome bad ones.
So the question becomes are youwilling to take responsibility
for the issues that causeemployees to disengage?
Well, you may say well, how isthat my fault?
Well, are you settingcommunications?
Are you setting andcommunicating clear expectations
?
Are you talking to them?
Are you telling them this iswhat you need to hit?
Dave Ramsey talks about KRAs,key result areas, and so that
(07:37):
way they know this is whatyou're expecting from me.
These are the things I need tohit and these are the things I'm
missing and not doing.
Kpis, or key performanceindicators that's another way to
call them the same thing.
Are you setting it so they'reclear on what they're supposed
to do?
If you are not, then you arepart of the problem.
(07:59):
George Carlin has a quote thatsays Most people work hard
enough to not get fired and getpaid just enough money not to
quit.
That sounds exciting, doesn'tit?
You know, that's not mytemperament, that's not what
drives me, but there's a lot ofpeople like that.
So let's go back to what isyour job.
To be a great boss, how do wedo that?
Well, you need to develop yourpeople and improve their skills.
(08:22):
You need to earn youremployees' respect.
So I can tell you from workingwith people that were bosses of
people that I worked with theboss would lie to them.
The boss would not show up tojobs.
The boss would tell them thingsthat were not true.
They would say I need you to dothis, but I'm not going to do
it.
They were not setting a goodexample and the employees didn't
(08:45):
respect that person.
And that's going to happen toyou if you do those things.
Now me, there's some things Idon't want to do.
I mean, I've worked hard to getwhere I am.
I don't want to do it, but if Ihave to, I'll do it.
I mean there was times in thewindow business if I saw someone
was struggling to get the vanclean and I knew they had worked
(09:10):
all day and they just theyweren't just being lazy.
I went out and I stayed lateand I helped them clean that van
.
Now, was it my job?
No, is it my company?
Yes, I will take care of it andhelp you.
I will make sure you know Ihave your back.
That's being a good boss.
To be a great boss, you must oneget it.
You need to know the job, youneed to know what it takes and
have the natural ability.
Now, in my window business, myjob was to run the office.
That is what I do, that is whatI am good at, that is what I
(09:31):
enjoy and I freaking killed itthere.
Now, I also was willing to goout and do sales when we were
slow and I went out and cleanedwindows when I had to.
I did okay at it.
I didn't do it enough to becomean expert by any means, but I
was willing to step out and doit.
I am not well, some may say I'ma good salesman.
I don't think I am.
I don't enjoy it, but I'm alsonot a pushy salesman.
(09:55):
But I stand behind what I say.
So I believe what I'm saying toyou.
Number two you have to want it.
You really want the role ofboss, because if you don't want
it, it's going to show toeverybody.
And three, you have to have thecapacity to do it.
You have to possess theemotional intelligence, the
intellectual intelligence, thephysical intelligence, the
physical ability I think that'sthe word I was looking for, not
(10:16):
intelligence, physical ability,sorry, folks and time and
capacity to do the job.
So you can't just be the bossand never be around.
You can't just be the boss andfocus on every other project you
have.
You can't be the boss and neverinteract and communicate with
them.
You have to want that job, youhave to do that job.
So getting it and wanting itare absolutely essential.
(10:39):
The book says you have to havethe capacity, which means you
have to have the time and youhave to put the effort in the
get.
It is your natural ability, theintuition, the real feel for
what the job is, how it worksand how to do it, which means
leadership.
It means paying attention,digging into numbers.
You know all these differentthings.
Now, boss in a smaller companyis like the owner You're doing
(11:00):
advertising, you're doingmarketing, you're doing ordering
, you're cleaning the floor,you're doing whatever you have
to do Sales.
As the company grows, you knowthere could be a boss over
production, a boss over theoffice, whatever.
So they're going to have alittle bit different job
description than maybe overallentrepreneur boss, but I think
you get the picture.
So he gave an example here.
(11:22):
Big box chain is strugglingwith sales, even though it's got
great visibility and traffic.
They have a huge advertisingbudget.
They replaced the manager withsomeone who gets it, and then
things quickly turn around.
What did he do different?
Well, the manager asked eachemployee if they're a box person
or a people person.
Now, I, until I read this book,had never heard of that.
(11:44):
What does that mean box person?
But they explained it as a boxperson or a people person.
Now, I, until I read this book,had never heard of that.
What does that mean box person?
But they explained it as a boxperson.
Are you very organized and keepthings in order, or are you a
people person?
Do you enjoy engaging withcustomers and meeting their
needs?
He then assigned the employeesaccording to box person or
people person, and then he ledhis people and put them in the
right roles in the company byfiguring out where do they fit.
(12:05):
What are they good at?
So ask yourself have you everdone that with your people?
Because if you have a box person, as he calls it, and you like
to just be organized to dealwith paperwork and honestly
that's probably more of a me I'mbecoming more outgoing.
I've.
As I worked for the marketingcompany, I had to deal with oil
field trade shows andconferences, things and dealing
(12:28):
with a lot of men.
I got used to not being shy andI got used to just BS with them
and joke with them and they'rehappy, and so that has become
more natural for me.
But typically that is not myrole, that's not what I love to
do.
But owning a business, I've hadto overcome that and so I would
say sales and dealing withgrumpy people is not my forte.
So if I was working for someoneand they asked me, I'd say I'm
(12:50):
a box person, put me in thatlittle box and let me have my
paperwork and I'm happy.
Now if you put me out in frontof people selling, I'm probably
not going to typically do verywell because that's not my role.
So I think that's a good thingto do with.
You know, wherever you'restruggling in your business,
find a solution.
So the question is did you getit as the leader?
Do you?
Sorry, I can't talk Do youappreciate your people?
(13:12):
Do you know their strengths?
Do you have people in the rightroles?
How would your employeesdescribe you to their friends
and fellow coworkers?
That's a good question.
Dig into that.
Do you have the want wanted?
You genuinely desire the job?
You were talked into it, or didyou actually want it?
Or did you beg to have it?
(13:33):
Were you promised to raisebonus or a company car to entice
you the job?
Obstacles and challenges enticeyou and you're energized by
overcoming them instead of themwearing you out.
So now let's flip this a littlebit.
Let's not even think about asyou the owner.
Let's talk about you need tohire, and you need to hire a
leader or a production manageror some kind of boss for your
(13:54):
company.
Right?
These are questions to thinkabout for these people, why,
when they come to you and youknow maybe somebody wants to
move up in the company, we'llask them that Do you appreciate
your people?
Do you know what theirstrengths are?
Do you have ideas of how youput these people in the right
roles?
Do you really want the job?
You're just wanting more money,because I've heard stories of
(14:16):
that, where people move up intomanagement and they hate it and
they quit.
Or sometimes good leaders willnotice something's not right
here and they talk to them.
Or sometimes good leaders willnotice something's not right
here and they talk to them andthey find out I wanted the extra
pay, I didn't want the moreresponsibility, or I wanted the
extra pay, but I didn't want toreally deal with customers or
having to cover when they'resick or whatever, and so you got
to really dig into that.
And then he says do you havefire in your belly to lead?
(14:39):
Because a boss, you have tolead these people.
If they say yes, ask them howthey're showing it, and these
are good questions forinterviews.
I mean, if you're interviewinga boss, you have to lead these
people.
If they say yes, ask them howthey're showing it, and these
are good questions forinterviews.
I mean, if you're interviewinga boss, get on these questions.
There is tons of training andthere's great mentors, but if
you don't want it, it won'tstick.
So you can tell yourself.
(15:01):
Let me rephrase that you cantell these people want it
because they'll put in theeffort to achieve it.
So are you willing to go theextra mile to complete the
project on time, or do you wantto leave work early, no matter
how it affects your team?
Because I've seen that the teamhas a project or an event or
(15:24):
whatever coming up and we've gotto get it done and you can tell
everybody's staying late,except for the boss.
He's out.
Well, what does that tell youabout your team, if we're all
having to stay late to try tocomplete this, which, really, as
the boss, your butt's on theline just as much as ours is,
and you're out.
It just told us that you don'tcare about your team, you're not
invested in this company,you're out.
It just told us that you don'tcare about your team, you're not
(15:45):
invested in this company,you're not invested in your team
and you're going to be lookeddown upon.
You're not going to berespected.
So then, this book talks aboutcapacity to do it.
Do you have the emotional,intellectual, physical and time
capacity to be a great boss?
So, emotional capacity, let'stalk about that.
I'm noticing, the more I livelife, there are some people who
do not emotionally have theintelligence.
(16:06):
They have the emotional abilityof a 13-year-old and they're 40
or whatever.
They don't think like an adult,they don't emotionally react
like an adult.
So it says what is it?
It says it's the heart to feelwhat others are feeling, the
ability to walk a mile in theirshoes, to be open and honest
with yourself and others, to behumbly confident and to be
(16:29):
self-aware enough to know howyou are influencing people.
That's being emotionallycapable, or emotionally
intelligent is the right word.
Then you have to have anintellectual capacity, so it
says the brains to do criticalthinking, solve problems,
especially complex ones, to dosome predicting of what's going
(16:51):
to happen, some prioritizing ofwhat needs to come first and
then plan, along with theability to conceptualize it.
How am I going to make thiswork?
You've got to be able tostrategize it and systematize it
, so that way it's basicallyorchestrating this human
resource of people and you'reputting them to work right and
you've got an organized process.
Um, there was an old saying youhave too many chiefs and not
(17:14):
enough indians, and what thatmeant was like it happened a lot
in volunteer work, whereeverybody's trying to do their
own thing and be their own boss,but no one's organized.
No, we're all doing differentthings and we're not pushing the
bus towards the same goal right, and so you've got to really
get that straight.
Especially as a boss or as aleader, you have to have
physical capacity, which meansyou have to have the stamina,
(17:36):
energy and tenacity to do whatit takes, to finish what you
start, to pour it out whennecessary.
You have to devote time andeffort to master your craft, to
do the work, to get your handsdirty when necessary.
And then there's the timecapacity to avoid the tyranny of
urgency and to have structureand to prioritize and organize
(17:59):
and delegate in a way that freesup and optimizes the most
precious resource of all time,which is what your time.
We don't get enough time.
Time goes so fast.
So again, I'm talking about howto Be a Great Boss by Gina
Wickman.
All of this is coming from thisbook.
It's a great book.
I highly highly recommend youread it.
Make your bosses or yourleaders read it.
(18:20):
Let's switch gears.
So he talks in the book aboutbad bosses.
I'm sure if you take a secondand you think about who's been a
bad boss in my life, we allhave them.
I would be shocked if youdidn't.
If you've at least are over 16,because they're going to come.
And he talks about.
What is that?
And there's four things hementions.
(18:40):
So it's literally the oppositeof what we just talked about.
They have low emotionalcapacity, so they don't realize
how they treat others and whatthat does to their employees.
It makes a superficialconnection Not honest with
themselves and they lackconfidence to be open and honest
, to say, hey, I don't know, Ineed your help, I need, I made a
mistake.
And then they take credit forsuccess but never take
(19:03):
responsibility when things gowrong.
The treating others to me ishuge.
It almost, in some cases thatI've been in, becomes almost
abusive because it's like theydon't.
They say sometimes awful things, or they say hurtful things or
mean things or degrading thingsand they don't realize.
Like, do you hear yourself?
(19:23):
What you're saying to me is notmaking me want to work for you.
It's not making me want todrive this company.
It's making me shrink back,play small, and we don't want to
play small.
Bad bosses have low intellectualcapacity and that's lacking
ability to visualize outcomesbefore taking action.
(19:43):
So if you can't see where we'regoing and you have no plan and
we just get to work, we're goingto be wasting so much time and
energy on things that probablydon't even matter, don't even
help, you're just going for it.
You're setting goals withoutanticipating resources needed to
hit those goals.
So, for example, I had acompany I was working for and
(20:07):
they had a goal of me hitting somuch in revenue sales,
basically, and instantly Ithought, well, that seems
possible.
And then I started to kind oflook at like, okay, we have this
many people, this many teams, Ineed to sell this many jobs.
The average ticket is this andI realized like, hmm, this is
going to be really tough becauseI don't even think we have
(20:27):
enough manpower to do this.
And if that is the case, itmeans for me as a salesman, I am
pushing for a goal that's noteven possible.
I'm going to wear myself outand actually probably hurt
myself mentally and emotionallybecause I'm going to, you know,
give everything I got to hitthis goal and it's not even
possible.
So it's like, well, you'resetting me up for failure
(20:49):
because you know I can't hitthat.
It's not possible unless wegrew and had more help.
And so then that means yourperson that gave you the goal
didn't really think that throughor was just flying by the seat
of their pants, or whatever.
They didn't think it through.
They lack mental agility, sothey overanalyze some things and
oversimplify other things.
I've seen that where somepeople can't make a decision
(21:10):
because they take way too longlooking at stuff and they get
paralyzed by it.
Other times they oversimplifyand it's like it's not that
simple.
It doesn't work like that.
Maybe they don't understand it,but they do that, and then they
point out the flaws in othersbut they ignore their own.
Again, that is going to driveyour people, your business
partners, your friends, youremployees, whatever it's going
(21:34):
to drive them away.
Because it's like you keepmentioning how awful I am, but
you are pretty tough on, yourtough to deal with, or you're
not organized or whatever, andyou're not even trying to fix
your stuff.
Not good.
You have low physical capacity,so you have no stamina, no
energy.
You can't get your tasks done.
You rarely leave the office tocheck in on things.
(21:54):
I mean, you're that lazy,you're unable or unwilling to do
the hard work or get your handsdirty and pitch in when they
need it.
And then it says you have lowtime capacity, you're busy but
you're getting nothing done.
You're just kind of likeflopping around like a fish on
the water.
Well, what good is that doingright?
You expect others to dropeverything to catch them up, and
(22:19):
then usually you're late formeetings, you're behind schedule
, you're overwhelmed and you'reafraid to let go.
So that's a bad boss.
You don't want to be those.
So now you're saying, okay, soI know what a good boss is, I
know what a bad boss is.
But how do I become a greatboss?
I mean, I hear you, but how doI really work to change?
So one it says in the book todelegate and evaluate.
So it says identify what youneed to delegate to others, to
(22:39):
free up your time.
To be a great boss, boss-relatedactivities focus on leading and
managing people.
So he gave an example.
You want to do this for a weekto a month and basically you use
this to determine what tasksyou're doing and if you enjoy
them and what you need to thendelegate onward.
So you're going to list out allyour business related tasks you
(23:02):
do each day, each week, eachmonth, and then you compare.
He has a printout in his bookthat talks about these are like
boss tasks, these are not bosstasks.
And then he has four quadrantsand you write them in there, and
so the whole point is really toexamine like these are things
that the boss has to do andthese are things I can let go of
.
So if filing is on your thing,you should not have to be filing
(23:24):
.
Give that to the secretary,give that to the office manager,
let someone else handle that.
You know, if there's meetingsthat you don't have to be in,
let someone else handle thoseand you take care of your stuff.
I said in here, minimum 80% ofboss tasks should be in the top
two quadrants.
So some of this isn't going tomake a lot of sense to you until
you read that part of the book.
But it's good to look at yourtasks and then spend time doing
(23:46):
the most important matters inyour company.
He says in there you only wantto do 90% of your capacity
because you want to leave theother 10% for growth and avoid
burnout.
So when you spend your timedoing what you're good at, you
become more valuable to yourcompany because you're
productive.
You get in that zone and youjust you work faster, you work
(24:08):
smarter, you work better andthat's kind of where you want to
be.
So now you say, okay, well,that's interesting.
What are some excuses we use tonot delegate?
So if you're in your companyand you're burned out and you're
stressed out and you have toomuch to do and I've actually
talked to a couple people aboutthis and you're just like I
(24:29):
can't get it all done, whatexcuse are you telling yourself?
Some of the top excuses are Ihave no one to delegate to.
Well, that's your fault.
Either you don't trust anyoneyou've never built them up or
you need to hire someone.
Number two it is tootime-consuming to train someone.
That is the stupidest andlamest thing I've ever heard.
It's not time-consuming if youhire the right person.
(24:51):
It might be time-consuming ifyou hire someone that's not
going to work and you alreadyknow that.
So why are you hiring them?
The time you're going to spendon someone is going to be worth
it when it takes it off yourtask, when it's something you
(25:14):
don't have to do anymore and youcan focus on the more important
task.
And kind of mixed in with that,people say oh, it's faster and
easier to do it all myself.
Well, I was that way like 15years ago excuse me, um when I
thought I had to be perfect anddo it all myself.
Well, that's not true, becausethere's people that know things
more than you do.
There's people have moreexperience than you or they'll
say it's too complicated toexplain.
How about you take the time toexplain to someone, let them
(25:39):
handle it and then you move onto the things that you have to
do that they can't do.
Or if you say I spend too muchtime fixing their mistakes, well
that means you hired the wrongguy, fire them and find a new
one.
Because you take time, as agreat boss, to evaluate your
team, you want to make sure thatthey get it.
(25:59):
They want it and they have thecapacity to do it.
So go back to what we talkedabout earlier.
Apply that when you're hiringyour team, one great person
could easily be as productive asthree good people.
So if you have more productionhappening, you have less labor
costs.
Do you understand that If oneguy can take the jobs of three,
(26:20):
you are saving yourself time,money and stress?
Are your people working to theirfull potential?
That's a good question.
Are some people doing more thanothers?
If that's the case, the onesthat aren't doing their job get
rid of them.
What are you keeping them for?
I actually talked to a companyrecently.
They had a bad.
They had.
They made a bad hireunfortunately Sounded good on
(26:42):
paper, thought it was going towork.
It didn't.
They kept them too long andthey made everything messy.
You don't want to do that.
You want to get rid of themfast.
So hire people that fit yourcompany culture.
Your company culture defineswho you are, what you value and
what attracts like-minded peopleto you.
You believe these things.
You live by these things.
(27:03):
Your core values guide yourcompany and people in moments of
truth when they're put to thetest.
Have you done your core values?
Have you taken time to sit downand figure out for yourself
what your core values are,personally and professionally in
your business?
(27:23):
I just talked to um, a detailerhere in town, and I was talking
to him about core values andhe's a young guy and he's doing
really fantastic and I wastelling him how you know you
need to do these core valuesbecause they lead you and guide
you.
I heard someone say recentlythey become your north star,
right.
I grew up in Minnesota.
You want to know you need to dothese core values because they
lead you and guide you.
I heard someone say recentlythey become your North Star,
right, I grew up in Minnesota.
You want to follow that youneed a pathway and something to
follow.
You know, I believe in theBible and I believe in God and
(27:45):
he's obviously my, he's my trueNorth Star.
But I'm talking about corevalues in the sense of, like I
look at God, I look at my family, I look at my values and and
these are the things that aregoing to direct me, they're your
compass.
And then you want to analyzeyour team against your core
values to see how they stack up.
Are they the right people?
But they're in the wrong seats.
That could be one option.
(28:05):
Did you just completely hirethe wrong people?
How are your people stacking up?
And then, when you look atleadership and management and
accountability, great bossescreate a work environment where
people are fully engaged andhighly accountable.
So in this book he talks aboutfour truths.
He talks about one being agreat boss can be simple.
(28:28):
Your style doesn't have tochange.
You just have to be yourself,be authentic, build trust with
your team Generally, care aboutyour people.
And you have to want to begreat.
You want to be a great boss,you want to invest time in
yourself, to continually improveyourself so you can pour more
(28:48):
into your people.
I recently was listening to agentleman that's in the service
business space, if you will.
He's now branched out and doingother things.
I think of him as very savvy inbusiness.
I look up to him and he saidabout how his cup was was empty
and he couldn't pour into otherpeople.
And you know, if you letyourself get to that point, you
now are going to be a bad bossbecause you have nothing left to
(29:11):
give.
You're going to be a bad friend.
You're going to be a badhusband, you're going to be a
bad whatever you are, becauseyou're you are so empty inside,
or mentally or physically orwhatever that you have nothing
more to give.
So that's why you don't want todo these things, because it's
going to show.
It's going to show to thepeople you work with, your
customers.
They notice it.
So he talks about leadership andmanagement and accountability.
(29:34):
So his breakdown of this isleadership involves working on
the business, right?
So leadership involves workingon the business.
You want to provide cleardirection, create openings for
people to move up, take time tothink about where is the company
going, create vision and whatare you?
You know, what are these peoplebuying into?
What is it you're selling them?
I mean, I'm talking aboutvision for where the company is
(29:56):
going, and then management isworking in the business.
So that's the differencebetween leadership and
management.
In management, you create clearexpectations, you communicate
well, you ensure things aregetting done, you gain traction
to achieve the vision of theleader correct.
Does everybody understand that?
Thomas Edison said visionwithout execution is
(30:17):
hallucination?
I mean, how good is that?
So then it talks in this bookabout five leadership practices
One giving clear direction.
Create that vision for yourpeople and then ask yourself
eight questions what are yourcore values?
What's your core focus?
Why does your company exist andwhat does it do best?
Create a 10-year target ofwhere you want your business to
(30:38):
be and then in that 10 years,you got to think about who,
what's the seats I need to fill,what's going to motivate these
people to do that?
You're going to need amarketing strategy to find your
ideal customers.
You need a message thatattracts those customers to you.
And then he talks about athree-year practice.
You know what is this companylook like in three years.
(31:03):
A one-year plan, establish yourfinancial objectives and three
to seven goals for the next year.
Quarterly rocks, which I thinkI learned about in Traction, I
believe, which is also GinaWickman's book you would create
three to seven most importantpriorities that must get done in
the next 90 days to hit youryearly goals, and then lists of
ideas and issues, opportunities,barriers, whatever to address
and resolve, both long and shortterm.
So me and my business partnerat the time would sit down and
(31:26):
go through those things and thenyou want to share them with
your team every 90 days.
Find out where have you been,where you are, where you're
going, the performance, thegoals, recognize team members
who are, you know, really doinggreat with core values or who
exemplified them, and then makesure your employees have the
necessary tools to hit all thesethings, such as training,
technology, the right people.
(31:47):
Do we need to hire more people?
Do we need to give anyonepersonal time and attention?
You know, kind of train them upor mentor them or whatever they
need.
And then you got to let go.
You got to trust your people,empower your people to come up
with solutions instead of justfixing the problem for them.
Ask them what they would do.
Don't take them.
Don't take their monkey, andthen like, oh, here it is, but
(32:09):
sorry, you're going to have itback.
That's what that means Likedon't take the problem from them
.
Make them help find thesolution for it right.
That way, they learn to trustthemselves, they learn to
problem solve and then act witha greater good in mind of the
company.
Are you setting the examplewhen you're making company
decisions?
Ask yourself how it will affectyour reputation, your
(32:31):
relationships, your communityand the family.
And then you need to takeclarity breaks.
We talked about scheduling timeaway from the office to think
and work on your business, yourdepartment or even yourself.
Because why?
Because it brings clarity,restores your confidence, brings
freshness and allows you tothink bigger picture.
That was some of my favoritestuff in the one business I had
(32:55):
For a long time.
We were serious about that,like we would take and we would
talk about strategy, we'd talkabout how the company's doing,
we'd talk about vision, we couldtalk about clarity.
We did some personal things onvision boards and that was like
my absolute favorite time ofowning that company and my
favorite part of that businesspartner was like he had growth
mindset, he had these visionsand you know, later things just
(33:17):
kind of didn't pan out that way.
But that is like that's thestuff that gets me excited in
business.
That's who you want to be,because then your team sees it.
So he talks about these claritybreaks when you're not in the
office and you're separatelyworking on the business.
He has 15 questions.
I'm going to go through themkind of fast.
But it says in my vision planfor business is it on track?
(33:37):
What is the number one goal?
Am I focusing on the mostimportant things?
Do I have the right people inthe right seats to grow?
What is the one people move?
I must make this quarter.
How strong is my bench?
You know all the people on myteam.
If I lose a key player, do Ihave someone ready to fill that
spot?
Are do I have someone ready tofill that spot?
(33:59):
Are my processes working well?
What seems overly complicated?
That must be simplified.
Do I understand what my directreports truly love to do and
what are they great at doing?
Am I leveraging their strengths?
What can I delegate to othersin order to use my time more
effectively?
What can we do to be moreproactive versus being reactive?
What can I do to improvecommunication?
What is my top priority thisweek or this month?
(34:20):
So think about that Like, areyou sitting down and talking
about that with yourself, yourspouse, your business partner,
whatever, whoever you have onyour team.
And then he talks aboutmanagement practices.
He says remember, you cannotmanage someone.
Did you hear me?
You cannot manage someone.
It's not what you do to someone, it's what you provide for
(34:42):
someone.
If you feel you have tomanipulate or overly manage
someone, you have people issues.
You have hired the wrong person.
So you want to keep yourexpectations clear.
On the roles be clear whattheir jobs are, what their tasks
are, what their job descriptionis.
On the roles be clear whattheir jobs are, what their tasks
are, what their job descriptionis.
On the core values do youremployees or the person you're
(35:02):
hiring, or whatever, do theyknow your company's core values?
Do they know how you expectthem to act and can they make
decisions in your absence thatalign with the company culture?
And then he talks about therocks again, which are your
goals, objectives, initiatives.
Make sure they're measurable,make sure they're specific,
attainable, realistic and timely.
(35:24):
So it's smart.
So I said it kind of out oforder, but it's specific,
measurable, attainable,realistic and timely.
And then the measurables, whichare your KPIs.
Your team members need numbersto hit, as numbers give you data
and facts.
Numbers allow you to cutthrough assumptions, through ego
, through opinion, throughemotion, and you can focus on
deliverables and then get youremployees to expand energy on
(35:47):
results.
So you're saying, okay, whatare some measurable things?
So here's some examples.
Maybe you have salesappointments scheduled, like how
many sales appointments do theyhave this week?
How many bids did they submit?
How many new deals did theyclose?
How many errors were made?
How many customer complaintsdid we have?
How many defective parts orproducts returned?
Are they AR, which is youraccounts receivable?
Are they greater than 45 days?
(36:08):
Is there a lot of service items?
Customer reviews came inovertime hours, billable hours
and sales?
I mean, there's so many thingsyou can track to give these
people that you've hired to seeare they doing their job.
And then it helps them to buildtheir confidence, their ability
, because they can see, like,this is what you told me to do
(36:29):
and I killed it, and thenthey're going to do better, or
they, or maybe they're like well, I tried and I didn't really do
so good, they know.
Okay, next time I need toimprove, okay.
So, once you share expectationswith employees, ask them now
that I've shared my expectationsof you, what do you expect of
me that will help you to win.
(36:50):
That's interesting take, isn'tit?
And then you need tocommunicate, well.
So, um, ask them about, like,can you give me two emotions
where you are right now?
So it says you want to avoidassuming that you know.
So say, if you could share twoemotions about how you're
feeling right now, a positiveand negative what would it be?
(37:12):
And then you share your two andthen I'll share mine.
Okay, so that's how it works.
Um, questions to statement ratio80-20.
So remember, listen 80% of thetime and talk 20%.
Ask questions, don't just makestatements.
Ask why, who, what, where, how,those kind of questions.
(37:33):
So instead of saying you shouldhave done this, instead of
saying that because it's astatement, you should have
instead said knowing what youknow now, what would you do
differently or what do you thinkwe should do?
And then it talks about echoing,having them repeat back what
you're asking.
So say, just to make sure I'mcommunicating well, could you
(37:56):
please tell me what I just toldyou?
I do that in coaching sometimesbecause I feel like people
listen, but am I really gettingwhat I'm asking?
And then that can also help meto know.
Did I talk too fast.
Did I not communicate it?
Well, I can read, you know,reiterate it.
Or you can say like uh, I'm notsure if you quite heard me.
Um, could you tell me what?
What you heard me say?
(38:17):
You know that's a good way toask.
And then talks about maintainingthe right meeting pulse.
Have meetings the same link,same same day and same frequency
every time.
Build consistency.
Meetings help you communicatebetter, solve issues sooner,
hold people accountable and getmore done because you're keeping
everyone in the loop.
Have quarterly conversationsface-to-face.
(38:40):
Do out of the office.
It's not a review, review,you're just going over core
values, rocks and rolls.
He talks about rewarding andrecognizing your people quickly.
Studies show people work harderfor recognition than they do
for money.
Good to know there's a 24 hourrule.
Give positive, negativefeedback within 24 hours.
So if something goes awry, youdon't want to wait three days to
(39:02):
go after jimmy.
It's like if your kids went and, I don't know, hit their sister
, are you going to wait threedays to reprimand them?
No, because they're going to belike that was three days ago.
I've done so much since then.
You want to get it and handle itquickly, because it's just
going to cause more problems Dopublic and private recognition
Criticize in private or itdestroys trust and relationship.
It's praise in public.
(39:22):
I mean we all should probablyknow that.
And then, boss versus buddy Betheir boss, not their buddy,
because once you become theirbuddy, it's hard to correct
without hurting their feelings.
That is a truth.
I've experienced it myself.
I struggle with that one, butit's the truth.
And then, lastly, there's thethree strike rule.
Strike one meet with people ora person and identify the issue
(39:47):
and agree on a course action tocorrect it.
So you want to put it inwriting what you've agreed upon,
and then they get one month toresolve it.
Strike two if not resolved,identify remaining issues and
agree on a plan of action to fixit.
Again, put it in writing andthey get one month to correct it
.
Strike three if they have notfixed it, you terminate the
employee if they haven't alreadyquit.
(40:08):
And then, lastly, he talksabout quarterly conversations
questions to ask.
I'm going to go through thesequickly.
What are you most proud ofaccomplishing during the last
quarter?
How did you accomplish it?
What process or proceduresworked well?
The obstacles that youexperienced did you overcome
them?
How did you overcome them?
What was most helpful to you.
(40:29):
Do they feel they're working onthings that really matter?
Do they feel appreciated forwork they're doing?
Did you provide them with thetools they needed?
Did you give them clearexpectations?
Then share what is working.
Folks, it's not that hard to bea great boss, as you can see
Again, I recommend this book,how to Be a Great Boss by Gina
Wickman.
Read it, share it with yourteam, start implementing these
(40:51):
things.
These are things that will growyour business, change your
business, make you enjoy yourbusiness.
Everyone.
I hope you liked today'sepisode.
If you liked it, if you'll likeit, share, subscribe, subscribe
all of that good stuff.
I'm everywhere.
I'm on iHeartRadio, youtube,google, spotify.
I actually think Google no, notGoogle, apple is the word I
(41:13):
meant to say.
I think there was a Google one,but I think that one went away.
Anyway, I hope you're allenjoying this.
Thank you for listening.
There is a share, a message onthe link above the transcription
.
If you want to send us amessage, if you have questions,
if you have episode ideas, youwant to be on the podcast, let
me know.
I like hearing from you guys.
(41:33):
So thank you for listening.
I hope you all have a great dayand remember.
In the world of business, everysuccess story begins with a
passionate dream and ends with astrategic billion-dollar
handshake.
Stay ambitious, stay innovativeand keep making those deals
that reshape tomorrow.
Thank you all for tuning in anduntil next time, remember
(41:56):
Proverbs 3.3 says let love andfaithfulness never leave you.
Bind them around your neck,write them on the tablet of your
heart.
That way you will win favor anda good name in the sight of God
and man.
And remember if you like whatyou heard today, click the
follow button so you never missan episode.
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